One of the key differentiators between a high-performance organization & the rest is that they keep moving the needle on a more frequent basis. The differentiator is that rest of the organizations are more focused on uni-dimensionally focused on specific KPI’s, with a high trade-off to achieve efficiency, as against effectiveness. In this context, the workforce is always busy, working equally hard, however in terms of productivity or adding value, there is always a question mark.
Moving the needle, thus is an alignment across all levels, on achieving what would have a positive impact on the metrics? How is it getting measured, both with respect to productivity & impact? On it’s achievement, how would it differentiate the organization from its current context to post achieving it. Moving the needle, essentially is a positive & significant achievement transcending at all levels, from employees, teams, function & organization overall.
The Brew’s Moving the Needle Index is a capability maturity framework based combination of 5 factors, giving a sense of how an organization is doing on creating value:
- Go to Market time – This capability measures the frequency of delivery and the time to get the final product as expected into the hands of the customer. In the Go to Market time, the key drivers that we focus on are Key Operational Metrics, Product Owner’s Engagement, Team’s Creativity & Innovation, Self Organization, Generalists Specialists.
- Value delivered – This capability measures % completion of business outcomes, a function of overall expected throughput and improvements if any, over baseline throughput. In the Value delivered, the key drivers that we focus on are Key Operational Metrics, Planning & Estimation, Vision & Purpose, Goals & Outcomes, Delivery Cadences (Weekly, Monthly, Quarterly), Psychological Safety, Generalists Specialists.
- Predictability of delivery – Basically, this is the Say-Do ratio, measured as % of target work supposed to be delivered within the time committed. In Predictability of delivery, the key drivers that we focus on are Key Operational Metrics, Accountability, Stakeholder Confidence, Sustainable Pace, Planning & Estimation, Size & Skills, Allocation & Stability, Delivery Cadences (Weekly, Monthly, Quarterly), Roles.
- Response to change – This capability measures the entire cycle time from start to production, downtime & effort spend to complete a feature/deliverable. In Response to Change, the following constitute as key drivers are as follows: Key Operational Metrics, Impediment Management, Creativity & Innovation, Self Organization, Weekly Iterations, Generalists Specialists.
- Quality – This capability measures the Mean Time To Recovery rate accounting for unexpected deviations in the delivery process. It would typically include resumption from high severity incidents, % of releases resulting in high severity incidents, ratio of defects released to production to backlog items etc.
Not basing the premise on the amount of work delivered, the number of KPIs’ met or the number of hours worked upon, The Brew’s Moving the Needle framework ensures that everything rolls up to impact & outcomes. For high-performing organizations, it’s critical to exceed expectations & project differentiating value, which is where the capabilities above are considered leading indicators for Moving the Needle & creating value for the organizations.