IGLC.net
EXPORT DATE: 19 June 2026

@CONFERENCE{Lee2026,
author={Lee, Chun-Ying and Tan, Bryan D. and Lin, Jacob J. },
editor={Hamzeh, Farook and Poshdar, Mani and Garcia-Lopez,, Nelly P. },
title={Interpreting and operationalizing enterprise agility in construction: a safe-based case study}, 
journal={Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)}, 
booktitle={Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)}, 
year={2026},
pages={1252-1264},
url={http://www.iglc.net/papers/details/2553},
doi={10.24928/2026/0263},
affiliation={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 ; Master’s Student, Department of Civil Engineering, National Taiwan University, Taipei, Taiwan, r13521725@ntu.edu.tw, orcid.org/0009-0003-7498-388X ; Associate Professor, Department of Civil Engineering, National Taiwan University, Taipei, Taiwan, jacoblin@ntu.edu.tw, orcid.org/0000-0002-3781-9402 },
abstract={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. },
author_keywords={Value stream, Transformation-Flow-Value, collaboration, agile transformation, lean construction. },
address={Singapore, Singapore },
issn={2789-0015 },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}