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31	The Dawn of a New Era : A Case Study of an Incumbent Car Manufacturer’s Transition to Electric Cars Modiri, Yashar, Olsson, Oskar January 2020 (has links) How do firms tend to their current viability while remaining competitive in the long-term? This question lays out the basis for this thesis by highlighting their conflicting logics through the concept of organizational ambidexterity. Literature makes a distinction between competing in mature markets and existing technologies (exploitation) versus new markets and new technologies (exploration). The preponderance of studies shows that, as firms grow larger, they tend to form core rigidities in their culture, structure and processes that hamper their efforts to adapt to the changing environment. By overemphasizing exploitative activities, future challenges or opportunities remain unexplored which can have a devastating effect in the event of radical, external changes. The cases of Nokia and Kodak should serve as cautionary tales in this regard. The automotive industry is currently undergoing a transition to electric cars. We conduct a case study at Volvo Cars from a senior leadership perspective, to illustrate the importance of exploration and how it can be legitimized during an industry transformation. Our work points to three major findings. First, communicating the importance of the transformation with the rest of the organization is imperative to creating goal alignment. Secondly, interorganizational collaboration in R&D helps Volvo to tap into knowledge that resides outside the organization and thereby increasing the chances of a successful transition to electric cars. Thirdly, agile management contributes to knowledge diffusion and is a powerful tool to counter organizational inertia by adding to firms’ speed and responsiveness, making them act more similarly to smaller, entrepreneurial firms. organizational ambidexterity exploration exploitation dynamic capability structural ambidexterity domain separation agile management organizational inertia ambidextrous leadership senior leadership transformation knowledge diffusion knowledge integration goal alignment innovation electric cars Volvo Cars Business Administration Företagsekonomi
32	From Chaos to Cohesion, Identifying Inter-team Dependencies in Large-scale Agile Organisations : A case study of Volvo Cars / Från kaos till samarbete, Identifiering av beroenden mellan team i storskaliga agila organisationer : En fallstudie av Volvo Cars Källström, Anton, Westerberg, Johan January 2023 (has links) Product development is more complex than ever. Industries all over the world face intensified competition, forcing firms to improve their innovation performance. This involves integrating software development to a greater extent. As an effort to cope with such progression, agile project management methodologies have been adopted. These include methodologies that are tailored to fit large organisations, made to enhance communication and speed up decision-making. Moreover, such methodologies allocate time for joint planning sessions (such as Program Increment Planning) to foster coordination between teams. The need for extensive coordinating capabilities increases with firm size and product complexity, meaning that large, multinational manufacturers with integrated software- and hardware development face the greatest challenges. With difficult coordination challenges comes a demand for prominent organisational coordination capabilities. This includes capabilities to identify dependencies between agile teams in time, to avoid delays, budget overruns, and quality issues. Hence, firms must adopt sufficient project management procedures, as well as shape organisational artefacts, processes, and culture to maximise their organisational coordination capabilities. In this project, these artefacts, processes, and the organisational culture were defined as factors. Furthermore, the project aimed at (1) – identifying factors that positively contribute to organisations’ capabilities to find inter-team dependencies, and (2) – investigating how to favour those identified factors. The research was conducted at Volvo Car Corporation, a Swedish car manufacturer that undergoes a transition towards being a large-scale agile organisation. Theories concerning coordination, communication, and knowledge management were jointly deployed to construct a state-of-the-art theoretical framework. Thereafter, the conceptual model was the guiding lens for collecting and analysing empirical evidence. Consequently, this project was able to assess 26 factors for identifying inter-team dependencies. Furthermore, several of these factors are proven to be interconnected as they fuel each other and exist in symbiosis. Thus, this project advocates that large-scale agile organisations must understand these factors and their connection to each other — that is when incorporating coordination mechanisms to better identify inter-team dependencies. Project Management Dependencies MNC Automotive Volvo Cars Product Development Agile Agile Teams Scaled Agile Large-scale Agile Scaled Agile Framework SAFe Planning R&D Software Software Development Organizations Collaboration Communication Innovation Management Knowledge Management Corporate Culture Projektledning Beroenden MNC Fordonsindustrin Volvo Cars Produktutveckling Agilt Agila team Skalat agilt Storskaligt agilt Scaled Agile Framework SAFe Planering R&D Mjukvara Mjukvaruutveckling Organisationer Samarbete Kommunikation Innovationsledning Kunskapshantering Organisationskultur Business Administration Företagsekonomi Övrig annan teknik

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The Dawn of a New Era : A Case Study of an Incumbent Car Manufacturer’s Transition to Electric Cars

From Chaos to Cohesion, Identifying Inter-team Dependencies in Large-scale Agile Organisations : A case study of Volvo Cars / Från kaos till samarbete, Identifiering av beroenden mellan team i storskaliga agila organisationer : En fallstudie av Volvo Cars