The participant assumes the role of Head of Corporate Banking for Balcon Bank. His/her task is to hold a discussion with one of his/her direct reports, Jamie Stevenson, the Head of Management Buy Outs, about his/her performance. The participant is given information about Jamie’s performance which includes the results of a recent 360 degree feedback exercise; customer feedback; a member of the team’s exit interview report; some information about the Bank’s strategic priorities and a potential new revenue opportunity. He/she must then prepare to hold a 30 minute meeting with Jamie.
As the newly appointed strategy and performance director for Vorlinden PLC, an insurance company offering general insurance products (i.e. non-life). Vorlinden is at a crossroads and the participant has been recruited to develop a strategy to take the business forward. He/she is provided with information including: the annual financial statement; policy sales/ renewal data; European insurance spend data; board member views; staff turnover figures; staff and customer survey; a proposal for combining call centre operations and details of two possible acquisitions.
The participant takes on the role of a sales and marketing consultant who has been asked to give advice to
Working for an IT consultancy, the participant is asked to devise a resourcing plan to ensure that the needs of each of the two new big contracts are met. Options include using contractors or training internal staff using quick, but expensive, training or longer-term study on the job with skilled personnel. The options has varied cost, timescale and sustainability implications.
The participant takes the role of the newly appointed Managing Director of a Division of Glebel Foods, a fast moving consumer goods company. Two of the product Divisions (Biscuits and Snackfoods), are performing well, but the third is not achieving its potential. The participant has been appointed to improve results and take steps to grow the business in that Division. He/she is asked to review a range of papers including: income statement and forecast; sales results; customer survey results; a proposal to relocate a factory; and a leadership audit.
Un orășel mic deschide o licitație cu ocazia aniversării stabilirii sale. Pe baza materialelor primite, grupul trebuie să ia o decizie.
Participanții trebuie să împartă bugetul pentru publicitate disponibil. Fiecare posibilă campanie este avantajos pentru câte un participant. Toată lumea încearcă să îi convingă pe ceilalți să accepte propunerea lui.
Liderii unei companii de producție trebuie să ia în considerare interesele propriului department și cele ale companiei de asemenea în luarea deciziei.
Angajații unei fabrici de bere - Sovereign International - decid împreună dacă merită să lanseze un produs nou sau nu.
Candidații sunt rugați să planifice un training pentru un grup de lideri tânări talentați, având în vedere golurile organizaționale și bugetul disponibil.