Measuring Your Ability to Change

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If you find yourself in need of an ounce of liquor, just ask your barkeep for a pony.

Plan on driving home for Christmas break? Say 230 miles? That’ll increase your risk of dying by one micromort. And that enormous 7-layer dip your auntie makes, how many Royal Albert Hall’s is that?

How long will a user wait for a webpage to load? Generally, a nanocentury.

How’s that parcel of land you just bought? Did the realtor give you its Mother Cow Index before you signed the deed?

I wonder how many Banana Equivalent Doses of radiation the man sitting in front of the x-ray machine at the airport is exposed to every day. More or less than I’m exposed to on every flight?

When something is worth measuring, we tend to start measuring it any way we can. A foot becomes a foot. A hand becomes a hand.

We help organizations with a social purpose thrive in dynamic and even volatile conditions — so that they can continue to pursue a shared prosperity with their employees, customers, and communities. The ability to change becomes their competitive advantage. We call it The Evolutionary Edge.

We can’t intelligently impact what we can’t measure.

We’ve been obsessed with the task of better measuring an organization’s ability to adapt as well as our impact on that ability for years now. Organizational evolution takes time, longer than a quarterly earnings report might show, so we needed a way to measure progress between financial impacts.

What we’ve built is a survey and analysis instrument we call the EEQ — or Evolutionary Edge Quotient. It takes most respondents only five minutes to complete, and you can start by distributing it to just one team or department. For us, we’re able to learn in 3 days what once took us 30. It’s that powerful.

Give it a share if you find it worth sharing. Also, feel free to send us thoughts on how you might improve it.

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