That would be great

Some­times the only thing stand­ing in the way of suc­cess is doubt, accord­ing to Rhea Stadick, soft­ware devel­op­er and orga­ni­za­tion­al coach at Intel. “Just assump­tions that it can’t hap­pen, it won’t hap­pen, or there’s a rule against it,” she says.

There’s a lot less in your way than you think, she says, if you just have the courage to try some­thing new.

For her TED talk, Stadick will dis­cuss her efforts to bring a new man­age­ment approach to soft­ware, one that focus­es more on col­lab­o­ra­tion, adapt­abil­i­ty and inno­va­tion rather than con­for­mi­ty, dead­lines and “deliv­er­ables.” One that encour­ages “out-of-the-box” think­ing. It’s called Agile Devel­op­ment, and it promis­es not only bet­ter pro­grams for end users, but a bet­ter life for pro­gram­mers.

“It’s about bring­ing human­i­ty to the work­place,” says Stadick, sit­ting in her team room at Intel’s Jones Farm cam­pus, where she over­sees the company’s efforts to imple­ment Agile man­age­ment strate­gies. It seems espe­cial­ly odd to see robots posi­tioned around her as she says this. But those robots – in essence stands with mon­i­tor screens – help to mim­ic face-to-face meet­ings with pro­gram­mers who may be in oth­er coun­tries, part of Agile’s empha­sis on direct com­mu­ni­ca­tion. In and around the room there is a 3‑D print­er, couch­es, and a large white­board with var­i­ous Post-It notes on it, and ideas scrib­bled across its sur­face. A large wall-size win­dow opens to trees, leaves wav­ing in the wind.

It’s a breath of fresh air for pro­gram­mers, to have such an open space that encour­ages indi­vid­u­al­i­ty and cre­ative prob­lem-solv­ing.

And it’s a stark con­trast to the tra­di­tion­al­ly heavy-hand­ed, bureau­crat­ic and par­ti­tioned approach to soft­ware that defined the indus­try in the past, an approach infa­mous­ly por­trayed in the 1999 movie Office Space. Think exas­per­at­ed engi­neers — “I am good at deal­ing with peo­ple!! Can’t you under­stand that?!” – sep­a­rat­ing devel­op­ers from the company’s clients. Think Bill Lum­bergh, hand­ing out week­end work and enforc­ing cov­er sheets for TPS reports. Think Peter Gib­bons, drown­ing in a sea of cubi­cles every morn­ing, doing just enough work to not get has­sled.

“Six-by-six cubi­cles are not nec­es­sar­i­ly what humans are designed to do,” Stadick says.

As a new soft­ware hire 10 years ago, she saw first­hand the frus­tra­tions of just cor­rect­ing defects instead of pre­vent­ing them, and spend­ing “crazy hours” on the job and at home, just to achieve the same aver­age suc­cess rate, nev­er bet­ter.

“I saw how painful some of the ways we ran projects and teams were for peo­ple,” she says.

Today, with Agile Devel­op­ment, Stadick is hop­ing to dri­ve change not just at Intel, but across the indus­try.  Her suc­cess could not only rev­o­lu­tion­ize the way we lead our projects, but also the way we lead our lives.

There are still some obsta­cles, she con­cedes, not sur­pris­ing when try­ing to uproot an assem­bly-line man­age­ment strat­e­gy that hear­kens back to the Model‑T. But Stadick has faith in her team.

“We work with the some of the most intel­li­gent peo­ple in the world,” she says.

“We can do pret­ty amaz­ing things; there’s not a lot of things hold­ing us back.”