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4 metrics for Enabling Teams

I’ve talked before about some of the work I do with Enabling Teams (Finance, Commercial, Estates etc.)

One thing I often find is that the outcomes set for these teams don’t line up with the outcomes for the delivery teams they serve. Enabling teams are often measured on whether a delivery team has complied with a process rather than on whether the delivery team got what they needed through following that process. When things aren’t aligned like this it tends to lead to friction and dissatisfaction on both sides and in the worst case delivery is blocked or significantly slowed.

To reduce friction and build alignment I’ve come up with 4 metrics that Enabling Teams can adopt and track to measure the quality of service they are providing to their users (the delivery teams)::

  • Cycle time — e.g. the time between a request for a new procurement through to the people (or thing) arriving in the delivery team.

By tracking these metrics it should be clearer to Enabling Teams where to invest time improving their processes.

If you are in or working regularly with Enabling Teams you might also be interested in an earlier post I wrote about how Enabling Teams can provide a better service.

Please let me know if you try out any of these metrics or tips from that other post.

Update 6th October 2020

I was asked on Slack how we might encourage Enabling Teams to adopt these metrics. I’ve seen a few things help.

  1. Getting senior sponsorship — I’ve been variously supported by the CTO and CDO in different organisations. They can exercise more authority over enabling teams.

I have a lot of empathy for enabling teams and I remember a quote from some user research I was involved in a a while back: “We used to have time to improve our processes but our teams have been cut so far back that now we can barely operate those processes”.



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Mark Dalgarno

Freelance Agile Coach | Interim Manager | Agile Programme or Project Manager. Conference Organiser. Improver.