Design Thinking e a jornada dos usuários em uma agência

Trabalhando com melhoria de processos e gestão de agências de comunicação há mais de 20 anos, sempre busco uma forma mais eficiente de entender como as agências funcionam e como torná-las mais ágeis e capazes de atender as demandas infinitas e urgentes de seus clientes, em um mercado cada vez mais exigente e em mutação contínua.

Embora os métodos mais tradicionais de mapeamento de processos e gestão de projetos continuem tendo grande valor, percebo que algumas perguntas e anseios das pessoas nas agências, seja no Atendimento, Planejamento, Criação, Produção ou qualquer outra área interna, continuam sem resposta satisfatória:

  • Como posso fazer todos entenderem o briefing do cliente?
  • Como consigo saber quando as tarefas serão finalizadas?
  • Como garantir um menor número de refações?

Foi então que encontrei nos princípios e técnicas do Design Thinking uma grande ajuda para entender melhor o funcionamento interno de cada agência. Empatia, Colaboração e Protótipo são palavras que se encaixam naturalmente quando queremos falar em melhorar os processos da agência. Fazer com que todos os colaboradores se sintam parte do processo de mudança, e possam contribuir com ideias e testá-las sem medo de errar, torna o trabalho mais fluido e com resultados mais imediatos.

Originalmente concebidas para ajudar nos processos de desenvolvimento de novos produtos ou sistemas de software, algumas técnicas do Design Thinking ajudam, e muito, no descobrimento dos processos. Em nossos recentes trabalhos junto a agências de comunicação temos realizado o que chamamos de Process Discovery Bootcamp, workshops colaborativos, com o uso intensivo de post its e debates, em que analisamos junto com os participantes:

  1. PONTOS POSITIVOS: o que está funcionando na rotina de trabalho das pessoas no atendimento às demandas do cliente
  2. JORNADA: o que as pessoas fazem, como funciona o fluxo de informações e como são controladas todas as atividades realizadas na agência
  3. PROBLEMAS: quais os principais problemas que ocorrem na jornada que precisam ser analisados e melhorados
  4. SOLUÇÕES: como nós podemos melhorar os processos da agência, olhando para os principais problemas encontrados
    Ao final de 3 ou 4 horas de reflexões e análises saímos com um alinhamento do grupo sobre como a agência funciona, e qual o papel e importância de cada um para o bom funcionamento das atividades. Além disso, uma lista ações priorizadas para atacar os principais problemas que a agência enfrenta.

O trabalho deve continuar, para que as melhorias sejam implementadas. Porém, acima de tudo, terminamos os trabalhos com uma sensação do grupo de poder ter contribuído com algo a mais além das suas atividades no dia a dia na agência.

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