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Sökning: id:"swepub:oai:DiVA.org:kau-93848" > Agile Enterprise Tr...

LIBRIS Formathandbok  (Information om MARC21)
FältnamnIndikatorerMetadata
00003492naa a2200481 4500
001oai:DiVA.org:kau-93848
003SwePub
008230306s2022 | |||||||||||000 ||eng|
0247 a https://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-938482 URI
0247 a https://doi.org/10.1109/SEAA56994.2022.000322 DOI
040 a (SwePub)kau
041 a engb eng
042 9 SwePub
072 7a ref2 swepub-contenttype
072 7a kon2 swepub-publicationtype
1001 a Kettunen, Petriu University of Helsinki, Finland4 aut
2451 0a Agile Enterprise Transformations :b Surveying the Many Facets of Agility for the Hybrid Era
264 1b Institute of Electrical and Electronics Engineers (IEEE),c 2022
338 a print2 rdacarrier
520 a Agile companies are not uniform. Consequently, agile transformations are conceived broadly, ranging from adopting agile methods and practices in software development teams or functions to building all-encompassing enterprise agility. Moreover, the targeted effects of agility may vary, and the success of transformations and the attainment of agility are measured in various ways. In this paper, based on a recent industrial survey study, we scrutinize holistically why companies want to transform, what types of agility they are aiming at, and how they gauge transformations. The survey data was collected during the COVID-19 pandemic in 2020. Most of the respondents were in large or very large companies in Finland and Sweden in diverse industry domains. The main findings indicate that there are many reasons for companies to transform both to improve external outcomes (fore mostly responsiveness) and to develop internal capabilities (adaptability, organizational learning). Companies seemed to have aims and goals with respect to all types of agility, including business agility. As the nature of transformations and the companies’ aims and goals vary, the transformations follow various means and measures. As a conclusion, for the hybrid era, we advise companies to consider how agility has benefited during the pandemic era, how hybrid work possibly affects the goals for agile transformations and the different facets of agility, and how to sustain agility in hybrid work.
650 7a NATURVETENSKAPx Data- och informationsvetenskapx Programvaruteknik0 (SwePub)102052 hsv//swe
650 7a NATURAL SCIENCESx Computer and Information Sciencesx Software Engineering0 (SwePub)102052 hsv//eng
653 a Agile companies
653 a Agile enterprise
653 a Agile transformations
653 a Business agility
653 a Enterprise agility
653 a Enterprise transformation
653 a Hybrid work
653 a Industry-academia research
653 a Large-scale agile
653 a Large-scales
653 a Software design
653 a Information Systems
653 a Informatik
7001 a Gustavsson, Tomas,d 1973-u Karlstads universitet,Handelshögskolan (from 2013)4 aut0 (Swepub:kau)tomagust
7001 a Laanti, Maaritu Nitor Delta, Finland4 aut
7001 a Tjernsten, Andreasu Nitor Agile AB4 aut
7001 a Mikkonen, Tommiu University of Jyväskylä, Finland4 aut
7001 a Männistö, Tomiu University of Helsinki, Finland4 aut
7102 a University of Helsinki, Finlandb Handelshögskolan (from 2013)4 org
8564 8u https://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-93848
8564 8u https://doi.org/10.1109/SEAA56994.2022.00032

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