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Simulation in Aviation
In 2009, Captain Chesley Sullenberger glided his Airbus jet to a perfect ditching on New York’s Hudson River when both engines failed after a sudden encounter with a flock of geese.
In a subsequent interview, he explained, “For 42 years, I've been making small, regular deposits in this bank of experience, education and training. On January 15 the balance was sufficient to make a very large withdrawal.”
What if the accelerated experiential learning used in aviation was available for decision-makers in business?
What if you could run a virtual business in a realistic, competitive, simulated environment? With under 20% of new businesses surviving five years, the potential for improvement is massive.
What if this was translated into higher performance as well as improved business survival rates?
Why can’t unexpected events in business be handled with the same calm professionalism that has become routine on a flightdeck?
When learning how to make better decisions, professionals adopt systemic methods, such as:
Adapt > Improve > Persist > Succeed …. and repeat
The business equivalent to an unexpected encounter with a flock of geese might be anything from a credit crunch and a market downturn to a sudden exodus of customers due to a widely reported example of poor customer service.
By how much would the chances of survival for a business improve if those involved
had already practised ways of handling such events in a simulation?
