I have a rather unique design pipeline when I design for executive education:
Business challenge → Learning objective → Decision → Consequences → Reflection → Transfer to work
Step 1: Start with organisational outcomes
Most game designers start with:
“Let’s make a game about leadership.”
I usually start with:
“What capability are we trying to develop?”
Step 2: Map learning theory
Before I design any game mechanics, I’m asking:
- Which models fit?
- Which behaviours are we trying to surface?
- What misconceptions should appear?
- What should the debrief uncover?
Most instructional designers use theory, but what’s distinctive in my work is that the theory isn’t an appendix. It shapes the choices available to the player.
Step 3: Design the decision, not the content
Instead of asking:
“What information should learners receive?”
I ask:
“What difficult decision should they have to make?”
Learning emerges because the participant has to choose, defend, and live with consequences.
Step 4: Make trade-offs visible
One thing that’s common across K2, FutureSCAPE, Good Luck, Manager, and other concepts I’ve worked on is that success is rarely a single score.
Instead, I like to balance things like:
- Trust
- Influence
- Innovation
- Capital
- Morale
- Productivity
- Reputation
This is much closer to how real organisations work, making the learning more relevant and impactful.
Step 5: Debrief is part of the game
Many educational games end when someone wins, but mine often end with:
- Why did you choose that?
- What assumptions were you making?
- Which leadership style emerged?
- What unintended consequences occurred?
This is how I create executive education rather than entertainment.