Leading the transformation: agile success factors in an Irish manufacturing company

Abstract

Purpose – This study aims to assess the challenges and critical success factors for agile transformation in an Irish manufacturing organisation. Design/methodology – Mixed-methods approaches were used to collect data for this study. A quantitative survey utilising the novel Kano model and qualitative analysis using semi-structured interviews with middle and senior managers were employed as part of a case study. Findings – Critical success factors are identified, analysed and prioritised based on the opinions of members of the organisation studied. The conclusions of this study show that factors such as people, culture, and leadership are critical to agile transformation. The most important components, in particular, are team empowerment, team flexibility, competency development, and creating and communicating a vision. Research limitations/implications – This research focuses on a single-site case study capturing context-specific data from an organisation that recently embarked on an agile transformation. Originality/value – This study bridges the gap between academia and practice by providing valuable insights to guide leaders in their journey to agile transformation. The findings provide new knowledge to leaders and academics concerning the most critical factors for a successful transformation.