Agility as a goal of change management?: About sense and nonsense in the introduction of agility in organizations

Abstract

This article from the magazine Gruppe. Interaktion. Organisation. (GIO) deals with the question of what challenges organizations face when they start to integrate agile processes into organizational structures that have evolved over time. Using the example of an international IT company, the support of an implementation process of agile working is explained. The area of tension between the framework and organizational control of management and the individual experience and completion of proposed roles and areas of responsibility by the employees is considered. The article discusses practical experience with theoretical approaches to changing companies in the ‘VUCA world’ and describes three central areas of tension with which an organization must learn to deal with on the way to more agility.