Based on an in-depth analysis of a successful large-scale agile transformation, this article sheds light on the evolving role of line managers during the transformation. At the beginning of the transformation, line managers act like "missionaries" and leverage influencing mechanisms in their attempts to foster the adoption of agile values. At maturity, the role of line managers evolves into a role similar to "priests" where discipline mechanisms are enacted to maintain and sustain the newly adopted agile values. The social contracts and the organizational conditions that underpin such evolution have implications for selecting suitable line managers.

Originally developed for software development, Agile approaches are increasingly adopted by organizations that seek flexibility in the face of rapid change. However, little attention has been paid to the potential negative consequences of the implementation of Agile in large-scale settings. This article presents the results of a multi-site study of a multinational telecom company over five years during its implementation of Agile practices in the context of large-scale software development. The article points to six potential pitfalls of implementing such practices that may negatively influence individual learning, ideation, and exploitation capabilities. It offers advice on how to avoid these consequences in large, established firms.