The Triple T Metric v1.0
There is an increasing amount of chatter and confusion out there around what organizational agility is and feeling that it must be important to organizational success.
But, before we discuss organizational agility, it is important to define what we mean by the term.
BusinessDictionary.com has a decent definition:
“The capability of a company to rapidly change or adapt in response to changes in the market. A high degree of organizational agility can help a company to react successfully to the emergence of new competitors, the development of new industry-changing technologies, or sudden shifts in overall market conditions.”
Usually people begin speaking about organizational agility and its importance to the success of the organization when they speak about the increasing pace of change, and the challenge the organization faces in keeping up.
Because of this, one of the key measures of organizational agility you may want to consider using, I like to call the Triple T Metric:
The Triple T Metric is a measure of how long it takes an organization to make a transformation. But to measure your progress on the Triple T Metric over time, you must define it and measure it in a consistent manner. So, if a transformation is like a trip from Point A to Point B, we must define Point A and Point B.
- Point A = the point in time at which the organization recognizes a change is needed away from the steady state
- Point B = the point in time at which the organization successfully arrives at the new steady state
You’ll notice that Point A doesn’t start at the point at which people AGREE that a change is needed and AGREE to make it, but at the point the organization RECOGNIZES a change is needed. This is because there is great opportunity to increase your organizational agility by increasing the speed at which the organization moves from recognizing the need for change, to agreeing to change, to planning the change, to executing the change.
This is just v1.0 of our discussion of the Triple T Metric, to introduce the concept. We’ll get into more detail in a future article when we introduce a new visualization of the change process from my upcoming Change Planning Toolkit™. At that time we’ll tie the Triple T Metric to that visualization of the change process and break down the time to transform into its component stages so that you can not only get some insight during your Change Planning into how long each component stage might take, but also so you can measure your progress over time on roughly equivalent change efforts.
All of these transitions must be included because organizational agility is ultimately about how quickly the organization can successfully plan, lead, and execute (manage and maintain) a change effort, increasing your organizational agility requires that you increase both your change capability and your change capacity.
For more on change capability and change capacity, check out my previous article:
And for a first take on the four keys to successful organizational change, check out:
How fast can your organization change?
If you want to learn how to change faster, and make your organization more agile, stay tuned!
Braden Kelley is a popular innovation speaker, builds sustainable innovation cultures, and tools for creating successful change. He is the author of the five-star book Stoking Your Innovation Bonfire and the creator of a revolutionary new Change Planning Toolkit™ coming soon. Follow him on Twitter (@innovate) and Linkedin.