Purpose: Solutions development among several actors gives rise to a tension between  stability, that is, the need to standardise and synchronise development activities, and  agility, meaning the need to respond and adapt to a changing environment, which is  represented, for example, in agile management practices. This study focuses on agile  solutions development in an interorganisational context to investigate and characterise  this agility-stability tension. 

Design/Methodology/Approach: This study bases its insights on findings derived from  two focus groups and interviews with managers and specialists within the area of study. 

Findings: The findings show strong challenges deriving from the agility-stability tension.  These can be organised in a typology of artefacts, roles, and processes. 

Originality/Value: The results of this study contribute to the servitization literature on  co-creation, solutions development, and agile management practices, by providing a  novel understanding of the challenges arising in interorganisational solutions  development through the identification and characterisation of the agility-stability  tension.