kmme 2014 fred aubin

www.km-‐me.com info@km-‐me.com 1

©  Fred Aubin & SRTC All Rights Reserved, 2014 1 ©  Fred Aubin & SRTC

All Rights Reserved, 2014

One of the best reasons to be in Dubai instead of Ottawa…

2

©  Fred Aubin & SRTC All Rights Reserved, 2014

Photo: Roger Nilsson

3 ©  Fred Aubin & SRTC All Rights Reserved, 2014 4


All Rights Reserved, 2014 6




Knowledge-based decision making

Relevant Knowledge

Weighing knowledge-based options

Knowledge-based risk reduction

Turning historic knowledge & hindsight into knowledge based

foresight

Turning individual knowledge into collective knowledge

GAMING

Gamification

Wargaming

Red Teaming

Game Theory

8


Strategic Competitive Targeting?

Strategic Competitive Intelligence? Strategic Mission

Analysis?

Strategic Plan Development & Campaign Design?

Contingencies, Branch Plans & Sequels?

Strategic Centres of Gravity?

9 ©  Fred Aubin & SRTC All Rights Reserved, 2014 10







So, what’s the equivalent of blood, sweat and tears on your battlefield?

21 ©  Fred Aubin & SRTC All Rights Reserved, 2014

Wargames are real-time, action-reaction, role-playing workshops that pit your key real-life knowledge & decision makers (Blue Team) …

….against the real-time knowledge and actions of competitive adversaries (Red Team)….

…and disciplined by an executive level White team.

22


Wargaming is a disciplined role playing activity where key actors react to critical events using an action / reaction / counteraction method of friendly and competitor interaction.

Each step in the execution of the plan or strategy is examined in the following detail:

  Action   Reaction   Counteraction   Observations   Record   Review   Learning


Wargaming is a methodological discipline to test your knowledge and plans that is also designed to promote:

  knowledge-based decision making

  risk mitigation,

  innovation,

  mechanisms of discovery for leadership,

  mechanisms of voice for your teams

  real-time organizational learning for all.

24



Wargaming is a conscious attempt to lever extant knowledge to visualize the flow of business operations, given joint strengths, weaknesses, dispositions, capabilities and possible courses of actions available to business actors in a given business sector and environment.

……and it’s the best way of getting into your competitor’s head, their knowledge base, their decision cycle, their OODA loop.


Your corporate leadership, knowledge base, strategy, plan and business environment are the foundations to preparing, designing and executing your Wargame.

Vision

Mission Analysis

Constraints

Restraints

Assumptions

If there’s a problem with any of these, the wargame will show it.

26


Every event is tested against a knowledge-based competitive reality.

Action Reaction Counteraction Observations Record Review Learning





After Action Reviews (AARs) are a LEADERSHIP responsibility and are conducted by your corporate leadership, facilitated by the White Team Lead and supported by the Blue and Red Leads.

28


  Wargame Knowledge Base & Preparations are a LEADERSHIP responsibility!

  Wargaming of the knowledge base is a LEADERSHIP responsibility!

  Learning from the wargame is a LEADERSHIP responsibility!


  Scale?

  Scope?

  Focus?

  Method?

Wargaming is a HUMAN activity – the SIMULATION must provide STIMULATION 30




  These are a series of two of more sequential and comparable wargames involving the same knowledge base, conditions, actors and weighting criteria to determine the most viable options available in terms of risk, execution, pay off, etc.

  This is a decision support tool for senior executives to recommend a distinct plan of action to corporate leadership.

  Red & Blue players are normally drawn from the extant pool of executives normally involved in your company’s strategic and operational planning process.

32


Photo: Roger Nilsson


  A Rehearsal Wargame is a comprehensive exercise to test the requirements of knowledge-based decision making of accepted plan prior to its execution.

  The BLUE TEAM involves all senior executives who must make decisions and manage activities in the execution of that plan and confined to their accepted decision support roles.

  Reducing risk by turning hindsight into foresight … turning individual knowledge into collective knowledge.

34



  A Red Team Exercise is similar to a rehearsal Wargame with the exception that none of the Red Team players are drawn from company’s decision support stakeholders.

  Each RED TEAM player is an outside subject matter expert that is not a company stakeholder and is only given a reasonable amount of information that a normal competitor would have.

  The RED TEAM’s role is not merely to test the plan and knowledge base as adversarial players but rather to put it under extreme competitive stress.

36




Companies that wargame experience 40% to 55% increase in successful execution





Dancers rehearse

Actors rehearse

Militaries rehearse

Shouldn’t You?

42

kmme 2014 fred aubin

Documents

fred aubin srtc

extant knowledge

individual knowledge

knowledgebased decision

knowledge based foresight

action reaction

historic knowledge hindsight

leadership responsibility