Build capability inside your organisation.
One Human Capability System serves different populations. Institutional programmes apply its method within an agreed mandate, drawing on Academy instruction, Accelerator practice, and Institute research without turning any organisation into the owner of a person's record.
Design a programme →Different populations, the same human standard
The person remains the primary unit. An institution may commission a programme and receive reporting within an agreed scope; it receives no automatic access to individual assessments, goals, evidence, private reflections, conversations, notes, or meeting content.
Read the member-data covenant →Institutions with a public or organisational mission
- Corporations
Capability programmes for leaders, operators and technical teams, built around the decisions the company actually faces.
- Universities and community colleges
Applied instruction and enterprise formation that complement academic and workforce missions.
- Nonprofits and foundations
Organisational capability and programme design for institutions stewarding constrained or philanthropic resources.
- Governments and economic-development organisations
Programmes in entrepreneurship, workforce capability, commercialization, technology literacy, and institutional governance.
- Workforce organisations
Progressions that move people from foundational skill to demonstrable capability.
- Research institutions
Applied research, commercialization pathways, working groups, and methods that can be independently examined.
- Public-private partnerships
Defined contributions across public purpose, institutional capacity, private execution, and accountable measurement.
What a programme may contain
- Programme design
Objectives, populations, constraints, delivery models, and review gates defined before work begins.
- Entrepreneurship development
Founder formation from problem definition through operating discipline and market evidence.
- Workforce capability
Instruction, practice, assessment, and applied work tied to demonstrable ability.
- Commercialization support
Translation of research, invention, or expertise into a viable offer and market pathway.
- Applied research
Bounded inquiry with a stated method, evidence standard, and publishable learning.
- Institutional training
Leadership, capital, technology, and governance developed inside the organisation.
- Operating systems
Processes, decision rights, measurement, and technology designed to remain after delivery.
- Measurement design
Baselines, evidence sources, privacy thresholds, reporting periods, and verification methods.
Enquiry to accountable delivery
- 01Enquiry — the objective, the audience and the constraints
- 02Discovery — what must change, and how it will be observed
- 03Programme design — structure, sequence and assessment
- 04Proposal or RFP response
- 05Contract
- 06Delivery, in person, remote or hybrid
From programme design to accountable reporting
Economic-development work is treated as one operating sequence. Each stage has a named responsibility, evidence requirement, and handoff; participation is never reported as impact by itself.
- 01Design
- 02Recruit
- 03Educate
- 04Accelerate
- 05Support
- 06Measure
- 07Report
Lawful structures, stated plainly
Work may be structured through contracts, RFPs, RFQs, service agreements, institutional partnerships, or grants where Anabasis Corporation and the proposed work are eligible. No structure is presumed before procurement, legal, and delivery requirements are known.
A grant is one possible lawful funding mechanism. Anabasis does not represent that funding is available, that an application will succeed, or that grant funding is required for an engagement.
Public-private programmes may combine public purpose and access, educational or research capacity, philanthropic support where lawful, and private-sector delivery or market participation. Each contribution, obligation, and reporting boundary is defined in writing.
Agree the evidence before the programme
A programme selects only the categories relevant to its mandate. Each measure receives a baseline, reporting period, evidence source, privacy threshold, and verification method before delivery begins.
- Capability movement
- Whether assessed ability changed, rather than whether content was consumed.
- Enterprise formation
- Whether a proposed enterprise reached a defined legal, operating, or product milestone.
- Commercialization readiness
- Whether an offer, evidence base, operating model, and market path meet an agreed standard.
- Market entry
- Whether a participant entered a defined market through verified activity, not projection.
- Organisational capacity
- Whether the institution can continue the work with clearer roles, systems, and judgement.
- Economic participation
- Whether people or organisations gained a verified path to productive economic activity.
These are prospective measurement categories, not representations of outcomes already achieved. Applications, attendance, page activity, and projections are not reported as verified economic impact.
Public programme operations are not proprietary investment activity.
Participation in a publicly funded or institutional programme creates no investment relationship. Any later use of Anabasis Corporation's own capital requires a separate decision, separate documentation, and disclosure and management of relevant conflicts.