Think Wrong is the discipline for governing uncertainty before capital commits. The Innovators 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
€4,250 per participant—all-in
Credential
Certified Serious 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 organisation 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 organisations 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 optimised 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 Innovators Intensive is a Think Wrong 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 programmes 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 organisational 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
1
Credential earned—Certified Serious Capital Activator™
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 organisation.
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 practised 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 organisation 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 authorise.
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 authorise. Participants develop the diagnostic capability to identify SVAs quickly, prioritise 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 organisation is where it compounds.
½
Arrival
Orientation
Arrival and first encounter—a factory floor after hours
Afternoon arrival in Coventry. Dinner with the programme 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 Centre 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 artefacts 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 this week—which ones, if they turned out to be wrong, would change a capital allocation decision that only your CFO or CEO can authorise?”
Make StuffBet SmallStakeholder PanelEscalation Question
4.5
Friday
Move Fast / Transfer
From the factory floor to your own organisation
Half-day. Each participant maps the Think Wrong practices from the week to a live challenge in their own organisation—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 organisation 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 organisation 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 Intensive develops the capability. The Think Wrong Blitz is where you apply it. A Blitz is the commissioned engagement a Certified Serious Capital Activator™ designs, runs, and reports on inside their own organisation—the one- to five-day immersive that surfaces capital-consequential assumptions on a live challenge and delivers evidence-generating small bets to a CFO, CEO, or board sponsor. After the week in Coventry, the Blitz is what you carry home.
01 · Design
Scope the Blitz to the capital-building opportunity you own.
The Activator selects the capital-building opportunity, identifies the stakeholders whose evidence will be needed, and structures the Blitz arc—duration, sequence of practices, fieldwork requirements, stakeholder engagement points. This Intensive develops the scoping capability directly.
02 · Run
Facilitate the six practices against a live challenge.
The Activator runs the Blitz inside their own organisation—framing the challenge boldly enough, engineering the Get Out, holding the Let Go discipline through generation, driving the team to Make Stuff the same day, designing the small bets, moving fast enough that the cycle outpaces the commitment. All six practices, applied against the live challenge the Activator owns.
03 · Report
Deliver four artefacts to the executive sponsor.
The Activator delivers the four artefacts—Opportunity Portfolio, Super Vital Assumption Map, designed small bets, updated Canvas—to the CFO, CEO, or board sponsor. The escalation question is the Activator’s bridge to the governance conversation. The Blitz readout is what opens it.
Before the Blitz existed as a named product, the Activator’s capability was abstract—“you will be able to run this inside your organisation.” With the Blitz named, the capability becomes specific: after the Intensive, you design, run, and report on a Think Wrong Blitz on the capital-building opportunity you own. The Blitz is the engagement that carries the Activator’s capability from trained to operational.
The Four Artefacts
What the week produces.
Every Think Wrong Innovators Intensive—whether public cohort or commissioned private engagement—produces the same four artefacts. These are what you leave with on Friday. They are also what a Blitz you run back home will produce.
Artefact One
A Capital-Building Opportunity Portfolio.
A focused portfolio of capital-building moves tied to your own organisation, each opportunity scored for capital impact and assigned to a named Activator. What the organisation could not see yesterday, now specific enough to act on.
Artefact 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 authorise. 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.
Artefact 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.
Artefact Four
You leave as a certified Value Activator™.
Completion of the Intensive confers the Certified Serious Capital Activator™ credential—consistent with how certification has been awarded for Think Wrong Instigator Intensives since 2016. It signifies that you have trained in the full methodology and can apply it to capital-allocation assumptions in your own organisation.
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 Centre
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-behaviour 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 programme 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 programme 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 Centre
Innovation Infrastructure—Warwick University
The NAIC brings the next decade of automotive manufacturing assumptions into the fieldwork programme. 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 Innovators 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 Programme Manager, Genentech
Following a Think Wrong 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 Think Wrong Innovators Intensives are designed and facilitated by a team with direct experience applying the methodology inside some of Europe’s most complex organisations—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 organisations: 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, organisational 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 Programme 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 Think Wrong Innovators Intensives across Europe. She works at the intersection of strategy, creativity, and leadership: coaching senior leaders, designing group experiences that shift how organisations actually work, and facilitating transformation that requires both directional clarity and genuine human change. Louise is the European programme 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 organisation’s most complex innovation and culture transformation programmes—including FCAS and Smart Collab at Airbus Defence and Space. He has been surfacing and working with assumptions inside a large, complex engineering organisation from the inside for two decades, which means he understands the forces that make organisational 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 rigour 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 organisations learn, change, and resist change—from learning systems implementation and HR transformation to culture change management and, most recently, engineering transformation at Airbus Defence & 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 organisation.
Who Should Attend
For the leader navigating disruption who suspects the response is solving the wrong problem.
You are someone watching your organisation 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 organisation 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 innovation 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 programme 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.
Programme fee
€4,250 per participant—all-in Includes: all sessions, facilitation, fieldwork access, the four artefact deliverables, certification and meals during the programme. 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 programme.
Shorter format
Think Wrong Activator Intensive—three days, your own live challenge as the laboratory. For leaders who want the full Think Wrong methodology without the field-based industry context. €4,250 per participant—all-in, Paris. Contact hello@solvenext.com.
Private Cohort
Commission the Intensive for your organisation. Private cohorts start at €51,000 for up to 15 participants, with €3,750 per additional participant. Scoped to your organisation’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 Serious Capital Activator™ A Capital-Building Opportunity Portfolio tied to your organisation A set of Super Vital Assumptions ready for governance review An updated Conversation Canvas Facilitation capability to design, run and report on a Think Wrong 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 organisation you will bring the capability back to. Share freely.
01
Programme Brief
The full programme 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 organisation. 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.
From the factory floor to a governance conversation.
The Intensive trains the capability. The designation, the diagnostic and the architect programme are the structured pathway that carries the capability from a participant credential to a governance conversation your CFO or CEO can authorise. This section is the bridge.
The escalation question
“Of the assumptions we surfaced this week—which ones, if they turned out to be wrong, would change a capital allocation decision that only your CFO or CEO can authorise?”
This is the question you carry from Coventry back into your own organisation. It is also the question that opens the door to the Growth Gap Diagnostic—the structured look at whether the pattern you now recognise in UK automotive is already operating, undetected, in your own capital base.
01
Claim the Certified Serious Capital Activator™ designation.
The designation is conferred by completion of this Intensive. Pre-Intensive, it can also be self-designated through the free Solve Next assessment. It signifies that you have trained in the full Think Wrong methodology and can apply it to capital-allocation assumptions in your own organisation.
02
Take the Growth Gap Diagnostic to your organisation.
The assumptions you surfaced in Coventry about UK automotive’s most consequential bets—that electrification is primarily an engineering problem, that heritage is a sufficient counter to new entrants, that the supply chain optimised for predictability can absorb the loss of it—are structurally identical to the assumptions your own organisation carries about its own deflection point. The Growth Gap Diagnostic ($125K–$200K depending on scale) is the systematic organisational entry: a structured look at the capital you are about to commit, against the assumptions beneath it.
03
Attend the Serious Capital Architect Intensive.
Level 2 of the Serious Capital Leadership Ladder. Five days, $12,500. Where the Activator activates the epistemic preconditions, the Architect designs the governance system—measurement infrastructure, portfolio allocation, evidence-gated stop criteria, entropy-resistant architecture. This is the programme you attend once a Diagnostic has established the capital picture and the architecture needs to be installed.
Level 1 · This week
Certified Serious Capital Activator™
You leave Coventry with the designation, the capability and a live Blitz scoped for your own organisation.
Organisational entry
Growth Gap Diagnostic
The escalation question, applied systematically. The structured look at your own capital base that the Blitz readout opens.
Level 2 · Governance design
Certified Serious Capital Architect™
Five days. The programme that designs the governance system Capital Symmetry requires.
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.
