Here's some more global guerrilla thinking in regards to coercing organizational hierarchies.
The more you focus on a single person in the senior decision making group, the more effective the coercion is. Blanket coercion is weaker since it allows the consequences to be shared by a group. Think aggressive, amorphous mass vs. single individual. Objective: connect decision making within corporate hierarchies with personal consequence.
Shame (public pressure) and guilt (traditional morality) are useless as tools for regulating behavior within the modern context. A market-based morality dominates in the commercial sector: if you make money doing something, it is good to do. Within non-commercial organizations the vulnerability is more often the concept of a career. Career advancement and continuity dominates all thinking. Methods of correction: Taint the career. Destroy the value derived from financial rewards.
Focus on bounding the hierarchy's decision making processes. It's much more difficult to force an active decision (new action) than to deter a decision.
The most senior decision maker isn't likely the best target. Target those nearby since the risk/reward ratio is more favorable to successful coercion.
Limited goals that are binary, specific, and well defined are much more likely to be successful than amorphous goals. It will not only attract more participants, it is easier to achieve through coercion.
Success breeds replication.