Activities

Achieving strategic agility in the short-term and long-term

This masterclass drew on the case method pioneered at the Harvard Business School. The session was based on an earlier piece of research conducted by the ARN for three organisations seeking to achieve agile transformation. Its aim was to enable participants to practise being agile as part of a real-world scenario involving complexity, uncertainty, and ambiguity. This masterclass was Achieving strategic agility in the short-term and long-term

Dealing with challenges and tensions during transformations to agility

In this blog, based on the latest research paper from the Agile Research Network (ARN), we will look at the challenges and resulting tensions those organisations encountered and the questions businesses can ask themselves before the transformation process begins to avoid or minimise these. The questions were developed using the lens of paradox theory.  The three organisations cited Dealing with challenges and tensions during transformations to agility

Sustaining Agile – A Research Perspective

Sustaining agile is something that has concerned us for a while at the Agile Research Network (ARN). Having surveyed practitioners, (Barroca et al 2018: Sustaining Agile Beyond Adoption – CORE) we realised that challenges around agile seemed to be moving away from the typical ‘how do we adopt agile?’ to ‘how do we keep agile going Sustaining Agile – A Research Perspective