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A Process-Oriented Framework for Operationalising Agile Transformation
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DOI：10.1007/978-3-032-05681-8_8.png)
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Abstract
En 中文
Agile methodologies are gaining momentum, with increasing recognition of their transformative potential. However, transitioning to an agile operating model remains particularly challenging for established organizations. Traditional companies often operate within rigid, siloed structures with centralized decision-making, whereas agile organizations function as decentralized networks that prioritize adaptability and rapid decision cycles. In this context, the literature highlights a lack of concrete operational guidance for implementing and sustaining agile transformation. Most existing studies offer general guidelines or best practices, or they focus on specific methods and techniques without clearly linking them to strategic or tactical decision-making within organizations. Furthermore, the roles of individuals and teams are often insufficiently defined, despite the central importance of collaboration and collective intelligence in successful agile transformations. This paper approaches agile transformation through the lens of business processes and seeks to offer practical guidance for operationalizing this transformation. It culminates in a process-oriented framework with strong potential to support the early design and assessment of information systems, facilitating agile transformation and enabling continuous process improvement.
Keywords:
Agile transformation
Processes
Design Science Research
Knowledge management
Collaboration
Journal
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