This study explores the challenges and develops a framework for agility transformation in the oil and gas industry, emphasizing action research utilizing Soft Systems Dynamic Methodology to address the sector’s limited adoption of system thinking. By employing semi-structured interviews, focus group discussions (FGDs), and observations at a multinational oil and gas company in Indonesia, the research identifies five key transformation processes: agile adoption strategies, value prioritization, fostering servant Leadership, enabling cultural shifts, and embedding governance in mission-oriented squads. These findings contribute to a structured framework for enhancing agility, competitiveness, and sustainability in high-hazard industries. The study’s originality lies in its novel application of systems thinking to agility transformation, offering actionable insights and a practical roadmap for organizations operating in complex and hazardous environments.
Darusulistyo et al. (Tue,) studied this question.