Measuring Agility - Overview of Evidence-Based Management (EBM)

Overview of Measuring Agility

In this video, the speakers provide an overview of what to expect in the course on measuring agility. They discuss how they will cover measurements and metrics, goals, and empiricism.

Course Structure

• The course will start with measurements and metrics, followed by goals and then empiricism.

• The class will cover four key value areas of evidence-based management: unrealized value, current value, time to market, and ability to innovate.

• The speakers will share some of the metrics they use in their businesses but note that there is no best way to measure these things.

• Each key value area has supporting key value metrics (KVMs), which the speakers will explain.

Evidence-Based Management

• The first topic covered in the course is evidence-based management (EBM).

• There is no certainty around what you should absolutely measure for EBM; it depends on your situation.

• The course will have separate episodes on each KVA so that viewers can gain insight into each one.

Conclusion

The speakers provide an overview of what viewers can expect from the course on measuring agility. They emphasize that while they will cover measurements and metrics, goals, and empiricism, there is no one-size-fits-all approach to measuring agility.

Setting Goals

In this section, the speaker introduces the importance of setting goals and how they relate to strategic, intermediate, and tactical goals. The speaker emphasizes that setting goals is vital to understanding what evidence to collect and how it can influence future goal-setting.

Importance of Goals

• Goals are vitally important in determining human behavior in the office environment.

• Setting measurable goals helps drive behaviors that align with desired outcomes.

• Without clear goals or with poorly defined ones, unexpected behaviors may arise.

Empiricism and Complex Situations

• The goal of Evidence-Based Management (EBM) is to allow for empiricism in complex business situations where traditional planning processes fall short.

• Setting goals and gathering evidence will influence how businesses operate, communicate, and plan for the future.

• Retiring measurements or changing goals is acceptable if they no longer serve a purpose or are too expensive.

Getting Started with EBM

• Getting started with EBM depends on the context of your environment.

• There is no one-size-fits-all approach to implementing EBM as each implementation will be unique depending on conversations, people involved, products being developed, etc.

• Tips for getting started include not trying to solve everything at once and using examples from experienced practitioners.

Starting Off with EBM

In this section, the speakers discuss why starting off with EBM requires an understanding of its purpose rather than just following a guide. They also emphasize that getting started will depend on individual contexts.

Understanding Purpose

• Following a guide without understanding why can lead businesses down the wrong path.

• Understanding how setting goals and gathering evidence impacts business operations is crucial before implementing EBM practices.

Unique Implementations

• Implementing EBM will be unique depending on conversations, people involved, products being developed, and the context of the organization.

• There is no one-size-fits-all approach to implementing EBM.

Tips for Getting Started

• Don't try to solve everything at once.

• Use examples from experienced practitioners.

• Start in a good place that aligns with your current business goals.