Podcast Summary: From Game-Based Learning to Strategic Impact

With more than 25 years of experience in business development, innovation, organizational transformation and facilitation, Barbara initially had little experience with games. Yet, when a major strategic consulting project presented an opportunity to introduce game-based learning, she decided to take the leap.

The conversation explores how consultants can use games to create meaningful impact, move beyond traditional workshop formats and help participants explore real business challenges in a different way.

Taking the leap into game-based learning

Barbara openly shares what it was like to use a game for the first time with a group of senior leaders. Although she initially felt like she was "jumping into a big cold lake", she discovered that game-based learning could be much easier to integrate into a professional workshop than she expected.

Her experience highlights an important lesson: consultants do not need to be game experts to get started. What matters is having the courage to try something new and understanding how the method can support the client's real challenges.

Making games serious business

One of Barbara's biggest challenges was introducing the idea of a game into a strategic workshop without participants seeing it as entertainment.

Her advice is clear: "Do not apologize for using a game".

Instead, consultants should explain the purpose beforehand and connect the game directly to the business challenge and desired outcome. When participants understand why they are playing, the game becomes a serious tool for exploration rather than simply a fun activity.

Using games to explore real challenges

Barbara explains how she determines whether a game is the right approach. She asks whether the challenge is driven by behaviour, different perspectives or tensions, and whether a traditional discussion would really be enough.

Games can create an environment where participants can simulate real situations, test different decisions and explore stakeholder dynamics. This allows them to experience challenges rather than simply talking about them.

The consultant makes the game valuable

A key theme throughout the conversation is that the game itself is not the magic.

The consultant's role is to create the connection between what happens during the game and what happens in the real world.

Barbara describes her role as translating behaviour into business implications. The game becomes a mirror that allows participants to see patterns in their own behaviour, decisions and interactions.

As Leif explains, "A game does not make a bad consultant great, but a great consultant can make a game great".

Creating psychological safety

Barbara also shares how games can be particularly powerful when working with difficult change situations.

By allowing participants to take on stakeholder roles, games create some distance from emotionally difficult situations. Participants can explore how others might think and behave without having to discuss the situation entirely from a personal perspective.

This perspective shift can make challenging conversations lighter, safer and more constructive.

From gameplay to real impact

For Barbara, the most important part of using a game is what happens after the gameplay.

She recommends planning plenty of time for reflection and making the debrief a central part of the workshop. This is where participants connect what happened in the game to their own experiences, identify patterns and translate those insights into strategic action.

Her advice to consultants is simple:

"Define the strategic objective, take the game seriously, allow the participants to create the data, do not over-moderate, and make the transfer and debrief count".

Conclusion

Barbara's journey demonstrates how game-based learning can become much more than an engaging workshop activity. When used with a clear strategic purpose and supported by skilled facilitation, games can generate valuable data about behaviour, perspectives, decision-making and stakeholder dynamics.

The conversation offers practical inspiration for consultants, L&D professionals and leaders who want to bring more experiential and interactive approaches into their work.

"Game-based learning is not about playing instead of working. It is about creating a different way to work on the challenges that matter."