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How do you ensure that your decision-makers thrive in times of deep change?

Provide your people with a new decision-making framework, centered on risk visualization.

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as of Sep

Offer them a transformative experiential learning program, which they will remember forever.

Your collaborators will be thrust into a true case. They will be put into the shoes of François Carrard, Director General of the International Olympic Committee and AD Frazier, Chief Operating Officer of the Atlanta Games, who had to lead through the bombing of the 1996 Summer Olympics in Atlanta, USA..

They will experience game-changing ideas from the most advanced books and research in various fields.


They will instantly be able to deploy powerful behaviors in their own environment – that's experiential learning at its best!

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InsideRisk triggers cognitive breakthroughs by thrusting your collaborators into real cases.

Scientific research shows the effectiveness of experiential learning.

A wide body of research demonstrates that people's capacity to apply their learnings in the long term is drastically increased if their training reproduces the emotional response they would have in the real world. This is why, in every InsideRisk program, we put the participants into the shoes of real-life protagonists.


Your collaborators will retain and master the soft skills that will amplify their leadership impact and performance.


Trusted by the most demanding organizations worldwide

Tenaga Nasional
European Investment Bank
axiata advancing asia
Airbus Helicopters
Program Overview

From the true case of the Atlanta Olympics' bombing, your collaborators will learn how to deploy the most powerful decision-making behaviors.

Goal of the program

The program is designed to prepare your team to embrace the best practices of high-performance decision-makers. 


Your collaborators will experience the phased process of critical decision-making. They will benchmark themselves against their peers and the real-life protagonists of the true case: François Carrard, the former General Director of the International Olympic Committee and AD Frazier, the Chief Operating Office of the 1996 Summer Olympic Games.


The program is in English.

Your team will experience and practice game-changing ideas directly connected to the type of situations that they will be facing, from the most advanced books and research in various fields.

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Program overview

Assault On The Summer Games
High-Performance Decision-Making

Available in different formats

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Live immersive



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On-site event

Program content

Immersion in the true case:

Your collaborators will make different critical decisions, both individually and in group, each one highlighting an essential step of InsideRisk's decision-making framework.

Seven game-changing ideas presented in the context of the various critical decisions.

A hands-on approach to risk visualization featuring a groundbreaking method to map stakeholders in real-time and evaluate the risks trends inherent to each scenario. This will allow your teams to be aligned when facing tough choices and implementing them.

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A full debrief including feedback from the different real-life protagonists of the true case.


In the hybrid format, your colleagues will have access to their personal account, where they can see the decisions made by their peers; they also have access to a summary of each game-changing idea, references to the books presenting these ideas as well as short bios of their authors.

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Real-life protagonists

The case features the exclusive testimonials of the former General Director of the IOC and the Chief Operating Officer of the 1996 Olympics.

As General Director of the International Olympic Committee (IOC), Francois Carrard supervised seven editions of the Olympic Games, from Albertville 1992 until Salt Lake City 2002.

During these years, François collaborated closely with AD Frazier, the Chief Operating Office of the Atlanta Games, preparing for what was going to be one of the most well organized and profitable Summer Olympics ever put together.

Neither François, nor AD ever imagined that – in the midst of a terrorist attack that took place during the 1996 Atlanta Games – they would be called upon to make, together, one of the most difficult decisions in the history of the Olympics: to stop or continue the Games.

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François Carrard
Former General Director
International Olympic Committee

AD Frazier
Chief Operating Officer
Atlanta 1996 Summer Olympic Games

“A unique way to take a deep and honest look at our leadership skills.”

Bruno Giussani / International Curator 


"Revolutionizes the way a true story can be experienced."

Michael Rey / Investigative producer 60 Minutes

60 Minutes

"An incredible moment of introspection."

Bertrand Piccard / Solar aviation pioneer, President of Solar Impulse Foundation

Solarimpulse Foundation

Try it for FREE:

Be among the first to receive the preview episode

Live through the hours following the bombing of the 1996 Atlanta Summer Games and find yourself at the center of one of the most difficult decisions made in the history of the Olympics.


Game-Changing Idea #1

What is the first thing that high-performing decision-makers do when they face a critical situation?

You will experience the challenge of framing a very complex problem. In his book What's Your Problem?world-renowned problem solving expert Thomas Wedell-Wedellsborg, says that "the way by which we state a problem unconsciously leads us to a certain cluster of solutions". In the teaser-episode, you will discover the nuts and bolts of reframing.

You will receive the preview episode a soon as it is available


Game-Changing Idea #2

Do your teams look for the most robust way of framing the problem?

Before firming up the contours of the decision that you will have to make, develop a way to frame the problem that best encompasses the contradictory perspectives of your stakeholders. In their book Winning Decisions, J. Edward Russo and Paul J.H. Schoemaker recommend that you search for a solution that points toward success under several different frames.


About the authors:

J. Edward Russo is a mathematician and a member of the Field of Cognitive Studies at Cornell University. Paul J.H. Schoemaker is an expert in the fields of strategic management and decision making.

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Game-Changing Idea #3

Do your teams have a methodology to visualize their stakeholders and create real-time alignment?

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Your collaborators will experience the power of mapping the stakeholders' perspectives in regard to an evolving situation. They will realize that a simple methodology allows them to deal much more confidently with uncertain contexts and acquire a sharp understanding of the decisions to be made. Also, risks visualization is key to prepare teams for an effective implementation of the decision.


About the author:

Marco Mancesti is a corporate strategy expert who was the former Head of Research and Development at IMD Business School. Mancesti is the Founder and CEO of Gerositus, a digital platform that offers multiple applications for strategy development.

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Game-Changing Idea #4

Are your people's decisions driven by sunk costs? 

"In decisions about whether to move forward, people take into account what they’ve already spent. They do this because they irrationally think that the only way to recover or justify the costs is if they continue on" writes Annie Duke, a World Series of Poker Champion and the author of Quit.

Duke advocates that decision-makers should have the courage to kill a project when sunk costs keep rising with no end in sight. "The sad thing is that as much as we make fun of people who quit too late, when someone does manage to quit on time, we mock them for quitting too early" she writes.


About the author:

Beside her career as professional poker player, Annie Duke is the author of two landmark books on decision-making, Thinking in Bets and Quit. Duke currently teaches decision-making at Wharton Business School.

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Game-Changing Idea #5

Is your team making gender biased decisions?

In her book Gender and Risk-Taking, Professor of Economics Julie A. Nelson, writes that "myriad behavioral studies have concluded that women are more risk averse than men”. But Nelson, who reviewed dozens of such studies, says that evidence for a distinct difference simply does not exist in the case of risk performance. In fact, all the evidence points strongly against it. Your collaborators will discover the importance of Nelson's work on their framing when facing tough decisions.


About the author:

Prof. Julie A. Nelson is a Professor of Economics at the University of Massachusetts Boston. Nelson is among the founders and the most highly cited scholars in the field of feminist economics. The feminist economics movement questions the social constructions of traditional economics models and methods by highlighting, through scientific research, that traditional economics are biased by an exclusive attention to masculine-associated topics.

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Game-Changing Idea #6

Do your people assess the quality of decisions made by others based on outcome or process? 

In her book Thinking in Bets, World Series of Poker's Champion Annie Duke warns us against a mistake made by most people – and poker players: people have a tendency to equate the quality of a decision with the quality of its outcome, whereas it's the quality of the process that should draw most of our attention (poker players call this bias "resulting"). Duke says that the dangers of resulting lies in that it often results in changing strategy for the wrong reasons.

About the author:

Beside her career as professional poker player, Annie Duke is the author of two landmark books on decision-making, Thinking in Bets and Quit (of which another game-changing idea is featured in this InsideRisk program). Duke currently teaches decision-making at Wharton Business School.

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Game-Changing Idea #7

You are what you risk 

Michele Wuker, author of a landmark book on risk, entitled You Are What You Risk, writes that "taking an active role in your relationship with risk can change your life [...]. It can give you insights into other aspects of your personality and actions, like how well you cope with ambiguity and uncertainty, and what you value most: your fears and dreams. Rebounding on Wuker's deep reflections, your collaborators will be asked to think about the risks that they would most regret not having taken in their life.

About the author:

Michele Wuker is an author, commentator and policy analyst specializing in the world economy and crisis anticipation. She is the author of several books, incl. The Gray Rhino: How to Recognize and Act on the Obvious Dangers We Ignore and You Are What You Risk.

Your collaborators will discover the InsideRisk Decision-Making Framework, which integrates the best practices and research on decision-making 

Louise Kyhl Triolo
Head of Leadership Development, Culture Innovation

"An incredibly eye-opening, intense and deeply reflective leadership experience. Insiderisk makes us go straight to the core of who we are, what values we live by, how we take decisions.


This is a truly transformational simulation that brings about the most honest and truthful exchanges amongst participants and with oneself.


Every leader should experience it."

Jean-Christophe Jaunin​
Chief Revenue Officer

InsideRisk delivers a unique and intense experience where genuine leadership is exposed and tested (through our own values and collaborative skills rather than our expertise). ​

We have learned a lot and will apply these learnings in our day-to-day job. Highly recommended.”

Fiona Ferguson
Group People Experience

“One of the most impactful learning experiences I have ever had. The ‘game changing’ ideas are spot on and leave you wanting to deploy them immediately.”

Jessica Maiano
Deputy Director

"Best training I have experienced. The technology has been seamless. The scenario allows for you to put yourself in the shoes of the person and react according to instinct AND once given further keys, lesson and information to rethink your initial reactions."

Uniba partners
Mareen A. Hüffmeier

"We wanted to provide our participants with a growth experience, something to help them clarify their own leadership thinking and provide them with a framework for the dilemmas all leaders eventually face. 

I feel that InsideRisk fully succeeded in reaching that goal." 

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Over 250,000 people have gone through an InsideRisk experience. Here is what they say:

"One of the most impactful learning experiences I have ever done. Not only captivating and fun but the quality of the learning is outstanding. The ‘game changing’ ideas are spot on and leave you wanting to deploy them immediately."
Fiona F. / Participant

Let us show you how our programs can be tailored to your needs.

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