How Enterprises Adopt Agile Structures: A Multiple-Case Study Gerster, Daniel Dremel, Christian brenner, walter Kelker, Prashant 2019-01-03T00:32:34Z 2019-01-03T00:32:34Z 2019-01-08
dc.description.abstract Increasing speed and flexibility is of strategic importance to almost any company in times of digital transformation. While startups or "born-digital" companies are agile by nature, traditional companies are struggling with the question of how to increase organizational agility. Little knowledge exists about how enterprises adopt and scale agile practices and structures. This exploratory study with twelve global cases examines how traditional companies adopt and scale agile structures. We found that (1) agile structures are currently adopted by enterprises at large scale, (2) agile structures are adopted not only by IT, but also by business units, and (3) while Spotify's organization serves as a widespread template for a fully agile unit, enterprises adapt and fine-tune this template according to their needs and scale. Furthermore, we identified three additional models for fully agile structures where a fully agile unit with cross-product support is the most frequently observed model.
dc.format.extent 10 pages
dc.identifier.doi 10.24251/HICSS.2019.596
dc.identifier.isbn 978-0-9981331-2-6
dc.language.iso eng
dc.relation.ispartof Proceedings of the 52nd Hawaii International Conference on System Sciences
dc.rights Attribution-NonCommercial-NoDerivatives 4.0 International
dc.subject Making Digital Transformation Real
dc.subject Internet and the Digital Economy
dc.subject Agile structures, agile transformation, bimodal IT, enterprise agility
dc.title How Enterprises Adopt Agile Structures: A Multiple-Case Study
dc.type Conference Paper
dc.type.dcmi Text
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