RAPID model
Developed by Bain & Company, the RAPID model is a decision-making tool that clarifies responsibilities when decisions involve multiple project participants. Team members are assigned the various roles necessary for making a decision, as set out in the model. This precise assignment of roles is intended to improve the effectiveness of decision-making.
Content
What does RAPID stand for?
The various roles are represented by the acronym 'RAPID'. The five essential roles of the RAPID model are: ‘Recommend’, ‘Agree’, ‘Perform’, ‘Input’ and ‘Decide’. Each role has clear responsibilities to ensure decision-makers receive all necessary information in a timely manner. The order of the letters in the acronym is not binding; for example, input may be required earlier.
The role of ‘Recommend’ (R)
Recommendations drive the decision-making process. First, relevant information is collected and analysed. Then, a recommendation is developed for the decision-maker. Only one person is appointed as the recommender for each decision. This person has full access to all relevant information. Initially, the recommender coordinates with the decider on the strategic context, schedule, decision criteria, and required information. They must enjoy the trust of the decision-maker and be credible to all other RAPID roles. They are also responsible for guiding project participants and involving them in a timely manner to ensure fast and efficient decision-making.
The role of ‘Agree‘ (A)
The person responsible for agreeing must confirm that the final recommendation can be submitted to the decision-maker. Agreer roles are not required for all decisions. However, if this role has been assigned, it ensures that the recommendation meets certain mandatory requirements, such as legal or regulatory ones. If the 'Recommend' and 'Agree' roles cannot reach an consensus, the 'Decide' role makes the final decision.
The ‘Perform’ role (P)
Once a decision has been made, the 'Perform' role must be assigned promptly to ensure a smooth transition to the implementation phase. That responsibility lies with the 'perform' role. They should understand the intent and context of the decision. They identify the individuals or teams that will implement the decision, marking the final step in the decision-making process. This demonstrates that the RAPID process does not have to be carried out in the order of the acronym. Ideally, the performers are determined at an early stage and, if appropriate, are also involved in the input role. Performers can also highlight potential implementation issues that should be considered during the decision-making process.
The ‘Input’ role (I)
This role contributes expertise, experience and information relevant to decision-making, which helps to shape the recommendation. Ideally, this role should be filled at an early stage. Those in this role bear a great deal of responsibility and can significantly influence the quality of decisions through their well-founded, timely and credible contributions. Those in the 'Input' role should either be directly affected by the decision or involved in its implementation. This enables them to identify potential risks and downstream effects at an early stage. Even if their input is not taken into account in the final decision, they must feel involved, respected and empowered throughout the decision-making process.
The role of ‘Decide’ (D)
The 'Decide' role makes the final decision that commits the organisation to action. It considers the advantages and disadvantages in detail and takes main responsibility for the outcome. First, it consults with the recommender on the appropriate decision-making process. It then communicates the decision and the reasons for it to those involved in the project. It also ensures that the decision is supported by the necessary resources. Ideally, there should be one decision-maker for each decision. If a group is responsible for making decisions, it should be clarified in advance how decisions will be made in the event of disagreement, for example by majority vote.
The role of ‘Recommend’ (R)
Recommendations drive the decision-making process. First, relevant information is collected and analysed. Then, a recommendation is developed for the decision-maker. Only one person is appointed as the recommender for each decision. This person has full access to all relevant information. Initially, the recommender coordinates with the decider on the strategic context, schedule, decision criteria, and required information. They must enjoy the trust of the decision-maker and be credible to all other RAPID roles. They are also responsible for guiding project participants and involving them in a timely manner to ensure fast and efficient decision-making.
The role of ‘Agree‘ (A)
The person responsible for agreeing must confirm that the final recommendation can be submitted to the decision-maker. Agreer roles are not required for all decisions. However, if this role has been assigned, it ensures that the recommendation meets certain mandatory requirements, such as legal or regulatory ones. If the 'Recommend' and 'Agree' roles cannot reach an consensus, the 'Decide' role makes the final decision.
The ‘Perform’ role (P)
Once a decision has been made, the 'Perform' role must be assigned promptly to ensure a smooth transition to the implementation phase. That responsibility lies with the 'perform' role. They should understand the intent and context of the decision. They identify the individuals or teams that will implement the decision, marking the final step in the decision-making process. This demonstrates that the RAPID process does not have to be carried out in the order of the acronym. Ideally, the performers are determined at an early stage and, if appropriate, are also involved in the input role. Performers can also highlight potential implementation issues that should be considered during the decision-making process.
The ‘Input’ role (I)
This role contributes expertise, experience and information relevant to decision-making, which helps to shape the recommendation. Ideally, this role should be filled at an early stage. Those in this role bear a great deal of responsibility and can significantly influence the quality of decisions through their well-founded, timely and credible contributions. Those in the 'Input' role should either be directly affected by the decision or involved in its implementation. This enables them to identify potential risks and downstream effects at an early stage. Even if their input is not taken into account in the final decision, they must feel involved, respected and empowered throughout the decision-making process.
The role of ‘Decide’ (D)
The 'Decide' role makes the final decision that commits the organisation to action. It considers the advantages and disadvantages in detail and takes main responsibility for the outcome. First, it consults with the recommender on the appropriate decision-making process. It then communicates the decision and the reasons for it to those involved in the project. It also ensures that the decision is supported by the necessary resources. Ideally, there should be one decision-maker for each decision. If a group is responsible for making decisions, it should be clarified in advance how decisions will be made in the event of disagreement, for example by majority vote.
Advantages of the model
Not every decision requires the formal assignment of RAPID roles, since the effort involved should be proportionate to the benefits. Nevertheless, using the model makes decision-making processes more transparent and efficient by clearly assigning responsibilities. This reduces ambiguity and promotes rapid implementation. A key advantage is the structured assignment of participation rights, as it is clearly defined which project participants can provide feedback and which cannot.
Initially, it is advisable to apply the model to frequently recurring decisions, as its application becomes more intuitive and flexible with experience. Organisations that use RAPID in a targeted manner can achieve visible improvements in important decisions, while also strengthening their teams' overall decision-making ability.
Ultimately, effective decision-making is a key factor in business success. High-performing companies are characterised by their ability to consistently make high-quality decisions.
Initially, it is advisable to apply the model to frequently recurring decisions, as its application becomes more intuitive and flexible with experience. Organisations that use RAPID in a targeted manner can achieve visible improvements in important decisions, while also strengthening their teams' overall decision-making ability.
Ultimately, effective decision-making is a key factor in business success. High-performing companies are characterised by their ability to consistently make high-quality decisions.
Potential stumbling blocks
It should be emphasised that RAPID cannot be used flawlessly from the outset and requires time to become intuitive. Effective application of the model requires practice and a shared learning curve within the team. However, with increasing experience, its use becomes more intuitive and efficient.
The allocation of roles can lead to conflict if people see themselves in a different role or feel overlooked. Such tensions should be openly addressed and clarified early on to maintain trust within the team and avoid straining cooperation. Transparent communication and a clear framework help to make roles comprehensible and acceptable. Furthermore, decisions do not necessarily have to be made by a leader. There are various reasons for this; for example, it can prevent bias, and the decision can be made by someone who is more familiar with the subject matter. The model thus creates the opportunity to allocate responsibility where it is most effective.
The allocation of roles can lead to conflict if people see themselves in a different role or feel overlooked. Such tensions should be openly addressed and clarified early on to maintain trust within the team and avoid straining cooperation. Transparent communication and a clear framework help to make roles comprehensible and acceptable. Furthermore, decisions do not necessarily have to be made by a leader. There are various reasons for this; for example, it can prevent bias, and the decision can be made by someone who is more familiar with the subject matter. The model thus creates the opportunity to allocate responsibility where it is most effective.
Conclusion
If the team is faced with a decision that could go in different directions due to various factors, they can use the RAPID model to help them make it. This allows everyone to take on a role and participate in the decision-making process. Although this can be challenging, it ensures a quick and effective decision.
Author: IAPM internal
Keywords: Project management, RAPID model