Strategy-Focused Agile Transformation: A Case Study

Strategic agility enables an organisation to sense and seize opportunities, manage uncertainty and adapt to changes. This paper presents one case study of a traditional charitable organisation taking a strategy-focused approach to agile transformation. Interview data was collected over a 13-month pe...

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Detalles Bibliográficos
Autores principales: Sharp, Helen, Taylor, Katie
Formato: Online Artículo Texto
Lenguaje:English
Publicado: 2020
Materias:
Article
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7510786/
http://dx.doi.org/10.1007/978-3-030-58858-8_17
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author Sharp, Helen
Taylor, Katie
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Taylor, Katie
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description Strategic agility enables an organisation to sense and seize opportunities, manage uncertainty and adapt to changes. This paper presents one case study of a traditional charitable organisation taking a strategy-focused approach to agile transformation. Interview data was collected over a 13-month period through interviews at different stages and with different members of the transformation team and Heads of Department. This case study illustrates the challenges faced in such a transformation, and shows that strategic agility requires different time horizons to co-exist: a future vision, a medium term set of objectives and a short term performance monitoring perspective.
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spelling pubmed-75107862020-09-23 Strategy-Focused Agile Transformation: A Case Study Sharp, Helen Taylor, Katie Agile Processes in Software Engineering and Extreme Programming – Workshops Article Strategic agility enables an organisation to sense and seize opportunities, manage uncertainty and adapt to changes. This paper presents one case study of a traditional charitable organisation taking a strategy-focused approach to agile transformation. Interview data was collected over a 13-month period through interviews at different stages and with different members of the transformation team and Heads of Department. This case study illustrates the challenges faced in such a transformation, and shows that strategic agility requires different time horizons to co-exist: a future vision, a medium term set of objectives and a short term performance monitoring perspective. 2020-08-18 /pmc/articles/PMC7510786/ http://dx.doi.org/10.1007/978-3-030-58858-8_17 Text en © The Author(s) 2020 Open Access This chapter is licensed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made. The images or other third party material in this chapter are included in the chapter's Creative Commons license, unless indicated otherwise in a credit line to the material. If material is not included in the chapter's Creative Commons license and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder.
spellingShingle Article
Sharp, Helen
Taylor, Katie
Strategy-Focused Agile Transformation: A Case Study
title Strategy-Focused Agile Transformation: A Case Study
title_full Strategy-Focused Agile Transformation: A Case Study
title_fullStr Strategy-Focused Agile Transformation: A Case Study
title_full_unstemmed Strategy-Focused Agile Transformation: A Case Study
title_short Strategy-Focused Agile Transformation: A Case Study
title_sort strategy-focused agile transformation: a case study
topic Article
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7510786/
http://dx.doi.org/10.1007/978-3-030-58858-8_17
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