Application of Hybrid Agile-Waterfall in Digitization of the Fashion Industry

Abstract

This qualitative study explored employee perceptions of hybrid agile–waterfall methodologies during a digital transformation at a luxury fashion company. Using the Technology Acceptance Model (TAM) as a framework, the research examined how employees with limited exposure to agile frameworks understood, accepted, and anticipated their impact across creative, operational, and technical departments, focusing on perceived usefulness, ease of use, training, leadership support, and cultural fit. Twelve semi-structured interviews were conducted with professionals from merchandising, design, IT, logistics, and digital operations. Thematic analysis revealed limited familiarity with agile principles, moderate perceived usefulness, low ease of use, and widespread demand for contextualized training and leadership advocacy. While participants were open to change, agile was often viewed as IT-centric, emphasizing the need to reframe it as cross-functional. The study contributes to agile scholarship in creative industries, highlights phased implementation and tailored training as practical strategies, and recommends future mixed-method, cross-sector, and longitudinal studies to track agile readiness and cultural alignment over time