Abstract
Context
Large fintech organizations are increasingly adopting agile methodologies to enhance product development capabilities. However, implementing agile at scale presents unique challenges, particularly related to collaboration essential for successful software product management (SPM). Social capital, comprising structural, cognitive, and relational dimensions, may play a crucial role in facilitating the collaboration needed to overcome these challenges.
Objectives
We examine the role of social capital in large-scale agile SPM, focusing on how it facilitates coordination, collaboration, and, ultimately, success, in complex, product-focused environments.
Methods
We employ a multi-case study approach, comprising 33 interviews, observations, and document analysis, analyzing two Scandinavian fintech companies that have adopted large-scale agile practices organized around product areas.
Results
Our findings, viewed through the lens of social capital theory, show that its three dimensions help explain how large-scale organizations adopting SPM manage dependencies and enable product-focused coordination. Specifically, the structural dimension helps illuminate how networks are formed; the cognitive dimension clarifies how shared understanding of product visions and development practices emerges; and the relational dimension highlights how trust is cultivated among product development actors across multiple operational levels (i.e., product team, product area, organizational, and external levels). Together, these dimensions offer insight into how agile practices are effectively implemented at scale.
Conclusion
Our study finds that social capital is a critical enabler of effective SPM in large-scale agile contexts. Its three dimensions support the collaboration and relational networks necessary for agility at scale. These insights suggest that fostering social capital should be prioritized in agile transformations to address the sociotechnical complexities inherent in large-scale SPM.