Policy · Jakarta Composite Index (1998)
Between December 1997 and July 1998, the Jakarta Composite Index swung through 144 daily bars with a 29.8% maximum drawdown and a 14.0% single-day spike. Replay each session, navigate 25 decision points, and receive an AI coach review of your policy-risk choices in simulated capital.
144 daily bars · 25 decision points · 1997-12 to 1998-07 · Stocks
Key facts
This window spans 218 days with a peak-to-trough drawdown of 29.8% and a 63.2% run-up.
- Max drawdown
- −29.8%
- Max run-up
- +63.2%
- Duration
- 218 days
- Largest single-day move
- +14.0%
- Bars
- 144 Daily bars
- Decision points
- 25
Every figure above is computed programmatically from this replay’s own candle series — no editorial input, no LLM. Methodology: Methodology
The market advances day by day. You only see candles up to the current day — as if you were really there.
At key decision points choose Buy / Trim / Exit / Hold. Each decision advances the timeline by one day.
After settlement you get a six-dimension score and an AI coach review. Your result enters the scenario leaderboard.
Event Replay
What happened — and what it teaches
The Jakarta Composite Index entered December 1997 at the epicenter of the Asian financial crisis. Indonesia was negotiating an IMF bailout package, and markets worldwide were reassessing emerging-market exposure. For traders and investors, the question was not merely whether prices would rise or fall, but how to navigate a policy environment where government decisions could invalidate technical analysis within hours. This scenario places you inside that uncertainty.
Between December 2, 1997 and July 8, 1998, the index swung through 144 daily bars with a net gain of 20.0%, closing at 472.98 from 394.28. Yet the headline number obscures the journey: a maximum drawdown of 29.8% tested every position, and a single session moved as much as 14.0%. The path was jagged, the moves sudden, and the margin for error razor thin.
This scenario sharpens decision-making under policy-driven volatility. With 25 decision points—9 flagged as critical—you must commit to positions without knowing which headlines will arrive next. The lesson is not to predict policy but to build processes that survive it: sizing positions for drawdown, maintaining liquidity for reversals, and keeping psychology from dictating exits. Success here is measured not by profit but by the quality of your decision process.