The Sustainability Challenge.
The challenge for many major companies today is to get managers to think about sustainability in everything they do, rather than every now and then as an afterthought. Telling people things of this complexity has little impact. The best way to help people grasp the interactions in a complex system is through simulation. Take part, make decisions, see the effects, make fresh decisions and see how things change. This business simulation is a highly effective tool, designed to give a global overview of how a company works, and to make the learning of strategy, sustainability, marketing and financial concepts as easy and enjoyable as possible. It is a fast-paced and highly challenging business simulation that challenges participants to "do well" and to "do good" in business.
What will participants do
Each participant is part of a leadership team, in competition with up to five other teams managing an established company. Teams make strategic decisions to deliver business results while embarking on sustainability initiatives over a period of up to 6 business cycles. By working through the model for a few “years”, participants begin to see the linkages between those aspects of the company’s business that they have always thought about, and those that they have not. And because the model is based on participants’ own reality, there is no “learning transfer” needed to get them thinking about their day jobs in the same way.
The Game Based Simulation
The programme simulates of the workings of the operations of an organisation with sustainability considerations that gives participants the opportunity to learn about:
. Formulating and adjusting strategy under rapidly changing and uncertain conditions
. The consequences of strategic choices
. How to prioritise amongst multiple issues and opportunities
. Incorporating financial analysis in strategy formulation and execution
. Working effectively with other members of the management team
Rapid Customisation : The Simulation for Nestlé
ProfitAbility developed a simulation for Nestlé to help their global managers understand the “Nestlé in Society” thinking. The simulation puts participants into teams running a business where they have to make decisions on
Our unique Digital GRID Platform allows us to rapidly customise simulations for any industry and desired learning outcomes.
The Sustainability Case Studies
We complement the simulation by facilitating sustainability case studies from top business schools to enhance the learning. We also work with clients to identify relevant case studies to you business challenge and industry.The following are some of the case studies that we facilitate on Sustainability.
Sustainable Tea at Unilever (HBS)
The case study is about Unilever's Lipton Tea that had been successful with the first phase of its certification partnership with Rainforest Alliance. Now the company faced challenges in how to push forward with the transformation of more difficult parts of the supply chain and how to market sustainable tea in developing markets like India.
PepsiCo India: Performance with Purpose (HBS)
In 2010, PepsiCo India's management is working to translate PepsiCo's new mission, 'Performance with Purpose,' into practice in the India market. The mission calls for continued financial performance and market leadership, as well as greater emphasis on healthy products, natural resource management, and employee empowerment. PepsiCo India has made progress under the mission but continues to be challenged by the inherent tension between short-term financial performance and long-term investments in socially responsible initiatives.
Patagonia's Sustainability Strategy (IMD)
In 2005, Patagonia launched the Common Threads Recycling Program to reduce the number of products Patagonia customers purchased through a two-fold effort. The first part was to encourage customers to fix damaged clothing. The second aspect was to create a second-hand market for Patagonia garments that did not fit or that were no longer worn. Patagonia's next step was to launch a campaign in 2011 to dissuade customers from purchasing clothing that they did not really need. Is this the path that Patagonia should pursue?
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