How Does Disciplined Agile Support Agile and Digital Transformation in Organizations?
One of the major issues that manifests as a result of senior management decisions to conduct an organizational transformation process, regardless of the segment in which it operates, is the uncertainty inherent in potentially desired results―whether due to the dimension of the challenge proposed in view of the organizational rigidity (Staw et al., 1981) found in multiple layers of management, or even due to fragilities of the present business model, which is often unsustainable in times of extreme rivalry and technological disruption. After all, only those who have had to change their tires with the bus in motion will know how difficult it is to overcome the “business model dilemma” (Tongur & Engwall, 2014), a term brilliantly addressed by Clayton Christensen who left an invaluable legacy when he passed away in late January 2020.
Obviously, digital transformation drives organizations in a search for business agility in a quasi-cause-and-effect relationship, whereas I prefer to believe that, in fact, we will end up surprised to find that one leads undeniably to the other. As effects of agility also emerge, the demand for new technologies increases, forming a cycle in which the intense use of technologies in different business processes aiming to optimize customer experience generates data and information, which to be properly analyzed, demands agility in
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