Stop · Go · Build
To embrace this future, we have to stop in order to stabilise ourselves. Three urgent moves, starting now:
The three-month plan
The programme that turns the Stop · Go · Build decision into sequenced work: three tracks running in parallel, a small number of hard dependencies between them, and a gate at every point where one track releases another. This page is the starting-point plan — the shape and the dependencies are settled; squad allocation and calendar dates need Leadership.
Portfolio framework: rebuild · remediate · retire
STOP pauses every legacy product — but not every product should come back the same way. This framework gives each product an explicit disposition, decided on evidence and recorded as a decision, so the portfolio exits STOP deliberately instead of drifting back to business as usual. It structures the decision; the decision itself belongs to Leadership and Product.
Operating model
The minimum squad
Adoption & change management
RAPID succeeds or fails as a change programme, not a tooling rollout. The risk isn't that the agents underperform — it's that the people asked to work differently quietly don't, or that the people we most need to keep conclude the model has no place for them. This playbook structures adoption on ADKAR — Awareness, Desire, Knowledge, Ability, Reinforcement — with the honest conversations up front.
Role-based training curriculum
One umbrella curriculum with modules per role — not ten separate courses. Every role's job changes when agents do the typing, and this curriculum is how each role learns its new one. It is deliberately practical: every module ends in a lab against the RAPID project scaffold with a graded exercise, because directing and reviewing agents are skills acquired by doing, not by watching slides.
Decisions
1 item