Back

Imagine, decide, collaborate, compete: that’s the essence of the “Cesim Global Challenge“, a business simulation integrated into IÉSEG’s Executive Specialized Master Programs. Over two intensive days, around forty participants were split into eight to ten teams. Their mission: manage a global company in a fiercely competitive environment—while learning how to work effectively with people they don’t know. 

The simulation is designed as a unifying milestone for executives with diverse professional backgrounds. “We wanted to create a time for everyone to meet up and collaborate with a shared goal, despite coming from very different fields. Whether in digital marketing, HR, sales, or finance, each participant should be able to contribute based on their expertise,” explains Patrick DAGUET, Academic Director of the Executive Specialized Master in Financial Management and co-organizer of the challenge. 

Strategy in fast-forward 

To build this experience, IÉSEG partnered with Cesim, a world leader in business simulations. The scenario casts participants as executives of a multinational car manufacturer, producing and selling vehicles ranging from traditional combustion engines to hybrids, electric cars, and even hydrogen-powered models. 

Seven years of strategic decision-making are compressed into 48 hours. Each simulated “year” gives teams about 90 minutes to analyze results, assess economic conditions, and make choices on logistics, cost management, pricing, sustainability, or project financing. Outcomes are revealed after each round—sometimes with surprising twists—forcing teams to rethink and adjust their strategies. 

The real challenge lies not just in the complexity of the decisions, but in the interdependence of the market. Every move affects the market share of other teams. While participants can’t see their rivals’ decisions, they can analyze published results and try to anticipate their competitors’ next steps. 

To raise the stakes, each round introduces fresh constraints: shifting global economies, evolving geographic markets, geopolitical uncertainty… all under the pressure of direct competition. 

“Time pressure, high stakes, live rankings—it’s the perfect recipe for tension, just like in the real world!” says Patrick DAGUET. 

Four Pillars of Success

The Cesim Global Challenge doesn’t determine victory through a single metric. Instead, four equally important dimensions shape the final ranking, each reflecting a core element of international business leadership. 

Teams must demonstrate their ability to create shareholder value, making thoughtful strategic choices that enhance the company’s long-term worth. At the same time, sustainability plays a key role: neglecting the social and environmental impact of decisions can be costly, while integrating responsible practices leads to stronger results. Managerial performance also comes into play, with leadership style, team management, and corporate image weighing heavily on success. Finally, the challenge of navigating global risks is ever-present. Currency fluctuations, geopolitical tensions, and unexpected economic shifts put participants’ adaptability to the test, revealing how well they can protect their company while staying competitive. 

The winning team is rarely the one that chases the boldest short-term gains, but rather the one that manages to balance all four dimensions with consistency and foresight. 

More than numbers: A human experience 

Beyond financial results, the Challenge tests participants on a deep human level. Different personalities, leadership styles, and communication approaches collide. Teams must navigate conflicting opinions, negotiate compromises, and sometimes make tough calls. Some groups quickly find consensus; others face real friction. “The ones who do best are those able to put ego aside and truly work in the team’s interest,” Patrick DAGUET observes after two editions of the Challenge. 

Despite the inevitable tensions of such a competitive setting, the simulation is consistently praised for its realism and its ability to build connections. “They discover each other, they learn to collaborate—and sometimes they stay in touch long after the experience ends,” he concludes.