● A capability system for the UK public sector
Most organisations are not short of training. They are short of the capability that training was supposed to build. LEAP closes that gap with structured labs that produce named, usable artefacts: things your team uses on Monday.
The problem
The Spending Review squeezes consultancy. The NHS 10-Year Health Plan demands new capability. Contractor dependency is unaffordable and politically exposed.
How we think about this →Training that doesn't stick is the most expensive line item in your transformation budget.
Of mandatory training shows no measurable behaviour change six weeks on.
UK public-sector spend on contractor capability gaps annually.
Capability hypotheses independently identified across 1.4M NHS staff.
The answer
Every LEAP lab produces named artefacts: service blueprints, decision records, commissioning briefs. Capability is not measured by attendance. It is measured by what your team does differently on Monday.
Browse the catalogue →Case study · Government Department
In their words.
Before LEAP
"We were constantly at the mercy of external consultants and their 'black box' processes for basic discovery work. It felt like we were paying a premium to not own our own methods, and every project started from scratch. We were stuck in a cycle of dependency, never truly building our own internal muscle."
After LEAP
"We'd been through countless KT sessions, but it was always 'their' methods, never truly ours. With LEAP, for the first time, we actually owned our approach to discoveries. We now have our own practices that we set, and it's been transformative. Even our suppliers now have to work within our framework, not the other way around. It's given us a level of control and confidence we haven't had before."
Featured labs · 04 of 18
A few of the labs teams keep coming back to.
Decisions Under Pressure
SCS · Senior judgement
SCS leaders make consequential decisions inside information fog, time pressure and political noise, but receive almost no structured practice in doing so. This lab gives them that practice.
→Service Redesign, In The Room
Working Level · User-centred service design
Teams arrive with a service that isn't working. They leave with a blueprint, a tested hypothesis and a plan to ship the change. Not a slide deck.
→AI With Judgement
Both Tiers · Applied AI literacy
Not 'what is an LLM'. A working session in which leaders and operators decide which AI use cases are worth pursuing, and which to refuse, using your real backlog.
→Commissioning Without The Fog
SCS · Procurement clarity
Most failed transformations begin with a fogged brief. This lab produces a clean, outcomes-anchored commissioning document senior leaders can sign and suppliers can answer.
→Four convictions
What we believe about capability.
01
In context, not in classrooms.
Capability grows inside the actual decisions, briefs and services your teams are working on this quarter.
02
Discovery is the learning.
Instruction is delivery. Discovery is capability. Our labs are designed so the participant arrives at the insight.
03
Artefacts, every time.
Decision records, service blueprints, commissioning briefs. Used in real work the following week.
04
Behaviour, not certificates.
We measure what people do differently. The only definition of capability that withstands a Spending Review question.
Procurement-ready
Three framework routes. No surprises.
CCS
Approved supplier
G-Cloud 14
Cloud support
DOS 6
Digital outcomes
Next step
See a lab.In thirty minutes.
A walkthrough of one lab end to end, including the artefacts your team would walk out with. No commitment.