BusinessToday | Our Core Beliefs
43
portfolio_page-template-default,single,single-portfolio_page,postid-43,ajax_fade,page_not_loaded,,select-theme-ver-3.7.1,wpb-js-composer js-comp-ver-5.4.5,vc_responsive

Our Core Beliefs

Your Business is Unique
In a business environment which is getting more competitive every day, companies need to constantly innovate and adapt their strategies to remain relevant, let alone grow. How  can a “one size fits all” business simulation possibly support and build onto your unique business approach? We believe every business is different, hence the need to customise to clients requirements, either fully or partially.

 

Real Business Understanding
Business Acumen is not just about understanding financial statements, but understanding the Big Picture of financial cause and effect.  Managers and staff make strategic and operational decisions, often with limited understanding of the consequences of their decisions to the success of the entire business. Our simulations thus incorporate the different functions and drivers of your business, and cross-departmental teams of participants make these decisions, and experience the results thereof, in the context of what your business is trying to achieve.

 

People Capability
Because of what we now know about the brain, we believe your people have the capability to develop a deep understanding of your business. It is commonplace on and after our simulations for managers and staff to surprise their senior colleagues not only with their comprehension of the business, but also with relevant ideas to improve it.

 

Discovery Learning
Our trainers will regularly hear the words AHAAA! During the simulation, and real company analysis, this is incorporated. We believe that telling management what they need to do, often without the context of why, is only a fraction as powerful as allowing them to make realistic decisions and experience realistic consequences. And thus come to their own realisations of why their company is doing what it is and why policies, targets, initiatives are actually sensible and need to be achieved. There is no point in pushing information into your employees minds if their hearts are unwilling to accept or make use of the information. “If I tell you something it’s true for me, if you discover it is true for you.”
 
The Structure of the Brain
Courses are all designed to take advantage of two key biological features of the brain;

Left and Right Brain the left hemisphere is dominant in language: processing what you hear and handling most of the duties of speaking. It is also in charge of carrying out logic and exact mathematical computations. When you need to retrieve a fact, your left-brain pulls it from your memory. The right hemisphere is mainly in charge of spatial abilities, face recognition and processing music. It performs some math, but only rough estimations and comparisons. The brain’s right side also helps us to comprehend visual imagery and make sense of what we see. It plays a role in language, particularly in interpreting context and a person’s tone.

 

Limbic & Neocortex: The limbic system supports a variety of functions including adrenaline flow, emotion, behavior, motivation, long-term memory, and factional. Emotional life is largely housed in the limbic system, and it has a great deal to do with the formation of memories.  The neocortex is involved in higher functions such as sensory perception, generation of motor commands, spatial reasoning, conscious thought and language

 

30 30 40
There is a certain degree of “gut level” transfer of learning that will take place if a simulation is merely facilitated over a number of cycles. Some participants will automatically make links between the simulation and what they need to do differently back at work. But we believe that this is a limited number of people and we thus do not leave learning up to chance.
The “game”, itself is merely a vehicle for the deep level of learning to occur, through the trainer constantly linking the simulation mechanisms to participant reality. Also in stopping the simulation between the business cycles and applying simulation exercises and calculations to real company issues and numbers. If participants on a simulation leave with expressing the main benefit as “we won”, you have largely wasted your training budget. People, even those from the non-winning teams should be walking away saying “What am I going to do differently”.

custom field

lorem ipsum dolor sit amet