Deep structure changes and the evolution of the IT architect role during scaled agile transformations

Through a 2-year case study of a scaled agile transformation at a leading German automotive manufacturer, we examine how the role of IT architects changes during liminal stages of the transformation where the work setting in which they operate undergoes deep structure changes. Drawing on theories about roles as social positions and punctuated socio-technical change, we show how in the liminal stage of a scaled agile transformation, three deep structure changes are triggered: the introduction of new organizational structures, the re-definition of role expectations, and new software tool implementations. These changes introduce new role interdependency dynamics, namely, contested consensus expectations, increased conformity pressure, rising role conflicts, and adaptive role taking, which in turn prompt liminal role performance changes in terms of responsibility accumulation, communication intensification, technical competency increase, and intensified decision-making for architects. We contribute new insights about how deep structure changes that characterize the liminal stage of scaled agile transformations drive socio-technical role adaptations during the process of organizational transformation, which decrease rather than increase the stability of the work setting for architects.