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And as agile methods have become mainstream, organizations around the world are trying to find solutions to making agile scale. This is because, as North indicates, agile is essentially a “team-scale” method of working, and large organizations need a system to coordinate the work of many teams.
Sense and Respond
Jeff Gothelf, Josh Seiden
Based on this picture, these metrics can help you calibrate your progress:
- The total number of ideas evaluated per quarter (using, at minimum, ICE analysis and goals alignment)
- Number of ideas tested per quarter
- The number of ideas released per quarter
- Total number of tests and experiments conducted per month
- Percent of steps that generated learning (i.e., where we were able to rescore the idea and/or generate useful insights based on the evidence collected)
- Percent of ideas launched at least with a medium Confidence level (per the Confidence Meter)
- Percent of ideas released that generate measurable outcome improvements
The first four metrics are aligned with Linus Pauling’s observation that the way to have good ideas is to test many ideas.
Evidence-Guided
Itamar Gilad
Next, agree upon metrics of success. Eric Ries is great at this, so read his books The Lean Startup and The Startup Way to learn his in-depth methods for what he calls “Innovation Accounting.” But in short, the small team needs a set of metrics to define what a successful experimental outcome looks like. Note, these aren’t long-term business metrics; these are short-term experimental outcomes. Eric calls it validating your blind-faith assumptions.
Ask Your Developer
Jeff Lawson
...catch up on these, and many more highlights
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