|dc.description.abstract||This study examines the research question: How can established firms adapt and renew their
strategic direction through agile ways of working? An exploratory case study of an IT
Consultancy Firm was conducted. 11 informants from the case company were interviewed,
where the informants represented consultants with different roles and backgrounds.
The existing literature on organizational agility has been reviewed and used to discuss the
findings of this study. Strategic agility, as a highest level of organizational agility, has emerged
as increasingly interesting and relevant topic in today's dynamic environment. Established
firms experience rapid changing business demands that require fast adaptation. Agile ways of
working have emerged as a solution when operating in uncertain environments.
The findings of the study identify that the fundamental step towards strategic agility, is agile
ways of working, including organizational structure of autonomous, cross-functional teams,
and implementation of adapted processes from agile methodologies that are in alignment of
established firms´ needs. The study locates that the crucial factors needed to enable strategic
agility, are agile management and learning culture. The absence of the enablers poses
challenges when conducting an agile transformation, as optimal performance of teams is
dependent on management and culture. This research then uncovers that through wellfunctioning agile ways of working and enablers in place, established firms achieve the
outcomes of flexibility, speed, customer orientation, and engagement. Then firms become in a
better position to adapt and renew their strategic direction.
Additionally, this study finds that the innovations taking place in established firms are limited
to the incremental type. For radical innovations to be discovered, there is a need for other
mechanisms in addition to agile ways of working, as strategic agility implies adaptation and
renewal of strategic direction when new opportunities within existing and new business models