Novel bottom-up forms of organizing, such as agile, have become increasingly prevalent in companies. While such organizing forms emphasize bottom-up employee involvement, they also require commitment from top-level executives. However, knowledge about how companies can move from piloting to scaling agile and top-level executives’ role in managing this transition is currently limited. This article’s analysis of six leading organizations unveils the tensions that top executives need to anticipate and address in each phase of the implementation process to support and progress bottom-up organizing. It also suggests selective interventions that top executives can make to keep the agile implementation process on track.
