Abstract
This empirical study examines the transformation of a large-scale multinational software engineering organization into a product-oriented enterprise following Continuous Software Engineering (CSE) principles. Focusing on MarketCorp — a digital marketplace organization with distributed software development teams across multiple countries — the study explores the complex dimensions of transformation required for large-scale organizational change. Drawing on 15 interviews with MarketCorp’s top management, our findings reveal that the transformation encompasses three interconnected dimensions: organizational, platform, and cultural transformation. The organizational dimension involves structural changes and software engineering capacity redistribution; the platform dimension requires transitioning from brand-specific software platforms to a unified service-oriented model; and the cultural dimension encompasses shifts in identity, working relationships, and cross-regional software development collaboration. These dimensions are essential to enable successful CSE implementation at scale. The study contributes to empirical software engineering research by highlighting the need for organizations to proactively manage paradoxes and balance multiple competing demands across all transformation dimensions. Our findings provide practical insight for organizations undertaking similar transformations, emphasizing the importance of integrated change management approaches that consider the interdependencies between organizational structure, technology infrastructure, and cultural adaptation.