Applying an organisational agility maturity model

Gunsberg, David; Callow, Bruce; Ryan, Brett; Suthers, Jolyon; Baker, Penny Anne; Richardson, Joanna

doi:10.1108/jocm-10-2017-0398

Cited by 27 publications

(13 citation statements)

References 16 publications

(22 reference statements)

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“…Most of them are digital maturity models which assess the digital readiness and progress of an organisation in the digital age. Such maturity models are provided by Anderson and William (2018), Berghaus et al (2017), De Carolis et al (2017, Gill and Vanboskirk (2016), Gunsberg et al (2018), Isaev et al (2018) and Schumacher et al (2016). On the other hand, frameworks with articulated dimensions or action fields are provided by Kane et al (2016), Newman (2017) and Westerman et al (2011).…”

Section: Lack Of Practical Guidance For Businesses and Managersmentioning

confidence: 99%

Strategic action fields of digital transformation

Peter

Kraft

Lindeque

2020

JSMA

127

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Purpose The purpose of this paper is to capture the collective understanding of digital transformation (DT) across Swiss businesses and establish a reference framework based on the strategic action field (SAF) theory. Design/methodology/approach A number of Swiss associations provided their databases for an online survey. The large sample includes 2,590 participants from 1,854 organisations and delivered over 4,200 descriptions of DT, categorised into seven SAFs. A cross tabulation of SAF combinations by firm size identified 127 possible SAF combinations which constitute the common understanding of DT. Findings The data set allowed the identification of SAFs and the conceptualisation of DT based on a shared understanding. Drivers of digital transformation are: process engineering, new technologies and digital business development, supported by digital leadership and culture, the cloud and data, customer centricity and digital marketing. Research limitations/implications For practitioners, the study provides the SAFs that should be considered for DT strategies. For academic scholars, a unique data set has allowed the study of DT by analysing action field combinations, revealing a nuanced constellation of SAFs. Limitations are the focus on Swiss organisations and a convenience sample for collecting the analysed data. Originality/value For the first time, the shared understanding of DT in Swiss businesses – based on SAFs – has allowed a conceptualisation of DT in order to provide guidance to businesses managers and employees.

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Section: Lack Of Practical Guidance For Businesses and Managersmentioning

confidence: 99%

Strategic action fields of digital transformation

Peter

Kraft

Lindeque

2020

JSMA

127

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“…A baseline maturity model developed confirms that agility is implementable in granular levels too (Gunsberg et al, 2018; Nurdiani et al, 2019). It is also equally important to note that knowledge diffusion and deep insight into the same is essential for the teams formed using this model.…”

Section: Safe®: Scaled Agile Frameworkmentioning

confidence: 71%

A Proposal on Developing a 360° Agile Organizational Structure by Superimposing Matrix Organizational Structure with Cross-functional Teams

Nagini

Devi²,

Mohamed

2020

Management and Labour Studies

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With the growing business opportunities and expanding boundaries, the organizational structure of the companies is becoming highly dynamic with several levels flattened out and branching out horizontally, instead of being vertical. With agility required in all fast-evolving organizations, it is essential to check out for the suitability of the modern organizational structures prevalent, being classified by Mintzberg as ‘entrepreneurial or simple structure, machine bureaucracy, professional bureaucracy, divisional form, and adhocracy or innovative’ (Mintzberg, 1980; Lunenburg, 2012). In this article, we propose a 360° Agile organizational structure which is a hybrid of the matrix organizational structure superimposed with cross-functional teams (CFTs). This article discusses the possibilities of forming smaller teams without compromising the incidence of the essential ‘skills– talents–competencies’, necessary for every single project, thereby superimposing the matrix organizational structure and the CFTs. This article also discusses the advantages and disadvantages of this proposed organizational structure. A possible cross-check with regard to the scalability issues has also been made with the Scaled Agile Framework (SAFe®) agile HR practices.

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“… 2015 ; Gunsberg et al. 2018 ; Rigby et al 2020 ). The responses to these questions are mapped into scores.…”

Section: Methodsmentioning

confidence: 99%

Design of transformation initiatives implementing organisational agility: an empirical study

2021

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This study uses 125 responses from companies of all sizes predominantly headquartered in Germany, Switzerland, France and UK to reveal perceptions of the drivers of organisational agility. It further investigates current understanding of managing principles of multiple organisational dimensions such as culture, values, leadership, organisational structure, processes and others to achieve greater organisational agility. The data set is disaggregated into four major profiles of agile organisations: laggards, execution specialists, experimenters, and leaders. The approach to agile transformation is analysed by each of those profiles. While the positive effect from a more holistic approach is confirmed, leaders tend to focus more on processes and products rather than project work. Respondents perceive that IT, product development and research are most agile functions within their organisations, while human resources, finance and administration are considered being not agile. Furthermore, organisations with higher levels of organisational agility tend to use more than one agile scaling framework. Implications on theories of agile transformations and organisational design are discussed.

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Applying an organisational agility maturity model

Cited by 27 publications

References 16 publications

Strategic action fields of digital transformation

Strategic action fields of digital transformation

A Proposal on Developing a 360° Agile Organizational Structure by Superimposing Matrix Organizational Structure with Cross-functional Teams

Design of transformation initiatives implementing organisational agility: an empirical study

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