Quick Summary:
A narrative-driven, choice-based leadership simulation where every decision shapes how a team responds to a major organizational shift. Through interactive scenes, evolving character reactions, and real-time scoring across trust, alignment, and productivity, learners experience what it actually takes to bring a vision to life. My contribution focused on creating a seamless, cinematic user experience that makes leadership feel both challenging and human where every click mirrors the consequences of real workplace decisions.
A narrative-driven, choice-based leadership simulation where every decision shapes how a team responds to a major organizational shift. Through interactive scenes, evolving character reactions, and real-time scoring across trust, alignment, and productivity, learners experience what it actually takes to bring a vision to life. My contribution focused on creating a seamless, cinematic user experience that makes leadership feel both challenging and human where every click mirrors the consequences of real workplace decisions.
The Problem:
Cloudtech, the fictional company in the simulation, is facing a classic leadership challenge: a bold new corporate vision that the team "understands" but doesn’t actually believe in or know how to implement. Leaders must navigate misalignment, resistance to change, shifting priorities, and low excitement about the future. The existing learning materials didn’t help learners practice real-world decision-making or truly see the human complexity behind organizational change. The challenge was to build an experience that didn’t lecture people, but instead immersed them in the emotional and operational tensions of change, letting them try, fail, and learn safely through meaningful choices.
Cloudtech, the fictional company in the simulation, is facing a classic leadership challenge: a bold new corporate vision that the team "understands" but doesn’t actually believe in or know how to implement. Leaders must navigate misalignment, resistance to change, shifting priorities, and low excitement about the future. The existing learning materials didn’t help learners practice real-world decision-making or truly see the human complexity behind organizational change. The challenge was to build an experience that didn’t lecture people, but instead immersed them in the emotional and operational tensions of change, letting them try, fail, and learn safely through meaningful choices.
