Abstract:
In a rapidly changing environment, companies need to react quickly to changes in the external
environment, adapt to them, develop strong competitive advantages in order to succeed and
take significant positions in the market. The external environment is changing rapidly, offering
companies to survive in conditions of economic crisis, pandemic and other factors, causing the
desire of management to apply new management methods to increase profits. In this study, an
attempt was made to determine how the implementation of Agile culture can have an impact
on increasing profits in the company, how it contributes to improving employee efficiency and
improving work results. In particular, using the example of a marketing digital-agency, a study
was conducted on whether the methods of Agile culture used affect the efficiency of
employees, whether this culture is applicable in a non-traditional Agile field, what stages of
change management need to be passed on the way to building this culture and what is their
peculiarity.
To test the hypothesis that during the implementation of Agile culture in a non-classical for
Agile sphere, there will be more obstacles than in the classical one, anonymous surveys and
in-depth interviews were conducted among employees of all departments of the agency.
Respondents were asked to answer questions from an anonymous survey and an in-depth
interview. The answers were analyzed with the output of the average value. The results
showed that there is a similarity of the obstacles that companies face when implementing
Agile culture in the classical sphere. The only obstacle is the human factor and the willingness
to change. There was resistance in the process of implementing the changes, despite the
young age of the agency's employees adaptation to the changes is relatively slow.
These results show that obstacles in the form of resistance naturally occur on the way of
implementing changes, regardless of whether it is a classic or not a classic area for Agile
culture. Although it was assumed that young employees adapt to changes faster, it turned out that age does not matter. More important is the willingness to change and the developed skills
of employees. Based on this, when implementing Agile culture, the level of developed skills,
the quality of interpersonal communication and the gradual introduction of changes should be
taken into account
