Organizational Values and Practices for Hybrid Agile Teams

This study explores the values and practices relevant to agile teams operating in a hybrid environment. It was conducted given the rise in hybrid work models after the COVID-19 pandemic. This rise further leads to the need to understand the values and practices that ensure a cohesive and supporting work environment in that work context. The Competing Values Framework (CVF) was employed as a lens to identify the organizational cultural traits that could be manifested in a hybrid work context. During a case study, semi-structured interviews were conducted, of participants across several teams demonstrating cultural traits from the CVF. In the Clan quadrant, trust, empathy, and respect emerge as essential for maintaining team cohesion and building relationships. Team interaction and engagement, an ability to self-organize, and the promotion of psychological well-being are also identified as relevant practices. In the Adhocracy quadrant, flexibility is valued. There is also a need for innovative technologies to support day-to-day work. In the Hierarchy quadrant, accountability, consistency, and transparency are valued, as well as practices related to planning and coordination and knowledge sharing. Lastly in the Market quadrant, hybrid agile teams value proactiveness and ensure that they maintain good stakeholder involvement. This research contributes to the growing body of literature on hybrid work models and provides additional insights into organizational culture and hybrid work practices during agile software development. It highlights the need for organizations to adapt cultural values and practices to support hybrid work, ensuring that teams build strong relationships while remaining productive.