Run the whole company.
See what your decisions do
Executive 2.0 is a multi-round business management simulation in which participants run an entire company in a competitive market. They make commercial, financial and managerial decisions, see how those decisions show up in company and market results, and decide again as conditions change.
- 01 Review
Study where the company and the market stand.
- 02 Decide
Set next period's decisions and check their expected effect.
- 03 Result
Meet the actual results, shaped by competitors and the market.
- 04 Decide again
Compare with past periods and rivals, then plan the next round.
Trusted by industry leaders
Executive 2.0 is not built to teach a single function. It asks participants to handle sales, market, resource allocation, investment, people and finance in one picture of the company — the shift from a functional view to the business as a whole.
Why Executive 2.0
The experience of running a company as a whole
- Managing a company as a whole instead of a single function
- Seeing the commercial and financial results of interconnected decisions together
- Deciding under competition and uncertainty
- Living the decide–result–decide-again cycle across several periods
- Seeing the gap between the planned approach and the actual result
- Learning from results and adapting to new conditions
- Looking at management performance through a broad picture rather than a single number
How it works
Decide, see the result, decide again
Participants do not apply a ready-made solution. They make decisions on behalf of their own company and own the consequences.
- Reviews the current situation of the company and the market.
- Builds the management decisions for the company's next period.
- Checks the expected effect of the plan on the company at a high level.
- Revisits decisions where needed.
- When the period closes, reviews the actual company and market results.
- Evaluates the results against past periods and the competitive landscape.
- Decides again for the next period under the new conditions.
The same company is managed across several periods, so participants experience not only the result of one decision but the effect earlier decisions have in later periods.
Plan versus actual
While building decisions, participants can see the expected effect of their plan and reconsider it before it runs. When the period closes they face the actual results, shaped by competition and market conditions. It mirrors budget-versus-actual in real business life: a manager sees not only what was planned, but what the plan turned into.
What makes it different
Why a whole-company simulation?
Whole-company management
Participants think about the entire company rather than one function, and weigh how a decision in one area plays out in others.
Interconnected decisions
Commercial, operational, financial and people decisions are not independent; management quality shows in the ability to connect them.
Multi-round structure
The same company is managed over several periods: see the results, change the approach, decide again.
Competitive market
Results do not come from a participant's decisions alone; the moves of other companies in the same market shape the competitive balance.
Managing under uncertainty
Participants have the management and market information they need, but cannot know the future outcome for certain.
Managerial complexity
The challenge is not the number of operational steps but balancing several management priorities at once.
Decision–result–feedback loop
Decide, see the result, interpret it, decide again. In training programmes, structured feedback strengthens the loop further.
Management areas
Which areas does it bring together?
Executive 2.0 is not a simulation of a single specialism. To keep the company commercially and financially sustainable, participants think across management areas at once.
- Market and commercial position
- Sales and pricing approach
- Product and portfolio management
- Resource and capacity planning
- Investment and growth decisions
- People and organisation choices
- Cost, profitability and financial structure
- Cash and sustainable growth
- Tracking results and adapting to new conditions
Learning and development
Development areas it can focus on
Executive 2.0 is not a one-way channel for knowledge. It is an experiential learning environment: decide, see the result, compare, decide again. Learning rests less on memorising concepts than on experiencing the business links between them.
- Holistic business management
- Business acumen
- Strategic thinking and decision making
- Data-driven reasoning
- Planning and resource management
- Financial awareness and sustainable value
- Market- and customer-focused management
- Adaptation and performance management
Executive 2.0 creates a strong decision–result environment for learning business management by doing it.
Use cases
One experience, four purposes
The same multi-round experience can serve training, recruitment, employee assessment or engagement. What changes is the purpose, audience, format, level of observation, the areas assessed, the timing of feedback and the report produced.
The priority is for participants to see the business results of their decisions and build new management links from them.
Leadership and manager development
Participants bring market, sales, production, investment, people and finance decisions into one company plan and balance growth, profitability, cash, customer and employee outcomes. Where individual leadership behaviour is to be assessed, structured observation is added.
Business acumen
Experience the links between market, customer, product, price, volume, cost, margin and profitability inside one company system.
Financial awareness
Non-finance participants see how their sales, investment, stock, people and dividend decisions appear in the income statement, balance sheet and cash flow.
Strategic thinking
Across rounds, consistency of direction, product and investment priorities, the short-versus-long-term balance and responses to change become visible. There is no single right strategy to learn.
Value for the organisation
Evidence of where the training investment produced results in business management, the group's shared strengths and development areas, and the next development need.
Value for participants
Seeing the results of their own decisions, experiencing cross-functional links, making strengths and development needs concrete, and building a new approach through feedback.
Main outputGroup training assessment report: group and team KPIs, business management competency profile, shared learning findings, development areas and training recommendations.
Alongside CVs, interviews and other tools, Executive 2.0 produces standardised evidence of a candidate's job-related decision performance. It does not make the hiring decision on its own; it gives decision makers additional data.
Graduates and management trainees
Run in several rounds, face to face or online, for large candidate pools. Shortlisted candidates can be assessed in teams with observers in a second round. Graduates are not expected to be specialists; basic business logic, use of data, holistic view, learning and adaptation are in focus.
Experienced and role-based hiring
Number of rounds, scenario depth and feedback standard are set in advance for the role. Beyond high results, balance between decisions, financial sustainability and learning from results matter.
Individual and team formats
An individual run ties the company result to the candidate. In a team run the result belongs to the team and is not split among members; behavioural competencies are assessed through structured observation.
Value for the organisation
See how candidates decide under uncertainty and which business results follow, not just what they say, and gain comparable additional data across the same candidate pool.
Value for candidates
A realistic business experience beyond classic tests and interviews, assessment criteria grounded in job-related evidence, and the chance of structured feedback on strengths and development areas.
Main outputCandidate assessment report: KPI and business management competency profile, strengths, risks and questions to explore in the interview. Behavioural competencies are added only with observation evidence.
The aim here is not selecting a candidate but making an existing employee's business management performance and development needs visible.
Competency assessment
Business management competencies are assessed from the multi-round pattern of evidence rather than a single period. KPIs show the level of results; rubrics show the quality of management they add up to.
Talent and potential
The simulation does not measure potential in full. Its multi-round pattern provides additional, role-related data to be read alongside role expectations and other sources.
Identifying development needs
Strengths and development areas are defined with evidence, completed with suggestions for the manager conversation, measurable goals and a follow-up rhythm.
Value for the organisation
See employees' business management patterns within a shared, evidence-based frame, match development investment to concrete needs, and give managers a common language for the conversation.
Value for employees
A concrete development process that recognises strengths, links development areas to data and is followed up with the manager's support — not just being assessed.
Main outputEmployee assessment report: current performance and business management profile, evidence, strengths and development areas, questions for the manager conversation and a development plan. It is not a hiring or screening report.
The priority is for employees to share the experience of running a company, see cross-functional links, decide together and build a common business language.
Team development and collaboration
Different functions and viewpoints come together around one company result; teams set shared priorities under limited time and resources and share responsibility for the outcome.
Motivation and participation
Teams running companies in the same market brings natural competition and curiosity. Success is judged not by a game score but by how the company was managed and the results as a whole.
A common business language
Sales, finance, operations, customer and employee results meet in one company picture, so different functions talk in shared terms.
Value for the organisation
A shared business language, high participation, cross-functional understanding and interaction between teams, built around a concrete common task.
Value for participants
Stepping outside daily role boundaries to see the company as a whole, deciding together, experiencing other viewpoints and sharing responsibility for results.
Main outputResults and participation summary: team and group performance view, shared learnings and notes from the feedback session.
Delivery models
Designed around your needs
There is no single fixed format: duration and model are designed around the organisation's needs.
Audiences
From graduates to senior managers
The core experience stays the same; the depth of the run and the focus of feedback are set for the target role.
Feedback and reports
Outputs that fit the purpose
Executive 2.0 can be used purely as a learning experience or can feed assessment processes. Which results are interpreted, and for what purpose, is agreed before the run.
- Feedback outputs on participant or team performance can be produced after the run.
- Reports summarising group results at HR or management level can be prepared as needed.
- In recruitment and assessment, simulation data can serve as additional evidence supporting strengths and development areas.
- In observed team runs, behavioural observation is treated as a data source separate from simulation performance.
- Reporting is limited to the purpose of the run and the data actually collected.
Adaptation
Adapted to your organisation and industry
Adaptation does not copy every operation of a real company. It creates a credible decision environment that participants can relate to their own organisation.
- Industry scenario and business context
- Names and level of description of products or services
- Market story and competitive context
- Economic and sector conditions reflected in the scenario
- Depth of the run by audience and role
- Feedback and reporting language tailored to the organisation
Value
For the organisation and the participant
For the organisation
- Confronts participants with a holistic management problem that resembles real business decisions.
- Helps employees from different functions build a common company language.
- Brings commercial, financial and strategic thinking together in one experience.
- Strengthens training programmes with experience and practice, not only instruction.
- Adds business-based data to assessment processes.
- Offers a richer picture of how candidates or employees approach running a company.
- Adapts to individual, team and different delivery settings.
- Connects the experience to organisational learning or assessment through feedback and reports.
For participants
- Seeing the company as a whole rather than one function
- Experiencing how decisions connect, through one's own results
- Thinking about commercial targets together with profitability, resources and financial sustainability
- Seeing the gap between the planned and the actual result
- Deciding under competition and interpreting market results
- Learning from results over several periods and changing approach
- Discussing strengths and development areas on concrete data
- Weighing different functional perspectives together in team runs
Blog
On business simulations, learning and assessment
How long does a run take?
Can it run online?
Does the team result count as each member's individual score?
Can it be adapted to our industry?
Is the result enough to make a hiring decision?
Let's design the run around your purpose.
Agree the purpose, format, depth and reporting of Executive 2.0 with us in a discovery call.