Llegar y Diagnosticar

An experienced executive arrives as director general of the climate division of a fictional Spanish industrial group, with three business units in three different situations: a residential air-conditioning plant that loses money (a turnaround), an industrial chiller and heat-pump business that still earns money while its orders slide and its team calls it a dip (a realignment), and a maintenance services business that works (sustaining success).

Decision 1 (day 1): how she learns (a 90-day listening tour, the 100-day plan from her previous company, or a learning plan by unit), the diagnosis she shares (none, a crisis for everyone, or one situation per unit) and the conversation with her boss (the hiring expectations, a promise of 15 million euros, or an explicit agreement on the diagnosis and on what success at day 90 means).

Decision 2 (day 29): an early move in each unit. Decision 3 (day 57): the management team, the internal candidate who wanted her job and the capital budget. Decision 4 (day 92): what she presents at the day-90 review, the plan for months 4 to 12 and her own way of working.

The model is deterministic: each option carries a fixed effect on each unit, so the same move helps one unit and hurts another; learning quality multiplies later improvements, the boss backing multiplies credibility and every key person lost costs run-rate.

The score combines the quality of each decision with the 12-month run-rate against inertia, the quarter result, credibility and team stability, and is capped when a decision breaks the rules (a collective dismissal without the consultation period, one-offs presented as recurring). Inspired by published research on leadership transitions. Spanish (primary, Spain) and English.

Una simulación avanzada para participantes acostumbrados a trabajar con los principales marcos y dilemas de la materia, pensada para formación de directivos y profesionales con experiencia.