Welcome back to “The Road to an MBA” and what a ride it’s been. In this episode, I want to share my experience of the most intense module yet: Strategic Advantage. Unlike previous modules, this one dropped us into the driver’s seat of a virtual business and asked us to navigate real-time strategic decisions as the executive board of a fictional sneaker company.
Let’s just say, we learned the difference between theory and practice very quickly.
The Simulation: Fast-Paced, High Stakes, and Surprisingly Real
The Edumundo simulation was a team-based business game where we ran a sneaker brand, making decisions across eight rounds. These weren’t just textbook choices; they were packed with risk, trade-offs, and consequences. Pricing, production, R&D, marketing, new market entry, you name it, we had to decide it.
I was elected as CEO of our board—FRADA—and it was my job to facilitate team strategy, guide consensus, and (try to) keep us on course.
We went in with a clear vision: Product Leadership. High quality. Strong brand. No compromise. That worked well at first, until the competition caught up, the markets shifted, and the pressure piled on.
A Test of Leadership and Teamwork
One of the biggest learning moments came when we debated entering the Kids market. This sparked real tension between two team members who had strong, opposing views. As CEO, I had to step into the middle of that and manage the discussion carefully respecting different perspectives but keeping the decision process moving.
This wasn’t just a game; it mirrored real workplace dynamics. Conflict, competing priorities, limited time to act. The whole experience challenged me to apply leadership in a high-pressure, ambiguous environment where not everyone agrees.
We ultimately made the decision to enter the Kids market in the penultimate round, based on forecasting, scenario planning, and long debate. And that decision? It helped us win the simulation.
Certificate awarded to Fraser Maidment for winning the Strategic Management simulation at Kaplan Open Learning, powered by Edumundo.
From Simulation to Practice
Beyond the scoreboard, the real win was how this exercise sharpened my ability to lead strategically under pressure. I learned to:
- Balance data with intuition
- Encourage open debate without letting it derail decisions
- Move from inclusive discussion to timely resolution
- Align strategy to changing market conditions
We even kept a decision log to track rationale, a habit I plan to continue in real client work at Cloud Perspective.
What’s Next?
The simulation gave me a rich experience to reflect on, which was handy because the final assessment was a reflection report. I analysed how I handled the Kids market debate using Gibbs’ Reflective Cycle and set out an action plan for future leadership growth. The academic side of it was important, but what really stayed with me was how real the whole thing felt.
As I look ahead to the final stages of the MBA, I’m proud of how far I’ve come. I’ve grown as a strategist, as a team leader, and as someone who can handle tough calls in a calm, structured way.
And most importantly, I’ve learned that even in a simulation, people matter more than spreadsheets.
This is just one chapter in the journey. For the full story, check out:
