Reprogramming Executive Behavior
The Context
Allianz Trade had spent twenty years perfecting centralization and operational rationalization. This discipline had made them industry leaders in efficiency and global coordination.
The Friction
The same systems that created operational excellence had calcified into innovation barriers. Risk-aversion protocols killed experimentation before it could start. The culture had optimized for predictability, leaving no tolerance for the uncertainty that innovation requires.
The Approach
We treated culture as a product—something that could be prototyped, tested, and iterated. True cultural transformation doesn't come from training programs or motivational posters. It comes from changed behaviors at the very top.
The 10-Experiment Rule: Leadership personally brainstormed and tested 10 behavioral experiments over three months. They used the same 'test and kill' methodology they wanted to instill in the organization, experiencing failure firsthand.
The Immediate Impact
Eight of ten ideas failed. Two were highly successful, including a 'customer-centricity' initiative where top management regularly listened to actual customer calls. Leadership experienced the power of rapid iteration through personal practice.
The Legacy
The experimental approach is now being replicated across other markets. Leadership has internalized the 'test and kill' mindset, and the permission structure for innovation has fundamentally shifted throughout the organization.
"The experience completely changed how our leadership team thinks about innovation and our role in fostering it."
European CEO
Allianz Trade
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