Metrics at Every (Flight) Level
summary
A bank case study shows a concrete method: combine flight levels: team / coordination / strategy with a three-axis metrics cube (internal/external/delivery) to map every metric to a level so nothing is orphaned. Practical moves include linking boards end-to-end, running strategy/operations/service-delivery reviews, measuring psychological safety and engagement as leading indicators, and enforcing limit WIP at every level to reduce overburdening — outcomes reported are clearer alignment, faster end-to-end delivery and metrics that tie team work to strategic KPIs.
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chapters (14)
- 0:00Introduction
- 1:48Big picture plans problem
- 3:16Managed evolution components
- 4:19Flight levels in orgs
- 7:05Local optimums fail in agile
- 9:52Leadership and autonomy
- 13:25Innovative org characteristics
- 16:37Metrics rubric explained
- 20:08Metrics across flight levels
- 24:04Leader questions per level
- 26:57Limiting work in progress to reduce overburdening
- 28:41Flight levels for alignment
- 30:04Takeaways and next steps
- 31:27Q&A
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