This qualitative phenomenological study investigated the experiences of a purposive sample of eight Learning and Development executives to understand the circumstances leading to, as well as the experiences implementing Digital Business Simulation Games (DBSG) in a corporate learning environment, specifically related to the financial service industry. Their perception of the organizational needs, decision-making process of those involved, as well as the experience in design, development, and implementation may contribute to a better understanding of the circumstances within an organization where a DBSG would be an effective solution to achieve the development goals of learners within that organization. This study will also investigate the impact the implementation of the DBSG had on the organization, as well as provide further insight into best practices and critical success factors for future implementations. The research technique employed was a modified van Kaam method as described by Moustakas (1994) based upon transcribed interviews using semi-structured questions to capture the organizational needs, decision-making, and implementation experiences as well as perceptions of the participants. Five significant themes with two subthemes that emerged are prevalent from within the collected data from the participants: (1) Needs intake and leadership support; (2) Safe space to practice; (3) innovation on current curricula; (4) higher degrees of engagement; and (5) positive measurement results. The resulting analysis also led to considerable collection of best practices and critical success factors in deciding to undertake a DBSG program, and the design, development and implementation of a DBSG. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]