#148 – Evidence-Based Management

EBM is a framework for organizations to systematically improve their ability to deliver value in a market of VUCA (Volatility, Uncertainty, Complexity and Ambiguity) by using intentional experimentation and measures to get closer to strategic goals. EMB uses four perspectives on areas to improve (Key Value Areas), consisting of the goals of the organization (Unrealized Value), the current state of the organization relative to those goals (Current Value), the responsiveness of the organization in delivering value (Time-to-Market), and the effectiveness of the organization in delivering value (Ability-to-Innovate). Each area has a list of questions to answer, which’ll help identify the experiments and changes needed to improve them.

Basically, EMB is taking an empirical approach to improving our organization. There’s a risk that using yet another framework will overcomplicate things, so have a think about whether you can drive your improvements through the approaches you might already be using, such as goal-setting through OKRs or defining experiments through Improvement KATA. Improvements must be as easy as possible to execute, and adding extra frameworks on top to drive the changes rarely makes things easier.