Capco
Unlocking collective intelligence
Transforming a remote global leadership team
Challenge
Capco's Wall Street client was a globally distributed leadership team with challenges breaking down functional silos and building the communications, insights and strategic thinking that would lead the company to a successful future. Amid unprecedented growth, they'd realized that traditional, passive training models simply wouldn't get the results they needed.
Solution
A powerful virtual simulation which would break silos, bring the team together, unlock collective intelligence and show them directly how their individual behavior impacted the team as a whole, in order to set them on the path to becoming a high-performing team.
Transforming a remote global leadership team
Challenge
Capco's Wall Street client was a globally distributed leadership team with challenges breaking down functional silos and building the communications, insights and strategic thinking that would lead the company to a successful future. Amid unprecedented growth, they'd realized that traditional, passive training models simply wouldn't get the results they needed.
Solution
A powerful virtual simulation which would break silos, bring the team together, unlock collective intelligence and show them directly how their individual behavior impacted the team as a whole, in order to set them on the path to becoming a high-performing team.
Client
Location
Industry
Client
Location
Industry
Concept
We recognised that for this team, this was about a journey to high performance. In order to unlock their collective intelligence, we’d need to inspire them to ask the right questions, analyse the data and use the insights as a team. And to do that we’d need to break down silos, encourage effective virtual communication, build trust and challenge their assumptions.
To achieve this, we’d need to get them to work together under pressure, in a high-intensity, high-performance, virtual situation. We wanted to replicate their fast-paced, pressurized decision-making world, with its uncertainty, complexity and vast amounts of data – but in a much more intense scenario where winning would require real teamwork.
Concept
We recognised that for this team, this was about a journey to high performance. In order to unlock their collective intelligence, we’d need to inspire them to ask the right questions, analyse the data and use the insights as a team. And to do that we’d need to break down silos, encourage effective virtual communication, build trust and challenge their assumptions.
To achieve this, we’d need to get them to work together under pressure, in a high-intensity, high-performance, virtual situation. We wanted to replicate their fast-paced, pressurized decision-making world, with its uncertainty, complexity and vast amounts of data – but in a much more intense scenario where winning would require real teamwork.
Creative
With the journey to high performance in mind, we designed a creative concept that brought this theme to life, in a high-pressure, high-performance F1 themed simulation - 'Seeing Around Corners'. By simulating the 24 hour Le Mans endurance race over just a few hours, we would provide the intensity this team needed to realize that their strength lay in unlocking their collective intelligence.
Split into three teams, participants would compete to maximize their team's performance to win the race. Within each team, they’d have to work together to complete their team strategy, communicate across driver performance, pit team and race control functions, and analyse complex data from the Race Intelligence Centre.
Creative
With the journey to high performance in mind, we designed a creative concept that brought this theme to life, in a high-pressure, high-performance F1 themed simulation - 'Seeing Around Corners'. By simulating the 24 hour Le Mans endurance race over just a few hours, we would provide the intensity this team needed to realize that their strength lay in unlocking their collective intelligence.
Split into three teams, participants would compete to maximize their team's performance to win the race. Within each team, they’d have to work together to complete their team strategy, communicate across driver performance, pit team and race control functions, and analyse complex data from the Race Intelligence Centre.
Process
Our end-to-end sim innovation and development process ensured that we started with an in-depth understanding of this leadership team – their strengths, weaknesses and where the simulation would need to work hard to power-up their skills. It became clear that we’d need to build in certain aspects as non-negotiables as we innovated and iterated.
For example, in the first phase of the simulation it was important for us to plunge the teams into an environment of uncertainty, complexity and data – lots of it! We wanted to reflect their actual work environment, in a concentrated, focused way, and highlight their team struggle to define goals, roles and responsibilities.
A series of racing sessions would then text and challenge participants, and allow them to practice their skills in a safe space. We decided to deliberately create and gamify informational and functional silos – which would have to be overcome to win.
We designed in breakout sessions after each race, to give participants the immediate in-the-moment performance feedback that would be essential for their development. To apply the lessons learned in each of the racing sessions and plan a winning strategy for the next, the teams would need to integrate specific insights:
Process
Our end-to-end sim innovation and development process ensured that we started with an in-depth understanding of this leadership team – their strengths, weaknesses and where the simulation would need to work hard to power-up their skills. It became clear that we’d need to build in certain aspects as non-negotiables as we innovated and iterated.
For example, in the first phase of the simulation it was important for us to plunge the teams into an environment of uncertainty, complexity and data – lots of it! We wanted to reflect their actual work environment, in a concentrated, focused way, and highlight their team struggle to define goals, roles and responsibilities.
A series of racing sessions would then text and challenge participants, and allow them to practice their skills in a safe space. We decided to deliberately create and gamify informational and functional silos – which would have to be overcome to win.
We designed in breakout sessions after each race, to give participants the immediate in-the-moment performance feedback that would be essential for their development. To apply the lessons learned in each of the racing sessions and plan a winning strategy for the next, the teams would need to integrate specific insights:
Results
The simulation was a powerful experience which transformed the leadership team. By using active, participative, experiential learning, participants could clearly see how changing their behavior could change team outcomes. This created an environment for true behavioral change, driven by the individual, and the company was able to realize actionable change.
Participants stated that they saw a shift in trust in the team – and a shift from ‘I’ to ‘we’, there was more impactful communication, silos were broken, and they felt that their collective intelligence now helps them to make more forward-looking decisions. The global leadership team also made a series of commitments for the future:
• We will continue to communicate regularly, challenge the status quo, offer unique perspectives, and seek help from the broader team
• We will take ownership of the leader agenda and use our time together more strategically.
• We will seek out diverse perspectives from not only our people, but also by externally asking “what are our peers doing?”
• We will commit to more dynamic, diverse, forward-thinking ideas and learn from failure as a team.
Results
The simulation was a powerful experience which transformed the leadership team. By using active, participative, experiential learning, participants could clearly see how changing their behavior could change team outcomes. This created an environment for true behavioral change, driven by the individual, and the company was able to realize actionable change.
Participants stated that they saw a shift in trust in the team – and a shift from ‘I’ to ‘we’, there was more impactful communication, silos were broken, and they felt that their collective intelligence now helps them to make more forward-looking decisions. The global leadership team also made a series of commitments for the future:
• We will continue to communicate regularly, challenge the status quo, offer unique perspectives, and seek help from the broader team
• We will take ownership of the leader agenda and use our time together more strategically.
• We will seek out diverse perspectives from not only our people, but also by externally asking “what are our peers doing?”
• We will commit to more dynamic, diverse, forward-thinking ideas and learn from failure as a team.
I wholeheartedly recommend see6 simulations for commercial leaders. Not only is it a brilliant and memorable learning experience for our teams - our learners were engaged by the simulation itself. The experiential learning brought behaviors to life in ways our Zoom trainings haven't.
The sense of discovery and insights have already created positive change in our teams.
I wholeheartedly recommend see6 simulations for commercial leaders. Not only is it a brilliant and memorable learning experience for our teams - our learners were engaged by the simulation itself. The experiential learning brought behaviors to life in ways our Zoom trainings haven't.
The sense of discovery and insights have already created positive change in our teams.
