TY  - CONF
TI  - Interpreting and operationalizing enterprise agility in construction: a safe-based case study
AU  - Lee, Chun-Ying
AU  - Tan, Bryan D.
AU  - Lin, Jacob J.
AD  - Vice President, Formosa Builders Inc., Master’s Student, Department of Civil Engineering, National Taiwan University, Taipei, Taiwan, sophia.lee@formosa94.com.tw, orcid.org/0009-0004-1684-3915
AD  - Master’s Student, Department of Civil Engineering, National Taiwan University, Taipei, Taiwan, r13521725@ntu.edu.tw, orcid.org/0009-0003-7498-388X
AD  - Associate Professor, Department of Civil Engineering, National Taiwan University, Taipei, Taiwan, jacoblin@ntu.edu.tw, orcid.org/0000-0002-3781-9402
ED  - Hamzeh, Farook
ED  - Poshdar, Mani
ED  - Garcia-Lopez,, Nelly P.
ED  - Gan, Vincent
PY  - 2026
DA  - 2026/06/22
T2  - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)
C3  - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)
CY  - Singapore, Singapore
SP  - 1252
EP  - 1264
DO  - 10.24928/2026/0263
SN  - 2789-0015 (ISSN)
AB  - Despite its large economic scale, global construction productivity has stagnated over the past two decades, with fewer than 1% of mega-projects meeting cost, schedule, and benefit targets. These persistent performance challenges are a result of the high complexity, non-standard nature, and high multi-stakeholder coordination demand of construction projects, which strain rigid conventional management models. Enterprise agility has been widely adopted in other industries to address similar limitations in flexibility and coordination; however, there is a lack of empirically grounded interpretations of how agility transformation frameworks can be meaningfully adapted to the construction industry. This study examines how enterprise agility can be interpreted and operationalized within a construction organization. Using the Scaled Agile Framework for Enterprise (SAFe) as an analytical reference architecture, a qualitative case study is conducted of a large-scale general contractor in Taiwan, with analyses interpreted within the context of Lean Construction principles. An explicit competency mapping procedure is used to analyze observed lean-agile organizational practices against SAFe’s five core competencies. The results show that enterprise agility in construction emerges selectively across SAFe competencies, manifesting most strongly in leadership enablement, cross-functional coordination, and pre-construction value planning, while portfolio-level agility remains fundamentally constrained by contractual and financial commitments.
KW  - Value stream
KW  - Transformation-Flow-Value
KW  - collaboration
KW  - agile transformation
KW  - lean construction.
L1  - https://www.iglc.net/papers/details/2553/pdf
UR  - https://www.iglc.net/papers/details/2553
DB  - IGLC.net
LA  - English
N1  - Export date: 04 October 2026
ER  -