The document outlines a session on organizational change management (OCM) led by Sakir Temel, focusing on the importance of feedback, leadership, and effective communication during change processes. It emphasizes the role of Request for Comments (RFC) as a tool for structured change, promoting transparency and clarity to reduce resistance. Additionally, it addresses the significance of understanding the people factor in OCM to ensure successful implementation and sustainability of changes.

1. RFC and OCM
Session for the Leaders
Sakir Temel

2. ○ CTO of Visuality 3 years
○ 100+ Techniques, tools, languages, processes in R&D work
○ Created various amount of internal experiments/projects
○ Feedbackaholic* - Focus on feedback based, confident, strategical and rational
leading
○ People first approach - Collected the feedback from people and the processes and
adjusted the direction based on that
*Received this feedback in 1-1 with an engineer
2

3. Objectives
- Learn the basics of OCM
concept(Organizational Change
Management)
- Learn the grow of OCM idea in Visuality
throughout years
- Understand the people factor in OCM
- Be aware of current and upcoming known
problems
- Understand the idea of RFC briefly with
going through again
- Analyze an example before/after situation
- (optional) Analyze one RFC and map the
concepts from here
3
Out of scope
- Particular RFCs
- Collected feedbacks that were
indicating the need of OCM
- Earlier failures
- Side benefits of OCM and RFC

4. Thank you, the
leaders of
improvements, for
your time, patience,
and efforts
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5. What is an Organizational Change
○ Organizational change is both the process in which an organization changes its
structure, strategies, operational methods, technologies, or organizational culture
to affect change within the organization
○ and the effects of these changes on the organization.
○ Organizational change can be continuous or occur for distinct periods of time.
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6. What is an Organizational Change
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7. What happens when there’s a change
sometimes smooth, sometimes hard
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8. If your organization processes are changing all the time
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https://www.youtube.com
/watch?v=HsbWwXaujp8

9. 9
Change Management - Initial understanding
- Change lifecycle - Thinking about a change, Implementing a
change, managing the changes, sustaining and maintaining a
change
- Doing it for many of them without overwhelming people
- People want to perform and improve their performing in the way
that they’ve been asked. Changes threaten them.

10. 10
Research - what’s included in Change Management

11. 11
Research - a bit more clearance?

12. 12
Research - maybe some steps?

13. 13
Change Management - After researches
- Looks cool! Lots of management things, probably we’re done, or are
we? Don’t we forget about something?
- People, or person even. Wasn’t the change for them?
- people want to perform and improve their performing in the way
that they’ve been asked. Changes threaten them.

14. 14
Change Management - After researches

15. 15
Change Management - People factor

16. 16
Change Management - People factor
- Changes are for people, it’s their organization
- If they resist, the implementation will be slow
- If they resist, sustaining will be just a wish which later can convert
into blame(people didn’t change)

17. 17
Change Management - People factor
- Why people fear? Mainly, uncertainty
- We can’t plan everything in the future, so we should mainly shed
light on the road - VISION
- Give time to digest, describe clearly and detailed enough to avoid
misunderstanding

18. 18

19. 19
Change Management
- OK, we figured that out. We should communicate, engage, and
manage the process. But, why was it again?

20. 20

21. 21

22. Organization
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23. What is an Organizational Change
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24. Backbone
24

25. 25
Communicate WHY, but not only

26. Come on, it’s hard
● It’s temporarily hard
● Spikes are the things to improve your skills, and the company
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27. What kind of problems were being expected
It’s normal and expected that..
● Leaders need to develop leadership skills
● Leaders need to know other parts of the company
● Leaders need to have time
● Spikes - for the project, for yourself
Those spikes will develop the whole company with creating better
understanding on MANY areas while leaders are proposing a change
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28. 28

29. And, I’m there
● You can book time with me using calendly
● Sit on the research together
● Ask theoretical questions
● Ask specific doubts
● Explain any part of the company, people, anything
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30. RFC
● RFC is not a place for brainstorming
● RFC is not just to make some plans
● RFC is a tool for us to do OCM(Organizational Change Management)
in the right way.
● The ideas should come in an actionable and reviewable way from
everyone, and stay as know-how in the store
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31. RFC
● When people read the RFC, they would like to see the problem,
understand the background, see the proposal, understand the
benefits and challenges, see the implementation plan and then
review it. Keep them focused.
● RFC is mostly, but not only, to communicate Why the solution
should be there, and be on the same page with the others. This
helps them not to resist, and be the change
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32. 32

33. 33

34. 34
Create changes that sustain - Knowledge creating company

35. 35
Create changes that sustain - Knowledge creating company
- Know-how is our biggest weapon
- If we succeed with continuously aligning ourselves regardless of
location, we can start to scale
- Pods can isolate themselves and self manage while receiving and
delivering changes to other Pods
- Writing culture will lead to asynchronous working
- RFC is our center of grow
- It is a transparent procedure to initiate change and get regular
improvements while staying consistent
- No more long meetings

36. Y in Visuality - Best practices(from guideline)
- What should be Visuality’s take on Y, how you shape it to us?
- The abstract should summarize all the parts:
- motivation + proposal + benefits. "We're seeing a problem in X, that's why doing Y
will be good, so that we can have less problem"
- Think about the abstract part as a summary that people will
mention during their conversations with their colleagues, friends,
others.
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37. Who else using similar processes
● Internet, Google, Microsoft, Facebook, Amazon, Uber
● Many open source projects
37

38. Sprint Helper
https://jira.visuality.pl/browse/VIS_INTERNAL-71
● ~June 2017
● Lots of fear & resistance
● VVVVVeryyyy slow progress, lots of wasted effort
Now:
- Even there are pauses / all the time new members for implementation, WHY part is
communicated regardless of time
- Desire of using it
- In case of doubt, ability to check WHY it’s present
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39. In simple words, what’s that so?
● Use RFCs to drive the change.
● Not everything is a subject for RFC
● What really matters here is creating a sustainable change
● OCM is there to help you
● Don’t write too much, write effective(draw is better). Always think,
what happens if there’ll be a new team member and reads that.
● Question: Is that clear enough?
● Push
● Be proud of your success
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40. Thanks for listening
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41. What’s next?
● Sleep on this idea a bit
● Try to map the things from here to your RFCs
● Look at the people page, and go through one by one try to think like
them
● Work with me, pretty please
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42. A short summary video - Changes can happen
successfully
42
https://www.yout
ube.com/watch?
v=__IlYNMdV9E

43. 43

44. What about hype though?
● Well, think what you want? Hype you can have in your prototypes.
Achievement is the feeling that you’ll get from such a change.
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45. Is it for better implementing? Just a plan?
- Because the ideas will come in an actionable way, of course it will be
better for implementation, but that’s not the main purposes. The
same with the plan, RFC is not a place where you store your plans.
These 2 are just benefits of RFC, RFC is to communicate clearly the
ideas to people regardless of time.
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46. My RFC got rejected, hmmm?
- Spikes that you do, knowledge you generated still stays. RFCs can be
rejected because the organization is not ready for that, or the idea is
not clear enough. While preparing this presentation, I read twice
RFC#7 ADKAR - solving the failure of your change. The effort which
was put in there, simply helped to this presentation. And when the
whole company needs such a framework, the RFC can be
resurrected.
- Also RFCs can be reshaped after they got rejected (RFC#4 is
redefined by RFC#5)
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47. 360 feedbacks
- After the analysis of 360 feedbacks before and after RFC process, it’s
clearly seeable a major problem and its effects are fixed
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