2024/09/18 by Lucas Gren, Gren, Lucas, Niclas Pettersson +1
Business, Management and Accounting · Computer Science · #Collaboration in agile enterprises #FOS: Computer and information sciences #Quality and Supply Management #Software Engineering (cs.SE) #Software Engineering Techniques and Practices
paper · pdf · doi:10.48550/arxiv.2409.11781
openalex publication_date 2024/09/18 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/28
About seven years ago, Volvo Cars initiated a large-scale agile transformation. Midst this journey, a significant restructuring of the R&D department took place. Our study aims to illuminate how team maturity levels are impacted during such comprehensive reorganizations. We collected data from 63 teams to comprehend the effects of organizational changes on these agile teams. Additionally, qualitative data was gathered to validate our findings and explore underlying reasons. Contrary to what was expected, the reorganization did not significantly alter the distribution of team maturity. High turnover rates and frequent reorganizations were identified as key factors to why the less mature teams remained in the early stages of team development. Conversely, teams in the second category remained stable at a higher maturity stage, primarily because the teams themselves remained largely intact, with only management structures changing. In conclusion, while reorganizations may hinder some teams' development, others maintain stability at a higher level of maturity despite substantial managerial changes.