RAPID Framework
Bain & Company's framework with five roles: Recommend, Agree, Perform, Input, and Decide.
When to Use
Use RAPID for high-stakes decisions in large organizations where multiple departments have legitimate authority. It works especially well when there are political dynamics, since it forces explicit agreement on who holds veto power (Agree) versus who makes the final call (Decide). Common in consulting, finance, and enterprise settings.
Steps
- 1
Assign the Recommend role
One person or group gathers data, analyzes options, and proposes a recommendation.
- 2
Identify who must Agree
These people have formal veto power. They must sign off or the decision is blocked. Keep this group small.
- 3
Define who will Perform
The people who will execute once the decision is made. Their feasibility input is critical early on.
- 4
Gather Input broadly
Consult subject matter experts and affected parties. Their input shapes the recommendation but doesn't carry veto power.
- 5
Empower the Decider
One person makes the final call, weighing the recommendation against the Agree parties' concerns.
Real-World Example
A global bank deciding on a new core banking platform used RAPID. Technology recommended a vendor, Compliance and Risk had Agree (veto) rights, regional IT teams provided Input, Operations would Perform the migration, and the CTO was the Decider. The framework prevented the typical 18-month stalemate by making authority explicit.
Pros
- Handles complex organizational politics well
- Explicit veto rights prevent surprise blocks
- Separates recommendation from final authority
- Battle-tested at Fortune 500 companies
Cons
- Complex to set up, and overkill for simple decisions
- Agree (veto) roles can still block progress if overused
- Requires organizational buy-in to work properly
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