Internal Team Activation · Banking & finance
To turn separate teams into one, we made them build a city together — block by block, district by district, until it only worked if they did. No trust falls. No slide on synergy.
A bank wanted the teams inside its technology division working as one — groups that delivered alongside each other but rarely built anything together. The brief we were handed wasn't a seminar on collaboration. It was an evening that had to make 300 of them do it, and feel it, in a single night — cohesion that couldn't be talked into the room, only earned in it.
Raising a tower, floor by floor
Teams take their districts
We turned the brief into a game with stakes. Across the night, the teams construct a single city — RaiffeisenBank City — block by block, district by district: a full working mockup with rivers, water mains, and a live power grid. Each team raises its own part, but the city only holds if the parts connect — infrastructure to housing, block to block — so the teams have to negotiate, trade resources, and plan as one.
One switch closes the night. The city lights only if every team wired its block right — and when it came on, all at once, the room had its answer.
RaiffeisenBank City — every block wired right, and lit.
We owned it end-to-end — brief, concept, design, fabrication, on-site program and closeout. We built the full system for RaiffeisenBank City: modular districts, the power and lighting that drove the finale, and the game logic that governed how the teams connected. The experience was ours to design and the build and on-site crews ours to direct, from first concept to the last district going up.
By the end of the night, a division that worked in parallel had built one city — and could only finish it by working across the lines that usually kept them apart. The cohesion the brief asked for wasn't talked into the room. It was built there. The teams left operating as one.