Stress-test your innovation system
Most organisations do not fail because they lack ideas. They fail because their innovation system cannot withstand financial pressure, organisational resistance, or strategic uncertainty.
In many organisations, these structural weaknesses remain invisible — until performance starts to decline.
Our Executive Simulation Series:
If we stopped funding innovation tomorrow, would we notice the difference in measurable business performance?
Deliver on Innovation
Innovation activity is high, but business impact remains unclear or disappointing. CFO pressure is increasing.
Have we designed our innovation unit to create structural impact — or to remain safely isolated from the core?
Making Labs Work
An innovation lab or venture unit exists, but its position or output remains unsatisfactory.
Do our incentives and decision rights truly support entrepreneurial risk — or quietly punish it?
Leadership Under Pressure
The organisation talks about innovation and entrepreneurship, but incentives and risk tolerance contradict that ambition.
Would we be willing to cannibalise our own success — before a competitor does it for us?
Disrupt or Be Disrupted
Signals of technological or market disruption are emerging and the organization wants to respond before it’s too little too late.
Executives allocate innovation budgets, define performance metrics and decide when initiatives are accountable for results. Mid-session financial pressure forces reprioritisation. The consequences of KPI choices become visible immediately.
Leaders design the autonomy, governance model and integration pathways of an innovation unit. They must decide ownership, transfer mechanisms and structural interfaces under budget constraints.
Executives balance short-term targets with long-term strategic bets under personal accountability. Incentive structures and decision rights directly influence behaviour and outcomes.
Leaders must decide whether to protect the core, invest in transformation, or cannibalise existing revenue streams. Delayed action, defensive bias and timing choices create measurable consequences.
Value Realisation Capability – designing metrics, accountability and resource allocation that turn innovation into measurable growth.
Integration Capability – embedding innovation structurally into the core business without killing entrepreneurial energy.
Leadership & Risk Capability – aligning incentives, authority and courage to enable real entrepreneurial decision-making.
Transformation Capability – building structural readiness to respond to disruption before performance visibly declines.
Why using an executive simulation?
No abstract frameworks without consequences
Real-time decision trade-offs under pressure
Immediate feedback on governance, incentives and scaling capability
Direct translation into structural design choices
What you leave with:
A clear view on your organisation’s innovation capability gaps
2–3 structural design decisions
Governance adjustments where needed
Clear next steps for implementation
Designed for:
Executive teams
Innovation directors
Corporate venture leads
Strategy & transformation leaders
Format:
Duration: 3 hours
Group size: 5–20 senior leaders
Preparation: short intake + contextualisation
Format: on-site preferred
Developed by an innovation systems expert and inspired by ISO 56001 innovation management principles.
The executie simulations have been applied in boardrooms across 25 countries worldwide.
The executive simulation series are based on our award-winning algorithm for the Innovation Management Game.
Get in contact!
Schedule a call to learn more:
Executive Simulations in action
What our clients say:
Chief of Staff, RioTinto
The simulation created immediate clarity around our strategic trade-offs. It was an effective and engaging way to test leadership behaviour, align perspectives, and stress-test our innovation strategy in a realistic setting.
Some of our clients:
