Play has long infused the language of business: we talk of players, moves, end games, play books and so on. And now we hear often about the “gamification” of work—using elements of competition, feedback and point scoring to better engage employees and even track performance.
Even so, actual games are still taboo in most organizations—the stereotype of the work-avoiding employee cracking new high scores in Minesweeper has given gaming a bad name. And the corporate executive playing games to improve his or her strategy-making skills is still rare. This is unfortunate. We think that games have an important place in cultivating good strategists, and that now more than ever games can give executives an edge over their competition.
First, there has never been a greater need for companies to learn new ways of doing things in response to a complex and dynamic business environment. And second, the sophistication and effectiveness of strategy games at our disposal has risen tremendously. In the past two decades, strategy games have evolved from dull monochrome dialogs to well-designed AI-based apps.
We think that the next generation strategy apps will finally be able to prove a real business case. Just consider some the advantages games have over more traditional approaches in strategy education. Books are great to foster intellectual understanding but are not interactive and do not reflect the reality of busy schedules and declining attention spans. Live pilots are highly realistic but costly, time consuming and risky. And coaching or mentoring approaches have great merits for personal development, but are hard to scale.