A real estate eCommerce giant from US, started with Brillio by outsourcing a small project with just 5 members. Now the engagement has grown to a thriving 150+ member team. This relationship had equal share of aha moments and challenges.
A new CEO took charge and was gearing up for biggest digital transformation ever. They were sure that Brillio could be an ideal partner but were also clear that Brillio should up their game as well. Customer was tightening the process of making every digital investment prioritized vis-à-vis its value and results. Expectations from us were growing day by day and so were the challenges. More stakeholders were showing interest with multiplicity of perspectives.
Delivering right, on time with good quality did not seem to suffice as right measures to complement the progress towards the transformation. How can we quantify the overall engagement maturing over time and how, we as a strategic partner were delivering business value consistently?
In today’s world, value is perceived and is also the ability to have a foresight. This made us foray into measuring the unobvious. What are the dimensions that value to customer hinges on? What are the ground behaviours and levers that can be impacted to drive this value? Can we consolidate these into an index? GQM helped us narrow down to measure those unobvious. Here are the key questions that helped unearth the unobvious.
- Are we delivering faster to end user? The standard velocity metric provides how fast I close. The unobvious is how fast the user gets it. Flip the problem
- How much technological waste does my development generate? Knowing and creating visibility of the unobvious waste helps it getting removed
- Am I preparing for the future? To be specific, how much of my work is spent on AI and Blockchain blueprints in our applications?
- How transparent is my process? How do I indicate where I am and how much lag?
- People are the cornerstone. How is my overall skill index moving? Does this visibility assure in spurring the transformation to come?
- How well am I aligned to customer stake holders? What are the points of friction?
These questions led to some 40% of metrics being new that helped collectively indicate the progress towards transformation. Today, the customer can see where we stand, what we deliver and what’s coming and what are the impediments. These gave the platform to show how we are turning the tides and transforming customer business.
Lessons Learned
- Measure the unobvious. Start with Transformational outcomes to identify the unobvious.
- Co-develop measurements with customer. This helps in transparency and buy-in.
- Objective measurement is the key to great alignment.