Learning is best absorbed by doing, which is why you’ll take part in simulations throughout your year. Each simulation is designed with an experiential approach, pushing you out of your comfort zone and taking you beyond theory and facts so that you can practice the real application of what you’ve learned.

Simulate through action

Simulations are used by a variety of organizations to provide participants with a controlled experience that helps them to more deeply understand something they’ve learned by putting it into action. A simulation could be as simple as a role-play between two people, or as complex as a virtual world in which the participants play a key part. Whether simple or intricate, simulations provide a safe environment to help someone prepare for how to respond to a similar situation in the real world— when it really counts.

The simulations were like what a flight simulator must be to a pilot—they were innovative training environments where we could test future business decisions we might have to make. 

Imran Jattala

MBA Class of 2016 
Co-Founder, meraPaisa

Practice critical decisions

Throughout the year, you’ll experience an array of simulation techniques. Some will appear straightforward—role-plays or hands-on team challenges. Others will be more complex—computer-based simulations, for example, placing you in the driver’s seat of a company while competing against other classmates in a virtual marketplace over several days. In these computer-based simulations, your team will make dozens of critical decisions while coping with the shifting economic and political realities of your virtual business world. In the end, you’ll connect the success or failure of your company back to the business decisions you’ve made.

Develop integrated thinking

Many business schools use simulations to illustrate one particular theory at the end of a specific course. Clear, simple, unambiguous learning—but business isn’t like that. That’s why Hult uses multi-day simulations which require you to draw on your integrated thinking across marketing, finance, operations, supply chain management, and HR. Success will require taking into consideration the whole picture, because in the real world no decision is made in isolation. The simulations you participate in are purposely designed to continually take you out of your comfort zone and challenge you to grow in a supportive environment.

Snapshot of a Hult business simulation

Here’s a small selection of tasks and decisions students from the MBA Class of 2016 faced in one of Hult’s virtual marketplace simulations.

The team

  • Canadian small business owner with four years’ experience in sales and marketing
  • Indian engineer with six years’ experience at management level
  • Brazilian accountant with five years’ experience in corporate financing for multinationals
  • British doctor in the army with no corporate experience
  • The task

    You are starting a new company in the international microcomputer business. Your executive team has the next 2 years to get the company off the ground. Your goal is to be the best competitor in the world.

    Decision 1 (Marketing)

    Analyze the research and choose your market strategy.
  • Will your team focus on smaller high margin segments, large highly competitive segments, or fringe segments outside the mainstream?
  • Will your team chase smaller less costly or larger more expensive markets?
  • Will your team target geographies to minimize distribution costs, or more central locations?
  • Decision 2 (HR)

    Decide you'll use human capital.
  • Will your team compensate higher than the competition to draw top talent, on par with them for an even playing field, or lower than them to streamline costs for investment elsewhere?
  • Will your team provide comprehensive healthcare coverage, basic coverage, or something in the middle for its employees?
  • What does your paid vacation scheme look like, if you have one at all?
  • Will your HR policies vary in North America, Europe, Asia, and the Middle East?
  • Decision 3 (Operations)

    Choose your production capacity.
  • Will your team produce larger quantities at a reduced cost per unit at the risk of a surplus, or small quantities to reduce holding costs of unsold units?
  • Will your team produce in-line with demand, or at a lower fixed quantity in the hope of driving increased desire and demand?
  • Will your team stagger production rates in-line with seasonality and costs, or maintain a consistent level?
  • Have any questions?

    Get in touch to discuss our program’s curriculum and get answers to questions you might have.

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