Evolutionary Stages of Metrics

~630 Words | ~2.5min Read

Metrics are a powerful tool to lead people, arming them to improve the system even when you aren’t driving it. But they’re not one-size-fits-all. Running with the same metrics you used five years ago is like trying to win the Tour d’France with training wheels on.

The problem isn’t that you need better metrics. The problem is that what “right” looks like depends on where you are in your evolutionary process. Teams evolve through predictable stages of measurement maturity, and you can’t skip stages. Trying to measure cycle time when you don’t even know what’s in progress is futile.

Here’s the evolutionary model I use to guide the maturation of my teams: Nothing → Something → Standard → Flow → Indicator → Value.

Nothing → Something means you start tracking what work exists and where it is. Define the process. It doesn’t have to be perfect. But that’s the process you’re saying you have and the one you’re going to attempt to follow. This is Kanban territory. If you have nothing, start now. The transition is immediate.

Something → Standard means you define and track a consistent process. This is where Scrum lives. You’re establishing what your process actually is, even if it’s not standardized yet. You have a standard process. This is an automatic next step once you’re tracking work.

Standard → Flow happens after you’ve had consistent execution of the standard. That can take one to two quarters. In Flow, you’re measuring delivery cadence and cycle time. This is DevOps metrics territory. We only get paid when work is done, so getting stuff to flow through the company is the goal. You’re optimizing so work isn’t stuck in progress. Nor failing quality gates and creating backflow.

Flow → Indicator. Several quarters of establishing stable flow. Flow that recovers from perturbations and mistakes is the timing indicator. Here you move to tracking leading indicators of value like AARRR (Pirate metrics). You’re starting to link what you measure to what the business cares about, even if it’s not the final outcome yet.

Indicator → Value requires organizational maturity beyond your team’s control. Your organization must be able to capture metrics. You need data to inform decision-making based upon the value of the product. You’re measuring actual business outcomes now, not just proxies.

Activity metrics like “submitted a form” are training wheels. They’re useful for establishing process discipline, but you shouldn’t ever stay there. They help you answer “am I going through my process”? But eventually you need to stop measuring activity and start measuring the stuff that matters.

What do you need your team to focus on right now? That question drives which stage you’re in and what metrics will serve you. Recognize which stage you’re in. Then focus on the right next step. Don’t try to implement sophisticated metrics before you have the foundation.

Deming warned us: “People with targets and jobs dependent upon meeting them will probably meet the targets - even if they have to destroy the enterprise to do it.” That’s why metrics must evolve with your team’s maturity. Some metrics will help you establish a process. Some will help you refine it’s precision. But any performance target will be gamed to the detriment of your organization.

This framework is a map, not a replacement for deeper resources like Measure What Matters or How to Measure Anything. All models are wrong, but some are useful. This one aims to give you a sense of direction. Use it to help drive maturity using an incredibly powerful tool.

Admiral Grace Murray Hopper reminded us: “You manage things; you lead people.” Metrics help you guide people’s focus. The question isn’t what metrics should you use. The question is: what stage are you in, and what does your team need to focus on now?