Measuring the Progress of Transformation
If you’ve ever seen any of the Transformers films, you know quite well that one of the bots transforms, it happens in one smooth (if not lengthy) action. Pieces and features melt away to reveal something new, but comprised of the same parts. Any transformation is this way, including when organizations change.

In Part 1 of this two-part post, we discussed measuring specific metrics at each stage of a product’s lifecycle. We introduced the One Metric That Matters (OMTM) framework that helps identify a single measurement to gauge product’s success in a given stage of development, cutting noise from signal. Useful, right?

So how might we take this approach to enterprise transformation, particularly that in the HR space where metrics are everywhere, but not always illustrative of a People team’s success? If leveraging the Agile PeopleOps Framework, there is a Charter that captures the transformation to be made. We recommend using this approach to identifying OMTM metrics, and assigning them to stages.

For starters, let’s revisit Steve Glaveski’s table, with People Team-transformation additions:

Here, we can see the APF Transformation broken down by stage, with a key focus on where we want to see increased engagement. How you track that engagement is yours to own – each organization is different. But this framework enables you to focus on only one set of metrics at a time, thereby ensuring each stage is given the care and attention it needs, before others (Stakeholders, leadership) begin worrying about other defined metrics.

(Not detailed here, but worth making explicit, is that success of a given stage must be defined up front. This helps in many ways:

1) Aligns Leadership to the One Metrics That Matters, before the transformation begins
2) Enables retrospection as a transformation matures
3) Helps maintain focus on a given end goal, instead of trying to identify signal from noise mid-engagement

Determining what success looks like before you embark on your journey ensures the process will be scientific in nature, enabling learning and discovery, instead of trying to steer a ship without any idea of where to go.)

Taking these metrics, and using the Charter to document and track them, will help your APF transformation stay the course. It’s a great coaching tool for Leadership (e.g.: “What could we have done better here?”), but also a good living document for the folks you’re working with directly (it helps track and show progress made.)

Give it a try and let us know what you think! If you have questions about this approach, find us at

Author: Christopher Goscinski