Adapting agile software development in hybrid work environments through a comparative multiple case study

Abstract

After Covid-19 pandemic hybrid work introduced as a widespread practice in software development. While the Agile Manifesto emphasizes face-to-face communication for effective collaboration, hybrid work challenges traditional co-location, a fundamental pillar of agile software development. Companies and teams with agile software development environment must now adapt their processes to balance in-person and virtual interactions, ensuring they remain responsive to changes in their work environment. This research investigates how agile practices are adapted in hybrid work environments across organizational, unit, and team levels by examining two companies: a technology company and an industrial company. Using a multiple case study approach, qualitative data was collected through semi-structured interviews with 39 interviewees, including agile team members, POs, managers, and specialists.

The findings reveal that while the technology company employs a structured hybrid model with fixed on-site days, the industrial company adopts a flexible, event-driven approach tailored to its dynamic growth. Both companies emphasize cross-functional collaboration but face challenges in communication, hybrid meeting dynamics, and workplace infrastructure. Employees value the flexibility and work-life balance offered by hybrid models, though improvements in communication protocols, meeting formats, and infrastructure are needed. The research contributes theoretically by deepening understanding of agile practices in hybrid contexts and offers practical recommendations for companies to optimize their agile software development practices in hybrid work and enhancing employee well-being in the evolving work landscape.