Currently, numerous companies intend to adopt digital transformation, seeking agility in their methodologies to reinvent products and services with higher quality, reduced costs and in shorter times. In the Peruvian context, the implementation of this transformation represents a significant challenge due to scarcity of resources, lack of experience and resistance to change. The objective of this research is to propose a digital transformation model that incorporates agile methodologies in order to improve production and competitiveness in manufacturing organizations. In methodological terms, the hypothetical deductive method was used, with a non-experimental cross-sectional design and a quantitative, descriptive and correlational approach. A questionnaire was applied to 110 managers in the manufacturing sector, obtaining a Cronbach’s alpha coefficient of 0.992. The results reveal that 65% of the participants consider that the level of innovation is regular, 88% think that the competition in their companies is of a regular level, and 76% perceive that the level of change is deficient. The findings highlight the importance of digital transformation in manufacturing companies, highlighting the adoption of agile methodologies as crucial to improving processes and productivity. In addition, innovation is essential to developing high-quality products and services, reducing costs and time. Digital transformation with agile methodologies redefines the value proposition, focusing on the customer and improving their digital experience, which differentiates companies in a competitive market.

1. Ahmad, M., Dennehy, D., Conboy, K., & Oivo, M. (2018). Kanban in software engineering: A systematic mapping study. Journal of Systems and Software, 137, 96–113. https://doi.org/10.1016/J.JSS.2017.11.045
2. AlNuaimi, B. K., Kumar Singh, S., Ren, S., et al. (2022). Mastering digital transformation: The nexus between leadership, agility, and digital strategy. Journal of Business Research, 145, 636–648. https://doi.org/10.1016/J.JBUSRES.2022.03.038
3. Alruwaili, F., Alrajhi, M., & Saeedi, K. (2019). How Agile Development and Its Tools Support Digital Transformation. International Journal of Computers & Technology, 18, 7440–7450. https://doi.org/10.24297/IJCT.V18I0.8060
4. Argarwal. (2020). Digital transformation: a path to economic and social value (Spanish). Revista CEA, 6(12), 9–12. https://doi.org/10.22430/24223182.1700
5. Castilla, R., Pacheco, A., & Franco, J. (2023). Digital government: Mobile applications and their impact on access to public information. SoftwareX, 22, 101382. https://doi.org/10.1016/J.SOFTX.2023.101382
6. Castilla, R., Pacheco, A., Robles, I., et al. (2020). Digital channel for interaction with citizens in public sector entities. World Journal of Engineering, 18(4), 547–552. https://doi.org/10.1108/WJE-08-2020-0377/FULL/XML
7. Cuenca-Fontbona, J., Matilla, K., & Compte-Pujol, M. (2020). Digital transformation of the public relations and communication departments of a sample of Spanish companies (Spanish). Revista de Comunicación, 19(1), 75–92. https://doi.org/10.26441/RC19.1-2020-A5
8. Dikert, K., Paasivaara, M., & Lassenius, C. (2016). Challenges and success factors for large-scale agile transformations: A systematic literature review. Journal of Systems and Software, 119, 87–108. https://doi.org/10.1016/J.JSS.2016.06.013
9. Ehmke, J. F. (2017). Interview with Hanno Schülldorf on “Computational Challenges in Planning of Mobility and Transportation Services.” Business and Information Systems Engineering, 59(3), 181–182. https://doi.org/10.1007/S12599-017-0472-6/METRICS
10. Fischer, M., Imgrund, F., Janiesch, C., & Winkelmann, A. (2020). Strategy archetypes for digital transformation: Defining meta objectives using business process management. Information & Management, 57(5), 103262. https://doi.org/10.1016/J.IM.2019.103262
11. Frau, M., Moi, L., Cabiddu, F., & Keszey, T. (2022). Time to clean up food production? Digital technologies, nature-driven agility, and the role of managers and customers. Journal of Cleaner Production, 377, 134376. https://doi.org/10.1016/J.JCLEPRO.2022.134376
12. Hadida, S., & Troilo, F. (2020). Agility in organizations: comparative work between agile and waterfall methodologies in a context of ambiguity and digital transformation (Spanish). CEMA Working Papers: Serie Documentos de Trabajo.
13. Hidalgo, E. S. (2019). Adapting the scrum framework for agile project management in science: case study of a distributed research initiative. Heliyon, 5(3). https://doi.org/10.1016/j.heliyon.2019.e01447
14. Hobbs, B., & Petit, Y. (2017). Agile Methods on Large Projects in Large Organizations, 48(3), 3–19. https://doi.org/10.1177/875697281704800301
15. Holmström, J. (2022). From AI to digital transformation: The AI readiness framework. Business Horizons, 65(3), 329–339. https://doi.org/10.1016/J.BUSHOR.2021.03.006
16. Iivari, N., Sharma, S., & Ventä-Olkkonen, L. (2020). Digital transformation of everyday life—How COVID-19 pandemic transformed the basic education of the young generation and why information management research should care? International Journal of Information Management, 55, 102183. https://doi.org/10.1016/J.IJINFOMGT.2020.102183
17. Maldonado, D. I. B., & Cadavid, L. R. (2014). How a small business achieved an agile and value creating product development using Lean. Estudios Gerenciales, 30(130), 40–47. https://doi.org/10.1016/J.ESTGER.2014.02.007
18. Mergel, I., Edelmann, N., & Haug, N. (2019). Defining digital transformation: Results from expert interviews. Government Information Quarterly, 36(4), 101385. https://doi.org/10.1016/J.GIQ.2019.06.002
19. Molina Montero, B., Vite Cevallos, H., & Dávila Cuesta, J. (2018). Agile versus traditional methodologies in the software development process (Spanish). Espirales. Revista Multidisciplinaria de Investigación, 2(17), 3–3.
20. Salvador Hernández, Y., Llanes Font, M., & Suárez Benítez, M. Á. (2020). Digital transformation in public administration: essential axes and factors (Spanish). Avances, 22(4), 590–602.
21. Schallmo, D., Williams, C. A., & Boardman, L. (2017). Digital Transformation of Business Models—Best Practice, Enablers, And Roadmap. International Journal of Innovation Management (Ijim), 21(08), 1–17. https://doi.org/10.1142/S136391961740014X
22. Schwarzmüller, T., Brosi, P., Duman, D., & Welpe, I. M. (2018). How does the digital transformation affect organizations? Key themes of change in work design and leadership. Management Revue, 29(2), 114–138. https://doi.org/10.5771/0935-9915-2018-2-114
23. Tolfo, C., & Wazlawick, R. S. (2008). The influence of organizational culture on the adoption of extreme programming. Journal of Systems and Software, 81(11), 1955–1967. https://doi.org/10.1016/J.JSS.2008.01.014
24. Wiechmann, D. M., Reichstein, C., Haerting, R. C., et al. (2022). Agile management to secure competitiveness in times of digital transformation in medium-sized businesses. Procedia Computer Science, 207, 2353–2363. https://doi.org/10.1016/J.PROCS.2022.09.294