Think Wrong is the discipline for identifying and developing capital-building opportunities. The Capital Activator Intensive™ applies it to a live external industry at a visible deflection point—developing four specific capabilities that transfer directly to the AI deployments, growth bets, market entries and transformation initiatives the participant is navigating when they return.
Location
Coventry & West Midlands, UK
Format
4.5 Days Immersive
Capacity
Capped at 20
Access
Manufacturer to Supplier
Fee
$5,000 · €4,350 per participant—all-in
Credential
Certified Capital Activator™
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Why Automotive
The decisions where assumptions
are most expensive.
The automotive industry is not the point. It is the laboratory. The point is this: the same four decisions where untested assumptions are most expensive—AI deployments, growth bets, market entries and transformation initiatives—appear in the UK automotive sector simultaneously and at unusual scale. The engineers, strategists and innovation leads at JLR, NAIC and the Tier 1 suppliers who meet this group are navigating exactly this structure: four forces arrived at once, and the response to each is more sophisticated execution of the pre-existing frame. The capability built in Coventry is not automotive expertise. It is the practiced discipline for reframing before the capital commits, not after.
The decisions where untested assumptions are most expensive are specific: an AI deployment built on beliefs about adoption and use case that were never tested. A growth bet committed before the demand premise was verified. A market entry that assumed competitive dynamics the team had never actually encountered. A transformation initiative designed to solve a problem the organization had diagnosed without evidence. These four decision types share a structure: capital commits before the most consequential assumptions are examined. The cost of discovering a wrong assumption after commitment is 10–100× the cost of testing before it.
The status quo is not a management problem. It is a neuroscience problem. The brain’s efficiency—the synaptic shortcuts that allow you to drive to work without thinking—produces the same answers to every new problem. Biology and culture conspire together: the predictable path always feels like the rational one. Growth confirms assumptions until it stops. Governance instruments measure outcomes but were never designed to interrogate the premises that produce them. The result is that organizations commit capital on beliefs they have never formally tested—not because they are careless, but because the system was never built to surface the difference between what is known and what is assumed.
01
The EV transition is a software problem framed as an engineering problem.
The shift to electric vehicles is not primarily about batteries. It is about whether a hardware manufacturer can become a software company—and whether the people, processes and assumptions built for one kind of production can adapt to a fundamentally different kind of value creation. Most are solving the engineering challenge while the business model challenge goes unframed.
02
Chinese entrants are not competing on quality. They are competing on assumptions.
BYD, NIO, and SAIC did not arrive with better cars. They arrived with entirely different assumptions about what a car buyer values, what a car is for and what it costs to build one. The UK industry is responding with the frame it has always used. That frame is the problem.
03
The supply chain was designed for a world that no longer exists.
Brexit introduced friction that just-in-time manufacturing was never designed to absorb. But the deeper failure is upstream: a supply chain optimized for predictability in a world where predictability is no longer available. The industry is improving a system built on assumptions about stability that no longer hold.
04
The identity crisis arrived before the strategy did.
The Jaguar rebrand is not a marketing problem. It is the public surface of a deeper question every premium automotive brand is navigating: who is this for now, and what does it mean? The answer requires assumptions to be surfaced and tested. Most are being settled by committee and confirmed by expensive launches.
“The automotive industry spent a century building the assumptions that made it great. It is now discovering which of those assumptions were foundations—and which were just habits.”
The Program
Half classroom.
Half factory floor.
Five days in the West Midlands. Half the time in sessions, half the time in the field—on production lines, in design studios, with suppliers and engineers who are living the transition. The automotive industry is the case. The practice you develop is what goes home. By Friday you’ll have tools you can use the following week—for making better capital allocation decisions, generating stronger ideas and building the buy-in that moves things forward.
The Capital Activator Intensive™ is a Capital Activation Blitz™—the immersive, multi-day format the methodology was designed for—extended to four and a half days, taken into the field, and built around a live industry at a visible Deflection Point.
There is a specific reason these programs are built around industries you do not work in. Get Out—the Think Wrong practice of deliberately leaving the conforming environments where familiar thinking feels like common sense—works most powerfully when the destination carries none of your legacy positions, your inherited assumptions, or your organizational politics. You have none of those in Coventry. The automotive industry’s pressures are legible to you precisely because you are on the outside of them. Its assumptions about quality, heritage, and what a driver wants are visible in ways they cannot be to someone who has spent twenty years inside the category. That visibility is the mechanism. The patterns you surface here—how assumptions get embedded, how problems get misframed, how growth conceals fragility—appear in identical form in your own industry. The assembly line is not the point. Getting out is.
4.5
Days of methodology, fieldwork and live application in the heart of UK manufacturing
50%
Of time in the field—on production lines, in design studios, with suppliers and engineers
6
Think Wrong practices applied to a live industry challenge
20
Maximum participants—intentionally limited for fieldwork depth and learning quality
The methodology is not applied to the automotive industry. The automotive industry is the medium through which the methodology is learned—and the pattern is transferred back to wherever the pressure is greatest in your own organization.
Four Capabilities
What goes home with you.
The industry is the laboratory. The competencies are what leave with you—directly transferable to the AI deployments, growth bets, market entries and transformation initiatives you are navigating when you return. Each competency interrupts a specific cognitive bias that causes capital to commit on assumptions that were never tested. By Friday you will have practiced all four against real stakeholders in a live industry. Most participants run their first internal session within thirty days of returning.
01
Deflection recognition · Interrupts normalcy bias
Frame the right challenge before solutions take hold.
Most consequential decisions fail not because the team executed poorly, but because they were solving the wrong version of the problem. The Deflection Point practice produces a structured from–to shift: the current frame of the challenge and a better-founded alternative. Applied to the industry on Day 1. Applied to your own live challenge on Friday. The most important question before any capital commits is not “what should we build?”—it is “are we solving the actual problem?”
Distinguish what your organization knows from what it believes.
Every significant growth initiative contains beliefs masquerading as facts. The Certainty Map and PAK classification—Presumptions, Assumptions, Knowledge—give you a rigorous instrument for mapping every significant belief underlying a decision as either untested assumption, testable hypothesis, or validated knowledge. No AI deployment, market entry, or transformation initiative should advance based on Presumptions alone. Participants leave able to run this classification for any challenge, with any team, in any governance context.
03
Evidence-generating action design · Interrupts loss aversion
Design the smallest credible test that converts belief into evidence.
The smallest credible evidence-generating action bounded by affordable loss. Participants design concrete, testable actions—prototypes, interview guides, demand tests, structured conversations—that put the Super Vital Assumption in front of real people the same day they are made. The discipline: build to learn what you do not know, not to persuade an audience that you do. Evidence before investment. Learning before scale. The week ends with a small bet designed for the participant’s own live challenge—executable within thirty days of returning.
Identify which assumptions, if wrong, change a decision only your CFO can authorize.
Not all assumptions carry equal capital consequence. The Super Vital Assumption discipline identifies which beliefs are Tackle First—the ones that, if false, would change a capital allocation decision that only the CFO or CEO can authorize. Participants develop the diagnostic capability to identify SVAs quickly, prioritize them by consequence and testability, and sequence evidence-gathering to resolve the highest-risk unknowns before capital commits at scale. Architecture without this step remains episodic.
Day by Day
The 4.5-day arc.
Each day is structured around a core Think Wrong practice, applied first in the classroom and then immediately in the field. The fieldwork is not illustration—it is the primary learning surface. The automotive industry is where the practice is stress-tested. Your organization is where it compounds.
½
Arrival
Orientation
Arrival and first encounter—a factory floor after hours
Afternoon arrival in Coventry. Dinner with the program partners and local automotive industry hosts. The challenge is framed over dinner—not in a conference room. Participants encounter the industry they will be thinking wrong about before any methodology is introduced.
Opening DinnerIndustry Hosts
01
Monday
Be Bold / Deflection Point
What kind of crisis is the automotive industry really facing?
Morning classroom: Introduction to Think Wrong and the Deflection Point framework. Participants map the from/to shifts defining the automotive industry’s crisis—and challenge whether those shifts are being framed correctly. Afternoon fieldwork: structured visit to a JLR facility or the National Automotive Innovation Center at Warwick. Participants interview production and design leadership using the Deflection Point frame.
What does the industry actually know—versus what it believes?
Morning classroom: Certainty Map—separating what the automotive industry knows from what it assumes. The emphasis is on identifying what is treated as fact that is actually a bet. Afternoon fieldwork: supplier visits. The supply chain view of assumption failure is often sharper than the manufacturer’s. Structured Certainty Map interviews with Tier 1 and Tier 2 suppliers navigating the EV transition.
EV, China, software: which assumptions are most important to test?
Morning classroom: the PAK framework and Super Vital Assumptions. Participants classify the automotive industry’s beliefs by evidence quality and identify which are Low Certainty / High Impact. Afternoon fieldwork: new entrant encounter. A UK-based EV startup or Chinese brand’s UK operation. The assumptions they are building on versus the assumptions the incumbents are defending.
PAK FrameworkSuper Vital AssumptionsNew Entrant Visit
04
Thursday
Make Stuff / Bet Small
Small bets on the future of UK automotive—built and tested same day
Morning: teams build prototypes of their highest-confidence hypotheses. Not presentations—tangible, testable artifacts that can be put in front of real stakeholders. Afternoon: stakeholder panel. An engineer, a designer, a supplier, a fleet buyer, and a consumer who represents the customer the industry is most worried about losing. Evening: the escalation question: “Of the assumptions we surfaced—which ones, if wrong, would change a capital allocation decision that only your CFO or CEO can authorize?”
Make StuffBet SmallStakeholder PanelEscalation Question
4.5
Friday
Move Fast / Transfer
From the factory floor to your own organization
Half-day. Each participant maps the Think Wrong practices from the week to a live challenge in their own organization—a growth bet, a product decision, an AI deployment, a transformation initiative. The automotive industry provided the pattern. The transfer session is where it becomes yours. Departure after lunch.
Transfer SessionMove Fast
What the week produces
The pattern behind the challenge.
The UK automotive industry’s challenge is not unique to cars. The pattern—four forces arriving simultaneously, institutions solving the wrong version of each problem with increasing confidence, assumptions treated as facts because growth once confirmed them—appears in identical form in every capital-intensive sector navigating technology transition, new entrants, and regulatory pressure. By Day 4, most participants can name at least one assumption in their own organization that belongs to the same category. For those who can, the next conversation is about whether that assumption warrants a more structured look. That is what the diagnostic is for.
The factory floor doesn’t teach you about cars. It teaches you to see the assumptions your own organization has stopped questioning.
If that pattern sounds familiar before you’ve even attended—the conversation starts here.
What you’ll run when you return
Design. Run. Report.
The week does not end in Coventry. Each participant leaves with a small bet designed for a live capital-building opportunity they own, built to run within thirty days. You design it in the room, run it at home, and report what moved—the moment certainty actually shifts. The discipline travels; the evidence is generated where the work is.
1
Design
Name the opportunity you own, the Super Vital Assumption beneath it, and the smallest credible action that would test it. Designed in the room, against your own organization.
2
Run
Put the practice to work within thirty days—on your own, with your team, with AI, and, when it helps, in a session you run for others.
3
Report
Take what moved to the person who can act on it. What the evidence changed, what it did not, and which assumption now needs a decision above you.
The Four Artifacts
What the week produces.
Every Capital Activator Intensive™ in the field—whether public cohort or commissioned private engagement—produces the same four artifacts. These are what you leave with on Friday. They are also what a Blitz you run back home will produce.
Artifact One
A Capital-Building Opportunity Portfolio.
A focused portfolio of capital-building moves tied to your own organization, each opportunity scored for capital impact and assigned to a named Activator. What the organization could not see yesterday, now specific enough to act on.
Artifact Two
A set of Super Vital Assumptions.
The underlying assumptions that, if wrong, would change a capital allocation decision that only the CFO or CEO can authorize. This output is the bridge from the Intensive to the Growth Gap Diagnostic—the escalation question that connects the work of the week to the governance conversation that should follow.
Artifact Three
An updated Conversation Canvas.
Your personal Canvas marked up with your own Activators and opportunities—state markers, named Owners for each capital domain, identified Activator populations, and the opportunities ready to feed a governance system.
Artifact Four
You leave as a Certified Capital Activator™.
The Certified Capital Activator™ credential is earned on demonstrated capability across all four capabilities, not conferred for attendance. It signifies that you have practiced the full methodology and can apply it to capital-allocation assumptions in your own organization.
In the Field
The West Midlands is the classroom.
Each fieldwork session has specific Think Wrong frameworks to apply, specific questions to bring, and specific outputs to produce. The automotive industry is the curriculum. Coventry and the West Midlands—the manufacturing heartland that is navigating the same transition Detroit navigated, with less time and different constraints—is the campus.
You didn’t come to Coventry to learn about cars. You came because this is the industry where you can finally see the pattern clearly. Get Out is the first Think Wrong practice. This is what it looks like at scale.
JLR facility visit
Structured access to a Jaguar Land Rover production or design facility. Interviews with engineering and product leadership using the Deflection Point frame. Where is the industry’s self-image preventing it from adapting?
Supplier fieldwork
A Tier 1 or Tier 2 supplier navigating the EV transition. The supply chain view of assumption failure is sharper than the manufacturer’s. Structured Certainty Map interviews with leadership.
National Automotive Innovation Center
The NAIC at Warwick University—co-funded by JLR and Tata Motors. Where the industry is betting on what the next decade of manufacturing looks like. Participants bring their SVA maps and test them against what they find.
New entrant encounter
A UK-based EV startup or Chinese brand’s UK operation. The assumptions they are building on versus the assumptions the incumbents are defending. The fastest way to see what the industry’s existing frame is missing.
Consumer and fleet fieldwork
Structured past-behavior interviews with car buyers, fleet managers, and people who have recently changed what they drive—or stopped buying at all. What is actually driving the decision now?
Stakeholder panel
An engineer, a designer, a Tier 1 supplier, a fleet buyer, and a consumer who represents the customer the industry is most worried about losing. Real small bets. Real feedback. Real signal.
What You Learn
The Think Wrong methodology—applied.
Every practice is introduced in the classroom and immediately applied in the field. By Day 4, participants are facilitating their peers through the tools they encountered on Day 1. The automotive industry was the medium. The capability goes home with you.
1
Deflection Point—frame the right problem before solving it
2
Certainty Map—separate knowledge from belief
3
PAK + Super Vital Assumptions—test what matters most first
4
Make Stuff + Bet Small—build to learn, not to present
5
The Next Cycle—advance systematically, not on conviction alone
European Partners
Built with the people
living the challenge.
The program is designed and delivered with partners who have direct access to the automotive industry’s leadership, facilities, and innovation infrastructure—and who understand what Think Wrong produces when applied at this level of institutional complexity.
Jaguar Land Rover
Host Partner—Coventry & West Midlands
JLR provides the fieldwork infrastructure and industry access that makes the program possible. As the UK’s most visible laboratory for every tension the automotive industry is navigating, JLR is not a sponsor—it is the living case study.
National Automotive Innovation Center
Innovation Infrastructure—Warwick University
The NAIC brings the next decade of automotive manufacturing assumptions into the fieldwork program. Co-funded by JLR and Tata Motors, it is where the industry is betting on what comes next.
Solve Next
Category Creator—Think Wrong Methodology
The architects of Think Wrong bring the full curriculum, the facilitation framework, and eight years of European enterprise application. The methodology has been applied inside Airbus, A-cubed, and across senior European leadership contexts. The automotive challenge is the newest laboratory.
Methodology in Action · Ten Years · Three Printings
The work, at scale.
Think Wrong: How to Conquer the Status Quo and Do Work That Matters was published in 2016, is now in its third printing, and has been translated into Spanish and Arabic. The methodology has been applied at Genentech, JP Morgan, Microsoft, Airbus, the White House, NATO, Starbucks, Deloitte and Stanford University. The participants who attend the field Capital Activator Intensives leave with the same discipline that produced these results.
Simple changes made it clear that you’re not just a cog in the wheel of this great grinding process—you’re an integral part of one of the largest experiments in curing a fatal disease. You’re a part of history.
Kathryn Woody
Operations Program Manager, Genentech
Following a Capital Activation Blitz™ that redesigned Genentech’s global clinical trial investigator meetings—producing the highest-rated meetings doctors and nurses had ever attended.
We were determined to leave the tragically unproductive ‘us vs. them’ structure behind, solving gnarly problems more efficiently because we work together.
Lorna Randlett
Commissioner, White House Initiative for Asian Americans & Pacific Islanders
Following a Think Wrong session at the White House that convened 100 community leaders and produced an independent Leaders Forum and two bipartisan PACs within a single day.
Columbia Business School·Stanford·USC·MICA·California College of the Arts
Think Wrong has also been delivered as intensive training and Blitzes at Columbia Business School’s Executive Leadership Program, Stanford, USC, Maryland Institute College of Art, California College of the Arts, University of Kansas School of Architecture, Boise State, Loyola Maryland, and San Jose State.
Think Wrong: How to Conquer the Status Quo and Do Work That Matters—third printing, 2025. Published in English, Spanish, and Arabic.
The Faculty
The people
in the room with you.
The Capital Activator Intensives™ in the field are designed and facilitated by a team with direct experience applying the methodology inside some of Europe’s most complex organizations—at Airbus, across Heidrick & Struggles, and throughout the leadership development contexts where assumptions are most deeply embedded and most expensive when wrong.
Greg Galle
Methodology Architect · CEO, Solve Next
Greg Galle has spent more than thirty years watching the same pattern accumulate inside organizations: visible metrics that look healthy while something underneath remains fragile. He co-founded Solve Next and co-authored Think Wrong with John Bielenberg and Mike Burn—building the structured discipline that gives leaders a rigorous practice for surfacing and testing that fragility before it becomes expensive. His practitioner background spans brand strategy, organizational transformation, and leadership development across private, public, and civil sectors. He holds a BFA from the Otis Art Institute of Parsons School of Design. As the architect of the Think Wrong methodology, Greg brings both the intellectual framework and the facilitation depth that makes Friday’s transfer session the most consequential session of the week.
Louise Kyhl-Triolo
European Program Lead · Senior Facilitator
Louise Kyhl-Triolo brings more than twenty-five years of international leadership experience—across L’Oréal, Airbus, VMware, and Heidrick & Struggles—to the design and delivery of the Capital Activator Intensives™ in the field across Europe. She works at the intersection of strategy, creativity, and leadership: coaching senior leaders, designing group experiences that shift how organizations actually work, and facilitating transformation that requires both directional clarity and genuine human change. Louise is the European program lead—the person who knows how Think Wrong translates across cultures, sectors, and the gap between a week in the field and a Monday morning back in the office. She is a Solve Next Partner and Board Member (Europe) of the Human Impacts Institute.
Romain Gravier
Senior Facilitator · Integral Master Coach
Romain Gravier spent more than twenty years inside Airbus as a coach, facilitator, and leadership trainer embedded in some of the organization’s most complex innovation and culture transformation programs—including FCAS and Smart Collab at Airbus Defense and Space. He has been surfacing and working with assumptions inside a large, complex engineering organization from the inside for two decades, which means he understands the forces that make organizational change genuinely difficult rather than theoretically challenging. Romain is a certified Integral Master Coach (Integral Coaching Canada) and a Certified Wrong Thinker credentialled by Solve Next. He brings the facilitation rigor that turns a week in the field into a practice participants can run themselves when they return.
Cornelia Wagner
Facilitator · Transformation Architect
Cornelia Wagner spent sixteen years inside Airbus in a sequence of roles that gave her an unusually complete picture of how large organizations learn, change, and resist change—from learning systems implementation and HR transformation to culture change management and, most recently, engineering transformation at Airbus Defense & Space. She founded Connecting Waypoints to bring transformational coaching and innovation facilitation to leaders navigating complexity. She brings to the Intensives something very few facilitators can: direct experience of what it costs when large-scale change is built on assumptions that were never tested—and the practical knowledge of what it actually takes to make a new discipline stick inside a complex organization.
Who Should Attend
For the leader navigating disruption who suspects the response is solving the wrong problem.
You are someone watching your organization develop increasingly sophisticated responses to disruption—and noticing that the sophistication is applied to the wrong version of each challenge. Not because the people are wrong. Because the frame was inherited from the era before the disruption existed, and no one has had the structured practice to interrogate it. Coventry is where we develop that practice. The UK automotive industry is the clearest available live demonstration of what it costs when it is missing.
You should attend if
You can see that your organization is solving the wrong version of a challenge with increasing precision—and you want the discipline to reframe before the next commitment locks the wrong answer in
You are responsible for strategy, transformation, or capital allocation in a capital-intensive sector navigating simultaneous technological, competitive, and regulatory change
You are ready to work in live fieldwork conditions with real practitioners—engineers, designers, supply chain operators, brand strategists—not in a classroom discussing what disruption means
You want to develop the facilitation capability to run assumption-surfacing practice with your own team
You are drawn to a methodology that uses a live industry challenge as the laboratory rather than a constructed case study
You should consider waiting if
You are looking for a manufacturing tour—the fieldwork is structured assumption-testing, not a factory visit
You have no current responsibility for strategic or capital allocation decisions in a capital-intensive sector
You need a program that confirms existing strategy rather than interrogates the premises it rests on
You are not prepared for physical fieldwork and live interviews with practitioners for half of each day
UK automotive is solving four simultaneous disruptions with increasing sophistication. It is solving three of them incorrectly. The pattern is not unique to automotive. This week is about developing the practice of seeing it in your own sector—before the capital commits.
Practical Details
What you need to know.
Location
Coventry & West Midlands, UK Base venue within the automotive heartland. Fieldwork at JLR, NAIC, Tier 1 suppliers, and consumer locations across the region.
8:30am–5:30pm daily ~50% classroom, ~50% fieldwork. Evening sessions Days 1–3.
Group size
Maximum 20 participants Intentionally limited to preserve fieldwork depth and learning quality.
Language
English Instruction and fieldwork in English.
Program fee
$5,000 · €4,350 per participant—all-in Includes: all sessions, facilitation, fieldwork access, the four artifact deliverables, certification and meals during the program. Accommodation and transit: participant’s own arrangement.
Dates
Autumn 2026 Exact dates to be confirmed—timed for maximum JLR and NAIC access.
Registration
First-come, first-served Deposit required to hold place. Full payment 30 days before program.
In your organization
Serious Capital Activator Intensive™—three days, your own live capital decisions as the laboratory. For fifteen to twenty-five participants from one organization. Priced per participant, stated in the first conversation. See the in-company format or write to hello@solvenext.com.
Private Cohort
Commission the Intensive for your organization. Private cohorts are priced per participant, with a minimum of fifteen, and stated in the first conversation. Scoped to your organization’s challenge, delivered in the 4.5-day field-based format or a 3-day classroom format depending on the commission.
What Participants Receive
Certified Capital Activator™ A Capital-Building Opportunity Portfolio tied to your organization A set of Super Vital Assumptions ready for governance review An updated Conversation Canvas Facilitation capability to design, run and report on a Capital Activation Blitz™ Think Wrong: How to Conquer the Status Quo—third printing, 2025
Take This Back To Your Team
Resources for the internal conversation.
Four resources to help you make the case for the Intensive—to yourself, to your sponsor, and to the organization you will bring the capability back to. Share freely.
01
Program Brief
The full program description in a single PDF—dates, fee, curriculum, faculty, logistics. The canonical reference document. Share it with anyone who needs the complete picture.
For the individual who wants to attend and needs to make the case to their manager or whoever holds decision-making authority. Frames the capability you’ll develop, the ROI you’ll take back, and the questions your sponsor is likely to ask.
For the leader sponsoring one or more participants on behalf of the organization. Frames the week as a capability investment, the credential as an asset, and the Think Wrong methodology as infrastructure for the decisions where assumptions are most expensive.
The assumptions you surface in Coventry are structurally identical to the ones your own organization carries into its AI deployments, growth bets, market entries, and transformation decisions. The week is the rehearsal. What happens at home is the performance.
The escalation question—verbatim
“Of the assumptions we surfaced—which ones, if wrong, would change a capital allocation decision that only your CFO or CEO can authorize?”
The question closes the week, after the Activator Capability Read—your own read of how ready you are to put the discipline to work, and what will get in its way when you return. It tests whether the work reached assumptions with real capital consequence, and it opens the conversation above the room. Three routes follow from it, and “none yet” is an honest answer.
1
Carry the Certified Capital Activator™ credential.
Level 0 on the capability ladder, earned on demonstrated capability across all four capabilities—not conferred for attendance. It signals the practice of finding capital-building opportunities and testing the assumptions beneath them before capital commits.
2
Where the answer reaches the board: the Growth Gap Diagnostic™.
Six weeks, from $125,000. A systematic read of where your organization’s committed outcomes outrun what its governance can deliver across the six capital domains, producing a Capital Exposure Map™ and a Capital Symmetry Stage™. You bring the escalation question; the Diagnostic builds the evidence.
3
Where the constraint is the system: the Capital Architects Program™.
Five days, five leaders. The Activator builds capital; the Architect builds the system that decides what capital gets built, on what evidence, with whose authority, and at what price. Leads to Serious Capital Architect™ (Level 1).
Where a leadership team needs one live decision worked with everyone who can authorize it in the room, that is a Capital Activation Blitz™—a separate engagement, scoped with Solve Next. The ladder records capability built, not the order in which an organization arrives: any of these can be where it starts. Compare the four ways in.
Ready to Think Wrong about automotive?
Twenty seats. One industry at its most visible turning point. Four and a half days in the heart of UK manufacturing. The methodology is Think Wrong. The laboratory is alive. If this is the way you already think about your work—you are already a Wrong Thinker. The Intensive develops the practice.
