Abstract
Current digital transformation moves information systems development into larger transformation programs with higher strategic significance and increased complexity in organization. Agile and BizDev are among the practical methods used to practice digital transformation. These methods are characterized by autonomous and diverse teams, and experimental development with the aim of achieving faster time-to-market and customer centric digital offerings. While empirical evidence points to positive effects of such methods in smaller projects, we know less about how key aspects of agile work with increasing interdependencies resulting from larger, more complex organization. Driven by our research question - how are interdependencies addressed in agile digital transformation – we contribute by presenting findings from an empirical case study of a bank practicing agile digital transformation. Applying a theoretical lens of dynamic interactions, our findings sensitize us to the necessity of negotiations, and suggest the need for more research on of the role of divergent evaluative principles in agile digital transformation.