摘要 :
Implementing agile methods is currently one of the central topics for many organisations and teams focused on developing technological products. Although the benefits of these methods are widely recognised by the product and proje...
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Implementing agile methods is currently one of the central topics for many organisations and teams focused on developing technological products. Although the benefits of these methods are widely recognised by the product and project management community, their implementation in organisations means going through a complex transformation with several changes in the way of working. There are few scientific studies that explain how an organisation can carry out this transformation, what are the barriers, the enablers and the recommendations that should be followed to increase agility level and drive an agile transformation successfully. Knowing that the adoption of agile methods generates several changes in roles, processes and organisational culture, this research aims to create the Enterprise Agile Transformation Model to serve as a guide for organisations to adopt and improve agile practices.
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Purpose - The purpose of this study is to critically examine the scholarly articles associated with the diverse aspects of supply chain agility (SCA). The review highlights research insights, existing gaps and future research dire...
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Purpose - The purpose of this study is to critically examine the scholarly articles associated with the diverse aspects of supply chain agility (SCA). The review highlights research insights, existing gaps and future research directions that can help academicians and practitioners gain a comprehensive understanding of SCA. Design/methodology/approach - The present study has adopted author co-citation analysis as the research methodology, with a view to thoroughly investigating the good-quality articles related to SCA that have been published over a period of 22 years (1999-2020). In this study, 126 research papers on SCA -featuring diverse aspects of agility - from various reputed journals have been examined, analysed and assimilated. Findings - The salient findings of this research are, namely, agility is different from other similar concepts, such as flexibility, leanness, adaptability and resilience; of the 13 dimensions of agility discussed in the literature, the prominent ones are quickness, responsiveness, competency and flexibility; literature related to SCA can be categorised as related to modelling the enablers, agility assessment, agility implementation, leagility and agility maximisation. This research proposes a more practical definition and framework for SCA The probable areas for future research are, namely, impediments to agility, effective approaches to agility assessment, cost-benefit trade-offs to be considered whilst implementing agility, empirical research to validate the framework and SCA in the domain of healthcare and disaster relief supply chains. Practical implications - This paper provides substantial insights to practitioners who primarily focus on measuring and implementing agility in the supply chain. The findings of this study will help the supply chain manager gain a better idea about how to become competitive in today's dynamic and turbulent business environment. Originality/value - The originality of this study is in: comprehensively identifying the various issues related to SCA, such as related concepts, definitions, dimensions and different categories of studies covered in literature, proposing a new definition and framework for SCA and identifying potential areas for future research, to provide deeper insights into the subject and highlight areas for future research.
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Agile software development generally refers to popular practices that are supposed to adhere to the Agile Manifesto with its values and principles. Empirical studies on agile software development have mainly focused on organizatio...
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Agile software development generally refers to popular practices that are supposed to adhere to the Agile Manifesto with its values and principles. Empirical studies on agile software development have mainly focused on organizational adoption and impacts of agile practices. Furthermore, the literature on agile software development has mostly centered on small, co-located projects. However, agility is needed for software development projects of varied sizes in different organizations across industries. The general nature of agile values and principles and the procedure-driven nature of specific agile methods make it difficult for organizations to determine what they can do to effectively facilitate agility in their software development process. To bridge that literature gap and based on an evolved grounded-theory approach, this study identifies nine agility facilitators and their corresponding dimensions that extend beyond small, co-located projects to software projects of any size and distribution. These agility facilitators are further grouped into two categories: organizational foundation and project processes. In addition, the authors identify four dimensions of agility. The authors propose a framework that describes the organizational mechanisms through which the nine categories of facilitators lead to software development agility.
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Is organizational agility an important strategy? According to Glenn (2009), approximately 90 per cent of senior executives who took a survey by The Economist's Magazine Intelligence Unit understand that their organizations have to...
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Is organizational agility an important strategy? According to Glenn (2009), approximately 90 per cent of senior executives who took a survey by The Economist's Magazine Intelligence Unit understand that their organizations have to be agile to thrive in the marketplace. According to Merriam-Webster's Collegiate Dictionary, to be agile is to have a "quick, resourceful and adaptable character" (Agile, 2016). In my opinion, organizational agility is the ability to recognize change in the market and allocate resources to take advantage of that change. Moreover, there are three strategies to achieve agility. The three strategies are reactive agility, proactive agility and innovative agility. This article will explain each agility and provide examples of organizations that have implemented such strategies.
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This paper designs our agility framework applied to the forest products industry. We aim to provide an end-to-end process covering enterprise modelling, turbulences understanding, agility drivers' definition and finally change/act...
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This paper designs our agility framework applied to the forest products industry. We aim to provide an end-to-end process covering enterprise modelling, turbulences understanding, agility drivers' definition and finally change/actions analysis. The industrial context and the research problem are first explored. A multidimensional agility design and deployment framework is developed considering conceptual, contextual, experimental and dccisional dimensions. The first two dimensions give the specification components of the agility as a high-level vision. The experimental dimension serves first to validate interactions within the model, then as a tool to assess risk, opportunities and potential solutions. The dccisional dimension is then introduced as a complement to develop the ability to face unexpected changes and especially to analyse orientations. A proof-of-conccpt called LOGI LUMBER supply chain is used throughout the framework development. Two experimental generations were accomplished based on 15 scenarios run and analysed with our modelling and optimisation software called LogiLab.
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Many large organizations are adopting agile software development as part of their continuous push towards higher flexibility and shorter lead times, yet few reports on large-scale agile transformations are available in the literat...
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Many large organizations are adopting agile software development as part of their continuous push towards higher flexibility and shorter lead times, yet few reports on large-scale agile transformations are available in the literature. In this paper we report how Ericsson introduced agile in a new R&D product development program developing a XaaS platform and a related set of services, while simultaneously scaling it up aggressively. The overarching goal for the R&D organization, distributed to five sites at two continents, was to achieve continuous feature delivery. This single case study is based on 45 semi-structured interviews during visits at four sites, and five observation sessions at three sites. We describe how the organization experimented with different set-ups for their tens of agile teams aiming for rapid end-to-end development: from component-based virtual teams to totally cross-functional, cross-component, cross-site teams. Moreover, we discuss the challenges the organization faced and how they mitigated them on their journey towards continuous and rapid software engineering. We present four lessons learned for large-scale agile transformations: 1) consider using an experimental approach to transformation, 2) consider implementing the transformation step-wise in complex large-scale settings, 3) team inter-changeability can be limited in a complex large-scale product - specialization might be needed, and 4) not using a common agile framework for the whole organization, in combination with insufficient common trainings and coaching may lead to a lack of common direction in the agile implementation. Further in-depth case studies on large-scale agile transformations, on customizing agile to large-scale settings, as well as on the use of scaling frameworks are needed.
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Purpose The aim of this paper is to conceptualize the notion of international marketing agility. Design/methodology/approach The approach adopted is to review and create a synopsis of the existing body of research on strategic agi...
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Purpose The aim of this paper is to conceptualize the notion of international marketing agility. Design/methodology/approach The approach adopted is to review and create a synopsis of the existing body of research on strategic agility and develop a conceptualization on how international marketing agility (IMA) should be analyzed. Findings International marketing agility is an emerging concept driven largely by rapid changes in global markets. There is a growing need for exporting SMEs and multinational enterprises to consider IMA as a means of building competitive advantage in foreign markets.Research implications/limitations - While the conceptual development presented in this paper is not exhaustive, our model highlights important research avenues in IMA that need exploring.Originality/value This article examines an emerging concept in international marketing that serves as a platform to cope with the changes taking place in this fast-changing global environment. A framework is proposed where we conceptualize IMA as a process triggered by agile logic (a nonconformist and open mental stance) and facilitated by agile learning (being able to search and interpret data), to cause agile actions (being able to commit, co-ordinate and respond quickly with flexibility to ever-changing conditions).
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Nowadays, changing development approach from traditional to Agile methods has been considered as a strategic decision for achieving Agile values by most software companies and organizations. Due to its nature, moving to Agile soft...
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Nowadays, changing development approach from traditional to Agile methods has been considered as a strategic decision for achieving Agile values by most software companies and organizations. Due to its nature, moving to Agile software development and adapting to Agile methods need a long time and enough effort. Thus, organizations are faced with a lot of challenges during the transition and adoption process. Providing facilitators can make transition process easier and faster. Conducting a Grounded Theory study on Agile transformation process, involving 33 Agile experts across 13 different countries showed that Agile transition and adoption needs to be supported by several facilitators. Thus, the main contribution of this article is providing eight major facilitators that should be used by Agile teams to support Agile transition and adoption. Some of these facilitators support team members in doing their jobs and empower them against challenges. Some others help them in dealing with challenges or prevent potential problems before occurrence in Agile transition process. Furthermore, some of these facilitators have positive effects on people and motivate them to adapt with their new behaviors. Agile transition and Adoption will be faster and easier if the more facilitators get involve.
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The 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 information systems development, as form f...
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The 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 information systems development, as form for organizing startups or "born digital" companies, little knowledge exists about the adoption of agile practices and structures at established enterprises. With an exploratory study of fifteen global cases, we aim at examining how established enterprises adopt and scale agile forms of organizational design. We found that (1) agile forms of organizational design are currently adopted by enterprises at large scale, (2) agile forms of organizational design are adopted not only by IT but successively also by business units and in contexts outside information systems development, 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. We identified three additional models for fully agile forms of organizational design where a fully agile unit with cross-product support is the most frequently observed model.
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Purpose: Agile manufacturing (AM) has evolved as a revolutionary way of manufacturing the products while managing the uncertainties, product introduction time, responsiveness, innovation, superior quality, etc. along the supply ch...
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Purpose: Agile manufacturing (AM) has evolved as a revolutionary way of manufacturing the products while managing the uncertainties, product introduction time, responsiveness, innovation, superior quality, etc. along the supply chain to satisfy the ever increasing customer demand and to maximize the profit. The purpose of this paper is to critically analyze the literature related to various dimensions of AM and to report the findings. Design/methodology/approach: This paper presents the reviews of 300 scholarly articles from 1993 to 2016 by various researchers and practitioners on AM collected from different sources, i.e. Google Scholar and ResearchGate. The information related to AM is also captured during industrial visits to different Indian manufacturing plants. Findings: AM definitions are reported along divergent scopes and objectives in the literature. The researchers have given importance on performance measurement and process analysis through empirical and descriptive analysis whereas its implementation issues are neglected. It is also observed that the effort made on AM is significant for manufacturing industries which is overlooked in service industries. Practical implications: This literature review has identified many research gaps in AM which were not paid attention before. Researchers can address these research gaps for strengthening the AM implementation. Originality/value: In total, 300 research papers are reviewed and analyzed to capture the various aspects of AM and its related issues but not restricted to research methodologies, author profiles, types of industries, tools/techniques/methodology used, etc.
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