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Daniel Gerster
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Gerster
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Daniel
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Item type:Publication, How Enterprises Adopt Agile Structures: A Multiple-Case Study(2019); ; ; Kelker, PrashantIncreasing 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.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, "Agile Meets Non-Agile": Implications of Adopting Agile Practices at Enterprises(2018); ; Kelker, PrashantThe question of how to increase speed and flexibility in times of digital disruption is essential to virtually any company. While previous research focuses on agility as software development practice or as form for organizing start-ups, little knowledge exists about agility at enterprises and its implications. Agile practices are currently adopted at enterprises in large-scale. While first steps towards agility are made quickly, we observed that specific challenges emerge when enterprises adopt agile practices. Drawing on results of an explorative study with ten global companies and on socio-technical systems theory, we reveal that adopting agile practices has far-reaching implications on products, processes, technology, people, and structure. This study contributes to agility research with specific insights on enterprise agility and its implications. While enterprises need to increase speed and flexibility to master digital transformation, an early incorporation of the implications of adopting agile practices fosters its sustainable implementation.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Scaling Agility: How enterprises adopt agile forms of organizational design(2018); ; Kelker, PrashantThe question of how to increase speed and flexibility in times of digital disruption is essential to almost any company. While previous research mainly addresses agility in the context of software development, as form for organizing startups or "born digital" companies, little knowledge exists about agility at enterprises. With an exploratory study of ten global cases, this paper aims at examining how enterprises adopt and scale agile forms of organizational design. Our preliminary results reveal that (1) agile forms of organizational design are currently adopted by enterprises at large scale and successively replace bimodal IT structures where agile and non-agile units coexist in parallel, (2) Spotify's organizational design serves as a widely used template for a fully agile unit, and (3) enterprises fine-tune this template to their needs and scale.Type:conference paper