ADAPT© is an immersive, outcome-based learning program delivered through cohort groups — 25 paths across 7 clusters, the only program on the market that takes a systemic view of transformation and lets organizations own their own change.
The ADAPT© program is an immersive, outcome-based learning program that, through the use of cohort groups, allows organizations to take ownership of their own transformation. ADAPT© is unique because it is the only program on the market that takes a systemic view of transformation and focuses on outcomes, not frameworks.
Most learning programs hand practitioners a framework and a certification, then leave them to figure out how it actually applies to their organization. ADAPT© works differently. Practitioners learn alongside a cohort of peers — working through real organizational problems together, applying concepts in real time, and building the shared language and judgment that no framework certification can teach on its own.
Twenty-five learning paths, organized into seven clusters, give practitioners and organizations a structured way to close the specific capability gaps that matter most — without losing the systemic, outcome-based thinking that makes ADAPT© different from anything else available.
Practitioners learn together, not alone. Shared cohorts create the peer accountability and collective problem-solving that individual e-learning cannot replicate.
Not lecture-based, not slide-based. Practitioners apply concepts to real organizational problems as they learn, not after a certification exam.
Success is measured by what changes in how your organization actually works — not by completion certificates or framework recall.
ADAPT© is the only program that treats transformation as one interconnected system — not a collection of isolated frameworks and tools.
AI acceleration without readiness. Strategy-to-execution gaps. Leadership strain in complexity. Transformation fatigue. Enterprises need integrated capability systems — not performative transformation programs.
Organized into seven clusters. Every path is delivered through the same cohort-based, immersive, outcome-focused ADAPT© model — the content changes, the method does not.
Helping leaders unlearn ingrained habits, lead transformation, communicate through change, and build the facilitation and influence skills every cohort demands.
Most transformations fail leadership in two ways: the wrong training, and no plan to unlearn ingrained behaviors. This path starts with Active Inertia — helping leaders understand why traditional ways of working will not succeed in a rapidly changing environment — before tackling what leaders actually need: organizational alignment, not Epics and OKRs in isolation.
Key Themes
Coaching is not a support mechanism for transformation — it is a strategic resource that bridges the need for change with the successful execution of new behaviors. This path addresses a common gap: 21st-century managers must be coaches first. It is no longer possible to be a good manager without being a good coach.
Key Themes
For practitioners who already coach, this path goes further — building the advanced coaching capability required to guide organizations through increasingly complex, AI-accelerated transformation, where yesterday's coaching playbook is no longer sufficient.
Key Themes
Every enterprise transformation is fundamentally an adaptive challenge — yet most leadership teams are trained exclusively to solve technical problems. This path teaches the precise distinction, and builds the five capabilities that distinguish adaptive leaders: leading without authority, building psychological safety as architecture, and regulating organizational stress to produce learning rather than defensive routines.
Key Themes
Transformation fatigue is not a morale problem — it is an organizational design problem. This path addresses the conditions that create it, the signals that reveal it, and the design decisions that prevent it: diagnosing change saturation vs. change resistance, treating pace and sequencing as deliberate design decisions, and building the recovery cycles that make sustained transformation possible.
Key Themes
Almost every transformation engagement requires leaders who can communicate change, build buy-in, navigate political complexity, and present to executives — yet this capability is consistently absent from leadership development programs. This path builds the core skills: executive storytelling, change communication planning, facilitation mastery, difficult conversations, and influencing without formal authority.
Key Themes
Moving beyond framework adoption into real organizational agility, technical capability, and practitioner-level uplift for Scrum and Kanban leaders.
Corrects the misconception that you can only become Agile through Scrum, Kanban, or SAFe. Scrum surfaces impediments but provides no tools for root cause analysis. This path borrows from value stream mapping and the theory of constraints to actually resolve the impediments that frameworks leave lingering.
Key Themes
Agile and Agility are not the same thing. Agility is an embedded organizational trait — durability, resilience, speed, flexibility, attunement — lived daily, not practiced occasionally. This path explores the Business Agility Manifesto and building a core concept model for your organization.
Key Themes
Lean, Agile, and DevOps converge on shared objectives: process optimization, teamwork, and continuous progress. This path shows how integrating all three — rather than adopting them as separate initiatives — cultivates a cohesive, cooperative culture capable of swift, superior delivery.
Key Themes
Built for Scrum Masters and Kanban Leads who already work in Agile contexts and need to deepen their organizational leadership capability — not learn the frameworks again. Thirteen modules covering servant leadership, empiricism, continuous improvement, facilitation, impediment remediation, scaling, and evolving the Agile organization.
Key Themes
Connecting strategic intent to execution, managing the human side of transformation, and building the design thinking and systems capability that complex change demands.
A comprehensive approach to transformation requires a strategy map — promoting transparency, gradual progression, inclusivity, and ongoing experimentation. This path pairs strategy mapping with a balanced scorecard to visualize the cause-and-effect dynamics that support your transformation.
Key Themes
Contrary to belief in the Agile and DevOps communities, change management is integral to transformation, not optional. This path addresses the most common gap we see: no clearly defined role for the executive sponsor — and the practical tools to surface resistance before it derails the work.
Key Themes
Today's organizations must identify marketplace shifts and respond with speed. This path explores holacracy circles, adaptive leadership, dynamic re-teaming, blue ocean strategy, and collective intelligence — building the resilience and engagement that drive higher performance and retention.
Key Themes
Design Thinking is a strategy and problem-solving methodology that applies across leadership, service design, and organizational transformation — not just product development. This path covers the full practitioner skillset: the Stanford d.school five-stage model, IDEO methodology, human-centered research, co-creation, service design, journey mapping, and applying Design Thinking to organizational change.
Key Themes
Most transformation programs improve individual capabilities without understanding the system that produces organizational behavior. This path gives transformation leaders the analytical tools to map system dynamics, identify leverage points, trace feedback loops, and avoid the unintended consequences that most change programs create — without making those consequences worse.
Key Themes
Building real product operating models and modern technology capability — not just frameworks.
Putting a framework in place to manage products does not make you a product organization. This path goes beyond the product operating model to address architecture, business-technology synchronization, talent, and funding — and the value chain analysis required to determine what your products actually are.
Key Themes
DevOps suffers the same fate as Agile: tools and process get conflated with the deeper cultural and strategic shift required. This path makes clear that modern technology adoption is first a cultural shift, then a process and organizational shift — and must be measured against your organization's actual goals.
Key Themes
Did your last transformation start by baselining your organizational culture and behaviors? If not, you are likely one of the majority of organizations that failed or under-delivered. This path teaches how to baseline, define desired culture, and distinguish culture from behaviors — two things constantly confused.
Key Themes
Building the systems that connect strategy to team-level behavior, the measurement architecture that tells whether it worked, and the people and workforce design that makes performance durable.
Most organizations have strategy. Most have capable teams. Almost none have a system that reliably connects the two. This path builds that system — using OKRs, KPIs, and flow thinking as integrated tools rather than isolated initiatives. Because OKRs without KPI design, and KPIs without flow thinking, produce the illusion of improvement with none of the outcome.
Key Themes
Most transformations look successful while they are running. Six months after the program closes, the gains are gone. This path builds the measurement architecture that tells the truth — the four feedback loops that distinguish temporary compliance from lasting capability change, and the leading indicators that surface reversion before it becomes irreversible.
Key Themes
Transformation leaders, L&D directors, and HR business partners need capability at the intersection of talent strategy, workforce design, and organizational effectiveness. This path covers workforce planning, competency frameworks, talent development strategy, performance management redesign, and succession planning for capability-critical roles — the people architecture that makes every other transformation path stick.
Key Themes
Closing the gap between AI deployment and AI capability — and building the data fluency that makes leaders effective consumers of the quantitative world AI is generating.
Fewer than 20% of people using AI tools are influencing any actual decision with them. This path gives leaders the decision influence rate metric, the human-in-the-loop audit methodology, the workflow integration design, and the decision rights architecture to close that gap — specifically for leaders who make decisions, not data scientists who build systems.
Key Themes
AI tools generate more data outputs than most leaders know how to critically evaluate. This path is not about data science — it is about data fluency for non-technical decision-makers: reading dashboards critically, understanding statistical significance, identifying misleading metrics, working effectively with data teams, and using data to challenge assumptions rather than confirm them.
Key Themes
Every ADAPT© learning path is designed around this distinction. It shapes how we build, deliver, and measure every cohort.
Practitioners from your organization — or across organizations — are grouped into a cohort working through the same ADAPT© learning path together, rather than learning in isolation.
Each session applies concepts directly to real organizational problems the cohort is facing. There is no passive content consumption — every session produces something the cohort can act on.
Cohort members check in with each other between sessions, share what they tried, and learn from what worked and what did not — building the practitioner judgment that a solo certification course cannot teach.
ADAPT© tracks what actually changes in how the cohort's organization operates — not completion rates or quiz scores. This is what makes ADAPT© outcome-based rather than content-based.
Agile coaches, Scrum Masters, change leads, and product managers looking to close a specific capability gap.
Teams that want to build shared capability and language together, rather than sending one person to a course.
Enterprises looking to build practitioner capability at scale ahead of — or alongside — a larger Capability Accelerator or Enterprise Program.
“I attended the ADAPT sessions while working as an Agile Transformation Coach at Wells Fargo Bank. The sessions were informative and are an eye opening on how to run a successful Agile Transformation.”
Inez Eldewek · Wells FargoNot sure which learning path fits your organization? A free 30-minute Capability Readiness Review will help identify the right starting point.
No obligation. No sales pitch. A clear, honest conversation about where you are.