AGILE PRACTICES IN ACTIVATING CUSTOMERS TO CO-CREATE THE OFFER.

Purpose: The article aims to understand how agile organizational practices affect customer engagement in the processes of co-creating the offer. It responds to the growing needs of the market, which require companies not only to provide high-quality products, but also to be committed and open to cooperation with customers. Design/methodology/approach: The study uses a quantitative approach, including an extensive survey of 303 companies. The results were statistically analysed, which made it possible to generate a correlation table showing the relationships between individual practices. Findings: Most companies are positive about customer engagement in product/service testing, designing new offerings, and using customer feedback to improve existing products/services. The high correlation rates between different agile practices suggest that the realization of one practice often entails the implementation of others. Research limitations/implications: Limitations of the study include the homogeneity of a sample focused mainly on downstream employees in small and micro enterprises, which may limit the generalization of results. Practical implications: Companies can use the results of surveys to increase customer engagement by implementing real-time feedback systems, intensifying collaboration on new product development, and conducting regular satisfaction surveys. Social implications: Increased customer engagement in value creation processes can lead to greater customer satisfaction and loyalty, which contributes to building lasting relationships and a better brand reputation. Originality/value: The article offers a new perspective on the application of agile practices in the context of customer engagement, showing how customers can be effectively integrated into business processes, which is crucial to increasing the agility of organizations and their longterm success in the market. [ABSTRACT FROM AUTHOR]