The Agile Transformation and Its Metrics

Beat the system with its own weapons

It is wrong to sup­pose that if you can’t mea­sure it, you can’t man­age it — a cost­ly myth.

W. Edwards Dem­ing, The New Eco­nom­ics, p. 35

As orig­i­na­tors of this dog­ma either W. Edwards Dem­ing or Peter F. Druck­er are named. But nei­ther Dem­ing nor Druck­er ever said so. On the con­trary, both were well aware of the lim­its of mea­sur­a­bil­i­ty, espe­cial­ly when it comes to peo­ple and lead­er­ship.

Not every­thing that counts can be count­ed, and not every­thing that can be count­ed counts.

Albert Ein­stein

For a long time, I was firm­ly con­vinced that mea­sur­ing agili­ty and man­ag­ing agile trans­for­ma­tion with met­rics leads direct­ly into car­go cult hell. What real­ly counts, the effec­tive­ness, val­ue ori­en­ta­tion, adapt­abil­i­ty, resilience, cus­tomer sat­is­fac­tion or employ­ee sat­is­fac­tion, is quite dif­fi­cult to mea­sure.

Agile by nature | Rebel without a pause | Working out loud | Author of

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