Yle´s Lean-Agile Story and Vision for the Future Culture

YLE´S LEAN-AGILE STORY AND
VISION FOR THE FUTURE CULTURE
Meeting between BBC Spark and Yle
@mirettekangas #yle
Finnish Broadcasting Company
BBC Broadcasting House, London, 2nd of June 2017

Kuva: Jukka Kolari Suomen Lean-yhdistys
● Founder of Yle Lean-Agile Accelerator
● Founder member of Yle Areena. Yle´s
video and audio live and on-demand
service, strong brand (like BBC
iPlayer) in Finland. Yle Areena was
launched 15th of June 2007.
● Previously leader of service design
and project management
● Company culture and process
development in creative industry, in
several digital media companies
● Background in digital media industry
e.g. Sanoma (leading media company
in Nordics), Nokia
● Master of Arts (Media Science),
University of Lapland
● MBA (Audiovisual Business Admin)
@mirettekangas
@mirettekangas #yle 2017

“YLE`S LEAN-AGILE-LEADERSHIP-CULTURE-TEAM”,
“YLE CULTURE SHIFT”
• Role to keep the transformation and cultural change going
• Speed up the changes, inspire people, keeping positive mood going
• Hosting and planning events (demos, hubs, lean start-up sessions, workshops
with people, associations and companies from networks)
• Not official organization, based on organic grow (working with people who want
to do lean-agile) - pull, no push
• Supporting continuous learning and feedback-loops
• Training and coaching teams and individuals (eg. Product Owner-program)
• Providing support for management (executives and c-level) in their strategic,
tactical and operative work
• Sharing vision, opinions and approaches how to make/start/continue
transformation
• Acting actively within networks and visiting executive groups
outside Yle

LEAN AND AGILE AT YLE
• Agile internet development 8 years ago
• Lean-vision workshops since 2012
• Lean-Agile development and management model, agile budgeting and agile
portfolio-management to internet area 2014/2015
• At 2015 Lean-Agile management in several units
○ Media unit (radio channels, TV channels, Web as a “channel”, audience insight, data
and analytics, multiplatform planning, marketing, archives and library)
○ Operations unit (Production and Design, Technology and Development , ICT and
Production Technology, Broadcast and Transmission facility services)
• At 2016 -> scales to
○ Management at Creative content unit (Factual, Drama, Culture and Entertainment,
Children and Youth, Product development, Planning, Partnerships)
○ Content creation e.g. Yle Learning -team
○ Company’s key strategic and multiplatform programme projects
• At 2017 -> scales to HR Development, Communication, Strategy

AT THE MOMENT
● 500 employees actively
participating (of 3000
employees)
● 17 %
● 4 directors teams, over 60
participants
● Number of teams working with
Lean/Agile methods is over 40

How much we do
non-value adding work?
Discussion started in
autumn 2012.
Can we make
organization flatter and
more transparent?
Adaptive agile
organization?

WEB AND MOBILE AREA ROADMAP TO AGILE 2014-2015
• Lean and agile portfolio- and
program model
• Web and mobile roadmap
• Application- and infrastructure
team co-operation and DevOps
culture
• High-level current and future
state descriptions
• Preparing leaders for the agile
change
• Preparing use of agile release
train
INCREMENT 1
• Lean and agiledddd
portfolio- and program
model
• Web and mobile
roadmap
• Application- and
• High-level current and
future state
• Preparing leaders for
the agile change
• Preparing use of agile
release train f ffffff
INC 2
MEASU-
RE
LEARN
BUILD
INC 2 INC 2
• Lean and agiledddd
portfolio- and
• Web and mobile
roadmap
• Application- and
future state
the agile change
future state
the agile change
• Preparing use of agile
release train f ffffff
THE GOALS FOR IMPROVING WAY
OF WORKING
1. CUSTOMER VALUE
2. CYCLE TIME

INTERNET AND MOBILE ROADMAP
Short – and long term epics for all service areas
NEW BLUEPRINT FOR INVESTMENT PLANNING
MANAGEMENT GROUP
Defines the strategy and focus areas
WEB AND
MOBILE
PORTFOLIO
KANBAN
PORTFOLIO
BACKLOG 3 m 3 months 3 months 3 months
Portfolio level
goals and needs
described
HIGH LEVEL GOALS
MEASURELEARN
BUILD

@mirettekangas #yle 2017@mirettekangas #yle 2017

AGILE BUDGETING
20%
40%
20%
9%
22%
Planned and decided allocations per main services
Un-allocated funds are allocated in next (quarter
->) half year based on customer value
40%
60%

CUSTOMER
VALUE
LEAD TIME
EXECUTIVES AND
C-LEVEL
SERVICES
TEAMS
SCALING PORTFOLIO

INTERNET PORTFOLIO
DEVELOPMENT
TEAMS
CHIEF DIGITAL OFFICER
& REPRESENTATIVES
OF UNITS
INTERNET-MANAGERS AND
PORTFOLIO MANAGER
AGILE COACH
LEAD ARCHITECT & DEVELOPER
WEB ANALYZER
LEAD UX-DESIGNER
Portfolio and allocation proposal 2 x year
WEB AND MOBILE AREA HIGH-LEVEL ROADMAP AT YLE
Implementation of strategy, focus and roadmap
WEB AND MOBILE AREA DEVELOPMENT:
UPDATE EVERY WEEK
ORGANIZATION
2016 CEO & EXECUTIVE TEAM
Decides vision, strategy, focus areas, funding and resources on annual level.
Follow-up and ensure vision implementation. Provided with a company-level
real-time updated roadmap to ensure transparency.
CREATIVE CONTENT
NEWS & CURRENT
AFFAIRS
SWEDISH YLE
MEDIA
(TV/RADIO PLAYER) API
TECHNOLOGY
PLATFORMS
IDEAS POP-UP
ANALYSIS
EPIC
ANALYSIS
IMPLEMEN-
TATION
READY
• Focus area Epics inc. Customer Analysis
• Architecture and technical platform
• Budget allocations and actuals
MAIN SERVICES AND TEAMS

• visual management
• new “agile” key roles
• new way of working
• new principles and model
• epics
• customer analysis
• technical analysis
• feedback-loops, PDCA
• weekly, retro etc.
• architecture- and technology development
• agile budget allocation
• development of digital dashboards
• follow-up model of funding for technology area across
organizations
• Lean-Agile coaching
IT´S NOT ONLY KANBAN, IT´S ALSO

THE IMPACT OF AGILE PORTFOLIO
development
feedback
feedback
decision
making
decision
making
development

The Best Lean Performance
of The Year 2016 by Lean Association
of Finland (the lean-agile model and company
culture transformation of internet management)

Yle Lean-Agile = 360°+ scaling
LEAN
AGILE
AGILE CULTURE
SYSTEMS THINKING
VSM
LEAN LEADERSHIP
LEAN SERVICE CREATION MODEL
GROWTH HACKING
MINIMUM LOVABLE PRODUCT
ETC.
LEAN START-UP
SPRINTS

DAILY AT
DEVELOPMENT TEAM

Do
Stu-
dy
Act
Plan
CHIEF OPERATING OFFICER
HAVING WEEKLYS WITH HIS
TEAM
● unit’s strategic development (kanban)
● daily (visual) management system,
metrics connected
@mirettekangas #yle

Media Director and
Media unit
ICT managers
Network of social media
managers
HR team
TV Graphics team@mirettekangas #yle 2017

PAIR PROGRAMMING
AT TV GRAPHIC DESIGN

Network of Yle Learning
content creation
Production and Design
Yle Archives
and Library Radio channels
Smart Data and Audience Insight

Communications Director and her team
HR Director and his team

OPERATIONAL TOOL FOR PUTTING
COMPANY KEY PRODUCT STRATEGY
INTO PRACTICE
Directors of Media and Content and
their Unit managers @mirettekangas #yle 2017

MULTIPLATFORM PLANNING
Digital Tool for Media Directors Team
Transparency for others
Head of program planning
First demo after 8 weeks

DATA DRIVEN AGILE CULTURE
● We collect data from various sources to one data cloud to manage and enrich the data for various purposes such as
recommendation engines, marketing automation and web, mobile, radio and tv service optimation.
● Real time and contextual visual data and analysis.
● To make the cultural change happen, we offer easy access and tools to everyone in the company.
● Everyone can use the data in daily basis.
● Smart Data and Audience Insight Team leads the development in the company level.
● New tools to visualize data and feedback loops are a key part of data driven visual management and content
development.

Kanban e.g. for visualizing, continuous improvement and
to prioritize development ideas for
Continuity and Media Management
BROADCAST AND MEDIA
SERVICES

HUBS
● voluntary events
● great dialogues around
● continuous improvement and culture that embrace
experiments
@anttiki @SamuliKiviniemi

DEMO EVENTS
● showing continuous progress
● sharing thoughts
● learning from each other
● DEMOs also invite world class guest
speakers. Events are streamed via Yle+
(intranet). @mirettekangas #yle 2017

NETWORKING

CULTURE AND AGILE LEADERSHIP
● Piloting new way of working with
development discussions. Sharing
first impressions at demos.
● What autonomy really means and
how so support teams with “agile
culture and leadership” style
● management 3.0 programs
Chief HR
Dev Officer

SHARING WITHIN NETWORKS

MORE FEEDBACK-LOOPS AND
LEARNING, LESS ANALYSIS

PO-TRAINING, FROM DEVELOPERS
TO C-LEVEL

Focus on customer value:
data driven agile way of working
Creating and enabling environment for
continuous development and feedback-loops
Visual management and transparency everywhere
New way of leardership, working together, dialogs
Organization is more like a living organism, a living system and network
Open Mindset and Positive Attitude
Agile way of working creates strong personnel commitment
Autonomy: self-management, purpose, wholeness
CULTURE?

LEADING BY EXAMPLE,
STRATEGY WITH THE PEOPLE
Transparent and workshops together
Director of Operations and
Chief Strategy
Dev Officer

EXPERIENCES from transformation
• You must be humble and frank.
• People. People. People.
• Keep mind the principles of agile and lean.
• Responding to change.
• Lean-agile competences are new, it takes time to get
“Lean-Agile Mindset”.
• Learning by doing.
• Short feedback-loops.
• Transparency increases trust.
• Take time for the thinking.

BEYOND LEAN AND AGILE?
Chief Strategy
and Dev officer
● What will be the next step and level in Lean
leadership and management?
● Self management, intrapreneurship and
autonomy are in the centre of organization?
● Organization more like organism, living
system and network?

It’s important to
understand
methods technically
but more important
is the cultural
mindset and how
we behave.

LEAN LEADERSHIP CREATION MODEL
• At Yle we are now in process of continuous development of the
Lean Leadership Creation Model.
• Our focus at the moment is in these three special areas and our
goal is to find out how we can mix them in most efficient way:
1) contextual audience relationship management and
2) real-time data driven Lean-Agile content and product
development for
3) multi- and transmedial concepts.
• How to support continuous development and learning by the most
efficient way with predictive analytics models?
• When we put customer experience, data-based customer value
and lean-agile culture together, what will be the next step and level
in leadership?

CULTURE IS THE NEW BLACK
● We do everything to be as perfect as possible (and same
time we understand that is´s not possible, but we try
every day)
● More important is to learn and to be adaptive than reach
the goals
● Learning by small experiments
● Let other people shine
● People will perform better when motivated
● Networks will replace organizations
● Your value as a leader is measured by value given at
networks

Trust on agile and lean principles,
remember it´s about culture and people.
Win and require confidence, even if it
is hard.
Keep fit - mental, emotional and
physical.
It´s all about people. When you give
you will receive back.
EPILOGUE

mirette.kangas@yle.fi
Twitter @mirettekangas
Linkedin Mirette Kangas
Skype Mirette Kangas
Flowdock Mirette Kangas
Slack @mirette.kangas
Slideshare Mirette Kangas
THANK YOU!

Yle´s Lean-Agile Story and Vision for the Future Culture

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