Smidig i historiske fotspor : Et komparativt studie av to etablerte virksomheter som utforsker samspillet mellom strategi, struktur og smidig som respons på et næringsliv som endres gjennom digital utvikling

Abstract

Our research study has investigated how two established companies respond to digital and market challenges by exploring the interplay between strategy, structure, and agility as illuminated by leaders' perceptions. The research question we have examined is: How do leaders in established businesses navigate the interplay between strategy, structure, and agility in response to continuously changing environments? The study employed an exploratory, comparative case analysis method. We have investigated two established businesses, both of which have experience with digital development and have demonstrated organizational adaptability by implementing large-scale agile methodology through multi-team systems. Previous research has only to a limited extent addressed the interaction between strategy, structure, and agility during organizational transformation processes in established Norwegian businesses. Our research has culminated in a triadic model for increased competitive advantage in a digital world, highlighting how the interplay between strategy, structure, and agility has impacted organizational transformation. We have identified several components critical for making this interplay work: 1) Drivers for change, 2) Strategic competence development, 3) Balanced autonomy, 4) Evolution of leadership roles, and 5) Common language and values. Through our analysis, we have also revealed that leaders in these companies have incorporated a range of operational implementation mechanisms to effectively advance organizational transformation processes. These are competence exchange, prioritization tools, product strategy, glossary, interaction model, culture document, new roles, and new learning arenas. This emphasizes both a strategic and tactical need to view the interplay between strategy, structure, and agility in response to continuously changing environments. Further research should build on our model to explore the variation in how different organizations manage this transformation, which will enrich the academic perspective.