Table A3 Interview guide Section 1 :...

Table A3

Interview guide

Section 1: Understanding agility (inquiries, 2018, 2019, and 2021)
Agile work
1) What is your understanding of agility, and why is agility relevant? 2) Describe your journey and experience while working in an agile environment 3) Why and when did your company introduce agile practices? Please elaborate on the motivation and main internal and external drivers of that change
Identification of organizational areas for agile transformations
4) Which departments and/or domains do you view as being particularly suitable for adapting agile practices? 5) In which departments and/or domains do you think agile practices have no added value?

Section 1: Understanding agility (inquiries, 2018, 2019, and 2021)
Agile work
1) What is your understanding of agility, and why is agility relevant? 2) Describe your journey and experience while working in an agile environment 3) Why and when did your company introduce agile practices? Please elaborate on the motivation and main internal and external drivers of that change
Identification of organizational areas for agile transformations
4) Which departments and/or domains do you view as being particularly suitable for adapting agile practices? 5) In which departments and/or domains do you think agile practices have no added value?

Section 2: Agile center of competence (inquiries, 2018, 2019, and 2021)
6) How would you describe your work environment in the ACC? Briefly describe the culture on teams, the kind of teamwork that occurs, and your interactions with team members 7) What do you consider to be the greatest advantages of agile practices in your daily work? What are the biggest obstacles, and how do you deal with them? 8) How do you assess the maturity of teams with agile practices in the ACC? 9) What are the most important facilitators for driving agile work?

Section 2: Agile center of competence (inquiries, 2018, 2019, and 2021)

How would you describe your work environment in the ACC?

Briefly describe the culture on teams, the kind of teamwork that occurs, and your interactions with team members

What do you consider to be the greatest advantages of agile practices in your daily work?

What are the biggest obstacles, and how do you deal with them?

How do you assess the maturity of teams with agile practices in the ACC?

What are the most important facilitators for driving agile work?

Section 3: Objectives of agile organizations (inquiries, 2019 and 2021)
10) What does the term agile organization mean to you? 11) In your opinion, what is the general vision of any agile organization? 12) For organizations, why is becoming agile necessary? Please illustrate the relevance of being agile 13) How do you feel about the agile transformation agenda?

Section 3: Objectives of agile organizations (inquiries, 2019 and 2021)
10) What does the term agile organization mean to you? 11) In your opinion, what is the general vision of any agile organization? 12) For organizations, why is becoming agile necessary? Please illustrate the relevance of being agile 13) How do you feel about the agile transformation agenda?

Section 4: Agile transformations (inquiries, 2019 and 2021)
Designing the agile transformation
14) Imagine that you have to design a roadmap for scaling agility within your firm. How would you do it? What steps are needed for your firm to become agile? 15) What do you expect from the firm's leaders in relation to the agile transformation? 16) Which people in your firm are particularly suited to impart agile principles?
Obstacles, barriers, and solutions
17) What obstacles might arise in the process of disseminating agility? What cultural barriers within your firm might stand in the way of its becoming an agile organization? 18) How could those barriers be overcome? 19) What aspects of the organizational structure need to change? 20) What needs to be improved in the firm's organizational structure to support the scaling of agile practices?

Section 4: Agile transformations (inquiries, 2019 and 2021)
Designing the agile transformation
14) Imagine that you have to design a roadmap for scaling agility within your firm. How would you do it? What steps are needed for your firm to become agile?15) What do you expect from the firm's leaders in relation to the agile transformation? 16) Which people in your firm are particularly suited to impart agile principles?
Obstacles, barriers, and solutions
17) What obstacles might arise in the process of disseminating agility? What cultural barriers within your firm might stand in the way of its becoming an agile organization?18) How could those barriers be overcome? 19) What aspects of the organizational structure need to change? 20) What needs to be improved in the firm's organizational structure to support the scaling of agile practices?

Section 5: The agile transformation process (inquiries, 2019 and 2021)
Agile organization and transformation
21) How would you describe the agile organization at your firm today? Has your image of an agile organization changed in recent years? If so, then how and why? Can you give examples of specific characteristics of the agile organization? 22) Where is the firm in its transformation process? Has the organization become more agile in recent years, and, in either case, what do you attribute it to? 23) Can you describe the drivers of the firm's transformation in greater detail? What capabilities were needed to make it happen? What capabilities did the organization need to redevelop? Which internal and external factors slowed down or hindered the transformation? 24) What were the key challenges during the transformation?
Agile measurement and performance
25) In your opinion, what is the most important indicator of agility in your organization today? 26) How do you measure the success of agility? Does competitive agility help to better achieve project, unit, and/or organizational goals? Has anything changed in the definition of those goals? 27) In your experience, where has the adoption of agile practices produced little output? Where were expectations not met?
Agile management and employees
28) In addition to the introduction of agile practices such as scrum, what changes have occurred in the firm's organizational structure? 29) What impact do agile practices have on teamwork? What changes have you observed in that regard? 30) What is the new understanding of leadership at the firm? What role do leaders (e.g. management) play in the agile transformation? 31) How does the corporation's understanding of agility affect manager–employee relationships? 32) How is a culture of trust fostered at the firm?
Change management
33) What would you change about the corporation's approach to the change process? 34) What have you learned from the experiences of teams that urgently need to change at the organizational level? 35) Imagine that it is five years into the future. What is viewed as having been the most important building block for making the corporation a success?
Closing
36) Is there anything that you would like to add or comment on from your side that we haven't talked about?

Section 5: The agile transformation process (inquiries, 2019 and 2021)
Agile organization and transformation
21) How would you describe the agile organization at your firm today? Has your image of an agile organization changed in recent years? If so, then how and why? Can you give examples of specific characteristics of the agile organization? 22) Where is the firm in its transformation process? Has the organization become more agile in recent years, and, in either case, what do you attribute it to? 23) Can you describe the drivers of the firm's transformation in greater detail? What capabilities were needed to make it happen? What capabilities did the organization need to redevelop? Which internal and external factors slowed down or hindered the transformation? 24) What were the key challenges during the transformation?
Agile measurement and performance
25) In your opinion, what is the most important indicator of agility in your organization today? 26) How do you measure the success of agility? Does competitive agility help to better achieve project, unit, and/or organizational goals? Has anything changed in the definition of those goals? 27) In your experience, where has the adoption of agile practices produced little output? Where were expectations not met?
Agile management and employees
28) In addition to the introduction of agile practices such as scrum, what changes have occurred in the firm's organizational structure? 29) What impact do agile practices have on teamwork? What changes have you observed in that regard? 30) What is the new understanding of leadership at the firm? What role do leaders (e.g. management) play in the agile transformation? 31) How does the corporation's understanding of agility affect manager–employee relationships? 32) How is a culture of trust fostered at the firm?
Change management
33) What would you change about the corporation's approach to the change process? 34) What have you learned from the experiences of teams that urgently need to change at the organizational level? 35) Imagine that it is five years into the future. What is viewed as having been the most important building block for making the corporation a success?
Closing
36) Is there anything that you would like to add or comment on from your side that we haven't talked about?

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