Introduction

We are in a world where people are "post-agile". At Shell we are not reaping the well established benefits of just being "Agile".
This is understandable, but not excusable, as change at scale is hard.
What was "good" 10 years ago is not "good" today - we must look to the external market for our product delivery measuring sticks.
There are organisations internal and external to Shell that have seized the opportunity to show external market competence to open Shell  business coffers. Coffers that were once the reserve of the ARCC.
What is good? How do we measure good? What market proven practices enable good? How do we get our team to understand and upskill to being good? Are we in the race?

What is good?

To define what is good at scale that benefits the organisation as a whole we are going to accept that the Agile manifesto is wrong.
Working software is the primary measure of progress. 
\cite{development}
The above is wrong because we should state valuable software, not working software, is the primary measure of success. 
Defining valuable means different things to different people at different times.  In his article on MITSloan Management Review, Keith R. McFarland writes:  
 
Because strategy can only capture a company’s best thinking at a given point in time, strategy (like a software program) needs to be refined and improved as people gain and distribute new experience and knowledge.
Given this reality, sound strategy development processes should enable a company to create and adapt strategy quickly and iteratively… and allocate resources in changing environments.
\cite{software}

So, for this paper, we will say that the definition of value and good is defined by a Shell business that is looking at where to spend it's Analytics budget.

How do we measure good?

An Agile framework for setting goals and measurably validating your hypothesis is OKR , used by Google Twitter, LinkedIn and Dropbox. 
The structure of an OKR  (Objective Key Results \cite{results} )is - 
                                 
                                    We will (Objective) as measured by (this set of Key Results)
 So one OKR has two components, the Objective (What we want to achieve) and a set of Key Results (How do we know if we are getting there)   
The main objective of OKR is to create alignment in the organisation, whilst supporting agility and truly empowered self organising teams. The team is the startup.  
Horizontal Alignment - we are one team
     In defining OKRs, teams debate inter-dependencies and create horizontal alignment to deliver business value.  If one area of the business is out of alignment with the others it can be quickly noted by the team and fixed. In having collective measurable goals teams are made, organisations are pushed to the side and hard decisions can be surfaced for strategic steer.
Shell businesses that are looking at where to spend their Analytics budget, the below thought experiment evolves.