El Estudio que Innova en Equipo

The new head of innovation of a fictional Spanish video game studio has one year to get its first original game in a decade ready to launch, and the board asks that no single person decide it. Stage 1, abrasion: how ideas are born (an open brainstorm, the founder concept, or six mixed teams in a structured debate), who is in the room and the rules of the debate.

Stage 2, agility: one vertical slice, ten quick prototypes or a weekend game jam; how the tests are read (veteran judgement, trailer likes, or criteria fixed in advance) and who plays them. Stage 3, resolution: the founder decides, a bit of all three concepts, or an integration of the two strongest; the scope and who has a voice.

Stage 4, launch: worldwide, soft launch or delay; the hours until launch and who gets the credit. Option value is idea diversity multiplied by learning, and the way the studio resolves decides how much of it reaches launch quality: integration keeps all of it, the founder keeps half, a compromise less than a third. Options that only look like progress add in their stage and take away more in the next.

The model is deterministic, evaluated on the decisions taken so far. The score combines the quality of each decision with five outcomes (idea diversity, weeks to a ready game, launch quality, team ownership, value over three years) and is capped when a decision breaks the law (playtest data from under-14s without parental consent, unpaid and unrecorded crunch).

Inspired by published research on leading collective creativity. Spanish (primary, peninsular register) and English.

An advanced simulation for participants used to working with the main frameworks and trade-offs of the subject, designed for executive education and experienced professionals.