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.
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.
A British pharmaceutical factory is planning to extend towards Europe. The participants are provided with the basic parameters of the products and the European market, and have to decide in which country and according to what criterions to start consumer research. The European Question is an assigned role exercise. These exercises usually result in a more vivid argument between participants than unassigned role exercises.
In this group exercise, participants have to play a team of external consultants who give strategic advice to a factory. Nord Gas is an unassigned role exercise. These exercises (due to all participants having the same role) are fairer than assigned role exercises.
A pharmaceutical company is about to launch a new product. The participants have to discuss conditions of the market, costs of advertisement, ethical questions etc., and decide whether launching the new product is indeed worthwhile. Bronzo is an unassigned role exercise. These exercises (due to all participants having the same role) are fairer than assigned role exercises.
Participants join a product development task force and make key decisions about marketing a new product.
Participants assesses the suitability of job applicants for a management trainee position in a pharmaceutical company.
Participants work as a group to assist with a project that is experiencing some problems. They are asked to review the available documentation, discuss detailed recommendations and reach a consensus decision on the best solution.
This high level exercise simulates the role of a Divisional Manager in a multi-national holding group. The division comprises five diverse companies, which are facing a range of different issues.
The in-tray raises issues around customer satisfaction.
The candidate is the manager of a division of the Bruger-Kent financial company, and they have to deal with a complaint registered by a client as well as a personnel problem. The exercise consists of four parts (organising, evaluation, decisionmaking, and communication), all of which require the candidate to complete different tasks, and all of which therefore measure different competencies.
The candidate is the sales director of Hobson Brothers Ltd., a British manufacturing company. They have to assure the effectiveness of production and sales in the light of the budget and deadlines. They have to solve problems such as the green movements’ threats due to the use of the furs of exotic animals; renting storage places; and attending conferences.
Participants deal with a new customer enquiry and recommend suitable products. This exercise can be run face-to-face or over the telephone. An optional second task asks candidates to write a follow-up letter to the customer summarizing the outcome of the discussion.
Participants join the sales and customer service department at Sovereign and meet a key customer to resolve some important issues.
The candidate is director of a hotel chain, and has to resolve a personnel complaint.
Participants take on the role of a Regional Manager in a holiday company.