As digital technology continues to advance, organizations require more flexibility to meet the needs of their customers and remain competitive. To do so, many incumbent organizations fundamentally change their established structures and processes to implement scaled-agile organizations (SAO), emulating digital organizations and leveraging development speed and customer focus. However, when everything changes, there are significant effects on the employees’ identities. Thus, we explore how implementing an SAO affects employees’ professional role identities (PRI). The paper follows a case study approach analyzing two cases with 21 interviews, observational, and secondary data collected over a period of 18 months. We contribute to the literature by identifying three effects of an SAO implementation on PRI (threat, empowerment, and extension) and describing how individuals react based on the effect on their PRI. We inform practitioners on the overall SAO implementation process and consequences for professionals, offering a new perspective on organizational transformation challenges
