<p>Despite the increasing attention to the concept of workforce agility, limited research has been dedicated to organisational practices that facilitate workforce agility. Since automobile organisations undergo many changes in their operating environment, it may be useful to manage task conflicts constructively as a way of creating a more flexible workforce. Thus, the present study explores the role of constructive task conflict in the automobile industry, particularly as automobile organisations transition to EVs. The study aims to identify how task-related disagreements can be leveraged to build agile teams capable of responding to the complex demands of transitioning to EVs. The authors applied a qualitative exploratory research design by using purposive sampling. The respondents included 35 managers and experts based on the information saturation of the responses. The respondents were from Mumbai, Pune, Bengaluru, and Delhi-based organisations. The themes of Task Conflict Driving Workforce Adaptability, Constructive Conflicts Fueling Creativity and Innovation, Continuous Learning and Skill Adaptability, and Agile Team Dynamics and Role Flexibility indicate that when task conflicts are managed effectively, they can lead to collaboration, better problem-solving, and increased workforce agility. Although the present study offers several implications, it is not free from limitations like adopting a qualitative methodology, cross-sectional design, and focus on a specific industry such as the automobile industry. Future research can conduct quantitative investigations and examine the relationships between team characteristics and conflict processes to advance conflict management literature in agile contexts. This study offers insights into managing constructive task conflict in the shift towards EV adoption.</p>