Çevik Dijital Dönüşümün Kilit Başarı Faktörleri: Çevik Bilgi Teknolojileri ve İnsan Kaynakları Uygulamalarının Normalleştirilmesi

Abstract

Değişimi rekabet avantajına çevirmeye odaklanan örgüte özgü çevik uygulamalarda yalından yararlanılmaktadır. Bu çalışma, çevik dijital dönüşüm başarısının temelinde olan çevik bilgi teknolojileri (BT) ve insan kaynakları (İK) uygulanmalarına yönelik teorik ve pratik katkılar sunmaktadır. Bu çalışmada, büyük ölçekli üretim örgütlerindeki çevik dijital dönüşümü gerçekleştiren çevik BT ve İK uygulamalarının normalleştirilmesini zorlaştıran/kolaylaştıran faktörleri tespit eden bir doktora çalışmasının ampirik bulguları aydınlatılmaktadır. Çalışmanın amacı çevik BT ve İK uygulamalarında karşılaşılan bağlamsal zorlukları Normalleşme Süreci Kuramı (NSK) ile tespit etmek ve gidermektir. NSK uygulamasıyla; örgüte özgü çevik BT/İK pratikleri normalleştirilmekte (uygulama ve benimseme gerçekleştirilmekte) ve çevikleşmenin sıkıntısız olarak sürdürülmesi sağlanmaktadır. Bu doğrultuda, çevik dijital dönüşüme gitmiş olan örgütlerde, pilot çalışma dahil on bir BT/İK uzmanıyla/yöneticisiyle derinlemesine görüşmeler yapılmıştır. Yarı yapılandırılmış görüşme formuyla toplanan verilere tematik içerik analizi uygulanmıştır. Elde edilen bulgular literatür bulgularıyla karşılaştırılmıştır. Çevik BT/İK pratiklerinin uygulanmasını kolaylaştıran başlıca yedi kilit faktör şunlardır (NSK merceğinden): Örgütün problem çözme yeteneğini artıran çevik BT ve İK pratiklerini örgütsel gereksinimlere uygun olarak tasarlamak. Tasarlanan çevik BT/İK pratiklerinin gerekçesini ve amacını başta kilit çalışanlarla ilişkilendirerek açık ve net bir şekilde ortaya koymak. Tasarlanan çevik BT/İK pratiklerinin, (hedeflenen iş değerine ulaşma) başarısını pilot projelerle kanıtlamak ve tüm paydaşları bilgilendirmek. Kısa ve yinelemeli çevik eğitimlerin ekip, proje ve departman performansı üzerindeki etkisini ölçmek. Çapraz fonksiyonlu BT/İK ekiplerinin yakın iş birliği ve iletişim içerisinde çalışmaya devam etmeleri için yeterli motivasyona, becerilere ve ekip içi uyuma sahip olduklarından emin olmak. Ekiplerin zaman içinde değişen gereksinimlere göre çevik BT/İK pratiklerini ayarlama ve değiştirme sorumluluğunu almalarını sağlamak. Çapraz fonksiyonlu BT/İK ekipleri tarafından uygulanan çevik pratiklerin, üst yönetim tarafından yeterince desteklendiğinden emin olmak. Diğer yandan, çevik BT/İK pratiklerinin uygulanmasını zorlaştıran başlıca iki kilit faktör şunlardır (NSK merceğinden): Çevik BT ve İK pratiklerinin faydalı olduğundan şüphelenen çalışanların ve yöneticilerin şüphelerini yönetememek. Çevik pratikleri uygulayan otonom ve çapraz fonksiyonlu ekiplerle müzakere yapmaya yeterince zaman ayırmamak.

Keywords

• yalın
• çevik
• dijital dönüşüm
• normalleşme süreci kuramı
• çoklu vaka çalışması

Key Success Factors of Agile Digital Transformation: Normalizing Agile Information Technology and Human Resources Practices

Abstract

Lean is utilized in organization-specific agile practices focused on transforming change into competitive advantage. This study offers theoretical and practical contributions to agile information technology (IT) and human resources (HR) practices, which are fundamental to the success of agile digital transformation. This study illuminates the empirical findings of a doctoral study that identifies factors that facilitate/challenge the normalization of agile IT and HR practices that facilitate agile digital transformation in large-scale manufacturing organizations. The study aims to identify and address contextual challenges encountered in agile IT and HR practices using Normalization Process Theory (NPT). With the NPT application, organization-specific agile IT/HR practices are normalized (implemented and adopted), ensuring the smooth implementation of agile transformation. To this end, in-depth interviews were conducted with eleven IT/HR experts/managers, including a pilot study, in organizations that have undergone agile digital transformation. Thematic content analysis was applied to the data collected using a semi-structured interview form. The findings were compared with literature findings. The seven key factors that facilitate the implementation of agile IT/HR practices are as follows (through NPT lens): Designing agile IT and HR practices that enhance the organization's problem-solving capabilities in line with organizational requirements. Clearly and explicitly communicating the rationale and purpose of the designed agile IT/HR practices with key employees, starting with the initial engagement. Proving the success of the designed agile IT/HR practices (achieving the targeted business value) through pilot projects and informing all stakeholders. Measuring the impact of short, iterative agile training sessions on team, project, and department performance. Ensuring that cross-functional IT/HR teams have sufficient motivation, skills, and cohesion to continue working in close collaboration and communication. Ensuring that teams take responsibility for adjusting and modifying agile IT/HR practices according to changing needs over time. Ensuring that the agile practices implemented by cross-functional IT/HR teams are adequately supported by senior management. On the other hand, the two key factors that hinder the implementation of agile IT/HR practices are as follows (through NPT lens): Failure to manage the skepticism of employees and managers who are skeptical of the effectiveness of agile IT and HR practices. Not spending enough time negotiating with autonomous, cross-functional teams implementing agile practices.

Keywords

• lean
• agile
• digital transformation
• normalisation process theory
• multiple case study

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