Insights

Alain Perrot - Value Games

Homo Simuans: The New Frontier

By Alain Perrot, partner at Value Games

It is just like in real life” shouted last week one of our U.S. clients, at the end of a memorable Value Race game. The particularity of Value Race is its immersion in a competition environment very close to real life, thanks to a continuous interaction between five teams in competition, and the modeling of a relevant value network for any type of industry.

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Alain Perrot - Value Games

The infinite game of S&OP

By Alain Perrot, partner at Value Games

During my 30 years’s experience in S&OP implementation, for 20 of them I was privileged to collaborate directly with Andy Coldrick, co-creator with Dick Ling of Breakthrough S&OP, sometiems called IBP. Andy was my master and friend, and among the immense knowledge he taught me on S&OP, the standout message is that S&OP is much more than a process…

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Alain Perrot - Value Games

On Game

By Alain Perrot, partner at Value Games

When the subject of Game is introduced into a business conversation, it is quite surprising to observe how People have a view on the topic in very black-and-white terms, i.e., are in favour of games or against. You would not see the same emotional reaction on Strategy, which is at the level of Game in terms of intellectual construction. Nobody says he or she is in favour or against Strategy as a subject. How come?

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Alain Perrot - Value Games

The Strategy Game

By Alain Perrot, partner at Value Games

When we study the different theories about business strategy, it is stunning to notice their excluding vision, with which they consider as a base theorem that the market and their competitors use the same theory. In other words, the base hypothesis is that when you are playing chess, it is supposed the opponent will also play chess while respecting chess rules.

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Alain Perrot - Value Games

The Machine That Will Change the World

By Alain Perrot, partner at Value Games

In 1990, James P. Womack published “The Machine That Changed the World”, an important book in which this MIT researcher introduced the term Lean to describe with this simple and evocative word the Toyota production system. Lean was first a term used in the motor industry to identify the right balance between fuel and oxidizer.

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Alain Perrot - Value Games

From Agility to Anti-fragility

By Alain Perrot, partner at Value Games

In this article, I recommend you a WAY that allows going beyond Agility, to go towards what some call Antifragility, and other Velocity, meaning an approach that allows you to get out stronger from a volatile or chaotic situation, in opposition to the resilience simply allowing to recover from a crisis.

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Alain Perrot - Value Games

The infinite game of learning

By Alain Perrot, partner at Value Games

Learning by nature has always been in the game of preparing the next generation to take the lead, but in a world which is changing faster and faster, conventional learning in classrooms or mentoring on the batllefield, ar not sufficient to take up the challenge.

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Alain Perrot - Value Games

Value Games in COVID times

By Alain Perrot, partner at Value Games

In a world where there is no more universal truth, and where reason and folly permanently fight with each other, games are the way forward for companies to bring back confidence to their teams by co-creating with them a new narrative towards their purpose. Here is why.

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François Demongeot - Value Games

Experiential games: helping build cohesive top management teams

By François Demongeot, partner at Value Games

Mergers and acquisitions, digital transformation, stakeholders’ shifting expectations, are among key trends that have a significant impact on corporate governance. They call for increased cohesion and faster decision-making processes on the part of boards. How can serious games help?

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Alain Perrot - Value Games

From supply chain to value networks

By Alain Perrot, partner at Value Games

Supply Chain Management has become a must in most multinational corporations; this was not the case twenty years ago when this concept was seen as a major driver for a competitive edge by leaders, a sophisticated and cumbersome exercise by the silent majority, and another consultant fad by others. At that time, some even said « Supply What? ». They are out of the business now. However, the concept is hardly new.

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THE EXPONENTIAL LEARNING MODEL

 

In a protean world, traditional experiential learning cannot follow the pace of change which is exponential. Consequently, it is vital to make step change in order to learn to learn faster as per our Exponential Learning model™.

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