The Role of Consulting in Driving Organizational Agility: A Case Study of a Global Consulting Firm

Mashukova Anastasiia (2024) The Role of Consulting in Driving Organizational Agility: A Case Study of a Global Consulting Firm. Külkereskedelmi Kar.

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Absztrakt (kivonat)

Paper type Bachelor Thesis: Research paper Purpose This study aimed to investigate the knowledge gap in the area of agile consulting and explore the role of consulting firms in facilitating organizational agile transformations. Specifically, the research focused on a case study of a global consulting firm whose identity had to be omitted. The firm was selected based on its industry presence and track record guiding agile transformations. Through the findings of the case study, this research aimed to explore demand drivers for agile transformations and therefore, agile consulting requires the knowledge and expertise required for consulting and the roles consultants play during different stages of agile transformations, methodologies and strategies employed by consulting firms, and primary challenges encountered in the process. Research Methodology This thesis employed a combined approach of secondary and primary research methods to investigate the role of consulting in facilitating organizational agility and agile transformations. The secondary research involved a literature review conducted across various academic databases, focusing on key concepts such as organizational agility, transformation, and agile consulting. This review synthesized existing knowledge and established a theoretical framework for the study. Primary research was conducted through a single-case study approach, focusing on a global consulting firm with extensive expertise in agile transformations. Semi-structured interviews with three agile consulting experts within the firm served as the data collection method. Participants were selected based on their vast experience in agile consulting, ensuring in-depth insights into the topic. Interviews were transcribed and then analyzed using thematic analysis, providing an understanding of various aspects contributing to the role of consulting in agile transformations. Findings The research identified six transformation demand drivers, six skill and knowledge groups necessary for agile consultants, seven role descriptions of agile consultants based on the intensity of their involvement during different agile transformation phases, ten highly employed approaches during the transformation engagement, and six primary challenges encountered during agile transformation engagement. Additionally, three trends related to the future of agile consulting have been identified from the interview findings to enrich the exploration of the overall consulting contribution to agile transformations (main research question). Research Implications This research is expected to contribute to both academic knowledge and practical insights in the field of organizational agility and consulting. Learnings from the consulting firm engaged in agile transformations globally could help industry practitioners develop the necessary expertise, optimize resource allocation, and refine strategies to overcome transformation challenges and gain better project outcomes. Moreover, studying this topic can contribute to a deeper theoretical understanding of organizational change management related to the shift to agile ways of working, providing insights into emerging trends shaping demand in agile transformations and underlying factors influencing agile transformation success and failure. Research Limitations One limitation is the focus on a single consultant firm, which may limit the generalizability of the findings. Additionally, the study's reliance on a limited number of interviewees may have restricted the variety of perspectives represented. Furthermore, despite assurances of confidentiality, participants may have been inclined to present themselves or their organization in a favorable light, thereby affecting the accuracy and reliability of the data. Besides, the literature review was conducted before the qualitative study, which, on one side, might have facilitated the compilation of the interview questions and the identification of post-interview themes. It also could have potentially skewed the interpretation of the findings. Finally, the qualitative nature of the research may constrain the depth of analysis compared to quantitative approaches. Therefore, the insights gained from the study shall not be interpreted as professional advice but instead treated as a perspective derived from academic research.

Intézmény

Budapesti Gazdasági Egyetem

Kar

Külkereskedelmi Kar

Tanszék

Nemzetközi Kereskedelem és Logisztika Tanszék

Tudományterület/tudományág

NEM RÉSZLETEZETT

Szak

Nemzetközi gazdálkodás

Mű típusa:	diplomadolgozat (NEM RÉSZLETEZETT)
Kulcsszavak:	agile consulting, agile organization, agile transformation, agility, consulting firm, organizational agility
SWORD Depositor:	Archive User
Felhasználói azonosító szám (ID):	Archive User
Rekord készítés dátuma:	2024. Szep. 26. 07:59
Utolsó módosítás:	2024. Szep. 26. 07:59

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