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Para conduzir a excelência em engenharia, a Microsoft está liderando uma mudança cultural nas equipes

Acompanhe a jornada experimental que a equipe do 1ES (One Engineering System) está percorrendo para ajudar as equipes da Microsoft a atingir um alto desempenho.

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O desafio: Entender como atingir o alto desempenho

A equipe do 1ES (One Engineering System) da Microsoft foi criada em 2014 para dar mais autonomia aos engenheiros por meio da padronização das melhores ferramentas disponíveis no mercado. Ao longo dos anos, a equipe observou um sucesso significativo ao estabelecer um kit de ferramentas padrão para as equipes de engenharia. Os problemas de controle do código-fonte diminuíram e os tempos de build e a confiabilidade melhoraram. Porém, mesmo com essas melhorias, a equipe do 1ES observou que ainda havia oportunidades para obter uma eficiência ainda maior. Ficou claro que para atingir os resultados desejados, era necessário aumentar o foco além das ferramentas e ampliar o esforço para incluir pessoas e processos. O foco da equipe evoluiu para um novo tipo de desafio: Como promover uma mudança na cultura em uma empresa tão grande e diversa como a 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, gerente de PM principal, 1ES

Abordando a mudança como um percurso 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, gerente de PM principal, 1ES

Adotando uma abordagem multifacetada para construir a base do sucesso

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.

Acompanhe o percurso experimental da equipe e as lições aprendidas ao longo do caminho.

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