According to Denning (2019), in organizations that are accustomed to more hierar-chical management approaches, Agile transformation will include radical changes inthe power structure, attitudes, values, and ways of interacting with stakeholders suchas customers, employees, shareholders, and partners

In their classic model for understanding the behavior of organizations as complexsystems, Nadler and Tushman (1980) relied upon the model proposed by Leavitt(1965) to propose four essential elements of the organization that must be constantlyrealigned, as transformations occur. These elements are structure, people, processes,and organizational culture

Since Lewin’s (1947) seminal three-phase model was proposed, several models for imple-menting POCs have been developed, by both academics and specialized consultancies.Rosenbaum et al. (2018) analyzed 14 widely recognized POC models and classified theminto three large groups: governance, structural, and practice-based models. The articlefurther identifies those who are project-oriented, resistance-oriented, and interpretive in nature.

The term “organizational change” is quite broad and can encompass to any type ofchange, including technical and managerial innovations, declining performance ofan organization or evolution of a system over time (Cummings & Worley, 2009).

What are the organizational changesimplemented by companies that adopt agile approaches?

Dikert et al. (2016), in theirseminal study on challenges and success factors for large-scale agile transformations, drawattention to the need for more studies that address the agile transformation process with abroader perspective, going beyond software development practices.

Although agile approaches to project management were originally developed for use bysmall software development teams, agile methods quickly began to be used by entiredepartment processes and, in some cases, to the entire organization.

In their classic model for understanding the behavior of organizations as complex systems, Nadler and Tushman (1980) relied upon the model proposed by Leavitt (1965) to propose four essential elements of the organization that must be constantly realigned, as transformations occur.

The sociotechnical systems theory, originally developed at the Tavistock Institute of Human Relations in London during the 1950s and 1960s, advocates for the consideration of technical and social factors when seeking to promote change within an organization.

The term “organizational change” is quite broad and can encompass to any type of change, including technical and managerial innovations, declining performance of an organization or evolution of a system over time (Cummings & Worley, 2009).