Transforming large organisations; towards a theory of management for business agility

Large, established firms, whose hierarchical structures and predict-plan-control management systems are optimised for the industrial era, often struggle to adopt the more collaborative ways of working that provide business agility. Managers are crucial for introducing the socio-technical practices needed, but without the assurance of reliable theory, the risk of failure is greater than any desire for improvement.

Based on my professional experience of many digital transformations, I wanted to understand how managers perceived and overcame the barriers to improving the effectiveness of their organisations. I analysed 27 research conversations with managers at all levels and found that those with agency were able to describe how they managed tensions, whilst others accepted, or were defeated, by organisational tensions. Although the successful approaches that emerged are well-known (create a caring context, explain why, develop eco not ego, walk the talk) the question remains, why the role of the manager does not explicitly include such behaviours?

I show how the literature of organizational ambidexterity actually describes six categories of tension that must be managed and propose appropriate ways for managers to resolve those tensions. I compare those tensions and methods with the empirical evidence from my conversations with managers. I propose a theoretical way for managers to actively improve the effectiveness of their organisations using five principles; Adaptable efficiency, ‘Both/and’ thinking, Manage tensions not people, Love to learn, Be eco-friendly.
The thesis contributes to knowledge in the area of transformation in organisations, in addition to making contributions in the areas of organisational management practice.