Agile IQ® Score: 165+
A team at this stage of its agile journey is in the Ri stage of Shu Ha Ri. A Stage Five team has an Agile IQ greater than 165.
Teams at this stage are optimising their agile practice with metrics and Systems Thinking. This focus maintains their agility at the top level of capability maturity. They look beyond their own team to support others to be agile. They lead by example.
Granting these teams opportunities to lead is the key to sustaining this level of agility.
The types of behaviours that are commonly seen in Stage Five include:
Stage Five teams are rare. Those that make Stage Five typically evolve to Stage Five for brief periods of time having optimised the way they deliver specific outcomes.
It can take up to 2 years for teams to reach and sustain Stage Five behaviours. Many teams will not reach Stage Five.
Stage Five teams should be able to pivot to disruptive change within a 1-2 Sprints.
Teams at Stage Five should have the trust of leaders and should have greater decentralised decision-making power, particularly when it comes to supporting guilds and chapters.
Issues most often occur in Stage Five when:
Support these teams to help optimise the value stream, create alignment in other teams
Support teams to mentor others and improve their agile capability maturity.
Product budgets must include investment in time to support improvements in Time to Market and Ability to Innovate.
A system is a set of related components, such as people, processes and tools, that work together in an organisation to perform a set of functions required to achieve the organisation’s objectives.
Systems thinking is a way that high performing teams make sense of the complexity of product management by looking at delivery in terms of:
Systems thinking draws on and contributes to systems theory and the system sciences to help teams consider how to solve problems from thuis big picture, rather than focusing exclusively on small details.
A chapter is a collection of people who share a similar skill set and work in the same tribe. The chapter is led by a line member, who is also a squad member. Spotify popularised the term, using chapters as a way to build capability across different teams and to discuss ways of improving their specialised area.
Chapters and improvement of specialised capability areas should be a key part of a manager’s responsibility under an organisation’s operating model. Talented individuals in Stage Five teams should have leadership responsibilities in Chapters.
A Guild is a wider community of people who share the same interest. While Chapters typically span multiple teams in a single Agile Release Train or Product stream and focus on capability development of a single skill area, a Guild often includes members from all over the organisation and focuses on knowledge areas outside of common skillsets.
Stage Five team members make excellent guild coordinators. Their responsibility is to help:
EBM metrics reinforce:
A Guild’s ability to quickly deliver new capabilities, services, or products is measured by “time to market”.
The reason for looking at T2M is to minimise the amount of time it takes for the organisation to deliver value. Without actively managing T2M, the ability to sustainably deliver value in the future is unknown.
Improving T2M helps improve the frequency at which an organisation can potentially change the current value of a product.
Use Lean metrics to understand:
A Guild’s The effectiveness of an organization to deliver new capabilities that mightbetter meet customer needs.
The goal of looking at the A2I is to maximise the organisation’s ability to deliver new capabilities and innovative solutions.
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