The Most Common Management Techniques for Overcoming Collaboration Challenges During Agile Transformation in the Czech Banking Sector

This thesis examines how managers in Czech banks implement techniques for supporting team autonomy and improving communication and collaboration when overcoming cooperation challenges during agile transformation. The research was conducted through qualitative thematic analysis of seven semi-structured interviews with managers operating at various levels of management in the Czech banking sector, with data processed using MAXQDA software. The data suggest that agile principles are not adopted in their pure form in the banking environment, but are adapted to three contextual factors - regulatory requirements, technological complexity, and the hybrid nature of organizational structures. In the area of autonomy support, managers appear to primarily employ indirect tools, particularly goal-based management and a coaching approach, while autonomy seems to be bounded by a governance framework and managed as a negotiated space. Regarding communication and collaboration, the data suggest that agile ceremonies and cross- role feedback may represent necessary but not sufficient conditions for effective cooperation - their contribution appears to depend on psychological safety and the manager's active shaping of the team environment. A cross-cutting finding is the transformation of the managerial role from directive management toward facilitation and a protective function against hierarchical pressures - a finding that suggests current literature does not explicitly capture this dimension of the managerial role, opening avenues for further research. The contribution of the thesis lies in the empirical concretization of these techniques in the Czech banking context and a set of practical recommendations for managers undergoing agile transformation in regulated environments.