Ability to Innovate Ability to Innovate Ability to Innovate Ability to Innovate Ability to Innovate Ability to Innovate Ability to Innovate Ability

Ability to Innovate Ability to Innovate Ability to Innovate Ability to Innovate Ability to Innovate Ability to Innovate Ability to Innovate Ability to Innovate web
version
Production Incident Active Product (Code)
Time Spent Merging
Time Spent
2024
Innovation Rate Defect Trends On-Product Index Installed Version Index Technical Debt Code Between Change Failure Rate Employee Engagement
Branches

v.1.1
Count Context-Switching
Branches

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A2I A2I A2I A2I A2I A2I A2I A2I A2I A2I A2I
Innovation Rate Defect Trends On-Product Index Installed Version Index Technical Debt Production Incident Count Active Product (Code) Branches Time Spent Merging Code Between Branches Time Spent Context-Switching Change Failure Rate Employee Engagement

A concept in programming that reflects Examples include time lost to interrup-

The percentage of effort or cost Measurement of change in defects The number of times in a given period that
The number of versions of a product that the extra development and testing work The amount of time spent applying tions caused by meetings or calls, time The percentage of released product A measure of the degree to which employ-
spent on new product capabilities, since last measurement. A defect the Development Team was interrupted to The number of different versions (or
are currently being supported. This reflects that arises when “quick and dirty” solu- changes across different versions spent switching between tasks, and time changes that result in degraded service and ees are aligned with and bought-in to the
divided by total product effort or cost. is anything that reduces the value of the The percentage of time teams spend fix a problem in an installed product. variants) of a product or service. Provides
the effort the organization spends support- tions result in later remediation. It creates of a product or service. Provides insight lost when team members are interrupted require remediation (e.g. hotfix, rollback, organization’s goals.
This provides insight into the capacity of product to a customer, user, or to the working on product and value. The number and frequency of Production insight into the potential impact of change
ing and maintaining older versions of an undesirable impact on the delivery of into the potential impact of change and to help people outside the team can give patch). For more information,
the organization to deliver new product organization itself. Defects are generally Incidents can help indicate the stability and the resulting complexity of work.
software. value and an avoidable increase in waste the resulting complexity of work. simple insight into the magnitude see the DORA 2019 report.
capabilities. things that don’t work as intended. of the product.
and risk. of the problem.

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Current Value Current Value Current Value Current Value Current Value Unrealized Value Unrealized Value Unrealized Value

Desired Customer
Revenue per Employee Product Cost Ratio Employee Satisfaction Customer Satisfaction Customer Usage Index Customer or User
Potential Market Share Experience or
Satisfaction Gap
satisfaction

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CV CV CV CV CV UV UV UV
Revenue per Employee Product Cost Ratio Employee Satisfaction Customer Satisfaction Customer Usage Index Potential Market Share Customer or User Satisfaction Gap Desired Customer Experience or satisfaction

Measurement of usage, by feature, to help

The ratio (gross revenue / # of employees) Total expenses and costs for the Some form of sentiment analysis to help infer the degree to which The potential market share that
Some form of sentiment analysis to help
is a key competitive indicator within product(s)/system(s) being measured, gauge customer engagement customers find the product useful the product might achieve if it better met The difference between a customer or
gauge employee engagement, energy, and A measure that indicates the experience
an industry. This varies significantly including operational costs compared and happiness with the product. and whether actual usage meets customer needs. user’s desired experience and
enthusiasm. that the customer would like to have.
by industry. to revenue. expectations on how long users should their current experience.
be taking with a feature.

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Time-to-Market Time-to-Market Time-to-Market Time-to-Market Time-to-Market Time-to-Market Time-to-Market Time-to-Market Time-to-Market Time-to-Market Time-to-Market Time-to-Market

Build and Integration Release Stabilization Time to remove

Release Frequency Mean Time to Repair Customer Cycle Time Lead Time Lead Time for Changes Deployment Frequency Time to Restore Service Time-to-Learn Time to Pivot
Frequency Period Impediment

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T2M T2M T2M T2M T2M T2M T2M T2M T2M T2M T2M T2M
Build and Integration Frequency Release Frequency Release Stabilization Period Mean Time to Repair Customer Cycle Time Lead Time Lead Time for Changes Deployment Frequency Time to Restore Service Time-to-Learn Time to remove Impediment Time to Pivot

The time spent correcting product A measure of true business agility that presents the
problems between the point The amount of time from when an idea is elapsed time between when an organization
The number of integrated The number of releases per time period, The average amount of time The amount of time from when work The amount of time to go from The number of times that the organization The amount of time between the start of receives feedback or new information and when it
the developers say it is ready to release proposed, or a hypothesis is formed until The average amount of time from when an
and tested builds per time period. e.g. continuously, daily, weekly, monthly, it takes from when an error is detected starts on a release until the point where code-committed to code successfully deployed (released) a new version of the a service outage and the restoration The total time needed to sketch an idea responds to that feedback; for example, the time
and the point where it is actually a customer can benefit from that idea. impediment is raised until when it is
For a team that is releasing frequently quarterly, etc. This helps reflect the time and when it is fixed. This helps reveal it is actually released. This measure helps running in production. product to customers/users. of full availability of the service. or improvement, build it, deliver it to between when it finds out that a competitor has
released to customers. This helps repre- This measure may vary based on customer resolved. It is a contributing factor to lead delivered a new market-winning feature to when
or continuously, this measure is needed to satisfy the customer with new the efficiency of an organization reflect an organization’s ability to reach For more information, For more information, For more information, users, and learn from their usage.
sent the impact of poor development and product. It is a contributing factor for time and employee satisfaction. the organization responds with matching or
superseded by actual release measures. and competitive products. to fix an error. its customer. see the DORA 2019 report. see the DORA 2019 report. see the DORA 2019 report.
practices and underlying design and code customer satisfaction. exceeding new capabilities that measurably
base. improve customer experience.

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