Our MFIB War Game program has been succesfully conducted in the Netherlands and abroad:
Client, an International Telecom company, doing well under difficult market conditions, wanted to gear up for further growth. The management team was therefore invited for a two day leadership program in the woods. The MFIB Group had teamed up with a representative of the Dutch Special Forces to develop a unique and tailor made program for client. The program covered elements like Commanders Intent, Desired End State, Red Teaming to access the dynamics of the battlefield and Leadership by example. Parts of the program are currently being rolled out into the rest of the company.
Client, a strong local services company, under pressure in the current turbulent market, wanted to retake the initiative and move from a re-active to a pro-active mode. The partner group had agreed on an updated strategic intent and was in need of a motivated team understanding and supporting the new strategy. The MFIB Group addressed the strategic content as well as the fighting spirit in two sessions over a 10 day period. Resulting in a fired up team, understanding the need for action and willing to go the extra mile, while claiming ground from the competition.
Client, a multinational FMCG company, had entered the Chinese market in the previous year. The initial market entry was conducted based on the outcome of a MFIB war game one year ago. The objective for this year’s war game was to validate and optimize the roll out strategy. All participants in the game were local Chinese, attacking and optimizing their own strategy. The war game has resulted in a focused and achievable operational plan for next year’s budget.
Client, a global Business to Business company, under pressure to perform in the current difficult market, wanted to accelerate time to market of its key innovation. The MFIB Group was asked to facilitate this process.
The first step was to align all departments involved on the Strategic Intent, Desired End State and Mission for the innovation. For the subsequent War game 18 people, from all relevant departments, were invited. The Commander, in this case the Director Innovations, presented his Intent and Desired End State, which formed the basis for a two days session of Blue and Red Teaming, resulting in 4 competitive, ambitious but achievable courses of action. These courses of action are currently being implemented.
Client, a Dutch political party, under pressure in a very fragmented political landscape, wanted to validate and optimize its strategy for the upcoming European election and boost the morale of its election team. The client was in need of a strategy to maintain its current position by mobilizing its core constituency and reclaim lost territory. The MFIB Group War game proofed highly effective to achieve these objectives, resulting in a confident and fired up team with clear directions where to lead and when to counter.
Client, a dominant national player in its category, is under pressure of competitors from Germany and France. The foreign players have built footholds in adjacent markets and are now gearing up to attack the clients center of gravity in its home market. Client had to develop a strategy to counter the attack, to realign its forces and to reclaim lost territory. Both strategy and morale were in need of a substantial boost.
Client, a multinational B2B company, had merged with two other companies, directly becoming market leader in its categories. The company was facing two challenges due to the merger:
- How to have the three international sales teams – till then strongly competing each other – to get to know each other, trust each other and start to operate as one team,
- How to anticipate and prepare for competitive moves due to the merger.
Client, a multinational FMCG company and market leader in its category, had received reliable information that a multinational competitor was preparing a market entry into the Rumanian market. Client needed to quickly develop a defensive strategy, building on its strength, successfully blocking the market entry of its competitor.
The client, a multinational FMCG company and market leader in its category, was under attack from another well established multinational company. The competitor had decided to attack clients long standing center of gravity in the local market. Client needed to develop a defensive strategy to counter the attack and remain in control of the category.
Ho Chi Minh city
The client, a multinational FMCG company, had received reliable information that a multinational competitor was preparing a market entry into the Vietnamese market, threatening the dominant position of client. Client needed to develop a strategy to block the market entry of its competitor.
The client, a multinational FMCG company firmly holding 2e position in its market, was gearing up to attack the market leader. Client wanted to identify the weakness in the strength of the market leader, for client to focus all their resources at attacking the market leader at its weakest spot.
The client, a multinational FMCG company, wanted to penetrate the Chinese market. Clients ambition was to claim a defendable, sustainable and profitable position in the (super) premium segment of the Chinese market. Client wanted therefore to develop a strategy enabling them to successfully build a niche position in the Chinese market, without triggering an all out war with the established players.
Client, a multinational FMCG company, had multiple offerings in different segments of the market. These offerings were not sufficiently aligned to enable client to run an effective and fully integrated operation. Each offering had to be defended by itself and as such there where limited in-market synergies. Client wanted to realign its operation and turn it into an effective, competitive and successful “fighting force”.