The participant assumes the role of a depot manager in a parcel delivery company. He/she is asked to hold a review meeting with a night shift manager. Issues that require discussion include managing crisis situations, achieving targets, customer focus and security. This exercise can be used on a standalone basis or in conjunction with the Passel Beech Valley in-tray exercise.
In this exercise the participant takes the part of a business manager working for an IT company called Let Us
Help (LUH). He/she meets with a colleague, Jo, who is a sales manager in the same company and is responsible for selling LUH’s services in a particular region. The participant is not Jo’s boss but has overall responsibility for the sales success of one of the services Jo is selling. The participant must coach Jo to enable him/her to improve his/her sales performance.
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.
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.
The participant takes on the role of a senior manager in an European banking group, that recently acquired a retail bank in Brazil. He/she has been seconded to a branch the bank has chosen to become a ‘concept branch’ due to its location. The board of the banking group has asked for a review of the branch, to ensure that the initiative is a success. Information provided includes a branch P&L, product/customer information, employee issues, an internal fraud allegation, bad credit issues, local demographic data and industry trends.
Participants join the management team of a local authority, and are asked to consider the effect of a set of circumstances on the authority’s corporate plan. Unassigned role play exercise: all candidates receive the same information and have to work toghether to reach a common decision.
Participants work together to design a development programme for potentially high performing junior managers.
Participants take on functional management roles in a manufacturing company. The need to balance a corporate viewpoint with a particular objective, brings an element of competition to the discussion.