Organisational Change in the Ghana Police Service
NKD Agility helped the Ghana Police Service drive organisational change using Scrum, enabling continuous improvement, transparency, and local …
Ability to Innovate is one of the four key value areas of Evidence‑Based Management that gauges organizational capability in terms of innovation. It is composed of a group of measures that assess how effectively an organization generates, implements, and sustains innovative solutions. Rather than a single metric, this group may include indicators like the frequency of experiments, innovation throughput, and learning cycles, offering a broad view of the organization’s capacity to innovate.
Ability to Innovate refers to an organisation’s capacity to generate, implement, and sustain innovative solutions effectively. This concept is crucial as it directly influences how teams can deliver value predictably and sustainably. By fostering a culture that prioritises innovation, organisations can adapt to changing market demands and customer needs, ensuring they remain competitive.
The Ability to Innovate encompasses various measures, such as the frequency of experiments, innovation throughput, and learning cycles. These indicators provide a comprehensive view of an organisation’s innovation capabilities, highlighting not just the outcomes but also the processes that enable creativity and experimentation. Unlike other concepts that may focus on specific methodologies or frameworks, the Ability to Innovate is systemic, emphasising long-term growth and adaptability.
This concept encourages a mindset where failure is seen as a learning opportunity, promoting psychological safety and collaboration among teams. By embedding innovation into the organisational culture, teams are empowered to explore new ideas and solutions, ultimately leading to enhanced customer satisfaction and business agility. The focus on continuous improvement and experimentation ensures that innovation is not a one-off event but a sustained effort that drives value over time, making it a cornerstone of modern product development.
NKD Agility helped the Ghana Police Service drive organisational change using Scrum, enabling continuous improvement, transparency, and local …
Learn how to assess and improve your organisation’s innovation capability using evidence-based management and key metrics like technical debt, …
Applying Lean principles to rapidly test and validate business ideas with minimal risk.
Using hypothesis-driven approaches to test ideas and validate assumptions in agile workflows.
Using experimentation and validated learning to drive product decisions.
Explains how evidence-based management uses reliable metrics and KPIs at team and organisational levels to drive better decisions, value delivery, and …
Explains how to gather key metrics for evidence-based management in software organisations, focusing on value delivery, time to market, and ability to …
Explains how Agile teams can measure and improve Time to Market using key metrics like lead time, cycle time, and time to fix to deliver value to …
Building the Minimum Viable Product to test ideas and validate market assumptions quickly.
Identifying customer needs and defining valuable product features.
Learn how to identify and measure unrealised value in your product using Evidence-Based Management, key metrics, and actionable steps to improve …
Learn how Evidence-Based Management helps organisations measure delivered value using key metrics like customer satisfaction, employee engagement, and …
Social technologies are systems of thought that shape collaboration, decision-making, and adaptability. Rooted in self-organisation and continuous …
Learn how evidence-based metrics drive organisational success, avoid negative behaviours, and enable transparent, data-driven decisions for leaders …
Explores how evidence-based management uses data-driven practices to improve organisational agility, value delivery, and decision-making in both …
Explains how evidence-based management helps Agile teams use data and key metrics to measure progress, make informed decisions, and drive continuous …
Explains how product goals serve as intermediate strategic goals, guiding agile organisations through uncertainty using experimentation, outcomes, and …
Explores how breaking features into small experiments boosts software delivery, enabling teams to deliver more features, reduce risk, and improve …
Learn how product owners use Evidence-Based Management (EBM) to make data-driven decisions, track key value metrics, and maximise product value and …
Learn to apply Evidence-Based Management for agile leadership, focusing on empiricism, customer value, key metrics, and data-driven decision-making to …
We partner with businesses across diverse industries, including finance, insurance, healthcare, pharmaceuticals, technology, engineering, transportation, hospitality, entertainment, legal, government, and military sectors.
Workday
Higher Education Statistics Agency
Epic Games
Brandes Investment Partners L.P.
Healthgrades
ProgramUtvikling
Cognizant Microsoft Business Group (MBG)
Boxit Document Solutions
YearUp.org
CR2
Flowmaster (a Mentor Graphics Company)
Deliotte
Capita Secure Information Solutions Ltd
Hubtel Ghana
NIT A/S
DFDS
Akaditi
Ericson
Nottingham County Council
Washington Department of Transport
Department of Work and Pensions (UK)
Royal Air Force
New Hampshire Supreme Court
Ghana Police Service
Boeing
Hubtel Ghana
Sage
MacDonald Humfrey (Automation) Ltd.
Schlumberger
Bistech