Enabling Agile Capabilities in Large Firms
Author
Damgaard, Sebastian
Term
4. term
Publication year
2021
Submitted on
2021-05-31
Pages
95
Abstract
In a more uncertain and competitive environment intensified by COVID-19, this thesis examines what enables agile capabilities in large firms. The study employs a qualitative multiple-case design using semi-structured interviews with managers responsible for Denmark-based COVID-19 projects at Grundfos and LEGO. It combines within-case analyses with cross-case comparison and synthesis to identify patterns that support organizational agility. Evidence points to two central enablers: innovation and leadership. The most prominent cross-case patterns are the importance of strong R&D capabilities, decision-based empowerment, and creating a clear “why.” Based on the two cases, the findings suggest a positive link between innovation and agility, with R&D capacity playing a key role in rapid response. Empowerment and a clearly articulated and communicated direction were also fundamental to project success. Taken together, the results indicate that leadership tools such as vision setting, storytelling, and empowerment can support the development of agile capabilities in large firms. The conclusions are drawn from two cases and should be validated in further research.
I en mere usikker og konkurrencepræget verden, forstærket af COVID-19, undersøger denne afhandling, hvad der muliggør agile kapabiliteter i store virksomheder. Studiet anvender et kvalitativt multiple-case design med semistrukturerede interviews af ledere ansvarlige for COVID-19-projekterne i Danmark hos Grundfos og LEGO. Analysen kombinerer within-case analyser med tværgående sammenligning og syntese for at identificere mønstre, der understøtter organisatorisk agilitet. Evidensen peger på to centrale drivere: innovation og ledelse. De mest fremtrædende mønstre på tværs af cases er betydningen af stærke forsknings- og udviklingskompetencer (F&U), beslutningsbaseret empowerment samt etableringen af et tydeligt “hvorfor”. På basis af de to cases antyder fundene en positiv sammenhæng mellem innovation og agilitet, idet F&U-kapacitet var afgørende for hurtig omstilling. Samtidig var empowerment og en klart formuleret og kommunikeret retning grundlæggende for projektsucces. Resultaterne indikerer dermed, at ledelsesværktøjer som vision, storytelling og empowerment kan understøtte udviklingen af agile kapabiliteter i store virksomheder. Fundene bygger på to cases og bør efterprøves i videre forskning.
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Keywords