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AgilityHealth Insights: What We Learned from 4,616 Teams About Improving Performance

At AgilityHealth®, our team has always believed there’s a correlation between qualitative metrics (defined by maturity) and quantitative metrics (defined by performance or flow). A few years ago, we moved to gather both qualitative and quantitative data. Once we felt we had a sufficient amount to explore, we partnered with the University of Nebraska’s Center for Applied Psychological Services to review the data through our AgilityHealth platform. The main question we wanted to answer was: What are the top competencies driving teams to higher performance? 

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8 Patterns to Set Up Your Measure and Grow Program for Success

We all know that any time you start something new in an organization it takes time to make it stick, and if teams and leaders find value, they will work to keep a program flourishing. The same is true when you implement a Measure and Grow Program within your organization. It takes planning and effort to get it started, but the rewards will definitely outweigh the efforts in the end.

At AgilityHealth®, our Strategists work with organizations every day to help them set up Measure and Grow programs that will succeed based on their individual needs. Through their experiences, they have noticed some consistent patterns across our customers, both commercial and government, for- and non-profit. Understanding these patterns can help you set up a program that’s right for your organization.

Before we jump into the patterns, let’s review what a Measure and Grow program is. Simply stated, it’s how you will measure your progress toward business agility. When we look at how Enterprise Business Agility was defined by Sally Elatta, AgilityHealth Founder, and Evan Leybourne, Founder of the Business Agility Institute, you can see why this is important.

The ability to adapt to change, learn and pivot, deliver at speed, and thrive in a competitive market.

        Sally Elatta, CEO AgilityHealth and Evan Leybourn, Founder, Business Agility Institute

We need to maintain our competitive edge, and in the process, make sure that healthy teams remain a priority—especially as we start to identify common patterns across teams.

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How 90 Teams Used Measure and Grow to Improve Performance by 134 Percent

One of our large financial services clients needed immediate help. It was struggling to meet customer demands and industry regulations and needed to align business priorities to capacity before it was outplayed by competitors. The company thought the answer would be to invest in Agile practices. But so far, that strategy didn’t seem to be paying off. 

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The Target Dojo Experience

 Travis Klinker, Target

At the EBA Summit this past September, Travis shared that starting an agile journey was not easy and they certainly had to practice patience. When starting Agile at Target not everyone was ready for the change. With a larger organization, it’s hard to change the mindset. The video recording of Travis’s presentation and slides can be found here.

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Scaling Agile Learning Across Your Enterprise

Reskilling… upskilling… the future of work. No matter how it’s defined, companies are challenged with a critical need to build – and retain – skilled workforces to stay competitive.

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Fund Your Transformation Efforts through Increased Agile Capitalization

With the severe impact COVID-19 has had on most businesses during the last several months, many organizations are putting their key transformation and improvement initiatives on hold.  This may be due to uncertainty of the future and the direction of the company, it could be due to changing priorities, but most commonly, it’s due to the financial impact many industries have suffered in 2020. Most organizations want to continue or embark on their transformation efforts but are finding it difficult to do so during this time. If you’re feeling the pain from these circumstances or simply need to free up some OpEx flexibility, allow me to introduce an approach that could help fund some of your transformation work or other key improvement initiatives that will help prepare for and lead future disruption.

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Realigning 2020 Priorities

Designing a Continuous Improvement Strategy Based on Data

Recently, companies have shifted from reacting to proactively responding to the disruptions COVID-19 created. They’re using these approaches to recover, thrive and move forward: 

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Evolving the Role of the Manager to Focus on Removing Obstacles for Their Teams

In traditional hierarchical organizations, the manager is looked to as the person with all the answers, the Decision Maker, the “Head Honcho”…  As we evolve our ways of working, though, we’re realizing that energized, engaged, and empowered teams consistently deliver more value than those led in a traditional “Command and Control” manner.  For those who haven’t viewed David Marquet’s “Greatness” video, I’d absolutely recommend taking 10 minutes to view it, as he does an amazing job bringing these concepts to life.

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Combining Assessment Insight and the Voice of Your Teams to Build Targeted Improvement Plans

Leaders across industries and geographies are continually being asked to “Do More with Less…”.  While this reality isn’t new, it’s definitely not going away anytime soon. The question, then, is how to consistently deliver more value across your teams in sustainable ways…  

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Coping With the “New Normal”

Maturing your teams in a distributed, virtual environment to mitigate coronavirus disruption

Key points

  • Organizations will increasingly create distributed, virtual teams to mitigate possible disruptions due to the coronavirus epidemic
  • Distributed, virtual teams can be high performing, but there are some additional challenges that often need to be solved for
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