Transcript Slide 1

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
1 Organizational Challenge & Opportunity
2 Challenges that Change Brings
3 Approaches to Overcoming Challenges
4 Conclusions
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Who Are We?
A team of 45 engineers and mathematicians
producing 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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*Other names and brands may be claimed as the property of others
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What Motivated Us to Change?
Increasing number of
platforms/processor
variants to support
Growing recognition
that we could not
deliver on
expectations if we
continued with the
Status Quo
Resource pressure
(more to do with
fewer people)
Increased business
impact of product
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Challenges and Opportunities
Empowered, selforganizing team
members
Traditional top
down
management
style
Continuous
integration,
rapid release
capability
Low developer
productivity
(long build, test
and cycles)
Lack of visibility
in progress
toward goals
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Full
transparency of
plans and
deliverables,
frequent
6
stakeholder input
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
Discussion of all options
Risk: Analysis paralysis
Practice without understanding
Risk: Major disruption of execution
MKL Transformation Case
Study:
A Retrospective
What is the best
way to continue
transformation?
What we could have
done better?
Was our approach right?
What went well?
Finding the Right HOW for
MKL
Theory:
John Kotter’s the 8 step
change model
Practice:
MKL team’s transformation
Kotter’s 8-Step Model
Implementing
& sustaining
the change
Engaging
& enabling
the organization
Creating
a climate
change
8 Make it stick
7 Don’t let-up
6 Create short-term wins
5 Enable action
4 Communication for buy-in
3 Get the vision right
2 Build guiding teams
1 Increase urgency
Sources: John Kotter “Leading Change”; graphics source:
Creating a Sense of Urgency
Help others feel a gut-level determination to move
and win, now
Manager:
• Started talking about
transformation 2 quarters
in 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
Putting together a group with enough power to lead the
change
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
Developing a Change Vision
Clarify how future will be different from the past
• Communicated the new
org structure
• There were many
unanswered unknowns
• Discussions were “too” philosophical
• Key learning: what you really expect from a
change is a behavior, not a “process”
Communicating for Buy-in
Ensuring that as many people as possible understand
and accept the vision
• 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
Enabling Action
Removing as many barriers as possible and
unleashing people to do their best work
• Heavily invested in tools
and automation
• Organized the mechanics:
set schedules for 6 scrum
teams, configured backlog
tool
• Teams defined their working agreements
and “done” criteria
• Key Learnings: “let things go” idea was
quite challenging to embrace
Creating Short-Term Wins
Creating visible, unambiguous success as soon as
possible
• After 5 months, did a
team wide
retrospective.
• No MKL team
deliverables missed
• 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 Experience
Told Us
Change
is a
Process
4 Bring the rest of the org onboard
3 Build change coalition
2 Find change sponsor
1 Learn about organizational change frameworks
Q&A
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