Table 2 Incumbent Firm's sensing,... | Emerald Publishing

Table 2

Incumbent Firm's sensing, seizing, and transforming activities

Activity	Description	Who and what
Sensing	Sensing and scanning: Top management reviewed the environment for threats and opportunities Augmenting and learning: The incumbent firm incorporated internal and external experts for search activities and subordinate scenario analyses Deduction: Strategy shifted toward an agile transformation agenda	Top management Constant research activities, continuous learning, and interpretation
Seizing	Allocating resources: Top Management allocated €700 million to fund the agile transformation Mobilizing: Top management introduced the ACC for employees to commence working in projects in an agile environment	Initiative on a divisional level Employees as key driver Importance of management in making informed decisions, operationalizing, and communicating goals
Transforming	Expanding and scaling: The ACC serves as the key accelerator for producing agile teams that are reintegrated into the organizational setup Organizational network structures have to be established to achieve the same standard Transforming requires rethinking beyond structures, organizational functions, management practices such as budgeting, incentives, and measurement systems and resolving biases from the previous standard of work	Activation of internal and external change agents Repeated entrenchment of best practices and key learning in organizational structures Holistic transformation

Activity	Description	Who and what
Sensing	Sensing and scanning: Top management reviewed the environment for threats and opportunitiesAugmenting and learning: The incumbent firm incorporated internal and external experts for search activities and subordinate scenario analysesDeduction: Strategy shifted toward an agile transformation agenda	Top managementConstant research activities, continuous learning, and interpretation
Seizing	Allocating resources: Top Management allocated €700 million to fund the agile transformationMobilizing: Top management introduced the ACC for employees to commence working in projects in an agile environment	Initiative on a divisional levelEmployees as key driverImportance of management in making informed decisions, operationalizing, and communicating goals
Transforming	Expanding and scaling: The ACC serves as the key accelerator for producing agile teams that are reintegrated into the organizational setup Organizational network structures have to be established to achieve the same standard Transforming requires rethinking beyond structures, organizational functions, management practices such as budgeting, incentives, and measurement systems and resolving biases from the previous standard of work	Activation of internal and external change agentsRepeated entrenchment of best practices and key learning in organizational structuresHolistic transformation