What the CIMA Business Game taught me about tough decision making

Business Management and Accounting students took part in the Chartered Institute of Management Accountants (CIMA) Business Game to put their skills to the test. This was far from a normal game though. It involved using the theories we were learning about in lectures to analyse a case study based on a fictitious company and develop recommendations supported by clear justifications. We were divided into groups to review the case study, evaluate options, and agree on a recommendation. Following this, each group delivered a seven-minute presentation to explain their decision.

We had only one hour!

We applied critical thinking and decision-making skills to a complex business case. The time constraint and task at hand made it feel like a real corporate environment. We needed to make informed decisions and they needed to be made quickly.

The case study

The fictional company, Aedis-Homes, one of the UK's top ten homebuilders is facing a number of operational and strategic challenges. The case study presented four potential initiatives:

• Option A: Zero-carbon homes
• Option B: Proposed overseas joint venture
• Option C: New UK opportunity (new town project)
• Option D: Rationalising the organisational structure of Aedis-Homes

The task

We needed to collaborate and determine whether these initiatives should be undertaken and, if so, to prioritise them in order of importance while providing evidence to back up our choices. We were also asked to identify additional ways Aedis-Homes could improve performance and profitability.

Our decision

After analysing the available information, we selected Option A (Zero-carbon homes) as our top priority. Although the project required an initial investment of £21 million, the company risked losing 6% of sales if zero-carbon homes were not included within its portfolio. Furthermore, growing consumer demand and the potential for long-term energy savings made this an attractive and future-focused investment.

Our second choice was Option C (New town project). While the development carried a substantial cost of £110 million, it presented a significant growth opportunity. Building on the land would generate a sales value of approximately £63,000 per property, offering strong revenue potential.

We ranked Option D (Rationalising the organisational structure) third. This initiative would cost £75 million but could improve efficiency by modernising the company's IT systems and centralising operations. The proposal suggested operating expenses could be reduced by up to 40%; however, this benefit would come at the cost of a significant number of redundancies.

Finally, we placed Option B (Proposed overseas joint venture) fourth. Although the initial investment was £25 million regardless of the partner selected, our analysis suggested that partnering with Corniche Estates would be more cost-effective than partnering with Realto Homes. However, the projected demand for the overseas properties was unclear, which added a greater level of risk and uncertainty compared to the other options.

The impact

The CIMA Business Game directly linked to the topics we were covering in lectures, encouraging us to apply classroom knowledge to a realistic business scenario. I truly felt like I was developing and strengthening my analytical thinking, teamwork, communication, time management, and the ability to perform effectively under pressure. This experience also enhanced my time at Kingston University by giving me the opportunity to collaborate with students outside my usual friendship and study groups. The Game helped to build new professional relationships and improve my confidence when working with others.

My participation in The Game and presentation provided valuable evidence of key skills employers actively seek, including problem-solving, decision-making, teamwork, and presenting. It is an experience that I can confidently discuss in interviews to demonstrate my ability to work under pressure, analyse complex information, and communicate solutions effectively.

Ultimately, the purpose of the CIMA Business Game was to help prepare students for future corporate careers, and it provided an excellent opportunity to gain practical experience in a realistic business setting.

I would recommend to any Business Management and Accounting BSc (Hons) student to take advantage of simulations and games such as these. Events like these really help to get you out of your comfort zone, meet people you may have never come across and are also the perfect chance to show off your skills and knowledge from lecture!