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JOB Co: Making Mentor 2.0 Agile

內容大綱
In 2019, the director of the newly minted Digital Services Lab at JOB Co. found himself on the brink of a crucial meeting with the company's chief executive officer. The focal point of their impending discussion rested on the stagnation of progress in the Mentor 2.0 project—an initiative conceived to embody an agile paradigm in digital transformation, championed by an inventive Scrum team. Despite the project's noble intentions, the journey towards agility had proven to be riddled with formidable challenges for the team. The director, acutely aware that the destiny of Mentor 2.0 was intricately intertwined with the prosperity of the Lab, the linchpin of JOB Co.'s digital metamorphosis, grappled with the necessity of explaining the situation accurately. The imminent meeting stood as a decisive moment for him to carefully consider the most effective strategy. He understood that the future path of the Mentor 2.0 project held significant implications for the Lab—a pivotal force guiding JOB Co.'s digital evolution.
學習目標
<p align="justify">This case was designed to be used at undergraduate and graduate levels in a variety of courses, including digital transformation, agile development, change management, and information systems management, to address the following topics: digital transformation, agile (Scrum) projects, teamwork, process management, and leadership. After working through the case and assignment questions, students will be able to<br><br><ul><li>understand digital transformation;</li><li>discuss an agile project as part of a digital transformation;</li><li>identify complexities, problems, and pitfalls for an agile (Scrum) team, related to teamwork, process management and leadership, and data as a corporate asset;</li><li>formulate solutions to these problems and ways to avoid these pitfalls; and</li><li>be ready to engage in next-stage discussions of making an entire organization agile, particularly in digital times.</li></ul>
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