Composability Fitness
Stage One: Agile IQ® 0-48
Your Composability
Your overall Agile IQ® score puts you in Stage One Composability. Stage One composability suggests that you have a number of people focussed on business transformation, but relative to other organisations, your overall ability to adapt effectively to change and be resilient is likely still fairly low.
Average time to pivot to change
Up to 6 months or more
Forecast cost savings
None
Average time to release value
Once a year
Forecast psychological safety
Very low
What is Stage One?
Stage One organisations are typically efficient. They rely on talented people to spring into action when change impacts the organisation. Unfortunately, because this capability isn’t embedded beyond specific individuals, a company’s agility isn’t yet scalable and success isn’t repeatable.
Starting with guardrails for self-management is a critical first step. Leadership should begin by moving from a plan-driven, approval based governance processes to a framework that supports distributed, emergent, and empirical decision-making. Decision-latency is a key factor in improving a company’s ability to adapt rapidly to change.
What to avoid
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.
| Team design | avoid |
Functional, single capability or component teams. |
| Self-organisation | avoid |
Autonomous teams. All teams should still have alignment of purpose, function, quality, standards and backlogs. |
| Cargo cult | avoid |
Assuming the symbols of agile make teams agile. Only a change in the way teams work will give the company the benefits of agile. |
Archetypal behaviours
Your Agile IQ® score shows that you may have traditional management behaviours in place over guardrails for self-management. These enable faster decision-making and improve responsiveness to change.
| Plan-driven, approval-based governance | move to |
Guardrails for self-management with set timeboxes, minimum agile roles, potentially releasable increment every Sprint. |
| Ad-hoc or waterfall practices | move to |
Cross-functional teams that can deliver outcomes without needing to rely on upstream or downstream teams to provide an increment of value. |
| Efficiency | move to |
Flexibility |
Key to growth
Your Agile IQ® score suggests that while there is some agile growth across your company, there may still be some competing priorities holding you back from improving your agility to adapt effectively to change.
| Self-organising teams | actions for growth |
Executives and managers must establish and promote guardrails for self-organisation. Agile needs to become the company's operating model. |
| Architecture | actions for growth |
Move from conventional enterprises services to composable, low-code, no-code services. |
| Improve the transparency of work | actions for growth |
Employ team backlogs over project gantt charts are a good place to start. |
Agile IQ® gives you real comparison data for composability fitness
- One assessment
- Instant comparisons to other companies of a similar age
- AI insights to inform business transformations decisions and capability improvement
Cost savings modelling
Track cost savings trends as Agile IQ® increases.
Time to pivot faster
See how you rate against other companies.
Throughput trends
Track cost savings trends as Agile IQ® increases.
