Business Agility Health Radar Assessment

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  • 0:04 Measuring…
  • 1:08 Culture
  • 2:41 Process
  • 3:19 Design and Structure
  • 3:55 Technical Capacity
  • 5:10 Lesson Summary
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Lesson Transcript
Instructor: Scott Tuning

Scott has been a faculty member in higher education for over 10 years. He holds an MBA in Management, an MA in counseling, and an M.Div. in Academic Biblical Studies.

A business agility radar assessment helps organizations gauge their progress toward agility. This lesson outlines what elements to include in the assessment, and it discusses the importance and timing of a baseline assessment.

Measuring Transformation Progress

If you have kids, then you probably already know what question you'll hear the most when you take your next trip. ''Are we there yet?'' As soon as they're old enough, you probably told them that they could watch highway mileposts and distance-to-city signs so that they could figure this out on their own. Leaders on the front lines during times of transformation can learn to watch the milestones of progress and determine if the transformation process is remaining solidly on track.

About three to four times per year, an organization on the road to transformation should conduct a check-up known as a business agility health radar assessment to ensure adequate progress and scope. This assessment gets its name for the way it presents data to decision-makers: via a radar chart. A radar chart is a circular chart that makes it easy to digest changes (improvements or sliding) in a few, very specific areas. For organizations undergoing an agile transformation, the radar should have four dimensions: culture, process, organizational structure and design, and technical capacity. Let's look at each one in detail.

This is an example of a radar chart that is configured to present an agility assessment.


The culture portion of the radar assessment deals with the human-agile organization interaction. In general, it's looking at subjective data points like the affect and emotions of transformation participants. The cultural assessment portion of the radar typically includes elements like accountability, innovation, trust, satisfaction, and collaboration.

The accountability metric measures the degree to which commitments and promises are being delivered upon. Although each individual participant has responsibilities, this portion of the assessment is focusing on whether the organization itself is doing these things. Innovation rates an agile organization's demonstrated performance at finding creative, effective solutions to roadblocks and issues. Although this can be any issue or problem, this metric is particularly interested in gauging performance around unforeseen problems or concerns.

Analyzing trust speaks to whether the agile organization possesses and appropriately leverages the beliefs of stakeholders that the company has reliability, transparency, and capability in their core competencies. The quality of feeling satisfied gauges whether the agile organization is creating a culture that keeps stakeholders (especially employees) happy with the direction of the company and leadership. The target level of collaboration is realized when information flows freely across the organization and without engaging in self-protection by ''hoarding'' important information. (Hoarding, also called a ''silo'', occurs when an individual holds key information hostage in order to ensure their worth to the organization is not threatened.)


Like its transformational counterparts, including lean or TQM, business agility has a unique vocabulary that reflects its unique processes. In a radar assessment, process reflects on the organization's commitment and execution what makes agility happen. Business agility can be customized and adapted so that it's fine-tuned to a specific organization, but it's a bad idea to modify it (often unintentionally) so significantly that it no longer reflects agility. When leaders assess process agility, it should be rating itself on whether or not the organization's processes are compatible with the principles of business agility.

Design and Structure

The benefits of agility require an organizational structure that's consistent with agile principles as they relate to leaders, teams, stakeholders, and customers. Specifically, agile structure dictates that the organization's structure will:

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