Change Agent Role: A Successful Transformation into Agile Organization (Intel® MKL Case Study) Intel Agile and Lean Development Conference Presenter: Irina Filippova May 22 nd, 2014 Authors: Irina Filippova (Change Agent) Vlatko Mrsic (Agile Change Coach) Craig Garland (Change Sponsor)

Agenda 2 Intel Agile and Lean Development Conference Organizational Challenge & Opportunity 1 Challenges that Change Brings 2 Approaches to Overcoming Challenges 3 Conclusions 4

Who Are We? 3 Intel Agile and Lean Development Conference 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

4 Intel® MKL Used on the World’s Fastest Supercomputers* Intel Agile and Lean Development Conference *Other names and brands may be claimed as the property of others

5 Intel Agile and Lean Development Conference 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

6 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 Intel Agile and Lean Development Conference

7 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 Intel Agile and Lean Development Conference

Introducing Change to the Org: Finding the Right How Practice without understanding Risk: Major disruption of execution Discussion of all options Risk: 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:graphics source: Make it stick 8 Don’t let-up 7 Create short-term wins 6 Enable action 5 Communication for buy-in 4 Get the vision right 3 Build guiding teams 2 Increase urgency 1 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 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 processThe 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 Experience Told Us Bring the rest of the org onboard 4 Build change coalition 3 Find change sponsor 2 Learn about organizational change frameworks 1 Change is a Process

Q & A 20 Intel Agile and Lean Development Conference - Intel Confidential

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