This document explores results reported by over 601 participants of enParadigm’s Leadership Simulation Workshop(TM) – at AVP, VP and GM level – from over 300 of our client companies across the country. It introduces the participant profile, lists the key takeaway and proceeds to make relative and comparative analyses.

1. RESULT BOOK
enParadigm
Simulation-based workshops for your middle and senior management
The enParadigm Result Book
Results your company can expect from an enParadigm workshop,
based on the impact on 601 participants at AVP, VP and GM level

2. 1. Introduction
a. Simulation-based workshops
b. Participant profile
2. Methodology and sample size
a. Data Set 1
b. Data Set 2
3. Results
a. Principal learning areas
b. Measuring improvement
c. Function-wise spread
4. What’s in it for your company?
5. Our offerings
Contents
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3. enParadigm delivers intense, simulation-based, expertly-facilitated workshops well
supported by core business concepts and debriefing sessions. These workshops are
usually supported by diligent pre- and post-intervention work to ensure that areas of
concerns are identified (at both the individual and organizational level), addressed in
the workshop and tracked after the event. This ensures targeted interventions that
are intense, relevant, engaging, and transformative, with lasting effects on
participants’ managerial behaviour.
This document introduces enParadigm’s simulation-based workshops and analyses
results and insights from 601 participants (in 2 sets of data from multiple
workshops) across 12 Indian cities.
a. Simulation based workshops
enParadigm’s simulation workshops usually involve participants from across
different functions or organizations who:
- Form small cross-functional teams of 4-6 participants each
- Take up roles as the top management of a virtual company
- Take all major decisions for their virtual company to begin and grow
- Compete with other teams running other virtual companies in a complex, realistic,
simulated business environment
- Run these companies across multiple business periods (multiple quarters, for
example) to learn new concepts and apply earlier insight
These simulated business periods are interspersed with interactive concept
sessions, expert-driven debriefs, tools and techniques to reinforce the insight gained
from the experience of running a business.
Introduction
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4. Sameer Kamath
CFO, Motilal Oswal
“A must-participate workshop to get hands-on
learning of how to run a business effectively. I have
not seen where learning usually gained over many
years can be crunched into just 3 days.”

5. 6% 26% 35% 20% 13%
b. Participant profile
Since 2010, we have helped 280+ companies across 20 sectors. The participant
profile for workshops (Leadership Simulation WorkshopsTM) is well spread-out across
functions and industries, with the only common aspects being:
1. Senior management personnel – AVPs, VPs and GMs for the most part
2. Playing (or tipped to play) key roles across more than one function
3. With 15-25 years of professional experience
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14%
28%
36%
22%
CxO
VP and SVP
AGM and GM
DGM and below
Participant profile - designations
Participant profile – professional experience
< 10 yrs 10 to 15 yrs 15 to 20 yrs 20 to 25 yrs > 25 yrs

6. Methodology and sample size
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The data we present here is therefore divided into two sets based on feedback
gathered. Each set is internally consistent, and the two sets are used independently for
distinct insight in the result section of this document.
a. Data Set 1
This set is from 22 workshops conducted over a 16-month period between November
2011 and February 2013. It covers 351 participants from 20 sectors across 12 locations
in India.
b. Data Set 2
This data set represents results from both open and in-company workshops starting
October 2013. It covers 250 participants from 20 sectors across 10 workshops.

7. This section begins by identifying key learning areas for participants, moves on to
comparative analyses and concludes with a glimpse of function-wise distribution.
a. Principal learning areas
For our in-company programs, enParadigm’s experts sit with our clients’ top
management to zero-in on key learning areas based on specific business needs.
Our open workshops tend to be more inclusive, designed to address 3 primary
concerns:
1. Strategic decision making for growth and competitive advantage
2. Appreciation of cross-functional conflicts and collaborative effectiveness
3. Decoding and utilizing financial statements for effective business decisions
At the end of these 3-day workshops, we asked our participants to list out their key
learning to ensure we had stayed on target:
Results
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KEY TAKEAWAY
Question: List out the top 3 business skills you will take back from this workshop.
Most frequent answers from 351 participants:
29%
44%
52%
74%
"Competition & market dynamics"
"Interpreting financial statements"
"Cross-functional decision making"
"Strategic decision making"

8. Thomas Nelissery
Senior General Manager, MRF
“For someone 22 years out of institute (IIM
Ahmedabad), it left me with acute awareness of how
one's function interfaces with others, how one's
decisions impact the rest and the risks/payoffs
involved. Very well designed. I would recommend this
very strongly to senior managers.”

9. b. Measured improvement in specific learning objectives
This is an analysis of data from participants rating their own comfort level with the
subjects before and after the workshop. Both ratings were captured
simultaneously, immediately after the conclusion of the workshop – so participants
could reflect on the workshop and capture improvement in each parameter.
This before-after analysis helped determine improvement on three specific
predetermined parameters – strategic thinking, cross functional decision making
and the financial impact of decisions.
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STRATEGIC THINKING
Questions: On a scale of 1 to 10, my understanding of strategic thinking before the
workshop was? (and after the workshop is?)
Ratings from participants across the country (in %):

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CROSS-FUNCTIONAL DECISION MAKING
Questions: On a scale of 1 to 10, my appreciation for the roles played by other
functions before the workshop was? (and after the workshop is?)
Ratings from participants across the country (in %):
260
185
153
101
42
INTERPRETING FINANCIAL STATEMENTS
Question: On a scale of 1 to 10, my interpretation of financial statements before
the workshop was? (and after the workshop is?)
Ratings from participants across the country (in %):

11. c. Learning impact on participants by function
Next, we looked at participants from different functions measuring improvement in
cross-functional decision making ability, among other parameters. This brought
out some interesting trends, including the fact that participants from every
department had blind spots for some challenges faced by other departments.
enParadigm Result Book | 11
CROSS-FUNCTIONAL AWARENESS
Questions: On a scale of 1 to 10, my appreciation for the roles played by other
functions before the workshop was? (and after the workshop is?)
Participant’s
Function
Before After % Improvement
Operations 4.7 8.7 85%
Finance 6.0 8.3 38%
Sales &
Marketing
5.4 8.8 63%
IT 4.0 9.05 125%
HR 5.7 7.7 35%
Other data:
enParadigm also gathers data on a wide variety of other parameters specific to every
particular client’s requirements.

12. Dhananjay Devasper
Global Delivery Head, TCS
An excellent experiential workshop with concepts
introduced at the right moments to enhance the
quality of learning experience.

13. 1. Experiential learning – Proven to be up to 900% more effective than traditional
methods of instruction*. Traditional methods run into bigger trouble when faced
with teaching well-qualified, senior management – for whom the opportunity to
learn their own experience is critical.
2. Competitive – One great way to keep senior participants engaged in a workshop
is to create a competitive environment testing them on their core competence –
business management.
3. Tailored – Exhaustive pre-workshop activities ensure these workshops are
extremely relevant and hit home with the attendees’ concerns.
4. Measurable –A constant focus on implementation and returns – with well-
defined action items, post-workshop support and 6-months delayed feedback –
makes it easy for you to measure the impact of these programs and make informed
adjustments to your talent development plan.
5. Continuous learning – enParadigm’s workshops come with a comprehensive
post-workshop online retention module that helps participants reinforce their
insight, practice their learning and get support while they implement their action
items.
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* The Learning Pyramid, National Training Laboratories, Bethel, Maine
enParadigm’s
workshops are
Experiential
Competitive
Tailored
Measurable
Continuouing
Which make them
Ideal for middle/senior
management
Engaging even for business
veterans
Relevant to company and
individual goals
Sound, RoI focused
investments
Easy to retain and apply
What’s in it for your company?

14. Our interventions are structured as the central part of end-to-end development
programs. These make our workshops the most effective, as well as the most
measurable, solution available for your middle and senior management:
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Program timeline (for in-house programs)
The online post-workshop retention modules hit the Consolidation Window, to
help retain and reinforce learning, while also helping participants implement action
items identified at the workshop
Our 4-week post-workshop
retention modules (online, case-
based exercises) hit the
consolidation window, during
which participants can cement the
insight gained.
After
workshop
One
week later
Two weeks
later
Three weeks
later
Retaining insight
100%
Time
Learning retained
Business
need
Primary concerns
identified
Simulation
workshop
Middle-senior
management
Impact analysis
6 months after
intervention, on-site
Immediate
feedback
Participants
rate learning
experience
Need
alignment
Strategic needs from
leadership; skill gap
from participants
6 months
Tracking
True Business Impact
enParadigm measures results and training impact at multiple stages in a
coordinated cascade of interactions with participants, their reporting managers and
the client’s top management.

15. Our solutions target managers at various levels, and are driven toward specific objectives:
For senior management
Leadership Simulation Workshop
For middle management
1. Aspire Simulation Workshop
2. Problem Solving & Decision
Making Workshop
Distribution Simulation
Workshop
For sales and
distribution managers
Talent Quest Workshop
For HR managers
Operations Simulation Workshop
For plant managers
Each workshop is driven toward a specific objective, relevant to participants’ level of responsibility
Leadership Simulation Workshop
Provide a CEO’s perspective of business to AVP, VP and GM level
roles
Aspire Simulation Workshop Build business acumen for middle managers
Problem Solving & Data Mining Workshop
Inculcate data-driven decision making for middle and senior level
managers
Distribution Simulation Workshop
Enhance distribution channel effectiveness and improve alignment
with channel partners
Talent Quest Workshop
Better business integration and talent management for HR
managers
Operations Simulation Workshop
Drive alignment across departments at plant level and enhance
operational effectiveness and profitability
enParadigm Result Book | 15
Our offerings

16. Contact Us
For a discussion on how we can assist your company, or to nominate your managers
for one of our open workshops, contact John Cherian or Hanuman Kamma.
John Cherian
MBA, IIM Ahmedabad
+91 97257 6940, john.cherian@enparadigm.com
Hanuman Kamma
MBA, IIM Ahmedabad
+91 81231 85711, Kamma.hanuman@enparadigm.com
enParadigm
We accelerate business performance through simulation-based interventions for
middle and senior management. Run by industry experts and IIM Ahmedabad alumni,
we have conducted workshops for companies such as Citibank, Coca Cola, HCL, Dell,
Dow, Essar, GMR, HSBC, IBM, Indian Oil, Merck, NIIT, SAP, and Tata Motors.

17. b. Measured improvement
A before-after analysis helped determine improvement on specific predetermined
parameters. This data, collected immediately after the workshop, reflects
participants’ self assessment. Therefore, it has significance only in a comparative
context.
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STRATEGIC THINKING
Questions: On a scale of 1 to 10, my understanding of strategic thinking before the
workshop was? (and after the workshop is?)
Distribution of ratings from 250 participants across the country:
260
185
153
101
42
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9 10
Participants
Rating
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9 10
%oftotalparticipants
Rating
Before
Average: 5.2
Before:
Average 5.2
After:
Average 8.8

18. b. Participant profile
Since 2010, we have helped 280+ companies across 20 sectors. The participant
profile for workshops (Leadership Simulation WorkshopsTM) is well spread-out across
functions and industries, with the only common aspects being:
1. Senior management personnel – AVPs, VPs and GMs for the most part
2. Playing (or tipped to play) key roles across more than one function
3. With 15-25 years of professional experience
enParadigm Result Book | 4
14%
28%
36%
22%
CxO
VP and SVP
AGM and GM
DGM and below
Designation-wise spread
Years of experience
< 10 yrs 10 to 15 yrs 15 to 20 yrs 20 to 25 yrs > 25 yrs

19. b. Participant profile
Since 2010, we have helped 280+ companies across 20 sectors. The participant
profile for workshops (Leadership Simulation WorkshopsTM) is well spread-out across
functions and industries, with the only common aspects being:
1. Senior management personnel – AVPs, VPs and GMs for the most part
2. Playing (or tipped to play) key roles across more than one function
3. With 15-25 years of professional experience
enParadigm Result Book | 4
14%
28%
36%
22%
CxO
VP and SVP
AGM and GM
DGM and below
Designation-wise spread
5.80% 26.74% 34.88% 19.76% 12.79%
< 10 yrs 10 to 15 yrs 15 to 20 yrs 20-25 yrs > 25 yrs
Years of experience

20. An excellent experiential workshop with concepts
introduced at the right moments to enhance the
quality of learning experience.
Dhananjay Devasper
Global Delivery Head, TCS
A must-participate workshop to get hands-on learning
of how to run a business effectively. I have not seen
where learning usually gained over the years can be
crunched into just 3 days.
Sameer Kamath
CFO, Motilal Oswal
For someone 22 years out of (business school)
institute, it left me with acute awareness of how one's
function interfaces with others, how one's decisions
impact the rest and the risks/payoffs involved. Very
well designed. I would recommend this very strongly to
senior managers.
Thmas Nelissery
Senior General Manager, MRF
Testimonials