This thesis investigates the coordination and collaboration challenges faced by six Agile teams within the IT department of a Swedish vehicle company, where team members work one day per week from the office and four days from home. These globally distributed teams, composed of individuals from various countries, also have the flexibility to work remotely from their home countries for a limited time. Using the frameworks of Distributed Cognition and Contextual Design, the study aimed to identify and analyze the obstacles these teams encounter in their hybrid working model. The research employed a qualitative approach, combining observations of in-office behaviors and semi-structured interviews with team members in different roles. The collected data were coded and categorized into three primary themes: workspace, artifacts, and information flow. Each of these categories represents key dimensions in the coordination and collaboration processes of large-scale Agile teams. The data were then analyzed through the lens of Distributed Cognition and Contextual Design theories to reveal insights into how physical space, tools, and information sharing practices impact team dynamics and performance. The findings highlight significant challenges, including difficulties in task prioritization, limited informal communication, technical issues with remote tools, and feelings of isolation among team members. By examining the role of workspace layouts, the functionality of collaborative tools, and the efficiency of information exchange, this thesis sheds light into challenges for collaboration in hybrid work environments. The study contributes to both the theoretical understanding of distributed teamwork and the practical development of strategies to enhance the coordination of large-scale Agile teams.