Understanding behaviour needs the science of psychology.
Agile IQ®’s AI with machine learning understands the statistical correlation between behaviours, traits, and mindset, and business outcomes, such as improved flow of value and decreased costs. As certain behaviours get stronger, business results improve.
All it takes is one assessment, and you can compare your teams’ behaviours against others at a similar stage in their agile journey.
Links assessments of behaviours, and business outcomes, to improvement actions you can track through Jira.
Assesses the behaviours that are strongest, not a team survey of subjective actions.
Ensures insights on behaviours are objective, scalable, and repeatable best practice.
In Stage One, companies typically don’t see a lot of returns:
‘Agile in Name Only’ is often the term used to describe companies that just tweak at the edges of their processes. If your Agile IQ benchmarking doesn’t show any improved throughput or time to market, it’s likely you are indeed at Stage One.
Stage Two beds down the essential aspects of inspecting progress on at least a monthly basis and adapting forecasts, milestones and plans. The rythm of the Sprint helps teams to get into the habit of adapting to change when they need to, when they get feedback, and when their delivery plans don’t turn out right.
In Stage Two, companies start to see some returns:
Establishing agile roles and aligning with industry standards is key at this stage over trying to customise a range of patterns and practices the organisation is not yet fully proficient with.
In Stage Three, companies start to see significant business impacts:
Stage Four companies and their teams are typically focussed on:
Stage Four organisations are high performers. Their teams regularly show consistent high throughput at a high level of quality and sustainable pace. It shouldn’t be unusual for their teams to double their throughput when the type of work is consistent over a few months.
Stage Four companies typically see the following impacts and outcomes from their ongoing investment in agile capability maturity:
In Stage Five, companies continuously improve their capability with a focus on:
Stage Five companies are global leaders. They have an aggressive focus on the customer and their needs and making rapid decisions through their network of team over the hierarchy. Stage Five teams have a ‘systems thinking’ mindset and operate to optimise the whole value stream.
Stage Five companies are rare. They actively and continuously invest in agile capability maturity because their data reinforces the ongoing benefits it gives to business impacts and customer outcomes:
Track cost savings trends as Agile IQ increases.
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