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YouMeO Wargame

Martin Mayer
Martin Mayer

This document discusses the use of business wargaming to develop strategic plans. It notes that traditional strategic planning tools are no longer sufficient due to accelerated global competition. Wargaming allows companies to put themselves in competitors' shoes to shape winning strategies. The document outlines how wargaming works, including forming teams to represent market players, conducting rounds of simulated decision-making, and debriefing to identify strategic insights. It argues wargaming is efficient for testing strategies, launching new products/services, and protecting against threats due to the tailored simulations and experiential learning it provides participants.

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Business Put yourself in the shoes of the competitors and shape your winning strategy Wargame
BECAUSE THE ECONOMIC WAR IS RAGING A reorientation of certain US services towards the capture of economic markets following the collapse of the USSR. A fierce competition in unified and global markets. A reorganization of value capture A business acceleration with the internet and digital platform players and a global financial system system. BECAUSE THE STRATEGY HAS CHANGED ITS NATURE The BCG and McKinsey matrix,, Porter 's value chain and other traditional strategic planning tools are no longer sufficient to win in the accelerated global arena Modern strategies must be agile, offensive, pragmatic and multiple BECAUSE CORPORATE BOARDROOMS ARE THE WARROOMS OF THE 21ST CENTURY Members of Executive Boards are increasingly aware of the art of warfare, They follow the 36 stratagems and military doctrines to win over their competitors They have the mission to conquer markets and are in charge of thousands of people under their command. Defeat is not an option.. BECAUSE THE RESULTS WILL SURPRISE AND THRILL YOU The identification of new opportunities that have passed unnoticed so far Predictions that will materialize in the 3 to 6 months following the wargame A deep understanding of your competitors and your eco-system Why A Wargame ?
When To Run A Wargame? TO STRESS TEST GLOBAL OR LOCAL STRATEGIES TO SIMULATE THE LAUNCH OF A NEW PRODUCT OR SERVICE TO PROTECT YOURSELF AGAINST NEW COMPETITORS TO EVALUATE AND ANTICIPATE CHANGES IN THE MARKET TO SIMULATE AN IMPORTANT CALL FOR TENDER ? (some strategic questions that are particularly suitable for a wargame) What market penetration strategy for a Big Data player facing the GAFA threat? What strategic positioning in the changing electric vehicle market? How to respond to the arrival of a digital intermediary capturing a growing share of value? What collaboration strategies in the IoT market? Which business models to develop? How to manage the strategic transition from a hardware business to a software business? TO INCAPACITATE YOUR COMPETITORS
The deliberate curation of teams representing the main players in the market, each team has a clear challenge to address and several strategic objectives to achieve. A realistic dynamic macro business model will evolve as decisions are made by the teams during the game. The succession of several rounds that last about 45-60 minutes each. The rounds are separated by the presentation of the decisions taken by the teams in plenary in front of the market voice (jury). The members of the market voice rely on rules known to all competitors and their judgement will decide the new starting point for the next round. The principles of the wargame concept are based on two important aspects: 1| The starting point for the first round is carefully prepared through competitive analysis and market research. Unexpected events, 'accidents, crisis and new opportunities are prepared according to the needs of the wargame and injected as of round 2 onwards. Historical competitor Your company New threat to the market (e.g. GAFAs) New market entrant Co- opetitor (competitor & partner) 2| Example of 5 teams of 3 to 5 members each : Round 1 Round 2 Round 3 conclusions plenary plenary plenary juryjuryjury How to play a business wargame?
Our approach TAILOR-MADE EASY-TO- USE STRATEGIC TOOLS FOR EACH TEAM Detailed company profiles to document the starting point for each team in the game via newspaper articles, company- internal newsletters, industry research documents, competitive analysis as well as psychological profiles of the members of the leadership team of each actor to enhance the roleplaying character of the game. A METHOD WITH DIFFERENT COMPLEMENTARY MOMENTS OF TEAM REFLECTIONS AND SHARING Plenary sessions, group reflections and learning, progressive application of strategic tools, introduction of disruptive market developments such as the emergence of new competitors, M&A activities, social movements, ,
Working approach for the realisation of a business wargame Facilitation of the wargame with a team of experienced facilitators Note taking to capture ideas and reflections (also the ones that have remained unexplored), to follow up on significant exchanges and conversations Debriefing ad-hoc of the business wargame to identify key lessons, explore strategic options emerging through the game and identify actions and priorities to put in place 2 | 3 | Facilitation of the game Debriefing and key learnings of the game Debriefing of the participants and sharing of the lessons learned from this strategic wargame experience Formalization of a detailed report in relation to the wargame Analysis of the strategic options and preparation of the next steps based on wargame results 1 | Preparation of the game Interviews and desk research Selection of actors for the game (comptetitors, co-opetitors, new entrants, GAFAs, and preparation of company and executive profiles Collection of information and insights about all competitors in the wargame (competitive intelligence) Scanning and documentation of the contextual environment (market, competitors, products, macroeconomics, ...) Definition of the teams, i.e. selection of executives to the different actors to be played in the wargame Preparation and briefing of each team: description of the game, expectations, roles, Design of the wargame: construction of the detailed programme, preparation of strategy frameworks and templates,
Introduction 60 Plenary War room 90 30 Round 1 Market voice 15 War room 60 30 Round 2 End of half-day 1 15 War room 45 30Round 3 Market voice 15 War room 45 30Round 4 Conclusions and learnings 60 Plenary Market voice 15 Plenary and disruptive event Plenary Plenary Example of a business wargame programme 1 s t d a y ( p m ) 2 n d d a y ( a m )
5 3 2 1 Because the tools and game plan are tailor-made to the purpose at hand Because its a high-intensity learning environment with role-playing increasing creativity and strategic thinking Because the shared feedback and learning from the game allow for a more holistic and strategic vision of the situation Because its a human adventure, based on the principals of experimental learning and paradigm change Why business wargames are so efficient? GO ! Because the participants are dedicated to learn and grow together4
Reach out! 辿changez & changez youmeo Martin Mayer martin.mayer@youmeo.fr 06 28 19 55 83 Rapha谷l Beziz Raphael.beziz@youmeo.fr 06 31 49 99 28

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YouMeO Wargame

  • 1. Business Put yourself in the shoes of the competitors and shape your winning strategy Wargame
  • 2. BECAUSE THE ECONOMIC WAR IS RAGING A reorientation of certain US services towards the capture of economic markets following the collapse of the USSR. A fierce competition in unified and global markets. A reorganization of value capture A business acceleration with the internet and digital platform players and a global financial system system. BECAUSE THE STRATEGY HAS CHANGED ITS NATURE The BCG and McKinsey matrix,, Porter 's value chain and other traditional strategic planning tools are no longer sufficient to win in the accelerated global arena Modern strategies must be agile, offensive, pragmatic and multiple BECAUSE CORPORATE BOARDROOMS ARE THE WARROOMS OF THE 21ST CENTURY Members of Executive Boards are increasingly aware of the art of warfare, They follow the 36 stratagems and military doctrines to win over their competitors They have the mission to conquer markets and are in charge of thousands of people under their command. Defeat is not an option.. BECAUSE THE RESULTS WILL SURPRISE AND THRILL YOU The identification of new opportunities that have passed unnoticed so far Predictions that will materialize in the 3 to 6 months following the wargame A deep understanding of your competitors and your eco-system Why A Wargame ?
  • 3. When To Run A Wargame? TO STRESS TEST GLOBAL OR LOCAL STRATEGIES TO SIMULATE THE LAUNCH OF A NEW PRODUCT OR SERVICE TO PROTECT YOURSELF AGAINST NEW COMPETITORS TO EVALUATE AND ANTICIPATE CHANGES IN THE MARKET TO SIMULATE AN IMPORTANT CALL FOR TENDER ? (some strategic questions that are particularly suitable for a wargame) What market penetration strategy for a Big Data player facing the GAFA threat? What strategic positioning in the changing electric vehicle market? How to respond to the arrival of a digital intermediary capturing a growing share of value? What collaboration strategies in the IoT market? Which business models to develop? How to manage the strategic transition from a hardware business to a software business? TO INCAPACITATE YOUR COMPETITORS
  • 4. The deliberate curation of teams representing the main players in the market, each team has a clear challenge to address and several strategic objectives to achieve. A realistic dynamic macro business model will evolve as decisions are made by the teams during the game. The succession of several rounds that last about 45-60 minutes each. The rounds are separated by the presentation of the decisions taken by the teams in plenary in front of the market voice (jury). The members of the market voice rely on rules known to all competitors and their judgement will decide the new starting point for the next round. The principles of the wargame concept are based on two important aspects: 1| The starting point for the first round is carefully prepared through competitive analysis and market research. Unexpected events, 'accidents, crisis and new opportunities are prepared according to the needs of the wargame and injected as of round 2 onwards. Historical competitor Your company New threat to the market (e.g. GAFAs) New market entrant Co- opetitor (competitor & partner) 2| Example of 5 teams of 3 to 5 members each : Round 1 Round 2 Round 3 conclusions plenary plenary plenary juryjuryjury How to play a business wargame?
  • 5. Our approach TAILOR-MADE EASY-TO- USE STRATEGIC TOOLS FOR EACH TEAM Detailed company profiles to document the starting point for each team in the game via newspaper articles, company- internal newsletters, industry research documents, competitive analysis as well as psychological profiles of the members of the leadership team of each actor to enhance the roleplaying character of the game. A METHOD WITH DIFFERENT COMPLEMENTARY MOMENTS OF TEAM REFLECTIONS AND SHARING Plenary sessions, group reflections and learning, progressive application of strategic tools, introduction of disruptive market developments such as the emergence of new competitors, M&A activities, social movements, ,
  • 6. Working approach for the realisation of a business wargame Facilitation of the wargame with a team of experienced facilitators Note taking to capture ideas and reflections (also the ones that have remained unexplored), to follow up on significant exchanges and conversations Debriefing ad-hoc of the business wargame to identify key lessons, explore strategic options emerging through the game and identify actions and priorities to put in place 2 | 3 | Facilitation of the game Debriefing and key learnings of the game Debriefing of the participants and sharing of the lessons learned from this strategic wargame experience Formalization of a detailed report in relation to the wargame Analysis of the strategic options and preparation of the next steps based on wargame results 1 | Preparation of the game Interviews and desk research Selection of actors for the game (comptetitors, co-opetitors, new entrants, GAFAs, and preparation of company and executive profiles Collection of information and insights about all competitors in the wargame (competitive intelligence) Scanning and documentation of the contextual environment (market, competitors, products, macroeconomics, ...) Definition of the teams, i.e. selection of executives to the different actors to be played in the wargame Preparation and briefing of each team: description of the game, expectations, roles, Design of the wargame: construction of the detailed programme, preparation of strategy frameworks and templates,
  • 7. Introduction 60 Plenary War room 90 30 Round 1 Market voice 15 War room 60 30 Round 2 End of half-day 1 15 War room 45 30Round 3 Market voice 15 War room 45 30Round 4 Conclusions and learnings 60 Plenary Market voice 15 Plenary and disruptive event Plenary Plenary Example of a business wargame programme 1 s t d a y ( p m ) 2 n d d a y ( a m )
  • 8. 5 3 2 1 Because the tools and game plan are tailor-made to the purpose at hand Because its a high-intensity learning environment with role-playing increasing creativity and strategic thinking Because the shared feedback and learning from the game allow for a more holistic and strategic vision of the situation Because its a human adventure, based on the principals of experimental learning and paradigm change Why business wargames are so efficient? GO ! Because the participants are dedicated to learn and grow together4
  • 9. Reach out! 辿changez & changez youmeo Martin Mayer martin.mayer@youmeo.fr 06 28 19 55 83 Rapha谷l Beziz Raphael.beziz@youmeo.fr 06 31 49 99 28