Multi-Team Competitive Game
Choose your role:
Choose an existing game or create a new one
Loading policy…
⚠️ File in use? Close the Excel file before uploading, or save a copy (Save As) and upload that copy.
Share these codes with your teams. Teams will use these to login and play the game.
Monitor all teams and game progress
| Team Code | Team Name | Status | Submitted | Drivers | Actions |
|---|
You can adjust team names if needed. Changes are saved immediately.
| Team Code | Current Name | Actions |
|---|
Configure the default markup percentages applied to base salaries for each workforce bucket. Bonus % is team-controlled in their workforce tab; other markups are fixed game-wide.
| Workforce Bucket | Vacation Days % | Commission % | Severance (months) | Benefits % | Pension % | Total Markup % |
|---|---|---|---|---|---|---|
| 🎯 Professional Services | 55.5% | |||||
| 🎧 Maintenance & Support | 49.5% | |||||
| 🔬 Research & Development | 58.0% | |||||
| 📈 Sales & Marketing | 60.5% | |||||
| 🏢 General & Administrative | 66.0% |
Lower = easier to hire (0.5–0.9), 1.0 = baseline, higher = harder (1.1–2.0). Affects actual hires and recruitment cost.
| Team | FTE | Last Year FTE | Base Salaries | Total Costs | Avg Markup % | Employee eNPS | Employee Churn | Customer NPS | Revenue Attrition | Drivers | Innovation | Hiring | Firing |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Loading workforce data... | |||||||||||||
Minimum investment levels required to avoid product quality issues and co-funding eligibility.
If a co-funded initiative is still not completed ≥2 rounds after its start (and not stopped), apply a one-time NPS penalty once per initiative. By default, flopped initiatives do not also get this stall penalty (no double hit).
How the initiative revenue ramps up across years after launch. Should sum to 100%.
Pricing strategy impact
Teams choose Low, Balanced, or High per initiative. Each side uses two parameters (revenue and adoption). The two fields in each box apply together only when that pricing choice is selected.
Low price
Both fields apply together when a team selects Low pricing.
High price
Both fields apply together when a team selects High pricing.
Per team: initiative name, start year, status, NPV, IRR, success chance, dev. costs, co-funding. Points columns match Team UI: Start Points (from previous rounds), Used Points (Round) (this round — editable for backup), Points Required.
| Team | Initiative | Start year | Status | NPV | IRR | Success chance | Dev. costs | Co-funding | Start Points | Used Points (Round) | Points Required | Co-funding (rules) |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Click Refresh to load initiatives. | ||||||||||||
Configure high-level drivers applied to team forecasts. Innovation impacts the next round only.
⚠️ Base values below are only applied at round 1 start; cannot be changed mid-game. From round 2 onward, each team’s eNPS/NPS base is the previous round’s Actual (after market disruption).
Per-team eNPS/NPS driver breakdowns for the latest round — helps with coaching and troubleshooting.
Net Revenue, EBITA, ROIC, and growth trends across teams.
Events that have been fired by the market engine during the game. Visible to GM only.
No market events yet.
Per round, see how each team's forecast compared to actuals after market distribution and events. Breakdown shows impact on Net Revenue (NR), Operating expenses, EBITA, and Net Income (ENI), with the trigger that caused the difference. For maintenance, teams submit a line split (opening, price, attrition, S&M new logos, modules); market competition mainly caps the contest part against your share of market growth — open How is this calculated? on a row for formulas.
No rounds with both forecast and actuals yet. Advance a round to see the bridge.
Actual and Forecast come from stored decision rows. For Actual, when a Forecast exists for the same round, the ladder can show Forecast timing + monthly ENI impact (Actual − Forecast net income ÷ 12), Actual repayments, and Actual closing.
| Month | Opening balance | Net operating cash | Repayments / loans | Closing balance |
|---|
When disruption is ON, the advance-round engine applies real market forces to each team's actuals — teams may deviate from their own forecasts. Forecasts and drafts are never modified.
maintenanceRevLines (sticky: opening + price + attrition; contest: new logos S&M + modules). The growth pool (max market − last round’s total) is split by attraction and adds to each team’s prior contest slice only; sticky forecast passes through, capped by total forecast. Without line data (old binder), fallback is min(forecast, prior total + growth share).Everything in this section only runs at advance-round when the Master Toggle below is ON. When it is OFF, actuals = exact copy of team forecasts; Talent Competition, Initiative Success & Failure, Random Events, and Scheduled Events do not run. (Customer Market Competition above is independent.)
The selected event will fire for certain when the next round is advanced, in addition to (or instead of) any random roll. After firing it is automatically cleared.
When does it fire? Only when the Master Toggle above is ON. Scheduled events run even if Random Market Events is OFF — so you can use only scheduled events without any random draws.
Deterministic simulation of each disruption type based on the current round's Forecast data. Each scenario is independent — no compounding between disruption types.
📊 Market figures (PS & Maintenance): Click Refresh Preview — below you will see Previous round total revenue, Max market this round, and per-team corrected revenue (maintenance preview shows forecast sticky/contest and prior contest). Only visible when Customer Market Competition above is on and saved.
Click Refresh Preview to calculate.
| Team | Customers | MS FTE | Tickets | Capacity | Load | Status | Strategy | NPS Δ |
|---|---|---|---|---|---|---|---|---|
| Loading support data… | ||||||||
Analysing teams...
Changes take effect on the next round computation.
Ticket reductions, NPS adjustments and MS cost surcharge per strategy.
| Strategy | MS cost (%) | Ticket reduction (%) | NPS adjustment | NPS (overloaded) |
|---|---|---|---|---|
| 🔧 Incident Focus | 0% | — | — | — |
| 💛 Relationship Focus | — | — | ||
| ⚙️ Process Excellence | — | — | ||
| 🤖 AI-Assisted | — | |||
| ⚡ SLA Upgrade | — | |||
| 📞 Dedicated Acct Mgmt | — | — |
| Team | FTE | Billability % | PS Revenue | PS Ratio | Rev / FTE | PS Score | NPS Δ |
|---|---|---|---|---|---|---|---|
| Loading... | |||||||
When off, use Start Timer below after you are ready for the round clock to run.
After you advance a round: popup compares planned vs realized workforce and revenue (incl. market correction). Turn off to skip the popup and clear stored outcomes for late logins.
The game has ended. New team logins are blocked. Use the controls below to manage team access during the debrief.
Results are currently hidden from teams.
Team logins are blocked.
Set initial financial position for the game
Saves all changes from every tab at once.
Year 3, Round 1
The final results will be revealed by your Game Master. Please stand by.
⚠ Lock in — cannot undo
Your decisions for this round have been submitted successfully.
Waiting for Game Master
The Game Master will review all team submissions and advance to the next round when everyone is ready.
Track your monthly cashflow based on revenue invoicing frequency, costs, and repayments. Closing balance cannot go negative.
| Month | Opening Balance | Cash received from customers | Costs Out | Repayments/Loans | Closing Balance |
|---|
Make sure your monthly cashflow stays positive. Negative cashflow will prevent repayment submission.
Plan loan or repayments for each month. Each repayment reduces your outstanding loan balance first. The system validates against available cashflow — repayments that would cause a negative balance are automatically deferred.
Monthly overview of ENI, cash, capital base and net revenues — matching the capital report format.
| Metric | Year 1 | Year 2 | Current Forecast |
|---|
| Bucket | FTE | Base Salary | Vacation | Bonus | Commission | Severance | Benefits | Pension | Total Cost |
|---|---|---|---|---|---|---|---|---|---|
| Loading employee costs... | |||||||||
| TOTAL | 0.0 | €0 | €0 | €0 | €0 | €0 | €0 | €0 | €0 |
💡 Note: Revenue projections are automatically calculated based on market conditions, competitive positioning, and your sales & marketing investments. In future rounds, these may be adjusted based on market disruptions.
Standard approach — handle tickets efficiently.
Standard baseline · MS cost: +0%Proactive customer engagement — reduces NPS impact of high load.
NPS: +1 · MS cost: +4%Better tooling & self-service — fewer effective tickets.
Tickets: −8% effective · MS cost: +6%AI chatbots & automated triage — biggest ticket reduction, less personal.
Tickets: −18% effective · NPS: −1 · MS cost: +10%Commit to faster response SLAs — rewarding when staffed well, risky when overloaded.
NPS: +2 if load ≤100% · −1 if overloaded · MS cost: +5%Named support contacts per key account — premium NPS uplift.
NPS: +3 · MS cost: +12%Simulated support load based on your MS staffing, R&D investment, and active initiatives.
| Driver | Tickets this round |
|---|---|
| 📋 Base customer support | — |
| 📦 Opening backlog (carryover) | — |
| 🔴 R&D maintenance gap | — |
| 🚀 Innovation launch bugs (Y1-2) | — |
| 🎓 MS training improvement | — |
| 🎯 Strategy reduction | — |
| Total tickets | — |
| Component | Weight | What Wins |
|---|---|---|
| NPS | 35% | Improvement vs baseline and target |
| SLA | 15% | Avg wait < 2m, p95 < 5m, severity weighted |
| First-Contact Resolution | 10% | One-touch fixes |
| Quality | 10% | Severity-weighted fixes > new bugs |
| Self-Service Adoption | 10% | Portal usage and ticket deflection |
| Comms | 5% | Weekly CS flash + monthly SLA report |
| Governance | 5% | CAB actions and customer visits delivered |
| Attrition Risk | 5% | Risk reduction and save plays |
| ROI Cases | 5% | Approved tech-debt or churn ROI cases |
| Initiative | Start Yr | Status | NPV | IRR % | Success % | Pts | Used (R) | Req. | Used € | Expected € | Co-funding (rules) |
|---|---|---|---|---|---|---|---|---|---|---|---|
| No initiatives yet. | |||||||||||
| Rule | What It Enforces |
|---|---|
| Golden Rule #1: Product Champion | Assign a dedicated champion to drive initiative success |
| Golden Rule #2: Special Interest Group (SIG) | Form cross-functional stakeholder group for market validation |
| Golden Rule #3: The Right Price | Set pricing strategy aligned with value proposition and NPS |
| Golden Rule #4: Minimum Viable Product | Build MVP and validate before full-scale investment |
| Golden Rule #5: Business Case | NPV, IRR, and financial discipline |
| Golden Rule #6: Milestones for go/no-go | Clear decision gates and exit criteria |
| Year | Maintenance Revenue |
Service Revenue |
Development Costs |
Operational Costs |
Taxes | Result | Discounted Cashflow |
|---|
Only selected KPIs are visible after each round.
See how your team's forecast compared to actuals after market distribution and events. Breakdown shows impact on Net Revenue (NR), Operating expenses, EBITA, and Net Income (ENI), with the trigger that caused the difference. If you see Customer market distribution (attraction), open How is this calculated? — for maintenance it uses your submitted line split (sticky vs contest) and your attraction share of the market growth pool.
No rounds with both forecast and actuals yet.
Round 1
The Game Master will review all team decisions and advance to the next round when everyone is ready.
The game has ended. Thank you for participating!
You can still review your results in the Financials and other result tabs.
The Game Master has paused the game.
⏳ The timer is paused. You cannot make any changes until the game is resumed.
Please wait for the Game Master to resume the game...
5 minutes remaining!
Make sure to finalize your decisions soon. The round will auto-submit when time runs out.