This dissertation is based on the Grounded Theory method, as developed by Barney Glaser
and Anselm Strauss in the 1960s. The subject of our research is the Danish company
Nets and its organizational transformation from one agile framework NEA (Nets Enterprise
Agile) to another agile framework, SAFe (Scaled Agile for Enterprises).
In this paper we take a closer look at both the “agile mindset” as well as compare NEA
and SAFe. In our findings, we point to some of these differences as being a difference
in organization across management levels. While NEA is performing well at team level,
one of our conclusions is that SAFe may prove to be comparatively better consolidated
at the managerial and enterprise level of the organization. Like Nets, SAFe has its roots
in the software developing industry, but today implementation of SAFe has spread to
other industries as well. In our research, based upon and developed from our empirical
data, we analyze and conceptualize the term “circular organization” based on three underlying
concepts: “Enterprise agile”, “Transformation” and “Culture”. Our examination of
these three concepts exposes a commonality between them, warranting the feasibility of
achieving the desired state of continuous development, alignment, and communication.
According to this paper, what keeps these three factors in check and moving towards the
future is an issue of regular meetings at an interval, feedback loops, and transparency
within and across teams in the organization.