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Microsoft dedica un equipo a guiar el cambio cultural con el fin de promover la excelencia en la ingeniería

Siga el proceso experimental que está llevando a cabo el equipo One Engineering System (1ES) para ayudar a los equipos de Microsoft a mejorar su rendimiento.

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Desafío: comprender cómo hacer posible el aumento del rendimiento

El equipo One Engineering System (1ES) de Microsoft se creó en 2014 con una misión de liderazgo para capacitar a cada ingeniero de la compañía normalizando las mejores herramientas disponibles. En los años siguientes, el equipo obtuvo un éxito importante al establecer un kit de herramientas para todos los equipos de ingeniería. Los problemas de control del código fuente disminuyeron y los tiempos de compilación y la confiabilidad mejoraron. Pero, incluso con esos logros, el equipo 1ES observó que quedaban oportunidades de lograr una eficiencia mayor. Quedó claro que, para conseguir los resultados deseados, debían extender su enfoque más allá de las herramientas y ampliar su trabajo para incluir a las personas y los procesos. La misión del equipo evolucionó a un nuevo tipo de desafío: ¿Cómo se puede facilitar el cambio cultural en una compañía tan grande y diversa como Microsoft?

"If you want things to change, you're much better off starting with 'What motivates our internal customers? Why would they want to sign on to this? And how can we best meet them where they're starting from?'"

Cindy Alvarez, directora de PM, 1ES

Afrontar el cambio como un proceso experimental

The 1ES team began by learning to listen to what motivates their internal customers and then shaping their efforts around those goals. Next, they learned that rather than starting with the biggest teams to try to scale change as quickly as possible, they achieve greater success by focusing on getting quick wins with willing, midsized teams. Seeing those teams' improvement creates a viral effect among others and builds steady, sustainable progress across the company. Finally, adopting a culture of experimentation and continuous learning creates the psychological safety that people need to try new things, speak up, and contribute in ways that lead to better processes and stronger performance.

1ES documented its process to share with other teams in the Five steps to culture change: Empowering your teams to adapt and change how they work guide.

"It's not about size … It's about focusing on quick wins and substantial impact over rolling out substantial change to as many as possible, all at once. Today, we value continuous learning and steady progress over rushing to scale."

Cindy Alvarez, directora de PM, 1ES

Un enfoque polifacético para lograr el éxito

To address the diverse needs of different teams and learn what works, 1ES uses multiple engagement models. One initiative embeds engineers in the team for up to nine months to drive cultural change from within. In other approaches, one-week or two-week engagements focus on getting quick wins by creating best practices or establishing a framework for improvement that shows what “good” looks like through coaching, mentoring, and other services. Another initiative is working to make internal projects function more like open source, tapping into the potential of engineering talent across Microsoft.

Today, 1ES continues to focus on tooling standardization—including Azure Boards for work item tracking and Azure Pipelines for orchestrating builds and deployment, as well as other modern tooling adoption. Together with its focus on fostering culture change, the team's efforts are seeing substantial success. Teams they've worked with are collaborating better and shipping faster. Perhaps most importantly, employee satisfaction is improving—increasing by 93 percent in the case of one prominent team. As the 1ES team moves forward, they continue to emphasize rigorous trial and error and building on each success toward a more collaborative and sustainable engineering culture.

Siga el proceso experimental del equipo y las lecciones que ha aprendido a lo largo del camino.

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