Dream Components SA (DCSA) is looking into establishing an “agile organisation”. The decision on if and how to “go agile” has not yet been taken. The pre-study is supposed to help DSCA better understand how and with who to approach the project. Please suggest the design for a pre-study to evaluate fit, potential, risks, foreseeable barriers and pre-conditions for a way forward: • Stakeholder map for a pre-study (who will lead & operationalise the change program) • What are the key questions that need to be answered before initiating a “go agile” program? • What roles do “digita

Submission as document and not as a presentation: max. 1.000 words, 12 points, 1.5 spacing
Dream Components SA (DCSA) is looking into establishing an “agile organisation”. The decision on if and how to “go agile” has not yet been taken. The pre-study is supposed to help DSCA better understand how and with who to approach the project.
Please suggest the design for a pre-study to evaluate fit, potential, risks, foreseeable barriers and pre-conditions for a way forward:
• Stakeholder map for a pre-study (who will lead & operationalise the change program)
• What are the key questions that need to be answered before initiating a “go agile” program?
• What roles do “digital maturity and literacy for individuals and organisation” play in the context of an agile organisation?
• How can the experience of the past 1.5 years of the global pandemic be utilised?
 
The following setting is your briefing on the (half fictional) organisational context:
Dream Components SA (DCSA) is a globally operating engineering firm and manufacturer of industrial components with its HQ in Sweden
• 13.000 employees (10k office workers/3k production staff)
• 1.3 bn EUR revenue with an average profit margin of 9.8%
• Founded in 1953 in Gothenburg, the company has grown organically to a size of 3.800 employees with 3 regional production sites before starting to expand via an aggressive mergers & acquisitions strategy (M&A) in 1987
• EMEA (outside Sweden) & AMERICAS are sales regions only without local production
• ASIA is a sales, engineering & production organisation due to governmental requirements 
Strengths
• DCSA is ranked in 3rd place amongst comparable global competitors based on size, revenue & customer satisfaction
• Engineering competence & production quality (Industry KAIZEN champion in 2009 and 2014)
• Open corporate culture (Employer of choice in various regional rankings amongst comparable companies)
• The strong HR department in HQ, EU & AMERICAS with budget and mandate for people development, active career coaching and people retention 
Challenges
• Local/regional competitor’s agility & customer intimacy negatively affect conversion rates in sales  
• “Unify DCSA” has failed repeatedly and has left people tired from the struggle to consolidate IT, streamline sales & marketing and create a globally applicable process landscape for non-production processes.
• Innovation speed and activation of global intellectual potential (expertise/experience)
• Lack of integration/harmonisation across the parts of the company that came on board via M&A lead to margin erosion for cross-regional activities
• Conservative and sometimes “uninspired” top management, which seems primarily driven by shareholder value, industry buzz words and megatrends