Cohort Operations — Hold the Line at Biscayne Executive Learning

A four-round, intermediate service-operations simulation set inside Biscayne Executive Learning (BEL), the custom- and open-programs unit of a Miami university business school that bills USD 14M a year delivering ~60 executive cohorts and lives or dies by its Net Learner Experience score.

At 7:40 a.m. on April 13, 2026 two flagship cohorts collide: a burst pipe has knocked Room 300 — BEL's only hybrid-capable room that seats 50 — out of service for 9 days, two faculty change their availability, and the academic operations team must re-sequence faculty and facilities, allocate 3 senior + 4 junior coordinators, and hold a USD 40,000 remaining quarterly support budget while protecting a Net Learner Experience of at least 8.5/10 on BOTH cohorts.

Cohort A (MeridianHealth Leadership Academy, 48 clinical managers, Day 1 in 48 hours, contractually needs the hybrid room) carries a USD 3.2M renewal the CHRO calls 'the audition'; Cohort B (Global Finance Certificate, 30 international executives mid-program) was promised Room 300 for a Thursday guest-faculty session.

Playing the Academic Support Coordinator, you (1) map the collision and name the single binding constraint — the out-of-service hybrid room — before touching anything, tracing the dependency cascade rather than fixing the loudest problem; (2) re-sequence facilities and faculty, choosing the hotel suite (USD 4,200/day, USD 16,800 = 42% of the budget) vs split rooms vs virtual, flipping Cohort A to its faculty's Wednesday-morning window, and protecting Cohort B's promised room; (3) allocate scarce coordinators and the budget to protect the PORTFOLIO — resolving the overtime-risk senior coordinator (1.5x cost and fatigue risk) instead of overloading her, and not robbing Cohort B to save Cohort A; and (4) absorb a live escalation — the CHRO asks if Day 1 is handled and a junior coordinator calls in sick — with proactive client communication, a real backfill bench, and a single named decision-maker with an issue-tracking routine.

The math rewards constraint-first sequencing, portfolio-balanced staffing, budget-as-portfolio thinking, and proactive recovery, and punishes the five classic errors: whack-a-mole fixing, spending blind on the hotel suite, overloading the senior coordinator, robbing one cohort to save the other, and silent operations.

Final KPIs track Cohort A Experience, Cohort B Experience, Operational Resilience, and Budget committed against the USD 40,000 cap.

Una simulación de nivel intermedio para participantes que ya conocen los conceptos básicos de la materia, pensada para programas de máster y MBA.