While agile principles and methods have become mainstream in IT solution development, they have also immersed project management and organizational design. This process, however, is gradual so that management and governance practice of digital transformation programs (DTP) often have to deal with a coexistence of agile and traditional components. Such coexistence leads to tensions as some agile principles and methods are incompatible with or even contrary to their traditional counterparts. Drawing on existing discourses on tensions and governance, the purpose of this paper is to (1) identify and analyze such tensions in the context of complex DTP, (2) explore the corresponding challenges for program governance, and (3) derive requirements to enhance current DTP governance practice to deal with those challenges. The data gathered from an in-depth revelatory dual-case study of large DTPs let us identify 18 tensions, 17 corresponding governance challenges, and derive 10 requirements for a “change-mode-agnostic” governance system.
Caroline Kiselev, Robert Winter