Agile Practices for Scaling Digital Initiatives in Large Organizations

Abstract

This study aims to explore the challenges and strategies involved in scaling agile practices for digital initiatives within large organizations. A qualitative research design was employed, using semi-structured interviews to collect data from 19 participants actively involved in scaling agile practices within large organizations. Theoretical saturation guided the sample size, and interviews were conducted online to accommodate participants across various geographical locations. Data analysis was performed using NVivo software, following an iterative thematic analysis approach to identify key themes and patterns. The study revealed four key themes: adoption of agile practices, cultural and organizational change, leadership and stakeholder engagement, and technology and tools. Participants highlighted the importance of initial training and awareness, clear team roles, incremental implementation, and continuous feedback mechanisms in successfully scaling agile. Cultural resistance, alignment across teams, and the need for a continuous learning culture were identified as challenges. Leadership, particularly through servant leadership and stakeholder buy-in, was crucial for facilitating agile adoption. Additionally, the integration of appropriate tools and data-driven decision-making played a significant role in supporting agile practices at scale. The findings suggest that while scaling agile in large organizations presents several challenges, including cultural resistance and coordination across teams, these can be mitigated through structured frameworks, leadership support, and the adoption of appropriate tools. The success of agile at scale depends on fostering a culture of collaboration, continuous learning, and feedback, alongside the careful selection of frameworks and technologies that align with organizational goals.