Agile Maturity
Stage Five: Agile IQ® 166-200
A score of 166-200 puts you at Stage Five. Stage Five suggests that your company aggressively persues continuous and relentless improvement at a whole ‘systems’ perspective over just teams in order to strengthen product management and delivery.
< 1 week
Up to $30M+
Every day
Very High
Stage Five companies are global leaders. They have an aggressive focus on the customer and their needs and can rapidly pivot to change through their network of teams over engaging a hierarchy in a plan-driven, approvals based governance. Stage Five companies have a ‘systems thinking’ mindset and operate to optimise the whole value stream. Their teams are made of “versatilist” over generalists and specialists and are highly attuned to their business environment.
86% of business transformations fail. Don't make decisions based on "gut instinct". Base growth on data that compares you to other companies and their successful actions for improvement. Agile IQ® provides you with this data.
| Leadership and governance | avoid |
Leaving teams as just teams. Decentralise more responsibility to high performing teams, including more leadership responsibilities, including responsibility for improving composability fitness. |
Your Agile IQ® score shows that you think about the "big picture" and optimising its parts, governance, and architectures, rather than on optimising for outcomes for one project, product, or customer at the cost of another.
| Leaders optimise for their own outcomes | move to |
Teams sacrifice their own needs over the needs of the whole value stream. |
| Continuous improvement | move to |
Product management actively invests in capability improvement. |
| Individual OKRs | move to |
Product based OKRs and KPIs that focus on deliberate investment and experiementation for impact, flow and capability outcomes. |
While your Agile IQ® score is very high, there is always more to learn to optimise outcomes for customers.
| Agile leadership | actions for growth |
Executives and managers should lead by example and work in executive agile teams. |
| Agile capability management | actions for growth |
Invest in improving time to market and ability to innovate as part of the improvement of products and creating capavbility to enter new markets. |
| Inspecting/adapting cycle for OKRs | actions for growth |
Employ Sprint Reviews and quarterly review cycles on inspecting progress toward OKRs and adapting initiatives to ensure these are reached. |
Track cost savings trends as Agile IQ® increases.
See how you rate against other companies.
Track cost savings trends as Agile IQ® increases.
