Composability Fitness
Stage Two: Agile IQ® 49-92
Your Composability
Your overall Agile IQ® score puts your composability in Stage Two. Stage Two suggests that you are likely learning how to support self-managing, cross-functional, agile teams. This is where most company’s business transformation gains traction.
An organisation will become “agile” and more resilient to change when the basics are truly mastered.
Average time to pivot to change
Up to 30 days
Forecast cost savings
Low
Average time to release value
More than 1 month
Forecast psychological safety
Low
It typically takes a company 1 year to reach Stage Two. Improved adaptability and cost savings will start to come when the company moves into Stage Three.
What is Stage Two?
Stage Two organisations are strongly invested in learning and focussing on getting the basics of their agile operating models right. Some adaptability exists, but it isn’t resilient. It can be quite fragile.
While organisations at this stage of composability fitness have adaptability, they often lack resilience. When disruptive change occurs, many slip back into older, more comfortable ways of handling change, esptypically devolve to criss management.
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.
| Customisation | avoid |
Tailoring practices you don't yet have any experience with. |
| Agile values | avoid |
People will claim they have an agile mindset but have no change to their work behaviours. An agile mindset requires demonstration through agile behaviours. |
| Cargo cult | avoid |
Teams often missunderstand visual management for Kanban, and use it as an excuse not to change to using Sprints and increments of work. |
Archetypal behaviours
Your Agile IQ® score shows that you may have both project teams and agile teams. Focussing on developing one will help yield faster time to market. lower costs, and improved adaptability.
| Customising practices | move to |
Learning the fundamentals before your company starts customising it doesn't yet have any experience with. |
| Customising roles and titles | move to |
Alignment to industry standards with new words that will help create change |
| Creating an overly complex company-wide "agile methodology" | move to |
Keeping things simple |
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.
| Ensure key agile roles are in place | actions for growth |
Understand the role off managers versus Product Owners and Scrum Masters. Ensure minimal agile roles are supported. |
| Changing digital practices | actions for growth |
Learning mindset. Focus team leads and capability managers on improving the company's capabilities over directing and task managing them. |
| Focus on teams | actions for growth |
Self-organisation with guardrails established by management |
| Create consistency | actions for growth |
Creating consistency of practice and terminology so that everyone has a shared understanding of how work is now delivered |
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.
