Ask a room of managers what “strategy” means and you’ll get a lot of different answers. Ask them to show it under pressure, with limited resources, demanding targets and a competitor making moves, and you’ll quickly see who really thinks strategically.
This workshop teaches strategic thinking the most practical way we know: by having teams run a simulated business, make real choices, and live with the results.
How it works
Teams compete against each other to win contracts, manage limited resources and hit their revenue targets.
The simulation runs over four rounds called Quarters, one simulated year of business. In each Quarter, teams have to:
- read the market and what’s changing around them
- respond to competitors
- work with stakeholders
- decide where to put their limited resources
- set direction, and adjust it when things change
Every team member is responsible for contributing to revenue while handling the scenarios that come up, so nobody gets to sit back and watch.
What’s included
- Simulated business scenarios based on real-world situations
- An interactive game board for each team
- A booklet and toolkit for each participant
- Team feedback and discussion after the rounds
What people learn
Great strategy is about balance: delivering results while managing limited resources, a changing market, tough competition, the right opportunities and the risks that come with them.
During the workshop, participants learn to:
- tell the difference between a planned strategy and one that emerges as things change, and work with both
- build strategy around their strengths
- spot opportunities that genuinely fit their goals
- adjust their action plans when circumstances shift
The learning draws on established strategy tools, including Jeanne Liedtka’s model of strategic thinking, SOAR analysis (Strengths, Opportunities, Aspirations, Results), action planning and risk analysis. Participants practise using these during the simulation, not just reading about them.
Most groups have several “aha” moments along the way. Often the biggest is realising that what they thought of as strategy was really just next year’s plan.
Who it’s for
- Managers moving into roles where they set direction, not just deliver it
- Senior and leadership teams who want to sharpen how they plan together
- Cross-department teams who need to see the whole business, not just their part of it
Programme length
The workshop runs over one or two days, depending on how deep you’d like to go.
It works well alongside our leadership workshops, our senior leadership team building, or a profiling session, so participants understand each other’s thinking styles before the competition starts.
Is your team great at delivering, but less sure about direction?
Many strong teams are excellent at hitting targets someone else has set. Fewer are comfortable setting the direction themselves, especially when the market keeps moving.
Tell us who would attend. Their level, their roles, and what “strategic thinking” means for your business right now. We’ll suggest whether one day or two makes more sense.
You get a clear proposal. Every cost is itemised line by line, and what we quote is what you pay.
The best time to practise making strategic decisions is before the real ones land on someone’s desk.