You are on page 1of 26


Introduction............................................................................................... 2
Part 1: Benefits and Costs of Learning.......................................................2
The Value that Learning Produces........................................................2
How Much Are Employers Really Investing in Learning?.......................2
Part 2: The Sources of Economic Return....................................................2
It is a Complete Mind, Body and Soul Game...........................................2
The Game is based on behavioral research............................................2
Instrument Design and Validation...........................................................2
The Game sits on Learning Management System...................................2
The Games Learning Effectiveness........................................................2
Why is Blended Learning Superior?........................................................2
Part 3: The Return on Investment in the Game.........................................2

The demands that executives face today are, at one level, the same as ever:
staying ahead of the competition, with superior products and services at the best
At another level, however, the rapid unfolding of the knowledge era has created
new demands and challenges for leaders, including:

How can we be more agile, respond faster?

How can we attract and retain talented employees?

How do we create a culture that motivates and brings out the best in

How do we create loyalty among the stakeholders with increasingly higher


How do we achieve all of these objectives while creating the highest

returns for the stakeholders?

Answering these questions requires learning. Now, more than ever, the ability to
prosper hinges on ones willingness to learn and change with the times.
So like it or not, we are all in the business of learning. Learning has become the
principal differentiator between mediocre and excellent financial performance.
And it has been behind the evolution from total quality management in the
1970s, to the learning organization, to knowledge management in the late
Yet knowledge is of value only when it leads to tangible performance
improvement. That is why leading organizations around the world are launching
technology infrastructures for the systematic management of learning.
Learning has simply become too strategic to be left to happenstance. The best
leaders are managing it as aggressively as they manage their other strategic
This presentation documents the business case for investing in the Game and its
learning management infrastructure.
1. The first part provides the context, by synthesizing research on the value

that learning produces, and documenting the investment that firms are
making in learning.

2. The second part out-lines the relationship between executives concerns

and the Games functionality.

3. The final part provides a brief overview of customers forecasts of their

return on investing in the Game.

Part 1: Benefits and Costs of Learning

The Value that Learning Produces
For a variety of reasons, the education and learning profession has long suffered
from a dearth of systematic, compelling evidence linking investments in
education and learning to performance.
Recently, however, a series of studies has made great strides by analyzing
comparable data on hundreds of firms.
These studies consistently find a powerful relationship between education and
learning and a number of key factors that drive performance. (Difficulties in
measuring investments in informal learning required that these studies focus on
formal education and learning.)
Here are some of the relevant findings:
Creation of shareholder value

A study reports that a firms per-employee investment in education and

learning is an important predictor of its stock price in the following year.
Moreover, the study shows that investment is at least as relevant to future
stock prices as other, more traditional, indicators (e.g., investments in
research and development).

Revenue generation and profitability

Sales per employee in firms with an above-average investment in

education and learning is 58% higher than in firms with below-average

Policies that shape the acquisition and development of skills are a major
predictor of productivity and profitability.

Recruiting and retention of employees

Employee satisfaction with the opportunity for learning and development

is one of the most important predictors of whether an employee will stay
with his/her current employer.

Most employees however report that the quality of their employers

education and learning programs is poor.

A firms ability to retain key employees (which is affected by satisfaction

with learning and development opportunities) is the fundamental
determinant of customer satisfaction.

It is also the single most important predictor of both sales per employee
and market capitalization.

Customer retention

There is a powerful correlation between firms customer retention rates

and per-employee investments in education and learning.

A 1% reduction in customer attrition can add as much as 5% to a

companys bottom line.

Success of reorganizations, mergers and acquisitions

Nearly 50% of mergers and acquisitions fail and although no formal

data exist anecdotal evidence suggests that the failure rate of internal
reorganizations is at least as high. Experts who have studied this high
failure rate report that inadequate attention is given to cultural due
diligence prior to the merger, and to learning efforts that integrate
employees and their competencies across the two organizations, pre- and
post- merger.

Capacity to innovate

Firms that score highest in innovation spend significantly more on

education and learning per employee than do less-innovative firms.

These studies consistently indicate that enterprises that make substantial

investments in education, learning and employee development perform better
than those that dont.
Most employees, however, report that they are dissatisfied with the quality of
the learning and development opportunities available to them.
This indicates that most firms have much to learn about how to manage their
investments in learning.
How Much Are Employers Really Investing in Learning?
Enterprises have responded to the rapidly changing competitive landscape by
increasing their investment in learning.
In the U.S., for example, spending per employee on formal education and
training increased by more than 40% between 1996 and 1998, the most recent
year for which data are available. In 1998, the average U.S. employers spending
on the direct costs associated with education and training stood at 2% of payroll.
This level of spending is roughly comparable to that of employers throughout the
developed world.

The direct costs of formal education and training, however, are just the tip of the
iceberg. When the indirect costs (primarily wages and benefits of employees
while in training plus overhead) and opportunity costs (lost productivity) are
factored in, the total cost of formal education and training stand closer to 10% of
Perhaps more significantly, studies show that formal education and training
constitutes only about 30% of a typical employees time spent in learning
activities. The other 70% consists of informal learning, such as getting help from
a colleague or supervisor.
Since much of this informal learning takes place through one-on-one coaching
(which means that the costs of wages and benefits double, as does opportunity
cost), the true cost of informal learning is likely to be even greater than the total
cost of formal learning.
That means that learning investments in a typical firm amount to at least 20% of
payroll. Moreover, in some sectors of the economy where employers tend to
spend much more than average on education and training, such as finance and
technology, investments in learning are likely to be higher still.
In short, employers invest tremendous sums in learning. Leading firms are
beginning to recognize that investments of this magnitude require intensive
management as well as an infrastructure for ensuring that the investments are
made as efficiently and effectively as possible.

Part 2: The Sources of Economic Return

The evidence reviewed above demonstrates that:

There is a powerful relationship between investments in learning and

performance, and

Employers investments in learning are significant.

Effective management of learning contributes to top-line growth, and efficient

management of investments in learning contributes to the bottom line through
cost savings.
The following table identifies mechanisms through which the Game enables firms
to create both economic growth and cost savings.
Mechanisms through which the Game enables firms to create
both economic growth and cost savings

It is a Complete Mind,
Body and Soul Game.

The Game involves:

17 strengths and development needs,

10 personality dimensions,

4 personal goals and values, and

7 Levels of Spiritual and Physical Power.

Instruments measure what they are intending and

yield consistent, reproducible results.

They systematically relate to the underlying

behaviors, traits, or attitudes they purport to

Our materials yield useful information, and the

results are presented in a clear and understandable

The Game is based on

behavioral research.

Instruments are validated,

reliable and research

Game sits on a Learning

Management System.

Learning Management System includes:

Learning Content Management

Performance Management, and

Skills Management

The Game is Knowledge Management driven:

Solves learners workplace problems

Satisfies Learners current needs

Offers new value each time

Provides Post-Training Support

Games in Learning:
Analyzing Learning

Superior blended /
integrated learning

Supplementary Learning Resources, for example,

Participants Guide, Corporate Guide, and Reference

Rich Multimedia, for example, slide shows with

audio and user input, video integrated with chat
and discussions, and audio briefings

Learning-by-Doing engines and Collaboration

integrated into design of the game.

Mentoring and Faculty Support: Synchronous and

asynchronous interaction with faculty

Customization, Individual Paths.

Networking, Community.

Its a Complete Mind, Body and Soul Game

The Game involves 17 strengths and development needs, 10 personality
dimensions, 4 personal goals and values, and 7 Levels of Spiritual and Physical

17 Strengths &

10 Personality

1. Communicatio

1. Nervous

2. Delegation

2. Character

3. Empowerment

4 Personal
Goals and

1. Internal
Processes and
2. External

3. Work Habits
4. Goal

3. Financial and

7 Levels of
Spiritual and
Physical Power

Level 1: Tribal
Power Level 2:
Power of
Level 3: Personal
Level 4:
Emotional Power
Level 5: Power of


4. Sociability

5. Decision

5. Emotional

6. Interpersonal

6. Dominance

7. Motivating

4. Growth and

Level 6: Power of
Level 7: Spiritual

7. Competitivene
8. Stamina

8. Adaptability
9. Naivety
9. Concern for

10. Motivation

10. Participative
11. Team Building
12. Commitment
to Growth
13. Innovation
14. Persuasiveness
15. Initiative
16. Control
17. Assertiveness

The Game can be played by a single user in standalone situation or by multiple

users in a group. It can be played in a blended environment combining face-toface and e-learning in a customized proportion.
The Game can be played at multiple Levels.
You journey through the breakthrough model of multiple levels of spiritual and
physical power through which everyone must pass in the search for higher
consciousness and spiritual growth. In these seven stages are synthesized the


ancient wisdom of three spiritual traditions the Hindu Chakras, the Christian
Sacraments and the Kabbalahs Tree of Life.
Sustained high achievement requires not only sharp intellect, but also physical
strength, emotional intelligence, and a strong sense of purpose. The program is
designed to help people marshal the mental, physical, emotional, and spiritual
energy they need to thrive.


Area, SelfAssessment,
Feedback & Group

Validated Theory

What do the Players


How do these help


Management Values

McGregors Theory X
and Theory Y and
Robert Rosenthals
work on the selffulfilling prophecy
combine to describe
and measure
managerial philosophy.

Discover how we
expand our
effectiveness as
managers and workers.
Learn how McGregor's
classic "Theory X
Theory Y" demonstrates
that beliefs about
people drive our
behavior and thus
become self-fulfilling

Participants realize
their personal beliefs
about people and work.
Understand the
impact these personal
beliefs have in the
Explore the benefits of

Halls extensive group

research in terms of
Four Cs is presented
with a self-confirming

Team Communications
Team Leadership
Team Decision Making
Team Process
Discover how to
transform lowperforming groups into
triumphant winners.

Experience The Power

Of Consensus Decision

Colleague Feedback:
What do you need to
do your best work?
Group Exercise: How do
you solve a problem
like Maria? (HD)

Team Effectiveness
Self-Assessment &
Feedback: Team
Effectiveness Exercise
Group Exercise: 12
Angry Men
Group Exercise: Group
Barrier Analysis

Explore the pitfalls

common to groups that
perform poorly.

Understand How
Groups Function
Discover The "Best"
Way To Lead For

Learn a failsafe way to

transform the dynamics
of these or any groups.
Experience firsthand
the impact of these
dynamics and how you
contribute to them.
Practice applying an
in-depth blueprint for
successthe "Four C's"
of creative group
problem solving.


Interpersonal Relations

relationships is
described and
measured in terms of
exposure and feedback

Colleague Feedback:
Interpersonal Relations
Group Exercise:
Interpersonal Style and
Organizational Climate

Discover how the way

we communicate
energizes the work

For Building Trust,

credibility, and
productive interpersonal

Our interpersonal
communications make
the work climate more
productiveor less so.
The module reveals how
this dynamic can work
for you.

Improve your
communication skills

Analyze your
practices and rediscover their impact.

Self Assessment:
Your Practices That
Support Employee
Involvement. (AMS)
Feedback: Practices
Of Others That Support
Employee Involvement.
Group Exercise:
Access Management

Jay Halls star model of

Access Management
ensures employees
access to the five
critical supports for

Do Employees have
access to the supports
and resources they
need for involvement?

Build stronger
Create an environment
for shared ideas

Create Opportunities
For Participation

Provide Support
Structure For
Discover how we "turn Collaboration
on" employees'
willingness to work.
Refine Interpersonal
Discover practices
that cause your
employees to want to
get involved in
meaningful, productive
ways, improving quality
and performance.

The Game is based on behavioral research.

The Game validates behavioral findings with 30 years of research and
our exclusive database of responses from over 40,000 managers.
The Game teaches the behavioral practices necessary to succeed as a manager
or leader. It is based on classic validated theories of human behavior and
includes the models of McGregor, Rosenthal, Maslow, Herzberg, McClelland,
Lewin, Blake & Mouton, Luft & Ingham, Hall, and others.


It compares your behaviors to those of the highest-performing managers over

the last 30 years - to see precisely where you can improve. It provides reality
feedback and tools to apply performance-boosting behaviors.
The Game presents the same behavioral philosophies and practices that formed
the basis for major research efforts involving over 16,000 managers. This project
identified those behaviors that characterize high-achieving managers and
significantly distinguish them from their less-achieving colleagues.
The Game represents a serious effort to provide insights that enable managers
to be more effective. Many participants have referred to this Game as the
"turning point" in their careers.
By effectively combining validated self-assessments, feedbacks, group exercises
and case studies, we have designed a development experience the participants
will never forget.
The Game forges multiple classic theories into a single, potent
research-validated tool.
Unlike programmes which concern themselves with only a single behavioral
theory or model - one piece of the management jigsaw puzzle - the Game
presents an integrated synthesis of validated behavioral models that address
managerial and organizational productivity.
This unique process of synthesizing makes it possible for participants to
understand how certain practices reinforce others - managerial philosophy,
access management, communications, motivation, power dynamics,
teambuilding, and decision making. These main puzzle pieces interlock to form a

Instrument Design and Validation.

The Game involves 360o instruments designed to allow participants to
better understand their strengths and development needs.
The feedbacks, group exercises and case studies have been designed by worlds
leading practitioners. The information provided by the instruments helps
facilitate your growth and progress and as a result increases your effectiveness
in the organization.
The results, along with the Interpretation and Feedback Session, provide
participants with a sound basis for setting development goals and tracking their
development over a period of time.
For example, the Interpersonal Relations Self-Assessment is based on Joseph Luft
and Harry Ingham's model of interpersonal competence. Designed to enable
managers to assess their own communication tendencies with their

subordinates, colleagues and superiors, it employs a Thurstone paired-choice

The instrument consists of three sections with twenty questions in each section.
Each section yields scores on two dimensions.
1. The exposure dimension is indicative of the amount of the respondent's workrelated ideas and feelings he or she is willing to divulge to others.
2. The feedback dimension measures the amount of others' work related ideas
and feelings he or she is willing to solicit.
Internal reliability is good, as indicated by Alpha coefficients of .78 and .80 for
Exposure and Feedback, respectively. The mean coefficient of equivalence for
the revised version (1986) is .78.
The instrument discriminates among high, average and low achieving managers,
some thirteen organizational types and five Managerial Grid styles.
The construct and concurrent validities have been confirmed through analyses
with the MMPI, CPI, and Bass's Famous Sayings Test; the canonical correlations
being .69, .87, and .79, respectively.
On any test, raw scores are meaningless without a reference point - we need to
know something about the way other people have scored. In this instance, norms
provide such a reference point in the form of percentile scores.
So that you can compare your own style of managing the interpersonal process,
percentile scores have been compiled based on the scores of a large number of
individuals who have completed this Self-Assessment.
If one of your raw scores transforms to a percentile score of 60, this means that
40% of the people in the normative sample scored higher than you did on that
particular scale. By the same token, if your percentile score is 40, then 60% of
the normative sample scored higher. The normative sample for each of our
instruments is updated periodically.
The Self-Assessment and its companion, the Colleague are two of the most
widely-used learning instruments available, with one or the other of them having
been completed by some 1,000,000 people.
Moreover, because the Self-Assessment addresses some very basic aspects of
interpersonal relationships, it has been utilized in a number of research studies
dealing with managerial behavior.
In summary, the Self-Assessment has been found to be a valuable tool for
exploring the complex interpersonal relationships which exist in organizations


and can be of substantial help to those who are interested in exploring and
improving communication practices within their own organizations.
Similarly, the Colleague Feedback is designed for use as a companion piece with
the Self-Assessment. It is a companion piece to and adaptation of the SelfAssessment, and has construct and concurrent validities similar to those of the

The Game sits on Learning Management System

The LMS addresses an enterprise's need for:

personalized, on-demand learning experience,

tools to manage and close organizational and individual knowledge,

competency, and skill gaps, and

assessing and relating improvements in individual learning to business


Through the LMS, you can expect quantifiable benefits with respect to business
goals and performance. Companies can evaluate their investments in terms of
overall business objectives strategies; specifically, the impact on performance
and the speed of acquisition of skills needed for new business objectives.
Learning Content Management System (LCMS)
LCMS helps you to effectively and quickly close skill gaps by delivering
personalized and customized content. LCMS can:

Automatically deliver content to users based on in-depth profile

information - how they learn, what they need to know, how they like to
receive information.

Automatically repurpose content based on delivery method.

Replicate content with contextual variances.

Comprehensive search engines with conceptual mapping, and the ability

to tag fluid relationships.

You can tracks business results of content effectiveness.

Sift through knowledge content to locate offerings that impact business



Performance Management (PM)

Helps you to achieve business goals through improved individual performance.
You can effectively and quickly:

Set and track business goals.

Assess performance, competency, and certification requirements against


Plan learning and other activities to meet requirements.

Track and provide feedback on individual progress.

Measure performance before repeating the cycle.


Competency and certification gaps are continuously closed.

Feedback is continually given and received.

Individual and enterprise performance is continuously enhanced.

Skills Management
Helps you to measure and close skill gaps to optimize contributions of your most
important asset people. You can align skills & knowledge with business goals
and objectives.

Target the required skills levels.

Find gaps through assessments and tests.

Plan learning to close team skill gaps.

Measure progress.

Modify targets according to new business objectives and closed skill gaps.

Repeat learning process.


Link training with business objectives

Skill gaps are continuously closed. Feedback is continually given and



Gather, and act, on intimate knowledge of each user - how they learn,
what they need to know, how they like to receive information.

Tracks business results of learning, including new customers, employee

retention and contribution toward successful projects.

The Games Learning Effectiveness

The greatest benefit that arrives from using games and simulations is their
ability to motivate learners and encourage fun during the learning process.
The features affecting learning effectiveness include:

Willingness to learn: Defined as the motivation to start learning. This

includes intrinsic needs and desires and extrinsic motivation through rewards
and incentives. Willingness to learn is closely linked with content. The more
relevant the content appears to the user, the more likely he or she is to feel
the need and willingness to learn.

Expectations: Adult learners have rich experience bases, and it is crucial

that the product fulfils the user expectations both in terms of quality of the
content and the use of multimedia. Expectations could be high because of
trainer reputation and because of previous experiences. Expectations will
affect motivation, hence the willingness to learn.

Content: The content in the program must be relevant for the user, both in
terms of topicality and complexity. Also, the content must be of good quality.
The user wants to learn something that he or she can use in his daily work,
and the user must value increased knowledge in the subject area. Content
must be developed by experts to ensure the quality.

Learning design: The program must be designed in a way that meets the
learner's needs and preferences and at the same time ensures learning

Collaboration: In the surrounding social context, collaboration can take form

as both face-to-face interaction and linkage through the computer. Face-toface collaboration could be formal and planned, but could also be informal
social interaction with peers. The social context that surrounds the learner in
the learning situation influences the learning effectiveness.

Mentoring: Interaction with a mentor also falls into the social context.
Mentoring could also be a feature built into the core product. The difference is
that the mentor in the social context can answer questions and provide help
and motivation as needed.


Both content and learning design will affect engagement and the sum of the
three is what generates both motivation and learning. The features influencing
engagement include

Interactivity: Interactivity is described as necessary and fundamental for

engagement in learning situations.

Flexibility: Not emphasized to the same extent, but still of distinctive

influence, flexibility adds more engagement to those users who want to have
control and investigate the content following their own path. Flexibility
touches some of the same ground as interactivity, and it seems hard to have
a high quality of interaction without having good flexibility at the same time.

Drama Effects: Drama effects cover all the factors that make the learning
content more entertaining. Features like sound, music, storytelling, humour
and role-play work to the purpose of the user engagement as long as they are
appropriate to the learning content. Hence, drama effects are important for
user engagement but serve more as an add on than a basic engagement

Usability: Usability is also important for the user engagement when talking
about how easy to play and intuitive the product is. Still, this term is probably
more often when a product is too difficult to use, than when it is working well.
Therefore, engagement in a positive way is not influenced as much by
usability as it is when contrary.

Competition: When describing competition and the effect on user

engagement, much focus is put on different game styles and how they match
the learning content. The optimism among theorists seems to be significant
on the effect for user engagement, although not as fundamental as for
instance interactivity.

Reality: Finally, reality is describing how different media elements provide

the user with the necessary nearness to the real work situation. This will
evidently give engagement to the user, but we see no consensus of
importance relative to the others mentioned.

Is the Game an effective learning product? How does the Game succeed in
offering an engaging learning experience? The table below gives summary of
analysis on learning effectiveness


Game Design



Social Context





Pretty non-

Strong and



High degree

relevant content
for Users.

linear design.
Users liked
the design.
Effective use
of team effort
extensive group


levels of
to learn
varies with
the user.

provide social
mentoring and

of realism
meetings, and
scenario based


levels of play

Community /

Emphasis on

Group work







High degree of

User points


Wide use

User has


user control.
Fair amount of
freedom of
Chances of
according to user

according to
with database
of others.

content uses the

actual situations.

of real
gives high
according to

own Navigator

Easy to Use




Depiction of

High degree

of realism

Why is Blended Learning Superior?

What is Blended Learning?
Essentially, blended learning combines e-Learning tools (everything from video
streaming over the Web to e-mail) with traditional classroom training to ensure
maximum effectiveness. Students can prepare for, consolidate and recall
classroom experiences online, while gaining the benefits of interaction with
teachers and students via an actual or virtual classroom. Student learning and


retention rates improve, without sacrificing the convenience, cost-effectiveness

and customization of self-paced Web-based course-work.
Another way to think of blended learning is taking the best from self-paced,
instructor-led, distance and classroom delivery to achieve flexible, cost-effective
training that can reach the widest audience geographically and in terms of
learning styles and levels. Each element becomes a part of a comprehensive
workplace performance solution.
Blended learning options include:
Live instructor-led: Traditional classroom, Virtual online classroom, Live video
via satellite or videoconferencing, Online coaching/mentoring, etc.
Self-paced learning: Instructor-led classroom via e-mail, CBT, Study guides,
manuals, texts, Online resources and databases, etc.
Tools for building ongoing learning communities: Chat, Instant messaging,
Newsgroups, etc.
A Case Study
Your organization has a nationwide sales force and new products are introduced
frequently. You are moving from a product orientation to solution selling. The
sales force needs to improve its knowledge of new product benefits and features
as well as how to position these products together as a business solution.
Classroom Only Approach
A two-day new products course taught by regional sales managers is delivered in
conjunction with a one-day classroom course on solution selling delivered by
third-party vendors.

Students enjoy interaction with other salespeople, teacher;

They get an opportunity to role-play and ask specific questions.



Not appropriate for beginners or very experienced salespeople;

Those who cant attend dont receive training.


Self-Paced Online Only Approach

Self-paced new product training and off-the-shelf solutions selling course is
delivered online.


Can take course at own pace;

Less disruptive;

Can test-out of sections or access remedial work.



Being at desk is distracting;

High rate of dropout;

Lack of role-play makes learning less valuable;

Inability to ask specific questions of experts.

Blended Approach

New product training modules on positioning features and benefits, and

solution selling concepts modules are delivered as self-paced online prework.

Students send in quizzes and questions to instructor before class begins

via e-mail.

Sales managers deliver a one-day class that focuses on solution selling,

including role-playing based on scenarios provided in the pre-work.

When the class is over, a solutions selling bulletin board and chat-room is
established so students can ask questions and share tips.

Appointments can be made with mentors who can provide coaching on

specific accounts via teleconference or e-mail.


Students get some interaction and direct face-to-face feedback in learning

areas where it is most valuable;


The pre-work helps even out the different student levels;

program is more cost-effective and less disruptive than the classroom only

Follow-up via bulletin boards, chats and online mentoring reinforces



Requires design team that is familiar with both online and classroom

Must have appropriate technology and classroom logistics support;

Must have mechanism to ensure that students do pre-work.

Why E-Learning Isnt the Whole Solution

Even with the addition of excellent technology, the vast majority of corporate
training is still conducted in classrooms by instructors. Why is this?
Classroom training is social. Attending classroom training is often considered a
perk. You get out of the office. You get a break in your routine. You get to meet
your peers in person and share war stories. And, you get direct face-to-face
feedback from experts.
In addition, most e-Learning is boring, requiring greater discipline on the part of
the student. Its often hard to concentrate at your desk with frequent
interruptions and distractions. And, its hard to make sure a student has actually
completed a course. While some organizations have online tracking systems,
many depend on an honor system. The result is lower attendance and retention
rates for most online training.
What Blended Learning Offers

Social benefits of classroom training focused on learning that gains the

most from face to- face interaction.

Individualization benefits of self-paced, online learning for content that

requires minimum interaction.

Cost savings through minimizing time away from the job and
travel/classroom/instructor expenses.

Improved retention and reinforcement through follow-up mechanisms on

the Web.


Greater flexibility to meet the different learning styles and levels of your

The Return on Investment in the Game

Our clients are beginning to enjoy significant bottom-line savings from the
tactical elements outlined above.

The ROI forecasts that our clients have shared with us indicate that they
are able to create an above-market return on their investment in the
Game, merely through the savings generated by efficiencies in the
administration and delivery of education and learning. These forecasts are
conservatively in the range of 24-40%.

Even more significant benefits from implementing the Saba infrastructure

are likely, however, in the top line strategic drivers of growth. These
benefits are currently more difficult to forecast with accuracy, but the
research summarized in Section II clearly suggests that extraordinary
benefits are likely. With Sabas superior tracking and evaluation processes,
it will be possible for our clients to identify these benefits with far greater
rigor than heretofore possible.

Perhaps more importantly, however, Saba clients will be able to use

measurement and evaluation as a tool for continuously improving the
economic value of their learning outcomes. This is essential to managing
learning as a strategic investment.

The rapid unfolding of the knowledge era has made the management of learning
an economic imperative. The capacity to do so will increasingly distinguish
leaders from followers. Firms that act with urgency to develop a superior
capacity for managing learning will be far better equipped to win the war for
talent, to respond to emerging market forces with speed and agility, and to
deliver the highest return to investors. Those that delay in launching a
comprehensive learning management system will be left behind.
The Game of Success has the potential to turbo-charge your learning

Superior cost-effectiveness. The Game not only offers the most costeffective way to raise skills and competences, but it also helps organizations
improve time to competence, time to insight, and time to market.

Unique application benefits. The Game offers crucial strategic advantages

and top-line revenue benefits.


Strong value for users. End users of the Game find the learning experience
worthwhile and enjoyable. Satisfying a diverse set of learners is a difficult
task, and high-quality content is a key requirement.

Affordable price to drive a mass market. The affordable prices of the

Game will accelerate the development of a mass market for Game.

Many companies have turned to this game to help their managers

perform better. This Game:

Improves performance every day at hundreds of leading organizations.

Forges 8 classic theories into a single, potent tool for real-world change.

Validates behavioral findings with 30 years of research and our exclusive

database of responses from over 40,000 managers.

Provides reality feedback and tools to apply performance-boosting behaviors.

This Game has changed hundreds of people in ways big and small.

Change only happens when it is powered by your values.

Change must be built into our life through rituals highly specific, regularly
scheduled practices that become automatic over time.

The Game has helped people find more balance in their high-pressure lives.

People seem to have more energy. Their attitudes their emotional state
seem much better.

This game is designed to help people marshal the mental, physical,

emotional, and spiritual energy they need to thrive.

Sustained high achievement requires not only sharp intellect, but also
physical strength, emotional intelligence, and a strong sense of purpose.

In many hours of self-examination, most of the participants improve in one or

more of those arenas.

You and Your Managers achieve breakthrough performance -organizational and individual.

Discover how specific behaviors ignite the inherent "can-do" spark in every
worker and colleague.

Unleash the power of individuals and teams by having them want to

communicate better, collaborate, and act creatively.


Learn 27 ways to get individuals and teams to take the initiativeto boost
productivity, cut cycle times and error rates apply fresh ideas, accept
responsibility, and much more.

Compare your behaviors to those of the highest-performing managers over

the last 30 yearsto see precisely where you can improve.

Emerge with proven knowledge and experience of what makes management


Understand exactly what makes your employees and teams more productive
and how to make it happen in your workplace.

Achieve a more dynamic, competent, productive organization by:

Identifying specific policies, practices, norms, and philosophies that

characterize your organization.

Pinpointing factors that support high performance in your particular


Seeing exactly what you must do to promote and maintain high performance.

Gaining the tools and procedures to conduct action planning with your
subordinates and co-workers.

Developing action plans to systematically improve the conditions in need of


Transferring learning to workplace instantly.