The most common question before buying ADAPT is the right one: which paths are actually relevant to my role? Select your role below for a curated set of five recommended paths — ordered by where to start — with the reasoning behind each recommendation.
You own a transformation programme — strategy, execution, stakeholder alignment, and the human side of change. You need the frameworks to lead it and the credibility to influence at every level.
The foundational mindset shift every transformation leader needs first. Unlearn what made you successful before the transformation and build the adaptive capabilities the change requires.
The operating model for leading change — executive sponsorship, resistance mapping, and the cultural levers that distinguish compliance from commitment.
Strategy maps and balanced scorecards to connect transformation intent to execution reality and give every cohort a visible line of sight to organisational outcomes.
Build genuine buy-in, navigate political complexity, and run the sessions that surface real organisational commitment rather than performed alignment.
Meta-path: understand the full capability system your transformation is building — so you sequence investments that compound rather than cancel each other.
You facilitate Agile delivery and want to deepen your capability beyond ceremonies and frameworks — into the systemic thinking, adaptive leadership, and organisational influence that distinguish expert practitioners.
Built specifically for Scrum Masters and Kanban Leads already working in Agile contexts. Goes beyond ceremonies into servant leadership, impediment remediation, and scaling — 13 modules of practitioner depth.
Resolve the impediments Scrum surfaces but cannot fix. Borrows from value stream mapping and the theory of constraints to address what frameworks leave lingering.
Move from team-level Agile to organisational agility as a durable trait — not a framework adoption, but a permanent organisational capability.
Lead without authority in complex adaptive systems — the daily reality of an embedded Agile coach trying to move an organisation that doesn't report to you.
Integrate Lean and DevOps with your Agile practice for a cohesive delivery culture rather than three separate frameworks competing for priority.
You design and run learning programmes across an organisation. You need to build your own strategic capability — and a delivery system that produces organisational outcomes, not just completion metrics.
The strategic HR and L&D toolkit: talentship, capability architecture, HC Bridge ROI, performance management redesign, and succession planning. The foundational vocabulary for your role as a strategic partner.
Build the infrastructure that makes learning compound over time rather than evaporate after the programme. Communities of practice, after-action reviews, knowledge architecture, and measuring development ROI.
The measurement architecture that distinguishes genuine capability change from completion rate and NPS — the four feedback loops that tell whether anything actually changed.
Understand what your cohorts need to unlearn before you design what they learn. Active Inertia is the most important diagnostic for any L&D intervention.
Meta-path: design capability portfolios rather than training catalogues. Understand how capabilities compound and cancel across a transformation portfolio.
You sit at the intersection of people strategy and business execution and need the strategic frameworks — not the operational HR toolkit — to operate as a genuine business partner rather than a support function.
The core strategic HR toolkit: talentship, competency architecture, workforce planning, performance management redesign, and succession planning for capability-critical roles — not administrative HR.
Position yourself as an active change architecture partner, not a change recipient. Understand executive sponsorship, resistance dynamics, and the cultural tools that make interventions stick.
The organisational design principles — holacracy, dynamic re-teaming, collective intelligence — that make your HRBP interventions land in an adaptable rather than a rigid structure.
Influence without authority is the daily discipline of strategic HR. Executive storytelling, influencing without formal authority, and the facilitation capability to run the sessions that matter.
Build learning infrastructure, not just training programmes — the system-level view that separates strategic L&D from a training catalogue.
You design and implement change management plans and want to move beyond methodologies into genuine organisational behaviour change — and the facilitation and communication capability to deliver it.
The complete change management toolkit — executive sponsorship architecture, resistance mapping, cultural change tools, and the stakeholder analysis that distinguishes a plan from a guess.
Stakeholder communication strategy, facilitation mastery for workshops and working sessions, and the difficult conversation discipline that change management consistently demands.
The single most important diagnostic in change management: distinguishing adaptive challenges from technical ones. Most change programmes fail because they apply technical solutions to adaptive problems.
Understand and prevent the most consistent cause of change programme failure — change saturation, poor sequencing, and the accumulation of initiative debt that collapses commitment.
Baseline organisational culture, define the desired state, and distinguish culture from behaviours — two things that most change plans conflate and then wonder why the change doesn't hold.
Start with the first module of any path. Access all 25 paths from day one.
You sponsor or govern transformation at the executive level. You need the strategic frameworks to make informed decisions — not practitioner depth, but enough to ask the right questions and lead from the front.
Active Inertia — the most important concept for executives in transformation. Why the instincts that built your success are the primary obstacle to the transformation you are sponsoring.
Strategy maps and balanced scorecards to give strategic intent a visible, measurable, executable form — and connect what you decide to what organisations actually do.
The precise distinction between adaptive challenges (requiring genuine change in values and beliefs) and technical ones (requiring expertise). Most executives misdiagnose adaptive challenges as technical and wonder why expertise doesn't solve them.
The OKR and flow architecture that translates strategic direction into consistent team-level behaviour — the system most organisations lack between intent and outcome.
Lead AI-augmented organisations without delegating the decisions that matter. The decision influence rate and decision rights architecture that separates AI deployment from AI capability.
You lead product management, product strategy, or a product operating model transformation — and need both the product capability and the organisational context required to make it work.
The product operating model, value chain analysis, business-technology synchronisation, and funding model design that separates a genuine product organisation from a feature factory with a product label.
The cultural and organisational shift that modern technology adoption requires before any tooling decision makes sense. Technology adoption is a people problem long before it is a technology one.
Agility as a permanent organisational trait — what product organisations need to sustain velocity without accumulating the technical and organisational debt that slows them.
Connect product strategy to organisational strategy — the value chain analysis and balanced scorecard tools that make product direction legible to the leadership team that funds it.
Build genuine AI decision capability into your product organisation — not just AI features in your product, but AI-augmented decision-making in your team.
You work with multiple organisations across multiple transformation challenges and need breadth across disciplines — plus the facilitation and influence capability to land insight in contexts you don't control.
Meta-path first. The system-level view of how organisational capabilities compound and cancel — the diagnostic lens that separates transformation consultants from sophisticated change managers.
Your daily toolkit: executive storytelling for proposals and board sessions, facilitation mastery for workshops and working groups, and influencing without formal authority in every client system.
The adaptive/technical distinction that reframes most client problems you encounter. The most transferable single framework in the ADAPT programme — applicable in every client context.
Design capability systems rather than training programmes for your clients — the difference between a recommendation that changes an organisation and one that produces a report.
Coaching as a strategic resource — the manager-as-coach capability your clients consistently need and consistently underinvest in. The bridge between your strategic advice and their operational reality.
You lead a technology function or engineering organisation and need to build both technical culture and the broader organisational capability that modern engineering leadership requires.
Technology adoption as a cultural and organisational shift before it is a tools problem. DevOps and cloud adoption fail at the cultural level long before they fail at the technical one.
Integrate Lean, Agile, and DevOps into a genuinely cohesive engineering culture rather than three separately adopted frameworks generating competing priorities and rituals.
Build AI decision capability across your organisation — not just AI in your stack, but AI-augmented decision-making at every level of your engineering leadership.
Make your organisation capable of interrogating the data your systems generate — the difference between a metrics culture and a measurement theatre where dashboards accumulate and decisions don't change.
Connect engineering output to organisational strategy through OKRs and flow thinking — the system that makes technology investment legible to the leadership team and the board.
You connect strategy to execution — designing operating models, facilitating strategic planning, and ensuring that decisions translate into consistent organisational behaviour.
Strategy maps and balanced scorecards to give strategic intent a visible, executable form — and surface the cause-and-effect assumptions that most strategies leave implicit and untested.
The OKR and flow architecture that connects strategic direction to team-level behaviour — the system most organisations are missing between what the strategy says and what teams actually do.
Read your organisation as a system. Identify leverage points, trace feedback loops, and avoid the unintended consequences that most strategic interventions produce by treating symptoms as causes.
The organisational design principles — holacracy, dynamic re-teaming, blue ocean strategy — that make strategies executable rather than aspirational in systems that resist change.
Run the strategy sessions that produce real decisions rather than performed alignment. Facilitation mastery and political navigation are the practical disciplines of the Chief of Staff role.
Solo access starts at $49/month. First module free — no credit card. Cancel any time.
Not sure which tier is right? For Facilitators · For Organizations