It will be interesting to see where our team is headed by the end of this game. Currently we are sitting on a D grade, an improvement from a D- and I fear that we are not getting very far with only a few rollovers left. I am struggling to see how this has been beneficial for us as a whole - I guess I understand more about the game and the context of the game, but I still don't quite feel as if it is applicable in our real life. I am at the point where after 9 weeks into the course, I still cannot comprehend the true purpose of this course (well, not really - I do understand the purpose of the course but sometimes I just feel like it is more suited for accountants and big risk takers than it is for managers) Is it just to reflect on our actions, from our mistakes? but in the real world - by the time we've made mistakes, it's game over. There is no such thing as "cash injection" nor is there a "help online" nor reports laid out so perfectly for us to make decisions from. There is no 'go back' function and once the deed is done, it's done. But I can see how useful this course would be later on in the future.
However, one thing is true. I do agree with Daudelin that reflection is a natural and familiar process. Every week, we were reflecting on our actions, analysing the data given to make useful information (Davenport, 2006). We didn't even realise that we were reflecting on our actions - but we were. Because every week, we were learning something new, learning from our mistakes and applying different methodologies to our decision making. In the end, we were actually (and suprisingly) able to pull ourselves together and spark a flicker of light of hope from the pitch darkness that our team was headed towards. I could definitely see it in everyone's faces - and it brings a whole new atmosphere to the group meetings.
We were given several reports, and spreadsheets to the point we can't remember which report says what. I guess we were so focused on the big picture - to get a higher SHV that we almost 'blindly missed' the microscopic granularity of the decisions made. (Smit and Viguerie, 2009) After crashing almost rock bottom, we were able to critically analyse what actually went wrong and learn about our mistakes. We have definitely cut down costs dramatically as this week's reading mentioned. We have tried to go on the offense and I can see that by using what we have learnt previously, our SHV is increasing, ever so slowly - but still increasing, which is a good sign.
My main fear for the next couple of rollovers that we minimally have left: is about our parent firm, being taken over by another firm. I feel as though they have no idea what they are doing because they have both taken a major drop - not a good week for any of us. At this point, at such a large scope - how are we supposed to look into things microscopically? I am not quite sure, but at this point we have just decided to put our main focus on trying to get our SHV to the level that will get us at least partial marks than none.
Baghai, M., Smit, S., & Viguerie, P. (2009). Is your growth strategy flying blind? Harvard Business Review, 87(5), 86—96.
Davenport, T. H. (2006). Competing on analytics. Harvard Business Review, 84(1), 98--107.