Organizations are dealing these days with complex, demanding processes of transformation towards an elusive target generically known as Business or Enterprise Agility. Agile was born in the software realm, but after years of improvement and maturing is now a recipe for success across the different areas in organizations. But the transformation process towards Business Agility is not well known. We have individual experiences, detailed works about transformation in teams, some departments or some companies, and general surveys based in perception, not in objective data. This ongoing work is trying to identify the most relevant and impactful factors in Agile Transformation starting with the literature already available.
Organizations are dealing these days with complex, demanding processes of transformation towards an elusive target generically known as Business or Enterprise Agility. Agile was born in the software realm, but after years of improvement and maturing is now a recipe for success across the different areas in organizations. But the transformation process towards Business Agility is not well known. We have individual experiences, detailed works about transformation in teams, some departments or some companies, and general surveys based in perception, not in objective data. This ongoing work is trying to identify the most relevant and impactful factors in Agile Transformation starting with the literature already available. Read More
Related posts:
How Software Engineering Transforms Organizations: An Open and Qualitative Study on the Organizational Objectives and Motivations in Agile Transformations
The perception of artistic values within civil engineering. A survey from the Iberian Peninsula
Risk factors affecting the food safety risk in food business operations for risk‐based inspection: A systematic review
Measuring the Connection Between Open Innovation, Dynamic Capabilities, and LinkedIn in Tech-Based Companies
Harmonizing DevOps taxonomies — A grounded theory study
Digital transformation and sustainable performance: the mediating role of triple-A supply chain capabilities