Think Wrong
About Wine.

You don’t work in wine.
That’s the point.

Most organizations are having one of two AI conversations right now. One is loud—pilots multiplying, vendors compared, nobody willing to be the one who is behind. The other is quiet: a leader who suspects the spend is resting on something untested, and has no language to say so without sounding like a laggard. Both positions are made of untested assumptions, and the same discipline resolves either one.

That is Capital Distortion—capital moving with confidence in one direction while the evidence underneath it goes unexamined, and the other five capitals move unmeasured. The laboratory is wine. The work is yours. You learn faster inside an industry that isn’t your own because its assumptions are visible to an outsider—you didn’t inherit them, so you can see them. That is the transferable skill: reading the beliefs a category has stopped questioning, and then reading your own.

Four days.
One capability at a time.

Each full day follows the same rhythm: reflect on yesterday, an expert talk and discussion, an introduction to the Think Wrong frameworks and tools, application in the field, a share of what you found, then a reflection that applies it to your own challenge—closing with a daily reception. Half-day arrival Monday; full days Tuesday through Friday. 1:AI runs through every capability day—AI as a third party in the room, and a daily read on where its answer is simply the category’s answer repeated back with confidence.

½

Monday

Arrival · the Serious Capital Framework · the activator role

Arrival, welcome, and industry immersion

Afternoon arrival at Château de Beaupré, our home base in the Pays d’Aix, about twenty minutes from central Aix-en-Provence. Welcome and industry immersion, then an introduction to the Serious Capital Framework—the participant-facing view of the six forms of capital—financial, human, intellectual, reputational, political, and social—that sits inside Capital Symmetry™—and to the capital activator role you’ll step into for the week. Opening reception with wine-industry hosts.

Serious Capital Framework Industry Immersion Opening Reception

01

Tuesday

Identify · Deflection Point

Identify and frame the capital-building opportunities

Using Think Wrong to identify and frame capital-building opportunities—and to engage and align the people who matter most. Morning: an expert talk and the Deflection Point in the classroom. Afternoon: application in the field with a multigenerational domaine and structured market interviews. You run the reframe twice—once in the room, once 1:AI—and compare where the model reproduces the answer the category already believes. Evening: reflect and map the day’s practice onto a challenge you own.

Deflection Point 1:AI Domaine Visit Field Interviews Daily Reception

02

Wednesday

Imagine · Make Stuff + Bet Small

Generate the capital-building solutions

Using Think Wrong to generate capital-building solutions—and to engage and align the people who matter most. Generate widely, converge deliberately, and make the strongest option tangible. 1:AI supplies divergent volume against the frame you set; convergence stays yours. Application in the field with a new-model producer who has broken the category’s rules, then a share and a reflection onto your own challenge.

Make Stuff Bet Small 1:AI New-Model Producer Daily Reception

03

Thursday

Test · Super Vital Assumptions

Prioritize and test the assumptions that change the call

Using Think Wrong to prioritize and test Super Vital Assumptions—and to engage and align the people who matter most. Certainty Map and PAK in the morning, run as a PAK Lab with AI as a third party—useful for surfacing candidate assumptions, useless for deciding which one is vital. A field test of the vital assumptions in the afternoon in front of real stakeholders, where a guided tasting becomes the instrument: sensory evidence against a claim, which is judgment training of the oldest kind.

Close of Day 3—the escalation question. Each participant is asked one question about their own organization: “Of the assumptions we surfaced—which ones, if wrong, would change a capital allocation decision that only your CFO or CEO can authorize?” Responses are documented. It is the designed bridge to the governance conversation that can follow.

Certainty Map + PAK PAK Lab · 1:AI SVA Drill Stakeholder Field Test Escalation Question

04

Friday

Align · Transfer

From wine to your own—the transfer day

A full day. A panel discussion with wine-industry experts opens it, then you turn the week on your own organization: a self-assessment reads your readiness across the four capabilities, the capability ladder maps your path of progress, and the 30-Day Habit Builder in Next Lab™ sets up your first thirty days back. The transfer includes the AI decision you arrived with: which of its assumptions are Super Vital, and where a person on your team must stay decisive once the deployment lands. Departure Friday evening.

Expert Panel Self-Assessment Transfer Workshop Protect the Human Edge 30-Day Habit Builder

Four artifacts
and a readiness read.

Every Capital Activator Intensive—open or commissioned—produces the same four artifacts. The week is not documentation of insight; it is the production of specific, capital-consequential material you carry back into your organization.

On Day 4 you complete a personal readiness self-assessment—a read across the four capabilities on the same scale a commissioning sponsor sees (Not yet → Starting → Working → Reliable). It isn’t a fifth artifact; it’s the instrument that evidences your readiness to carry the credential and shows where to keep building. You also leave with a 30-day commitment—a first internal session, a live challenge to run it on, and a dated first bet—operationalized by the 30-Day Habit Builder in Next Lab™.

For organizations that commission a cohort, the sponsors also receive a Cohort Capability Read: how far the group moved on each of the four capabilities (Not yet → Starting → Working → Reliable), so the leadership team can see what capability now lives inside the organization.

Ten years.
The method at work.

Think Wrong has been used inside some of the most demanding organizations in the world—across technology, government, finance, aerospace, and healthcare.

Think Wrong: How to Conquer the Status Quo and Do Work That Matters was published in 2016 and is in its third printing (2025), available in English, Spanish, and Arabic. The book’s own case studies are separate from the client list above; the method is ten years old this year, and the problems it was built for are not.

The people in the room with you.

The Capital Activator Intensive is 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 Intensive 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 credentialed 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.

The escalation question—
and the capability ladder.

By Friday most participants can name at least one assumption in their own organization that, if wrong, would change a decision only a CFO or CEO can authorize. That is the escalation question, asked at the close of Day 3, and it is the bridge to what comes next. Increasingly that assumption sits underneath an AI investment—the largest allocation many organizations are now making, and the one carrying the least evidence.

Your path of progress runs along this capability ladder. What you practice this week is the activation discipline inside Capital Symmetry™; the Growth Gap Diagnostic™ is where the connection becomes a governance conversation. We follow up within 30 days with anyone for whom that felt real.

Resources for the
internal conversation.

Almost nobody joins or commissions an Intensive alone. There is a manager, a CFO, or a board to convince—and increasingly the budget being argued over is the AI budget. These are the materials built to carry that conversation when you are not in the room.