Let’s be honest: if you’re reading this, you’re probably scratching your head over one question: How do I measure the success of my platform initiative? But here’s a little secret: before you dive headfirst into numbers, you need to nail down the right mindset. Forget about the “one-size-fits-all” frameworks for a moment; what really matters is understanding what you want to achieve and who cares about it. In this piece, we’re going to chat about how to set the right metrics for your platform journey, keeping things simple and fun.
Start with a clear “why”#
Every platform initiative starts with a burning question: Why are we doing this in the first place? Whether you’re trying to break down the walls between product teams and operations or making life easier for developers, having a clear purpose is non-negotiable. Instead of obsessing over generic metrics like deployment frequency or lead time (yes, DORA metrics are cool, but they’re not the full story), you need to ask: What problem am I solving? When you’re driven by a real need—be it self-service infrastructure or a smoother developer experience—then your metrics should naturally reflect that need.
Think of it as a journey, not a destination#
Adopting a platform isn’t a one-and-done deal; it’s an evolving journey that changes as your organization grows. Imagine building the most advanced kitchen in the world, complete with state-of-the-art equipment—but then forgetting to hire and train chefs. You’d have a fancy kitchen that no one uses. Similarly, a platform that doesn’t speak directly to the needs of its users is doomed to fail. Your initiative might start by solving basic operational inefficiencies, then evolve into a full-blown accelerator for business value. Each phase requires its own set of metrics.
Phase 1: self-service and automation#
In the early days, the key driver is often the need for self-service access to infrastructure. At this stage, your metrics should be laser-focused on identifying bottlenecks and determining which processes need automation. Think about questions like: How many developers are using the self-service portal? How fast can they provision resources? These numbers give you a baseline to understand the initial impact of your platform and highlight where improvements are needed.
Phase 2: enhancing developer experience#
Once the basics are in place, the platform evolves to smooth out the wrinkles in the developer experience. Now, it’s not just about having access, it’s about making work easier and faster. Here, you’ll want to track adoption rates, satisfaction levels, and overall engagement. After all, if your internal customers (the developers) aren’t happy, your platform is as good as dead. Use metrics that capture the “DevEx” – things like how many teams are using provided templates, SDKs, or automation tools. If your developers aren’t loving the platform, then it’s time for a rethink.
Phase 3: driving business valuable#
At the top of the pyramid, the platform becomes a strategic asset for the entire business. It’s not enough for your developers to just like it; the platform has to translate into real business outcomes. Metrics here should connect the dots between engineering improvements and business results. Think about adoption in terms of market share within the organization, or even measures like Net Promoter Score (NPS) to see if teams would actually recommend the platform. The goal is to create a clear, visual cause-and-effect chain that shows how a better platform leads to faster time to market and, ultimately, better business performance.
Tailor metrics to your stakeholders#
The trick here is not to overwhelm yourself with endless numbers. Instead, focus on a minimum set of metrics that truly matter to each group involved in your platform journey. Let’s break it down:
- Platform Team: They’re in the trenches building and refining the platform. Their metrics are about technical performance and adoption. Look at uptime, deployment success rates, and system resilience.
- Product Teams: These are your internal customers. They care about how the platform makes their day-to-day work easier. Developer experience (DevEx) metrics—such as the speed of onboarding new teams or the number of self-service actions completed—are crucial here.
- Internal Stakeholders: These decision-makers are less concerned with the nuts and bolts and more interested in the big picture. They want to see a direct line between platform improvements and business outcomes like faster product releases or cost savings.
- End Customers: While they might not know the platform exists, they’re ultimately impacted by its performance. They care about product reliability and speed, which indirectly reflects the platform’s effectiveness.
Use frameworks as guidelines, not rules#
There’s a temptation to grab a popular framework and stick to it religiously. Frameworks like DORA, SPACE, or even the less-known MONK can be useful, but they aren’t magic bullets. They’re starting points that you need to adapt based on your unique context and stakeholder needs. For example, DORA metrics are great for measuring engineering performance, but if your initiative is more about accelerating the developer experience, then integrating SPACE’s dimensions (Satisfaction, Performance, Activity, Communication, Efficiency) might offer richer insights.
The key is to start with the metrics you already have and build on them incrementally. Don’t try to measure every possible angle from the get-go. Instead, focus on a few critical indicators that directly link back to your original purpose. Once you’ve nailed those down, you can always add more layers as your platform matures.
The importance of a data-driven mindset#
No matter what phase you’re in, your approach should always be data-driven. Start small, measure what you can, and then use that data to drive future improvements. When you see a metric doesn’t change despite a new feature launch, that’s a signal to dig deeper and figure out what’s really going on. It’s all about creating a continuous feedback loop where metrics not only reflect performance but also spotlight areas for refinement.
Keep in mind: metrics are not the end goal—they’re tools to validate that your platform is solving the problems it was built to address. If your numbers aren’t telling the right story, it might be time to rethink your strategy rather than blame the metrics themselves.
Aligning metrics with strategic objectives#
It’s vital that your metrics aren’t just numbers on a dashboard. They need to be tied to your organization’s strategic goals. For instance, if your enterprise objective is to make software delivery faster and more reliable, then every metric should eventually feed into that narrative. Start at the enterprise level, then break it down to portfolios and team-specific goals. This way, everyone from the top brass to the developers on the ground understands how the platform is contributing to the bigger picture.
When metrics are aligned with business objectives, it’s easier to demonstrate the platform’s value across the organization. Whether it’s through improved deployment speeds, reduced downtime, or higher developer satisfaction, the connection between technical improvements and business outcomes becomes crystal clear.
To make this alignment truly meaningful, it’s essential to distinguish—and connect—progress metrics and outcome metrics.
Progress metrics are like a GPS: they tell you how far you’ve come, what you’ve built, what’s been adopted, and where you’re heading. These could include metrics like the number of teams onboarded to the platform, how many internal tools have been automated, or how many paved paths have been created and reused. They measure the effort and the momentum.
Outcome metrics, on the other hand, answer the real business question: So what? They measure the impact of all that progress. Are releases faster? Is system reliability improving? Are customers happier because features are shipped more frequently or with fewer bugs?
The magic happens when you draw a clear line between the two. For example, if more teams are using self-service deployment tools (progress), and as a result, you’re seeing faster release cycles and fewer manual errors (outcomes), then you’re not just doing work—you’re driving results. That’s the link you need to make visible across the org.
By combining both types of metrics, you’re able to prove that what you’re building isn’t just cool tech—it’s delivering real business value. And that’s the story every stakeholder wants to hear.
Recap: the pillars of a successful metrics mindset#
Let’s wrap things up with the core takeaways:
- Start Small: Begin with a handful of metrics that measure the impact of your platform against existing performance baselines. Don’t overcomplicate things right off the bat.
- Know Your Audience: Identify your key platform personas—whether they’re platform engineers, product teams, or internal stakeholders—and tailor your metrics to their specific needs.
- Link to Business Value: Ensure every metric you track has a clear connection to business outcomes. Use both progress metrics (tracking the platform’s evolution) and outcome metrics (demonstrating its impact on the business).
- Stay Aligned: Your metrics should always support your organization’s strategic objectives, whether they’re set at the enterprise, portfolio, or team level.
In the end, measuring a platform initiative isn’t about chasing the latest trend or plugging into a trendy framework. It’s about setting up a mindset that continuously asks, What’s the real value here, and how can I prove it? If you can get that right, you’re well on your way to not just building a platform—but building a platform that matters.
So, take a step back, breathe, and remember: metrics are tools to illuminate your path, not chains to hold you back. Embrace the journey, tailor your approach, and let your data tell the story of progress. Happy measuring!