(University of the Witwatersrand, Johannesburg, 2021) Mhlongo, Kanya; Horne, Renee
Greater expansion opportunities are on the increase for organisations to scale agile across more business functions besides the common IT, Operations and Development departments. In South Africa, AB InBev has applied Agile ways of working within their operations. However, only 42% of Agile projects are successfully implemented (Standish Group, 2018) as intended in the initial project plan.
Several factors can be attributed to this such as, organisational culture, resistance from employees to accept the product and insufficient support from senior leadership – change management. The direction on how to integrate change management in an Agile project has been quite shallow (Prosci, 2018). Research is needed in both areas to provide new approaches that harmonise change management and employee experiences with agile ways of working