How healthy is youR Business Agility?

Compare your company against hundreds of other enterprises.

Are you hitting your business agility objectives? How do you know? Are you gaining actionable intelligence that will help you develop your people, your teams, your products and your portfolios?

Let’s face it… benchmarking your organisation and regularly checking in on it’s growth isn’t easy. It can also be very expensive and time consuming. More often than not, the information you get is a “lagging indicator” that you can do very little with. 

We are changing all of that!

If you want to be a world class organisation, you need to benchmark your performance against industry and checkin regularly to help identify gaps and to build actionable growth plans for your future. It should be relatively cheap and it should be done by you, not to you!

If your organisation wants to get serious about Business Agility, then you need to get serious about how you measure your performance and be ready to adapt your approach when you’re not hitting the mark.

Let us show you how, using the Agilityhealth Radar Suite. 


Measure where your teams, programs, portfolios and enterprise are at. Then build actionable growth plans to take it to another level and prove uplift over time!



SAFe® Portfolio Health, Enterprise Business Agility Health



DevOps Health Radar, SAFe® ART Health, Lean Product Health Radar and SAFe® DevOps Health


 Team Health Radar is our most popular radar. We use this radar ourselves on every Agile Coaching and transformation engagement as it provides a benchmark for team maturity and measures uplift over time. It is an Enterprise grade platform, enabling scaleable, robust and efficient collection of Team Health data and allows us to rollup teams into Tribes, Departments and Business Units.



Agile Coach Health Radar, Agile Leader Health Radar, SAFe® Release Train Engineer Health Radar, Product Owner Health Radar and ScrumMaster Health Radar.


Are you achieving your Transformation, Strategic or Delivery objectives? How do you know? Do you have an OKR for that? If not, why not? 

Whether you are trying to beat the competition, improve market share or deliver a transformation, we recommend (and use) OKR’s to ensure that you have clarity and are on track to meeting your objectives. In real time. 

Studies have shown that committing to a goal can help improve employee performance and the likelihood of an organisation to achieve what they set out to do.

Many of the worlds leading companies are now using OKR’s instead of more traditional measures, to set ambitious goals, measure progress and enable real time actionable decision making. In doing so, they are improving their performance, activating their teams and accelerating their success. 

In practice, using OKRs is different from other goal-setting techniques because of the aim to set very ambitious goals. When used this way, OKRs can enable teams to focus on the big bets and accomplish more than the team thought was possible, even if they don’t fully attain the stated goal.

OKRs can help teams and individuals make decisions, prioritise work, and quickly learn, pivot and build better outcomes. 

Talk to us about how EPiC has worked with many of Australia’s biggest names to set their strategic OKR’s and then keep it real during their implementation. 

OKRs at a glance:

  • Objectives are ambitious and may feel somewhat uncomfortable
  • Key results are measurable and should be easy to grade with a number (Google uses a scale of 0 – 1.0)
  • OKRs are public so that everyone in the organisation can see what others are working on
  • The “sweet spot” for an OKR grade is 60% – 70%; if someone consistently fully attains their objectives, their OKRs aren’t ambitious enough and they need to think bigger
  • Low grades should be viewed as data to help refine the next OKRs
  • OKRs are not synonymous with employee evaluations
  • OKRs are not a shared to-do list

Let us show you how we have used OKR's to help many of Australia's largest companies, build their strategic objectives and put in place the metrics and method to deliver.