Realistic Scenarios has a double meaning -- and a dual purpose.
First -- our mission is stay on the forefront of business education and training by developing and hosting hyper-realistic simulations to train professionals in the 3 skill-clusters that matter most:
1) Communication and Presentation
2) Critical Thinking and Problem Solving
3) Leadership and Teambuilding.
I'm an American based in Vietnam, with some pretty serious China and SE Asia experience, but our approach to skills-training is global. I do a lot with cross-culture analysis and training, but the cultural boundary I'm most concerned with here is the generation gap. I don't think millenials are being well-served by standard business training, and I have a few new ideas I'd like to try.
Realistic Scenarios is internet based but team focussed. We don't fight technology, but we don't hide behind it either. Business was always about personal interaction - and the rise of smartbots and AI makes that even more important. Coding is a great skill, but if you want to be the one controlling and monetizing new tech, you need the skills we're offering on this platform.
Second - Realistic Scenerios is about busting myths and getting real when it comes to business theory. Our big case in point is the infamous Marshmallow Test. In the 1960s a psychologist named Walter Mischel put a series of 600 or so toddlers in a room with a marshmallow, and told them if they didn't eat it for 15 minutes they would get to have TWO marshmallows when he returned. He then left them alone in the room with the candy and a hidden camera -- and a big part of modern management theory was born.
The Marshmallow Test was used to teach that delayed gratification, patience, and blind trust in authority & institutions lead to success and profitable outcomes. (Like most studies that have been hijacked by pop-culture pundits, the original work was valid, but it ended up being applied way too broadly --and also turns out to be pretty racist for a number of reasons). The findings may have been true once (even that is questionable), but they are not the primary contributors to success in the IoT age where speed counts, disruption is normal, and loyalty to institutions is often a liability.
Common sense is usually neither, and international professionals need a new toolkit. Today the expensive skills are the ability to put together teams that can innovate and solve problems -- and then communicate their solutions to the widest possible range of stakeholders.
You don't get paid for watching marshmallows anymore.