Asmodee is a global leader in tabletop gaming, bringing beloved games like Settlers of Catan, Ticket to Ride and Dobble to audiences for over 30 years. The business was generating hundreds of millions in revenue, but its culture hadn’t kept pace.
This longevity was both a blessing and a curse.
With an ambitious 2030 strategy on the table, the leadership team recognised that without a meaningful culture shift, the strategy would stall before it started.
Challenge
Asmodee’s leadership team were caught between the demands of day-to-day delivery and the need to think and lead differently.
The organisation had grown significantly, but the habits, mindsets and ways of working hadn’t evolved with it. Leaders were operating tactically when the moment required strategic thinking. Decision-making was concentrated at the top when it needed to be distributed. And the culture, however familiar and well-intentioned, wasn’t built to carry the weight of what came next.
To deliver on their 2030 strategy, something more fundamental than a planning exercise was needed. The culture itself had to shift.
What we did
Over 18 months, we worked closely with Asmodee’s leadership team to create the conditions for a genuine culture shift, one that could sustain the organisation’s growth and make its 2030 strategy deliverable.
We started with a two-day offsite, bringing the leadership team together to define Asmodee’s Culture Codes and build the habit of long-term strategic thinking. This wasn’t about producing a document, it was about shifting how the team thought and led, moving from fixing problems to leading the organisation, from short-term tactics to long-term focus.
Every three months we reconvened, using each session to reflect on progress, sharpen priorities and work on the team dynamics that would make the strategy real. We used tools like Insights profiles and the Immunity to Change model to surface what was getting in the way, and to build the kind of honest, constructive conversations that leadership teams often avoid.
As the work deepened, it extended outward. Senior Manager sessions brought the next layer of leadership into the shift, moving the culture from “tell” to “involve” and building genuine ownership and accountability beyond the leadership team. Management training cascaded this further, embedding the changes across the organisation.
IMPACT
Asmodee delivered double-digit growth in both sales and EBITDA over the past year.
Culture change is rarely the only variable in commercial performance, and we wouldn’t claim otherwise. But we do believe that the work we did together gave the organisation what it needed to handle the explosive growth.