Agile methodologies appear in the 1990s in the software development industry as a response to accommodate rapidly evolving technologies and customer needs in IT systems. These methods have since then spread out in an increasing number of organizational context and diverse industries. In this paper, we examine the identity work of actors in an aerospace company that undergoes an Agile Transformation. We first describe how the change unfolds and identify several identity work patterns, some successful other not, that actors engage. To understand the identity work we use a theoretical bricolage between the narrative identity and the psychodynamic theory, essentially based on a Lacanian perspective. We then try to understand why some actors survive this transformation and others not.
