The security directives at Ericsson Group IT have recently been re-worked to apply to modern security requirements. For Ericsson's software development teams developing internal applications, security tools have been implemented into the daily workflow to follow these new directives. Before, security mainly was considered during the reviews and scheduled assessments of the software projects. The goal of these new tools is to add security to every part of the software development process. Security thus adds to the scope of work of the developers at Ericsson Group IT, which has, in the past, evolved from being solely a developer to being responsible for development and operations to development, security and operations. However, adding methods and tools to the developer's workflow can create inertia and friction in daily work. We intend to apply the concept of inertia to agile work practices to examine how small-scale projects are affected when new security tools and methods are introduced and implemented in the agile workflow. Research suggests that linked processes and methods should be put in place to achieve desirable results from the implemented tools and be integrated into the team's agile methodologies. The thesis aims to identify the factors that affect inertia by investigating and analysing the developers' use of methods and tools. As for data collection, a pilot study and a case study were applied to a team at Ericsson Group IT. The data was collected through qualitative surveys conducted on twelve proven factors regarding successfulness in work implementations. The data was then analysed through the Gioia methodology by compiling the collected data into first-order concepts and linking them to familiar second-order themes. These themes were then translated into aggregate dimensions synthesised from the study's theoretical framework. The results showed that several factors affected the change process: personnel training and education, appropriate communication, and adaptability to the change process. These are all factors attributing inertia to the change process, and awareness of these can help mitigate and facilitate a successful change process. Streamlining successful change processes is vital when integrating security as a requirement into an agile software development team.

Introduction: This study was conducted at Volvo Cars’ R&D division to investigate how test facilities and workshops can implement an agile way of working. Three departments with different levels of agile implementation were therefore investigated to fulfill our purpose. Purpose: The purpose of this study was to highlight key factors with the implementation of agile working methods at Volvo Cars' R&D department, as well as evaluate the possible advantages and disadvantages of agile, lean, and traditional working methods in test facilities and workshops. The long-term purpose was to support future development and integration of new ways of working in the car manufacturing industry, together with other industries in similar situations. Method: To enable this study and achieve a result related to the study's question, the study was conducted with a qualitative method. Information was collected through literature studies and qualitative interviews at Volvo Cars and with Carl Starendal. Additionally, a benchmark was conducted at an external company. Where the literature studies formed the basis for the study's theoretical framework and the interviews were conducted with the aim of creating a deeper analysis of the issues. Theoretical Framework: The theoretical framework presents the three different working methods that are recurring throughout the study, corporate culture and how this can affect the implementation of new working methods, and Kotter's (1995) theory of change management. In addition, it accounts for the development of hardware versus software. Results: The study showed that there were factors that affect the outcome of the implementation, initially the company culture was a major factor that influenced the implementation of the three departments involved at Volvo Cars. As the culture showed to be deeply rooted in the working routines, a strong guiding coalition was therefore required to drive through the change. Furthermore, it turned out that support and training was required for employees to feel involved to enable a high motivation for the agile implementation. Communication between departments and stakeholders were complex as not everyone worked agile or embraced it enough. Finally, the study examines strengths and weaknesses of the different ways of working. / Inledning: Denna studie har genomförts på Volvo Cars division för Research and Development för att studera hur man kan implementera agila arbetssätt inom testmiljöer och verkstäder. Tre olika avdelningar med olika grad av agil implementering har därför studerats. Syfte: Syftet med denna studie är att belysa nyckelfaktorer för implementering av agilt arbetssätt hos Volvo Cars R&D-avdelning, samt utvärdera eventuella fördelar och nackdelar med agilt, leant och traditionellt arbetssätt inom testverksamhet och verkstad. Det långsiktiga syftet är att stödja framtida utveckling och integration av nya arbetssätt inom biltillverkningsindustrin, tillsammans med andra industrier i liknande situationer. Metod: För att möjliggöra denna studie och uppnå ett resultat relaterat till studiens frågeställning genomfördes studien med en kvalitativ metod. Information samlades in genom litteraturstudier, kvalitativa intervjuer på Volvo Cars och Carl Starendal, samt benchmark på externt företag. Där litteraturstudierna utgjorde grunden för studiens teoretiska ramverk och intervjuerna genomfördes i syfte att skapa en djupare analys av frågeställningarna. Teoretiskt Ramverk: Det teoretiska ramverket presenterar de tre olika arbetssätten som är återkommande genom studien, företagskultur och hur denna kan påverka en implementering av nya arbetssätt behandlas, samt Kotters (1995) teori om förändringsledning. Dessutom redogörs det för utveckling av hårdvara kontra mjukvara. Resultat: Studien visar att det finns faktorer som påverkar utfallet av implementeringen, inledningsvis var företagskulturen en stor faktor som påverkat implementeringen hos de tre berörda avdelningarna på Volvo Cars. Då kulturen visade sig varit djupt rotade i rutiner och arbetssätt, krävdes därför ett starkt vägledande ledarskap som drev igenom förändringen. Vidare visar det sig att stöttning och utbildning krävdes för att medarbetare skulle känna sig delaktiga. Samt för att bilda motivation för den agila implementeringen. Studien behandlar även kommunikationen mellan team och intressenter, så som provbeställare och leverantörer. Då den beskrevs som komplex eftersom alla parter inte hade nått samma nivå av agil implementering. Slutligen behandlar studien för och nackdelar med de olika arbetssätten.

Change management is an area that is widely researched by practitioners and researchers. Despite the extensive number of frameworks and approaches of how to manage change, most of all change initiatives still fail. Since external crises often imply some form of organizational change, this thesis aims to investigate the questions: How do managers communicate change to their employees during a crisis & what do they communicate? To answer these questions, we conducted semi-structured interviews with six different managers with varying backgrounds. Prior to this, a review of relevant literature was conducted, and a theoretical summary was framed consisting of six different themes. These were, communicating a vision, sensemaking in communication, communication with honesty, communication frequency, communication channels, and communication models. The conclusion showed that communication frequency was one of the most influential factors together with honesty, whereas vision and models were considered less important.

Carlsberg desires to increase the traceability of their goods and this can be achieved with a tracking system. Therefore, this research aimed to create a model suitable to use when formulating a change strategy to implement a new technology in an organization. This model was then applied on Carlsberg to investigate how they should introduce a tracking system in their distribution system. The research was conducted in two phases, where the first phase included to create the suitable change model and to identify the current state in Carlsberg. This was achieved by collecting data from literature, observations and interviews. In phase two the model was applied to Carlsberg and thus, the change strategy to introduce a tracking system in Carlsberg was formulated. In this phase, data collection methods were literature and interviews with stakeholders and specialized consulting agencies in change management of IT systems. The research resulted in a model based on three questions that must be answered to create a change strategy; "What is the required change?", "How to build up the change process?" and "How will the change be measured?" In order to transform from the current state to the desired future, Carlsberg needs to introduce a tracking system with associated informational support, in the form of a website. This introduction results in changed work tasks and new features for truck drivers, administrative staff and collaboration partners. To succeed with this change, it is crucial that the stakeholders are willing to change. Carlsberg can increase the stakeholder’s willingness by a number of activities that have been identified in this research. Risks with the introduction of the tracking system have been identified and since this is a new system, start-up problems are likely to occur. These can be minimized through testing the system with a small group of truck drivers. Also, the introduction to the entire organization should then be done in one cross-dock at the time, partly to minimize the risk but also to be able to focus the resources. During and after the tracking system has been introduced in the organization, the change process needs to be measured in order to demonstrate that the desired improvements are met. Short-term measurements aim to motivate stakeholders for further implementation efforts and long-term measurements to consolidate the change in the organization. / Carlsberg vill öka spårbarheten på sina varor och detta kan uppnås med ett spårningssystem. Denna forskning har därför syftat till att skapa en modell lämplig för att använda vid utformningen av en förändringsstrategi ämnad till att införa en ny teknik i en organisation. Modell applicerades sedan på Carlsberg för att undersöka hur de ska införa ett spårningssystem i sitt distributionssystem. Forskningen genomfördes i två faser, där den första fasen inkluderade att skapa en lämplig modell för förändringsarbete och analysera den nuvarande situationen i Carlsberg. Detta uppnåddes genom att samla in information från litteratur, observationer och intervjuer. I fas två applicerades denna modell på Carlsberg och därmed formulerades förändringsstrategi för att införa ett spårningssystem i organisationen. I denna fas var metoder för datainsamling litteratur samt intervjuer med intressenter och specialiserade konsultbyråer i förändringsarbete av IT-system. Forskningen resulterade i en modell som bygger på tre frågor som måste besvaras för att skapa en förändringsstrategi; "Vilken förändring krävs?", "Hur ska förändringsprocessen utformas?" och "Hur kan förändringen mätas?" För att transformeras från det nuvarande läget till den önskade framtiden måste Carlsberg införa ett spårningssystem med tillhörande informationsstöd, i form av en hemsida. Införandet leder till förändrade arbetsuppgifter och nya funktioner för lastbilsförare, administrativ personal och samarbetspartners. För att lyckas med denna förändring, är det viktigt att de berörda parterna är villiga att förändras. Carlsberg kan öka intressenternas vilja genom en rad aktiviteter som har identifierats i denna forskning. Även risker med införandet av spårningssystemet har identifierats och eftersom detta är ett nytt system, kan uppstartsproblem förekomma. Dessa kan minimeras genom testning av systemet med en liten grupp av lastbilsförare. Dessutom bör införandet till hela organisationen sedan ske i en distributionslokal åt gången, dels för att minimera risken men också för att kunna fokusera resurserna. Under och efter spårningssystemet har införts i organisationen, behöver förändringsarbetet mätas för att visa att de önskade förbättringarna är uppfyllda. Kortsiktiga mätvärden syftar till att motivera intressenter för ytterligare förändringsarbete och långsiktiga mätvärden att befästa förändringen i organisationen.

Background: The unplanned entrance of the COVID-19 pandemic caused an imbalance in organizational stability, directly leading to the introduction of widespread hybrid workplaces. This caused new challenges for employee efficiency, engagement, and well-being due to the lack of adequate strategy and resources. As the distinction between home and office blurred, motivation became difficult to maintain using traditional approaches, and organizational focus on non-standard domains, such as personal life, health, and family, became essential. Purpose: The establishment of a theoretical framework that analyzes the motivation factors and their underlying pillars of tech employees during and after the unplanned transition to remote work.  Method: The study follows an epistemological interpretivist and ontological relativist grounding. By using semi-structured interviews following the Theoretical Sampling approach, qualitative data was created and a multiple case study was conducted. Conclusion: The research developed a framework including a trichotomy of motivation factors to extend employee motivation to a remote work environment. The study concluded that the quality of a work-life balance, the communication-chain, and employee health are the key drivers of tech employee motivation during and after the transition. The results highlight the need for these three factors in further hybrid work environments, as well as the importance of the employee’s choice of where to conduct their responsibilities on a daily basis.

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There is a recurring interest and attention regarding the problems with M&A integrations andthe difficulty to implement these successfully. Focus is often set on necessary financialaspects and smart strategic moves but equally important factors such as leadership andculture has recently been shown to be crucial. The purpose of this study has been to identify potential kinds of efficiency drawbacks inchange management situations of complex M&A integrations. Complex M&A integrationshave been designated by constellations of multiple companies, concentrated in differentindustries. The data collection has been a qualitative case study that spanned over three months, locatedinternationally. More than 40 interviews were conducted, in which the majority have beenface-to-face. The co-operating company contributed with employees to interview and gatherknowledge from, where emphasis was placed on differentiating the interviewees to reduceany potential bias. The findings demonstrate many forms of identified efficiency drawbacks, which inconclusions are later categorized into the efficiency drawback lack of leadership. Thisefficiency drawback may be considered critically important to address, advantageouslyproactively for successful M&A integrations. / Det förekommer ett återkommande intresse och uppmärksamhet gällande problematiken medM&A-integrationer och att det är så svårt att genomföra lyckade sådana. Fokus hamnar oftapå nödvändiga finansiella aspekter och smarta strategiska drag men minst lika viktigafaktorer såsom ledarskap och kultur har på senare tid visats vara avgörande. Syftet med denna studie har varit att identifiera eventuella former av effektivitetshämmareinom förändringsmiljöer uppkomna av komplexa M&A-integreringar. Med komplexa M&Aintegreringaravses i detta fall M&A-konstellationer av multipel art, det vill säga där fler äntvå företag ingår, koncentrerade inom skilda industrier. För datainsamling har valts en kvalitativ fallstudie som sträckt sig över tre månader,lokaliserad internationellt. Drygt 40 intervjuer har utförts, där majoriteten har varit fysiska.Det samarbetande företaget har hållit med personal att intervjua och samla in kunskap ifrån,där tonvikt har lagts vid att differentiera intervjuobjekten för reducering av eventuell bias. Resultatet påvisar många former av identifierade effektivitetshämmare där slutsatsen senarekategoriserar in dessa i effektivetshämmaren avsaknaden av ledarskap. Dennaeffektivitetshämmare kan således anses kritiskt viktig att åtgärda, fördelaktigen proaktivt, förlyckade M&A-integreringar.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / At present, timber is the only commodity whose demand will increase at worldwide levels. Peru, despite being one of the countries with the highest forest potential, cannot compete with countries such as Brazil and China due to high production costs. Therefore, the aim of this article is to develop a production management model based on Lean Manufacturing techniques to increase production capacity by improving processes and reducing costs. For this, Knowledge Management, Change Management, and Production Management were implemented. The model was validated in a Peruvian timber company, where a 49% reduction in the cleaning and organization time was achieved. Calibration periods were reduced by 61%, and preventive maintenance periods by 72%.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / In the current market, small- and medium-sized companies (SMEs) face losses due to poor process control. The core activities of information technology (IT) outsourcing service companies are to provide outsourcing services related to technology and information control, which is why it is crucial to work with standardized, efficient processes, to not affect the main process and resources involved. In this document, a case study of an SME is evaluated, related to a deficient billing process, which is not able to fulfill all of its orders. To solve the problem, we propose an IT outsourcing service model, based on the management of processes, knowledge, and change. After the model was validated, it was evidenced that it allowed the integration and finalization of the services provided by the company, increasing the monthly income by 80%.

Drittmittelgeförderte Projekte (z. B. BMBF-geförderte QPL-Projekte) unterliegen auf allen Ebenen einer hohen personellen Fluktuation. In Hinblick auf die Architektur nachhaltig tragbarer Strukturen zur Implementation von Change-Projekten in der Lehre kann Stakeholder-Einbindung eine Strategie sein, um eine Verstetigung entwickelter, erprobter sowie etablierter Change-Projekte zu gewährleiten. Der Beitrag bietet Anregungen zur systematischen Stakeholder-Einbindung.