See where performance leaks.
Build a stronger team.
In one immersive day, an industry-specific business simulation reveals where performance is lost—in handoffs, waiting, rework and competing priorities. Leaders and teams experience the system together, understand their own contribution and turn that clarity into practical improvement.
Explore a performance day ↗Watch the films ▶Experience the connections.
See the performance.
AI-created illustrative films based on the Runner facilitator script and guide. These depict fictional learning scenarios, not recordings of clients or evidence of client results. The actual experience uses physical role-play and digital scoring.
Feel the friction.
See the possibilities.
Improve together.
Performance often leaks between roles: work waits for a decision, an unclear handoff creates rework, or a local priority slows the wider process. These losses can be difficult to see from inside a single function.
The simulation makes those connections visible. Participants run a fictional business under pressure, then use their observations and a shared dashboard to identify bottlenecks, test improvements and compare results. Leaders see how their choices affect the team’s ability to deliver.
The debrief brings the learning back to your business: where to investigate performance loss, how each person contributes, and which achievable actions to take next—with priorities and ownership agreed together.
Shared learning.
Personal clarity.
Practical action.
A unique shared learning experience
Learn by operating a business together, making decisions under pressure and seeing the consequences across the whole process.
Stronger connections
Build a shared perspective across roles and functions. Experience how the work you send affects the people who receive it.
Visible business performance
Use throughput, cycle time, defects and work-in-progress to understand bottlenecks and compare successive rounds.
Clarity about personal contribution
Understand how your decisions, priorities and leadership behaviours affect the team’s ability to deliver.
Achievable actions
Translate the learning into a realistic improvement experiment, named owners and practical workplace commitments.
Three rounds.
A visible change in perspective.
Facilitated role-play, team decisions
and a shared scoring dashboard.
Experience the baseline
Work in assigned roles under the initial rules. Customers issue requests; operating roles process them; quality and observers record errors, queues and handoffs.
Agree and test quick wins
Review observations and dashboard data together. Select focused changes using workplace organisation, visual management and standard work, then test the changes in the next round.
Redesign the whole system
Use value-stream mapping, root-cause analysis and A3 thinking to agree a broader redesign. Reassign roles and handoffs within the scenario’s rules, run again and compare the measured results.
The same learning engine.
Your industry’s realities.
Manufacturing
Purchase orders across sales, planning, procurement, production, quality and dispatch. Four assembly lines act as customers. Teams experience routing errors, mismatched materials information, waiting and rework.
Explore this scenario ↗- 01Sales→
- 02Planning→
- 03Procurement↓
- 04Production←
- 05QC←
- 06Dispatch↓
Business Services
Service requests move through service desk, triage, specialists, approvals, fulfilment and reporting. Four business units act as customers. Priority, complexity, specialist routing and missing approvals create a shared-services coordination challenge.
Explore this scenario ↗- 01Service Desk→
- 02Triage→
- 03Specialist↓
- 04Approvals←
- 05Fulfilment←
- 06Reporting↓
Banking / Insurance
Teams operate a fictional bank processing loan applications through front office, KYC, underwriting, risk, approval and settlement. Branch customers test timeliness and completion. The scenario explores incomplete information, compliance handoffs and rework; it is not a regulatory training tool.
Explore this scenario ↗- 01Front Office→
- 02KYC→
- 03Underwriting↓
- 04Risk←
- 05Approval←
- 06Settlement↓
Oil & Gas
Equipment shipment requests move from onshore maintenance planning through procurement and logistics to four offshore platforms. A participant acting as a helicopter pilot physically carries requests, making transport delays and remote handoffs tangible.
Explore this scenario ↗- 01Maintenance Planning→
- 02Procurement→
- 03Logistics↓
- 04Helicopter Ops←
- 05Platform Ops←
- 06Quality↓
Multinationals
Regional business requests move through a fictional multinational headquarters, connecting regional desks, central planning, legal, finance, procurement and delivery. EMEA, Americas, APAC and MEA act as regional customers; regional alignment, cost centres and approval handoffs shape the scenario.
Explore this scenario ↗- 01Regional Desk→
- 02Central Planning→
- 03Legal↓
- 04Finance←
- 05Procurement←
- 06Regional Delivery↓
Logistics
Shipment orders move through order entry, warehouse, pick-and-pack, shipping, customs and last-mile delivery. Four distribution centres act as customers. Weight, destination zones, paperwork and delivery handoffs give the shared engine a logistics-specific setting.
Explore this scenario ↗- 01Order Entry→
- 02Warehouse→
- 03Pick & Pack↓
- 04Shipping←
- 05Customs←
- 06Last Mile↓
Cross-functional role play
Customers, operating teams, quality, scheduling, scoring and observers depend on one another. Participants experience how a local decision changes the work received by another role.
A shared waste walk
Teams inspect waiting, movement, queues, defects and rework together. Debriefs frame problems as system signals rather than personal failures.
Team huddles and joint prioritisation
Participants compare observations with data, discuss competing priorities and agree a small number of changes to test.
Collaborative process redesign
The team maps the flow, explores root causes and negotiates new roles, layouts and handoffs. The facilitator asks questions while participants own the design.
Evidence-based retrospectives
Teams compare throughput, defects, cycle time and work-in-progress across rounds, using a shared dashboard to test whether their changes improved the simulated process.
Leadership through observation and coaching
An executive-observation variant lets senior leaders observe the baseline and join later rounds. The discussion exposes decision delays, escalation and the difference between helping a team think and solving its problem for it.
Transfer to real work
Participants create an A3 or action plan, identify a practical experiment and name the stakeholders they need to involve. The guides include quick-win and 30-day commitment discussions.
For leadership teams
Make decision-making, coaching and cross-functional ownership tangible. See how leadership choices shape the team’s capacity to improve.
For connected functions
Bring people across the end-to-end process into one shared experience, with a practical reason to listen, coordinate and redesign together.
For business improvement
Leave with an A3 or realistic action plan, a clear contribution from each person and a practical workplace commitment.
The standard facilitated design is for 15–19 participants. We agree the team size, industry variant and agenda during scoping. The scenarios are fictional learning environments.
What needs to
work better?
Bring the business challenge. Together, we’ll find the right place to start.
Find your starting point ↗