nominerad<\/strong><\/p>\n\n\n\n Towards scaled agility<\/a>.<\/strong> Large banks are facing challenges from a new regulatory and competitive landscape which have led to 30 % of banks adopting agile using the Scaled agile framework (SAFe). The transformation process towards agile is complex and has led to a change process covering aspects such as a product development, leadership and organizational design. Currently scientific knowledge on how to conduct an agile transformation successfully is lacking. The current explorative case study aimed to provide an empirical contribution assisting theory building in the field of scaled agile. Empirical data was collected through thirteen semi structured interviews, totaling ten hours combined with ten ethnographic observations spanning 34 hours.<\/p>\n\n\n\n The subsequent findings identified four approaches to scaling agile combined with eight aspects of scaled agility providing a new depth regarding how to apply them and what to achieve. The four approaches identified were: creating a virtual organization, standardization of agile methods, unifying around one portfolio and, changing towards an agile mindset. The eight aspects include strategic agility, payoff agility, business agility, product agility, agile organization, tools agility, people agility, and organizational culture. The eight aspects where synthesized into a framework from the fields of agile software development, agile portfolio management, Scrum, SAFe, Lean, New product development, Lean product development, aspects of change, emergent change models, organizational design, resistance to change, and organizational culture. \n<\/p>\n\n\n\n The study has provided an empirical contribution as well as conceptualization of the approaches and aspects of scaled agility which provides hypothesis that assist future theory building. In addition the implications showed to be noteworthy from as sustainability pespective by enabling economic benefits such as efficency and new IT-infrastrucutre combined with good jobs and limited enviromental impacts. <\/p>\n<\/div>\n\n\n\n nominerad<\/strong>e<\/p>\n\n\n\n The Change Process Towards an Activity-Based Flexible Office<\/a>.<\/strong> As new trends arise on the global market, it is important for organizations to be able to adapt. One of these trends is the implementation of the Activity-Based Flexible Office (A-FO). An Activity-Based Flexible Office consists of different areas with closed, half-open or open zones. The areas are created in order to match employee needs and the requirements of each work activity that needs to be conducted. As a result, no one is assigned a personal workstation, instead the employees move between different areas depending on what type of work activity they need to accomplish. Even though Change Management has been thoroughly investigated and A-FOs have been researched to some extent, no previous research has been found regarding the change process of implementing an A-FO. The main purpose of this thesis is to investigate the difference in managers\u2019 and employees\u2019 perceptions regarding the change process towards an A-FO.<\/p>\n\n\n\n The findings show that when conducting an A-FO change process, managers\u2019 and employees\u2019 perceptions often differ. Managers often focus on the practical aspects of a change, while employees emphasized on \u201csoft values\u201d. Employees were also more skeptical towards the change in the beginning, compared to managers, and seemed more aware of possible disturbances in the A-FO. Furthermore, both managers and employees were highly satisfied with the change process and the implementation of the A-FO, but emphasized on different factors resulting in increased satisfaction.\nTo conclude, since managers\u2019 and employees\u2019 perception regarding the A-FO change process often differ, but can also coincide, it is important to take both aspects into consideration when conducting this type of change. By involving everyone in the change process, it is more likely to be successful.<\/p>\n<\/div>\n\n\n\nErik Stor\u00e5, Kungl Tekniska H\u00f6gskolan<\/h2>\n\n\n\n
![\"\"](\"https:\/\/www.projektakademien.se\/pa\/wp-content\/uploads\/2021\/03\/ErikStora.jpeg\")
<\/a><\/figure><\/div>\n<\/div>\n<\/div><\/div>\n\n\n\nVictoria Jonsson och Cecilia Persson, USBE, Ume\u00e5 Universitet<\/h2>\n\n\n\n
![\"\"](\"https:\/\/www.projektakademien.se\/pa\/wp-content\/uploads\/2021\/03\/Jonsson-Persson-a\u0308ndrad-891x1024.jpg\"){kind=spacer}
<\/a><\/figure><\/div>\n<\/div>\n<\/div><\/div>\n\n\n\n
![\"\"](\"https:\/\/www.projektakademien.se\/pa\/wp-content\/uploads\/2021\/03\/Lovisa-portra\u0308tt.jpg\")
<\/a><\/figure><\/div>\n\n\n\n![\"\"](\"https:\/\/www.projektakademien.se\/pa\/wp-content\/uploads\/2021\/03\/Marcus-Portra\u0308tt-1024x958.jpeg\")
<\/a><\/figure><\/div>\n<\/div>\n<\/div><\/div>\n\n\n\n