Before the simulation begins, you set the weight for each item you want to grade. As teams play, the Lab records the scores. At the end, you download one spreadsheet with an overall weighted total and a column for every category, ready to upload to your learning management system.

You also decide how much to assess. Grade the full set of tasks, or use only a readiness quiz and the business results, and let the Lab score those for you. Rubrics come with everything, and you can preview every result and confirm it before releasing grades to students.

Teams see their results every cycle, but those results count toward the grade only at the final cycle. That is deliberate. When every cycle was graded, teams became cautious to protect early scores. Grading at the end lets them take risks, learn from a stumble, and innovate, which is where the real learning happens.

The business results are scored for you.

The Lab measures the full financial, environmental, and social performance of each company automatically. Teams receive an Income Statement, Balance Sheet, and Cash Flow Statement, a Pollution Impact report, and an Energy Consumption report, each across five lifecycle stages, and three social assessments covering Customer and Community Care, Labor Practices, and Stakeholder Engagement.

Because the Lab produces these results, you get rigorous, consistent scoring on the quantitative side without grading a spreadsheet yourself.

Strong leaders can explain and defend their decisions out loud. Each cycle gives teams that practice, and you decide how much it counts.

• Board presentations, where each company presents its strategy and results to a board played by you and any mock board members you invite. You score the presentation on a structured survey, with an optional review of individual presentation skills.
• A vision for the future, where teams look beyond their current results and make the case for where the company should go next.
• Peer evaluation, where the other companies can assess each presentation, which you may count toward the grade, or use purely for engagement and feedback.

Much of the real work is written, the same way it is in a company. These tasks come with rubrics and clear scales, and you choose which to include, in which cycles, and how much each one counts.

• Written responses each cycle. Teams reflect on what they learned, in a set of questions written for you, and separately make the business case for their decisions in a report to the company’s CEO.
• Stakeholder emails. A stakeholder inside the simulation sends the company an email raising an issue that needs a response. The team’s reply can be scored, depending on the course.
• Marketing campaigns each cycle. Each company produces a storyboard or video commercial and uploads it. Rival companies and you both evaluate it, which sharpens how each team reads its competitors.
• Creative Leadership Projects, a library of more than twenty assignments launched by the company’s CEO, on themes from reputation to differentiation to resilience, selected by you and customizable on request.

Several team instruments, including peer, governance, team effectiveness, and ESG assessments, support team development and reflection. You can customize any of them, editing questions and choosing which instruments to use and when.

Sustainability rests on transparency, so the Lab is built to be transparent. Sales, for example, are not a black box. Teams can see exactly how their decisions move the numbers. What they cannot see is what their competitors will choose, which keeps the strategic challenge real.

Assessment is woven into that same system. Many decisions and projects feed back into company performance. An efficiency gain improves results, a workforce policy shapes labor practices, and a strong campaign increases sales. Choices carry consequences inside the business itself, which is what makes the experience matter.

The Lab is also built so the lessons last. You choose the written questions that teams answer each cycle, and you can add your own, so the simulation reinforces your course rather than competing with it. Teams discuss their thinking, then write it up in two ways, reflecting on what they learned and making the business case for their choices to the CEO. They consolidate that thinking again when they prepare their board presentation. Returning to key ideas across cycles, in discussion and in writing, is what moves them from a moment in class to knowledge that stays.