Change Agent Role: A Successful Transformation
into Agile Organization(Intel® MKL Case Study)
Intel Agile and Lean Development Conference - 2014
Presenter: Irina Filippova
May 22nd, 2014
Authors:Irina Filippova (Change Agent)
Vlatko Mrsic (Agile Change Coach)Craig Garland (Change Sponsor)
Agenda
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Organizational Challenge & Opportunity1
Challenges that Change Brings2
Approaches to Overcoming Challenges3
Conclusions4
Who Are We?
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A team of 45 engineers and mathematiciansproducing Intel® Math Kernel library
Dispersed around globe across two continents and located in 4 time zones
Domain experts in high-performance optimizations of math routines
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Intel® MKL Used on the World’s Fastest Supercomputers*
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What Motivated Us to Change?
Increasing number of platforms/processor variants to support
Resource pressure (more to do with fewer people)
Increased business impact of product
Growing recognition that we could not deliver on expectations if we continued with the Status Quo
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Challenges and Opportunities
Traditional top down management style
Empowered, self-organizing team members
Low developer productivity (long build, test and cycles)
Continuous integration, rapid release capability
Lack of visibility in progress toward goals
Full transparency of plans and deliverables, frequent stakeholder input
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Which way to go? Through collaboration with Org manager, Intel Agile coach and team Program Manager, we studied options for improving our execution
We found that the SCRUM development model was a good fit to meet our challenges
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Introducing Change to the Org: Finding the Right How
Practice without understandingRisk: Major disruption of execution
Discussion of all optionsRisk: Analysis paralysis
MKL Transformation Case Study:A Retrospective
What went well?
Was our approach right?
What we could have done better?
What is the best way to continue transformation?
Finding the Right HOW for MKL
Practice: MKL team’s transformation
Theory: John Kotter’s the 8 step
change model
Kotter’s 8-Step Model
Sources: John Kotter “Leading Change”; graphics source:
Make it stick8
Don’t let-up7
Create short-term wins6
Enable action5
Communication for buy-in4
Get the vision right3
Build guiding teams2
Increase urgency1
Creating a climate change
Engaging & enabling
the organization
Implementing & sustaining the change
Creating a Sense of Urgency
Manager:
Help others feel a gut-level determination to move and win, now
• Started talking about transformation 2 quartersin advance – conversations appeared to be crucial in paving the ground
• “Inspired the heart”
• Key Learning: “why” question is critical to answer
* Source: J.Kotter The 8-step change process
Building a Coalition
Manager + Change
Agents
• Reorganized the team to empower proven leaders to implement the change: POs, SMs
• Key learning: “Empower” the key players was the key success factor . It’s possible to implement a change even if you have only 10% strong change advocates on your team
Putting together a group with enough power to lead the change
Developing a Change Vision
• Communicated the new org structure
• There were many unanswered unknowns
Clarify how future will be different from the past
• Discussions were “too” philosophical
• Key learning: what you really expect from a change is a behavior, not a “process”
Communicating for Buy-in
• Communicated the new org structure and roles: six scrum teams, 2 POs
• 4 days of trainings before Sprint 0: Introduction to Scrum, Scrum Roles, Agile Estimating
• Key Learnings: engagement from a leader changes the scene; immersive kick-off is required
Ensuring that as many people as possible understand and accept the vision
Enabling Action
• Heavily invested in tools and automation
• Organized the mechanics: set schedules for 6 scrum teams, configured backlog tool
Removing as many barriers as possible and unleashing people to do their best work
• Teams defined their working agreements and “done” criteria
• Key Learnings: “let things go” idea was quite challenging to embrace
Creating Short-Term Wins
• After 5 months, did a team wide retrospective.
• No MKL team deliverables missed
Creating visible, unambiguous success as soon as possible
• Among division products, MKL has best NPS 52% (average for SW products 24%)
• Key Learnings: Agile made us more disciplined and focused
Where Are We Going Next?• Theory tells
•
Don’t Let Up: Consolidate Gains and Produce More Change
Make It Stick: Anchor New Approaches in Your Culture
Practice shows that getting to the next level is far more complex than the initial change.
What Our ExperienceTold Us
Bring the rest of the org onboard4
Build change coalition3
Find change sponsor 2
Learn about organizational change frameworks1
Change is a
Process
Q & A
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