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The development of leadership and talent has been with us for a long time. Despite this, however, we find that it is still one of the leading challenges facing organisations today. In a report released in 2007 by Deloitte Touche Tohmatsu and the Economist Intelligence Unit titled “Aligned at the Top”, leadership development and pipeline was highlighted as the most critical issue in terms of people and business challenges. Talent management was identified as the second most critical issue.

It is important to understand that all leaders and talented employees are individuals. They come from diverse backgrounds and generations. We believe that the development of these key and critical employees has to be done on an individual basis focusing on what development tools will work with the particular employee.

We utilise the Identity Compass to determine the preferred methods of learning for the individual. This tool is the missing link in assessment and profiling of leaders, managers and professionals. It provides measurement on sixty ThinkDo Gears™, ten target and sustaining values, as well as seventeen job-motivation indicators. It does this without boxing or typing and specifically measures workplace thinking and behaviour. It is ideal for leadership and talent development programmes.

Many leadership and talent development programmes focus on highly theoretical tools which can prove quite catastrophic once the individual is released into the workplace to try out their newly developed, but theoretical, skills. We have developed excellent and practical leadership development tools that provide strategy based simulations which will give you great insight into how an individual will react in a given situation. This programme ensures that individuals are “tested” prior to being given real responsibility within your organisation.

We utilise strategy based PC games such as Industry Giant, Rise of Nations, Civilization, Guild Wars, Everest, Survival, Business Broadwalk, World of Warcraft, Thief, etc.

In a Harvard Business Review, published in May 2008, the following was stated:

Put simply, online games can be informal but realistic simulators for contemporary leadership training. In fact, companies could explicitly integrate these games into their leadership development programs in order to teach the “soft” aspects of leadership, complementing simulation tools that emphasize hard, analytic skills. The benefits would extend not only to individuals but also to business teams, which might use the games to try out various leadership structures for the group.