Across industries, data has become a strategic asset—but for many organisations, the real challenge lies not in technology, but in leadership. Turning data into insight, and insight into action, requires leaders who understand how to build a data-driven culture and make evidence-based decisions at the enterprise level.
In Ghana, 30 senior C-level leaders participated in a leadership development initiative delivered in partnership with Ashesi University, integrating the WAVE Business Simulation. The programme focused on strengthening data-driven leadership and supporting organisations as they navigate data and digital transformation.
The participating leaders were responsible for shaping organisational strategy in environments where:
Data availability was increasing, but adoption remained uneven
Decisions were still driven largely by experience and intuition
Data capabilities varied significantly across functions
Cultural resistance limited the impact of analytics initiatives
Leaders were expected to champion data-driven transformation from the top
While investments in data and technology were underway, leaders needed a way to experience what leading with data actually means in practice.
At the core of the programme was the WAVE Business Simulation, an immersive experience designed to place leaders inside a data-rich, decision-intensive business environment.
Participants assumed senior leadership roles and were required to:
Interpret data from multiple sources under time pressure
Make strategic decisions based on incomplete and sometimes conflicting information
Balance intuition with evidence
Align leadership teams around shared data insights
Consider how culture, governance, and capability affect data outcomes
The simulation was facilitated by AEQLIA in collaboration with Ashesi University, with structured debriefs linking simulation insights to real organisational challenges.
The WAVE simulation quickly revealed how leadership behaviours influence the use of data.
Participants experienced:
How cognitive bias shapes interpretation of data
The tension between speed and analytical rigour
The consequences of weak data alignment at the senior level
The role of trust, transparency, and accountability in data-driven decisions
For many leaders, the experience surfaced patterns that closely mirrored their own organisations—creating powerful moments of recognition and reflection.
By the end of the programme, leaders reported a shift in how they viewed their role in data transformation.
Key outcomes included:
Greater confidence in using data to inform strategic decisions
Increased awareness of the cultural barriers to becoming data-driven
A clearer understanding of what leadership behaviours enable data adoption
Practical ideas for strengthening data culture across their organisations
The shared simulation experience also helped create a common language around data, supporting more consistent decision-making beyond the programme.
By integrating the WAVE Business Simulation into a leadership development journey, the programme enabled senior leaders to move from talking about data to leading with data.
Rather than focusing solely on tools or dashboards, the experience reinforced that data transformation is ultimately a leadership challenge—one that requires mindset, behaviour, and alignment at the top.
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