In a study on Women Entrepreneur Leaders across the world, commissioned by Dell, South Africa was ranked 20 out of 31 countries studied.

What was clear from the study, which assessed female driven entrepreneurship at executive level, is the need for nurturing real leaders. Even in the United States, which was placed first overall in terms of providing female entrepreneurs with direct access to business support, true leadership remains elusive.

Further analysis of South Africa’s ranking reveals an average performance in terms of diversifying the work place, providing entrepreneurial support and developing leaders.

Unfortunately, the reality is that many South African corporations struggle to develop and maintain leaders within their own structures.

Game-based learning techniques can target this gap and assist in creating corporate systems which allow for the growth of good leaders and subsequent business development.

Our South African context provides even more challenges as leaders are forced to navigate the complexities of declining economic growth, job losses and increases in the cost of living.

It requires a special set of leaders to ensure that their business not only survives these increasingly tough times but that they emerge stronger than ever.

Game-based learning is so effective because it allows companies to explore decisions and take risks while experiencing the consequences in a simulated environment. It allows business leaders and their staff structures to explore constantly changing paradigms by creating a virtual world in which bad decisions don’t affect your bottom-line.

By letting employees tackle challenges they may be adverse to considering in real-world circumstances you allow for people to have epiphanies.

Through this, internal company behaviour can be changed in a sustainable way as your employees grow and develop through game-based platforms.

Game-based learning is set to revolutionise the way in which corporate companies build leaders and expand the impact which their businesses have both internally with staff structures and externally within the greater socio-economic landscape.

First published online by Finweek.