Friday | 5 December, 2008
When Two Tribes Go to War
Virtually all companies do long-range planning. But doing “what if” scenarios with co-managers around the boardroom table doesn’t produce the kinds of insights and discoveries that players say can come out of a formal war game
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Sidebar: Play War
Running a war game can achieve a number of different goals. It can help turn data and information about a market, competitors, and other factors into actionable intelligence that adds real value to the quality of planning.
The way KappaWest does it, several teams of between three and eight people take part, each representing different "players" in the situation. Depending on the purposes and scope of the war game, these teams might play the roles of the company conducting the war game, each of several different competitors, a market or a key segment in it, a specific customer, a regulatory body, or some other organization that could affect the situation in real life.
"At the conclusion of the war game, facilitators lead a group discussion to capture all the lessons learned throughout it. Depending again on the purposes and scope of a particular war game, it is it is likely to generate a mix of both hard and soft deliverables," the company says.
KappaWest includes among possible hard deliverables:
- A rigorous analysis of the situation that defines specific opportunities, obstacles, risks and needs that were uncovered
- Specific recommendations concerning actions that should be included in a plan being developed, or to improve the level or probability of success of an existing plan
- The definition of critical areas of missing market, competitive or other forms of intelligence.
Possible soft deliverables cited are:
- Increased knowledge that will lead to better day-to-day decision making
- Increased teamwork and less "silo mentality"
- More effective communications among participants
- Ability to use a selected set of highly effective concepts, models and tools in other planning situations
- Increased awareness of the reality of market, competitive and other changes in the company's business environment.
- S BUSHELL
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