Accelerate HR Transformation with the Next-Generation Management Game "OODASHIP®️" Training‼

OODA (Ooda Loop) is gaining attention as a decision-making model that guides solutions to the rapidly changing challenges of modern business.

Aaron Zu, author of " OODA Leadership: The World's Most Powerful Doctrine " (Shuwa Systems), developed the next-generation management game "OODASHIP®️" as a tool to train rapid decision-making and leadership based on OODA.

In this session, Aaron will share how to integrate OODA into organizations and the potential of OODASHIP®️ as a means to achieve this, using case studies from corporate training sessions where OODASHIP®️ was implemented.

【What is OODA?】

A decision-making and action process proposed by John Boyd, a former U.S. Air Force Colonel and fighter pilot. The term OODA is an acronym for Observe, Orient, Decide, and Act. Its purpose is to consistently take the best course of action in constantly changing, unpredictable situations. In Western business and marketing, OODA is recognized as an essential decision-making process alongside the traditional PDCA cycle. ( Learn more here).

 

OODA is a decision-making framework for continuously responding swiftly to change

Today's business environment is characterized by constant, dizzying change and intensifying competition, with an increasing need for large-scale transformation. For future business professionals, possessing " speed" and the " ability to adapt to change " is indispensable. An effective framework for developing these skills is the "OODA Loop" (hereafter OODA), proposed by John Boyd, a former U.S. Air Force Colonel and fighter pilot.

OODA prioritizes decision-making focused on "what is the best move in this moment," aiming to consistently take the best action in the face of constantly changing, unpredictable situations.

Like PDCA, which has permeated Japanese business circles, OODA is a process completed in a single cycle from decision-making to action. However, unlike PDCA's "Plan, Do, Check, Action," it consists of the process "Observe, Orient, Decide, Act." This enables instant observation and judgment in response to external information and changing circumstances, facilitating immediate action.

In a mature business environment like Japan's, PDCA is undoubtedly an essential tool for properly managing projects and teams, improving quality and efficiency. However, it is also true that the traditional PDCA cycle sometimes struggles to respond to unforeseen events or the speed of change. Rather than choosing one over the other, it is crucial to correctly utilize both PDCA and OODA where each excels, precisely because they serve different roles.

What is the next-generation management game "OODASHIP®️"?

While not as widely known as PDCA, OODA has been somewhat familiar among Japanese business professionals for some time. However, few organizations or leaders have actually implemented and effectively utilized it. Furthermore, existing translated books explaining OODA in depth often contain concepts achievable only in American society, making it difficult to adapt them to Japan's unique culture and systems. Based on my own experience practicing OODA through projects like new business development, I wrote " OODA-Style Leadership: The World's Most Powerful Doctrine " with the aim of explaining an OODA implementation method optimized for Japanese society, hoping more organizations and leaders would effectively utilize OODA.

During the writing process, I conceived the idea: "Couldn't we learn OODA through a game format?" This led to the creation of "OODASHIP®️," which I am introducing today. OODASHIP®️ is an active learning experience where participants form teams to start and manage a business in a game format, practicing various decision-making processes inherent in business operations. Based on the OODA decision-making cycle—"Observe, Orient, Decide, Act"—it can be described as a "next-generation management game" designed to rapidly hone the judgment skills of modern business professionals.

A foundational concept in strategy is the "Fog of War." This signifies that "the situation on the field cannot be fully grasped; the environment is constantly fluid, and incompleteness is ever-present." Commanders must make decisions in situations where sufficient evidence and certainty are never guaranteed. This concept resonates strongly with today's highly uncertain business environment.

This game aims to enhance the "instantaneous observation and judgment" crucial in OODA, maximize the "intuitive competence" essential for management decisions, and cultivate "decision-making ability" as a leader. It does this by repeatedly engaging in continuous decision-making involving both "uncontrollable elements" and "controllable elements."

Practice OODASHIP®️!

Last year, we implemented OODASHIP®️ in a training program for a major corporation. This training is part of a seminar activity where volunteers gather beyond departmental and organizational boundaries. Its purpose is to gain insights into the ideal leader and management profiles through book clubs and discussions. Members come from truly diverse fields: those involved in sports business, app development, challenging new educational device development, and investment-related roles.

The OODASHIP®️ training session consisted of three parts: a lecture, a discussion, and the OODASHIP®️ game. In the first lecture segment, based on my book, I explained the societal changes driving the current demand for OODA, the essential role of leaders in implementing OODA, tips for team building, and the differences between PDCA and OODA.

The discussion part followed, where participants raised questions and points for debate, leading to an exchange of opinions among all attendees. Lively discussions unfolded on issues such as: "Should recurrence prevention when problems arise be handled through PDCA or OODA?" and "Isn't OODA difficult to master because it relies on experience and intuition?" I gained valuable insights and discoveries myself, hearing sharp perspectives and practical concerns rooted in real-world experience.

After the discussion, it was finally time to put OODASHIP®️ into practice. We split into teams of 2-3 members and role-played business management through a board game format. Each period, teams drew "Element Cards" to inform management decisions and "Event Cards" triggering uncontrollable occurrences like "a client goes bankrupt." Teams then set their cost allocation, production volume, pricing, and other factors for the period to maximize sales. The team with the highest bank balance after all 12 periods wins. Teams that run out of funds during the game are eliminated.

To hone the critical judgment essential for decision-making, each team rolls a die once at the start of each period to gain insight into the period's conditions. Furthermore, to train decision-making speed, the game's progression is strictly managed by a time limit. Consequently, players must instantly decide their actions for the period while responding to uncertain factors and unforeseen events.

True to their daily experience making diverse decisions in manufacturing, teams in OODASHIP®️ implemented meticulous calculations and logic-based cost allocation and production planning. At the same time, unexpected events triggered by "Event Cards" caused some teams to scratch their heads. Making swift decisions amidst the "fog of war" proved challenging, with some teams overthinking and exceeding the time limit.

Even so, as teams gradually became more familiar with the game, it was very impressive to see distinct management strategies emerge. Some teams focused on winning through price competition, while others steadily increased sales by accumulating advertising expenses.

Aiming for "HR Transformation" using OODASHIP®️

Although this OODASHIP®️ training program was completed in half a day, the workshop allowed participants to repeatedly cycle through the OODA loop while facing constantly changing, unpredictable situations. We could clearly see their ability to make flexible and swift judgments steadily sharpening.

When middle management masters and practices OODA, it creates immense value for the company. This is because, in reality, middle managers are the ones who manage daily operations on the front lines, unite teams, and hold the authority to influence projects. They are the ones closest to the challenges the company faces.

As mentioned earlier, OODA originated from American military strategy. Implementing it within Japanese corporate business requires methods suited to Japanese companies. Considering Japan's corporate culture and systems, I believe leaders and managers who can effectively build consensus and coordinate within complex internal environments are better suited to practicing OODA than strong, top-down leaders.

In other words, enabling more leaders and managers to practice OODA will drive "HR Transformation" within Japanese companies.

If you wish to implement OODA within your organization or leader/manager ranks, or are interested in OODASHIP®️ training, please feel free to reach out.