How-to simulation: when knowing what to do is not enough

This paper argues that to achieve success, a simulation project must not only describe the future state of a business process, but also indicate the best way to reach that state. The paper also suggests how simulation may be used to guide such a change program. Prototyping to select the best change approach is critical for success, given that organizations can move toward various future states along many different paths. By not analyzing implementation options, the traditional simulation project leaves management without a roadmap for the proposed change. The roadmap must be plotted by a dynamic management tool, a simulator that can analyze future contextual factors and determine how the chosen path must adapt to respond to new environments.