Mastering Large Scale Problem Solving: Patrick Elwer of Intel Shares His Key Insights

In this episode of the People Solve Problems podcast, host Jamie Flinchbaugh is joined by Patrick Elwer, a Senior Principal Engineer at Intel Corporation. Patrick brings over 34 years of experience to the table, with a significant portion of his career dedicated to improving Intel’s work processes using lean product development principles and agile software development practices. The conversation centers on operationalizing problem-solving within a large-scale engineering culture, highlighting the methodologies and challenges faced in such an environment.

Patrick begins by sharing his foundational approach to problem solving, which starts with a deep understanding of the current state and a clear articulation of the problem at hand. He emphasizes the importance of defining what success looks like from the outset, even though the problem statement may evolve as more information is gathered. Key elements in Patrick’s problem-solving toolkit include root cause analysis, casting a wide net for solutions, and utilizing decision matrices to narrow down options. He stresses the importance of running experiments to validate improvements and standardizing successful changes to prevent recurrence.

One of the challenges Patrick addresses is maintaining a balance between striving for perfection and knowing when a problem is adequately solved. In a technical environment where precision is paramount, Patrick advises setting initial targets—such as aiming to cut defects by 50%—to prevent the problem-solving process from dragging on indefinitely. This approach ensures continuous learning and improvement without getting bogged down in the pursuit of an unattainable ideal.

Patrick also discusses the complexities of global collaboration. With teams spread across different time zones and geographies, having a standard problem-solving approach is crucial. He describes Intel’s method of solving problems in pairs, pairing a mentor focused on the process with an owner of the problem. This system not only facilitates better problem resolution but also promotes skill development among team members. Patrick’s role often involves coaching both the mentors and the problem solvers, ensuring that everyone adheres to the structured approach while allowing room for creative solutions.

One insightful part of the discussion is Patrick’s take on intuition in problem-solving. He acknowledges that while a structured approach is essential, it’s important not to stifle intuitive ideas that arise during the process. Patrick encourages his teams to document these insights as they occur, integrating them into the decision-making framework without letting the process become a constraint.

Patrick’s extensive coaching experience also comes to the fore as he shares stories of mentoring individuals at different levels within the organization. He highlights the importance of flexibility and listening, especially when the initial problem statement doesn’t align with the real issues faced by team members. By pivoting the focus of coaching sessions to address the most pressing concerns of his coachees, he ensures that the problem-solving process remains relevant and impactful.

Patrick’s insights offer a rich blend of practical strategies and philosophical perspectives on problem solving in a large-scale, technical environment. His emphasis on structured yet flexible approaches, combined with a deep understanding of human factors in engineering, provides valuable lessons for anyone looking to improve their problem-solving skills. For more about Patrick Elwer and his work at Intel, visit Intel Corporation and connect with him on LinkedIn.