How consultancies evolve agile mindsets and cultivate their own agile transformation

This research examines how consultancies evolve agile mindsets and cultivate their
own agile transformations. It identifies methods that are effective in initiating and
embedding agile change and factors that influence the change to agile endeavours.
This study also builds on identified literature gaps. For one, research on agile change
and consultancies has focused solely on consultancies’ liaising with clients so that
insights with respect to their own change endeavours are missing. Previous research
has also lacked a thorough differentiation of agile adaption; both scientific and practice
literature have widely ignored the differing needs of agile maturity in different
consultancies and the general need for purposeful adjustments of agile change
approaches to their respective cultural contexts.
This study begins with chapter 1 that outlines the research topic, aims, questions, and
objectives as well as the methodology and methods of data collection and analysis.
Chapter 2 then introduces the main concepts of this research, namely change
management, agility, and organisation cultures. Chapter 3 follows with an outline of
the epistemology, methodology, and methods that jointly form the implementation plan.
Chapter 4 then provides case study reports and cross-case analyses. Chapter 5
finishes with a meaningful interpretation and highlights contributions to science and
practice.
Data was collected from three multi-site, maximum-variation cases, which totalled 14
participants over a time of five months. Data collection methods included document
analysis, focus groups, and surveys. Data analysis included case reports to provide a
thick description of each case, participants’ interactions, and types of communications
as well as each case’s subjective interpretations of agility and implications for agile
change practices. The data analyses concluded with thorough cross-case analyses,
which examined each case’s differences and similarities.
This study primarily found that personal networks can be mindset-changing by
enabling individuals to evolve and stabilising social systems. The research also found
that the underlying organisation design acted as a mediating factor that either
hindered or supported cultural change to agile efforts.