RAPL™ is most effective when it shapes role design, governance forums, performance standards and succession criteria across the leadership system — not just individual development.
RAPL™ organizational engagements move through five stages — from defining what the work demands, to embedding the capability into the system that develops and rewards leaders.
Define what the work actually requires from each senior seat — CEO, CIO, CHRO, CFO, COO, chief transformation officer, PMO leader and business-unit leaders — and what the consequences of weak capability look like.
Assess current leadership capability against the twelve RAPL™ capabilities, using structured interviews, decision journals and evidence-based evaluation rather than self-report alone.
Surface the gap between role demand and current capability as a visible heatmap — by seat, by phase, by capability — so that development investment is targeted where it matters most.
Build a development path for each seat and cohort, drawing on the Executive Certificate, targeted modules, executive coaching and applied work in live strategic initiatives.
Embed RAPL™ into role design, performance standards, succession criteria, executive governance forums and investment review — so the capability is reinforced by the system, not just training.
RAPL™ engagements can be commissioned as discrete diagnostic work, targeted cohort development, governance integration, or full multi-year rollouts.
Group development for senior leadership cohorts, built around the twelve RAPL™ capabilities.
A diagnostic engagement surfacing the gap between role demand and current leadership capability.
Embedding RAPL™ into investment review, sponsorship, performance and succession systems.
Multi-year capability development for entire leadership populations, with measurement against role demand.
The proposition is straightforward: leadership capability is more likely to change decisions and behavior when the system that defines, develops, assesses, rewards and refreshes it points in the same direction.
RAPL™ organizational engagements are designed to move beyond training alone — to influence the role profiles, governance forums, performance standards and succession criteria that shape what leaders actually do.
The RAPL™ research agenda explicitly tests whether capability embedded into role design and governance is more durable than standalone training. Read proposition P5 in the research page.
Engagements are scoped against the strategic work, the seats involved, and the system we need to influence.