Leading indicators come in many forms. Their purpose is to track signs that the process is working at the team level. The goal is to show that the probability of something good happening is increasing. For example, one executive I worked with was very focused on cycle time as a leading indicator for success. He was happy if his product teams achieved an order-of-magnitude improvement in cycle time, even if they didn’t produce other tangible benefits immediately. He was convinced that just getting to market faster and learning from customers sooner would eventually produce better commercial
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