1、Gaming as business: Accenture experience Ivo Wenzler Wouter Jan Kleinlugtenbelt,Accenture portfolio of simulation offerings,Questions from our clients What will the future market look like and what are the probable effects on our way of doing business? Where do we want to be in the relation to that
2、future and what needs to change in our strategy? How do we change, and how do we effectively and efficiently develop, implement, and apply the new capabilities we need? How can we accelerate critical capabilities, maximize human performance, and make the results we have achieved sustainable?,Better
3、Cheaper Faster,Market simulations,Problem Complex, nonlinear, qualitative and quantitative, strategic, dynamic, mostly outward oriented. Objectives Insight and understanding, knowledge creation, discovery of behavior, demand and supply modeling. Audience Individual decisions makers, multiple players
4、 (groups of executives), organizational focus. Interaction Model driven, medium level of abstraction, computer based (SD model) or computer supported.,Utility 21 market simulationClient Utility retail company,Simulation was used to Provide insight into the dynamics of a competitive energy market; Id
5、entify market liberalization issues and test key strategies for the future. Simulation was chosen because It can represent dynamics of the whole demand and supply market with a limited number of decision makers actually playing; It compresses real time without loosing required level of detail, and b
6、etween 10 and 25 years can be played in one day; It provides quantitative responses to ones decisions during the course of testing different market strategies.,Policy simulations,Problem Complex, nonlinear, ambiguous, mostly qualitative, strategic, dynamic relationships, inward oriented. Objectives
7、Insight, understanding, policy development and testing, negotiation, shared vision, consensus. Audience Multiple players (groups of policy makers), group and organizational focus. Interaction Facilitator or participants driven, medium level of abstraction, computer supported (decision support).,Simu
8、lation was used to Test whether a market oriented electric power industry would be stable and affordable (effective and efficient); Provide managers with an experience of what it would be like to act in a market-oriented electric power industry.Simulation was chosen because It can represent dynamics
9、 of the national energy market with a limited number of decision makers actually playing; It compress real time without loosing required level of detail, and 25 years into the future can be played in two days; It allows executives of different companies to experiment with the future of the energy ma
10、rket within a safe environment.,Contractrijk 2000 simulationClient Association of utility companies,Dynamic business simulations,Problem Complex, nonlinear, mostly quantitative, strategic and operational, dynamic relationships, inward oriented. Objectives Insight, understanding, knowledge creation,
11、behavior forecast, strategy development and testing. Audience Individual decisions makers), multiple players (groups of decision makers), organizational focus. Interaction Model driven, different levels of abstraction, computer based (system dynamics model).,Simulation was used to Develop and test s
12、trategic (asset management) scenarios and create insight into the effects of asset investment decisions on business result; Help decision makers identify and compare value-creating opportunities. Standardize network design, with potentially significant reduction in investments and costs.Simulation w
13、as chosen because It provides a dynamic and quantitative representation of how the system works; It helps translating tacit understanding of the relationships in the system into a more formal and transparent model that can be used repetitively.,Asset management dynamic business modelClient Utility n
14、etwork company,Capability simulations,Problem Medium complexity, mostly linear (sequential), quantitative, operational, inward oriented. Objectives Knowledge creation, discovery of behavior, process (capability) design, testing, optimization. Audience Individual decisions makers), multiple players (
15、groups of decision makers), organizational focus. Interaction Model driven, different levels of abstraction, computer based (discreet event simulation).,Simulation was used to Determine how robust are the key business processes in view of expected market dynamics after liberalization; Determine the
16、expected workload, and the capabilities and number of people needed to deliver performance; Determine the ability of the planned IT to support achievement of process related objectives.Simulation was chosen because It is an interactive communication tool for creating insights into the effects of dif
17、ferent future scenarios on performance; It provides a dynamic and quantitative representation of how the new processes will work.,Process validation simulationClient Utility retail company,Day in a life simulations,Problem Medium complexity, well understood, human performance focus, operational, inw
18、ard & outward oriented. Objectives Process testing, knowledge transfer, individual and integrated performance, confidence building. Audience Multiple players playing their real-life role, with individual, group, and organizational focus. Interaction Process and participants driven (real-life), low l
19、evel of abstraction, computer supported (actual systems).,Simulation was used to Increase awareness within management of the new planning process, associated KPIs and the reporting structure; Increase ability of management to work with the new planning tool and create more accurate forecasts; Help m
20、anagement to understand the planning improvement effort in relation to the companys turn-around process.Simulation was chosen because It provides an experiential and risk-free environment for accelerating learning abut new processes and systems; It looks and feels like work, but without the real-tim
21、e consequences.,Planning process simulationClient Global car manufacturer,Performance simulations,Problem Medium complexity, well understood, human performance focus, operational, outward oriented. Objectives Insight and understanding, knowledge transfer, individual performance, confidence building.
22、 Audience Single player (at all levels) playing their real-life roles and responsibilities, individual focus. Interaction Model driven (simulated real-life situations), low abstraction, computer based (self-directed).,Simulation was used to Increase the ability of back-office employees to work with
23、new processes and systems; Help initiate the culture change towards more client-centric culture.Simulation was chosen because It provides the required training with minimal disturbances in operations people can learn at their own pace; It does not require a stable training or testing IT environment
24、of new systems; It can be reused with light modification and without additional delivery costs; In addition to improved learning it brings significant training cost savings.,New way of working simulationClient Global insurance company,Simulation was used to Provide insight into new reporting and ste
25、ering processes and structures and their contribution to improving business performance; Identify gaps between the current behavior and the newly required behavior; Teach managers how to use steering instruments such as Balanced Score Card, P It compress real time, and 3 years into the future can be
26、 played in one day.,Gaming simulations,Problem Different levels of complexity, strategic and operational, mostly human performance focus, inward and outward. Objectives Insight and understanding, knowledge transfer, individual performance, confidence building. Audience Multiple players (groups withi
27、n organizations at all levels), individual and group focus. Interaction Facilitator or participants driven, higher abstraction level, mostly metaphors, mostly no computer support.,Steering in practice simulationClient Utility network company,Ten commandments for gaming as a business,1. Get a clear u
28、nderstanding of who needs a simulation and why do they think they need it! 2. Get a clear understanding of the value simulation can deliver and the risks involved! 3. Get a clear understanding of stakeholder agendas and their capacity for sponsorship! 4. Ensure that the simulation objectives are cle
29、ar, specific, and measurable! 5. Ensure that the simulation design process is iterative as well as interactive! 6. Ensure the operational excellence of the simulation implementation process! 7. Determine the effects simulation has on learning! 8. Communicate the relevance of what has been learned to the key stakeholders! 9. Ensure that learning is translated into action and monitor effects on performance! 10. Get recognition without it you will not grow the business!,Questions,
