Ask Agger - Bringing the Board Game to the Board Room

BRINGING THE BOARD GAME TO THE BOARD ROOM

ASK AGGER

Workz A/S © 2015

Workz A/S © 2015 – www.workz.dk


Our passion: To empower organizations to change themselves and their world through involvement




TRAINING KINGS AND GENERALS

Mesopotamia (current Iraq) App. 2600 B.C. Inspiration: Jacob Schmidt-Madsen

THE KING GAME OF UR


CHATURANGA

India App. 600 A. D. Inspiration: Jacob Schmidt-Madsen


China App. 900 A. D. Inspiration: Jacob Schmidt-Madsen

LI HE’S CIVIL SERVANT TRAINING GAME


KRIEGSSPIEL

Prussia 19. Century Inspiration: Jacob Schmidt-Madsen


A WAR STORY…

THREE GAPS


Source: Stephen Bungay and Von Motke the Elder.

Intent

AcBons Plans

Knowledge gap

Alignment gap

Effect gap

THREE GAPS



Intent

AcBons Plans

Knowledge gap

Alignment gap

Effect gap

Detailed analysis and plans

Detailed instrucBons

Detailed control

THREE GAPS



Intent

AcBons Plans

Knowledge gap

Alignment gap

Effect gap

Detailed analysis and plans

Detailed instrucBons

Detailed control

Simple instrucBons and short term plans

Share the strategic intent

Give a clear mandate to create results

THREE WAYS GAMES CAN SUPPORT STRATEGY AND CHANGE:

1) Knowledge gap: Making the strategy (market simulations/war rooms)

2) Alignment gap:

Sharing the strategy (strategy simulations) 3) Effect gap:

Leading the transformation (leadership simulations)


MAKING THE STRATEGY


WAR ROOM: UNDERSTANDING PUTIN


RUSSIA VS. THE WEST

Workz A/S, Kronprinsessegade 20, 1306 Kbh. K (+45) 88 88 82 50, [email protected]

WESTERN BRIEF

OVERALL POSITION AND SITUATION

The key concerns of most European countries are lack of economic growth, huge public debt and high unem-

ployment rates. National security is closely linked to membership of the NATO alliance and support from the

USA. Many European countries have very limited military capabilities that are operational and useful in a direct

confrontation with Russian forces.

Within EU, there are internal disagreements about how to respond to the Russian aggressions and how much

EU/NATO can and should engage with Eastern Europe and Caucasus. Many European countries have strong

economic relations with Russia or are depending on Russian gas supplies.

KEY OBJECTIVES

These are your key objectives for the game:

• Avoid direct and uncontrolled military confrontations with Russia. Protect and expand the legitimacy of the

NATO alliance.

• Counter Russian aggressions and dominance in Eastern Europe, especially towards Ukraine, Georgia, Mol-

davia and the Baltic countries.

• Help the government in Kiev in their efforts to create a modern liberal state. Avoid a collapse in Ukraine

with uncontrollable humanitarian consequences and massive numbers of refugees fleeing to EU member

states.

• If possible, find a fast solution to the crisis that will limit the negative impact on the European economy.

WAR ROOM™

EASTERN CONFLICT

RUSSIAN BRIEFOVERALL POSITION AND SITUATIONNational security issues have key priority, even if there are consequences for the national economy or the

living conditions of the population. The government’s resilience towards the public’s hardship is significant,

and there is strong support for the president and his agendas. The impact of public protesting is very limited,

and the likelihood of this leading to a regime change is very small.

The economic situation is severe and due to low oil prices and Western sanctions it is rapidly deteriorating.

Due to lack of proper funding, the Russian military as a whole is not ready for a major confrontation with the

West. However, smaller parts of the armed forces are well trained and possess sophisticated weapons on par

with NATO’s most modern equipment. KEY OBJECTIVESThese are your key objectives for the game:• Avoid direct military confrontation with the West, especially USA.

• Hinder and, if possible, push back the eastward expansion of NATO. Explore any opportunity to create a

situation in the Baltic countries that will undermine the influence of NATO and the West.

• Control the development in Eastern Ukraine in order to maintain control of Crimea and to prevent the gov-

ernment in Kiev from joining NATO or EU.• Enforce control of the Nord-East Passage and Russian interests in the Arctic. Counter the aggressive

claims of Denmark and Canada in the region to establish a position of strength for future negotiations.

• Keep control of the Tartus navy base and prevent the downfall of Assad’s regime in Syria.

• Ensure continued support of the Russian public and supress internal opposition.

• Support the Russian economy by making sure that the Western sanctions have limited scope and duration.

If possible, find ways to influence, and possibly raise, the price of oil and gas.

WAR ROOM™EASTERN CONFLICT


DIPLOMACY AND MILITARY


CONSEQUENCE AND SURPRISE


WAR ROOM: TELE COMMUNICATION


WAR ROOM: BUSINESS INTELLIGENCE


WAR ROOM: FINANCIAL SECTOR


WAR ROOM: ARABIC SPRING


WAR ROOM: R&D STRATEGY


SHARING THE STRATEGY


STRATEGY SIMULATIONS: PHARMA


STRATEGY SIMULATIONS: SERVICE


STRATEGY SIMULATIONS: SERVICE


LEADING THE TRANSFORMATION



GAMECHANGERS™ – STAKEHOLDER ENGAGEMENT


WALLBREAKERS™ – CHANGE LEADERSHIP


STREAMLINERS™ – FINANCIAL FOCUS IN COWI


REFLECTIONS

REFLECTIONS New behavior = Motivation x Ability x Trigger


Source: BJ Fogg

High Mo(va(on

Low Mo(va(on

Hard to Do Easy to Do ABILITY

MOTIVA

TION

TRIGGERS

REFLECTIONS - SEVEN PITFALLS


1.   Fluffy learning objec(ves 2.   To much compe((on 3.   To much complexity 4.   To fare distance to own situa(on 5.   Detached game mechanics 6.   Lack of reflec(on and triggers 7.   Technology geVng in the way

WALLBREAKERS™ – CHANGE LEADERSHIP


A LEADERSHIP SIMULATION ABOUT CHANGE •  Focus is on the human aspect. •  Based on theories on change management and leadership as well as

personality types -‐ John KoPer, Rick Maurer, Daniel Goleman and MBTI /DiSC. •  It involves change processes:

•  Three different phases in change processes. •  Understanding resistance. •  Individuals react differently to change.

•  The game is based on a ficBonal case: the large IT-‐service company TLA buys up the smaller Nordicon.

•  Focus on sharing lessons learned, concerns and good advice. •  Used either in leadership academies or to support specific change iniBaBves. •  Available in 7 languages and used by more then 20.000 managers.


CHANGE IN BRIEF •  Change is normal. •  Resistance to change is a common reaction. •  We resist because we want to protect something valuable. •  Everyone reacts differently to change. •  We react on the basis of previous experience and personal values,

opinions and preferences. •  Good change leadership involves dealing with different employees

differently through the phases of change.


JOHN KOTTER’S 8 STEPS

1.  Establishing a sense of urgency 2.  Creating a powerful guiding coalition

3.  Developing a change vision and strategy

4.  Communicating the change vision

5.  Empowering employees for broad-based action on the vision

6.  Generating short-term wins

7.  Consolidating gains and producing more change

8.  Anchoring new approaches in the culture


RICK MAURER’S 3 LEVELS OF RESISTANCE


“We don't stop playing because we grow old; we grow old because we stop playing” - George Bernard Shaw

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Ask Agger - Bringing the Board Game to the Board Room

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understanding putin

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