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.
There are distinct sets of behaviours that strengthen as a team becomes more agile. While their growth in these behaviours is not linear, it does follow a predictable pattern of development and team evolution.
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:
Four key behaviours are paramount to building an agile enterprise: self organisation, agile values, continuous learning culture, and sprinting.
As these behaviours become stronger, enterprise agile outcomes grow, including lower costs and faster time to deliver, while maintaining high quality standards.
Agile roles are distinct from project management roles and responsibilities. They focus on value, long-lived teams, and specialist roles like Scrum Masters to help build effective agile teams.
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