Presenter: Ask Agger, CEO, Workz In a digital age where everybody worships technology, a growing number of companies, especially in Scandinavia and Europe, are going in the opposite direction. Instead of e-learning, apps or social media, they use physical simulations inspired by board games to accelerate the organization’s ability to learn and adapt to change. Inspired by the old Prussian tradition of Kriegsspiel (war games) these companies use physical simulations as a training ground, where leadership skills, business understanding and key strategies can be tested and fine-tuned before implementation in real life. Hear about cases and experiences from industry leaders within sectors like pharmaceuticals, shipping, finance, service and biotech.

1. BRINGING THE BOARD GAME
TO THE BOARD ROOM
ASK AGGER

2. Workz
A/S
©
2015

4. Workz A/S © 2015 – www.workz.dk

5. Workz A/S © 2015 – www.workz.dk

6. Our passion:
To empower organizations to change themselves
and their world through involvement
Workz A/S © 2015 – www.workz.dk

7. Workz A/S © 2015 – www.workz.dk

8. Workz A/S © 2015 – www.workz.dk

10. TRAINING KINGS
AND GENERALS

11. Mesopotamia (current Iraq)
App. 2600 B.C.
Inspiration: Jacob Schmidt-Madsen
THE KING GAME OF UR
Workz A/S © 2015 – www.workz.dk

12. CHATURANGA
India
App. 600 A. D.
Inspiration: Jacob Schmidt-Madsen
Workz A/S © 2015 – www.workz.dk

13. China
App. 900 A. D.
Inspiration: Jacob Schmidt-Madsen
LI HE’S
CIVIL SERVANT
TRAINING GAME
Workz A/S © 2015 – www.workz.dk

14. KRIEGSSPIEL
Prussia
19. Century
Inspiration: Jacob Schmidt-Madsen
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15. A WAR STORY…

17. THREE GAPS
Workz A/S © 2015 – www.workz.dkSource:
Stephen
Bungay
and
Von
Motke
the
Elder.
Intent
AcBons
Plans
Knowledge
gap
Alignment
gap
Effect
gap

18. THREE GAPS
Workz A/S © 2015 – www.workz.dkSource:
Stephen
Bungay
and
Von
Motke
the
Elder.
Intent
AcBons
Plans
Knowledge
gap
Alignment
gap
Effect
gap
Detailed
analysis
and
plans
Detailed
instrucBons
Detailed
control

19. THREE GAPS
Workz A/S © 2015 – www.workz.dkSource:
Stephen
Bungay
and
Von
Motke
the
Elder.
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

20. 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)
Workz A/S © 2015 – www.workz.dk

21. MAKING THE STRATEGY
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22. WAR ROOM: UNDERSTANDING PUTIN
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23. RUSSIA VS. THE WEST
Workz A/S, Kronprinsessegade 20, 1306 Kbh. K (+45) 88 88 82 50, contact@workz.dk
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.
™
RUSSIAN BRIEFOVERALL POSITION AND SITUATION
National 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.
Workz A/S © 2015 – www.workz.dk

24. DIPLOMACY AND MILITARY
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25. CONSEQUENCE AND SURPRISE
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26. WAR ROOM: TELE COMMUNICATION
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27. WAR ROOM: BUSINESS INTELLIGENCE
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28. WAR ROOM: FINANCIAL SECTOR
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29. WAR ROOM: ARABIC SPRING
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30. WAR ROOM: R&D STRATEGY
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31. SHARING THE STRATEGY
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33. STRATEGY SIMULATIONS: PHARMA
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34. STRATEGY SIMULATIONS: SERVICE
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35. STRATEGY SIMULATIONS: SERVICE
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36. LEADING THE TRANSFORMATION
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38. GAMECHANGERS™ – STAKEHOLDER ENGAGEMENT
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39. WALLBREAKERS™ – CHANGE LEADERSHIP
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40. STREAMLINERS™ – FINANCIAL FOCUS IN COWI
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41. REFLECTIONS

42. REFLECTIONS
New behavior = Motivation x Ability x Trigger
Workz A/S © 2015 – www.workz.dkSource:
BJ
Fogg
High
Mo(va(on
Low
Mo(va(on
Hard
to
Do
Easy
to
Do
ABILITY
MOTIVATION
TRIGGERS

43. REFLECTIONS - SEVEN PITFALLS
Workz A/S © 2015 – www.workz.dk
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

44. WALLBREAKERS™ – CHANGE LEADERSHIP
Workz A/S © 2015 – www.workz.dk

45. ALEADERSHIPSIMULATIONABOUTCHANGE
• 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.
Workz A/S © 2015 – www.workz.dk

46. CHANGEINBRIEF
• 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.
Workz A/S © 2015 – www.workz.dk

47. JOHNKOTTER’S8STEPS
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
Workz A/S © 2015 – www.workz.dk

48. RICKMAURER’S3LEVELSOFRESISTANCE
Workz A/S © 2015 – www.workz.dk

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

50. www.workz.dk
aa@workz.dk
@askagger