Example Reflection – Learning Launch

Challenge

I work as the Production Planner in an inhouse creative agency for a group of companies. The agency  was previously the Marketing Department for all the companies, but as each company grew, the CEO  decided that it made more sense for them to have their own Marketing Department and for our  department to be their creative agency. The challenge we faced was that as the companies grew, so did  their need for design work, but we were not given additional Graphic Designers or time to produce  designs. So, we needed to find ways to maximize productivity among the designers to keep up with the  demand of our clients.

Selection

The Learning Launch tool was chosen because the Chief Creative Officer and I wanted to prove the  hypothesis that the Designers would produce high quality designs in less time if all they had to do was  design.  We assumed that 1) This could be accomplished by altering a few of our internal and external  protocols 2) These alterations should require little or no effort from the designers, and 3) That we  should make them sparsely so that it would not feel like an abrupt overhaul.

Application

We conducted (3) experiments within a 6-month period.

First, we implemented a file naming convention for artwork so that the Designers could save and locate  files faster. The system involved using abbreviations for companies, brands, and campaigns and then  placing them in a specific order. We held a short meeting explaining the system to them and then gave  them each a printout to keep at their desks for reference. However, we amended the system twice  before realizing that the only way to get them to use it is by giving them the file names.

Secondly, we invited the Marketing personnel from each company to our offices and trained them to  plan and write clear and concise Design Requests and Creative Briefs. We did this by creating Power  Point presentations based on our operating procedures. Most clients were onboard, but some showed  little or no interest either because of their personality or a feeling of entitlement because we were now  working for them.

Thirdly, we brain-stormed ways to maintain the Designers’ morale. Our approach was to protect them  from negative feedback on designs from clients. The clients were instructed to only speak to Our Chief  Creative Officer, their Account Specialist, or myself if they were displeased with a design. Furthermore,  we never let the clients know which of the designer was working on their designs.

Insight

The file naming convention seemed simple to the Chief Creative Officer and me because we are more  left brained. However, we soon learned that people with creative minds struggle to perform even the

smallest of administrative tasks. This insight prompted us to take away all other administrative duties  from their daily routine.

Although not all the clients wanted to be trained, we decided not can the idea completely because the  Designers asked less questions about Design Requests that came from those who did accept the  training. So, the Account Specialists have maintained closer communication with the more difficult  clients; often editing the requests themselves.

Filtering feedback from clients was a success. We learned that the designers were less discouraged  when someone from within the agency requested edits to their designs. Our Art Director now spends  more time with them while they do design work.

Approach

We will continue to use the Learning Launch tool because we have had great success with it. Although  the number of design requests increased, the Designers are still producing quality artwork on schedule.

This tool allows us to conduct experiments that are free of cost, and do not affect the designers whether  they pan out or not. Additionally, we can do these experiments on the spot. For example, while there  were active cases of Covid-19 in our country, design work increased even further because most of our  companies were classified as an essential service. We gave the designers the option to work from home  so that they could concentrate on designing and not contracting the virus. Productivity increased even  more during this time because they were comfortable and willingly worked around the clock.


Example Reflection – Learning Launch Challenge I work as the Production Planner in an inhouse creative agency for a group of companies . The agency was previously the Marketing Department for all the companies , but as each company grew , the CEO decided that it made more sense for them to have their own Marketing Department and for our department to be their creative agency . The challenge we faced was that as the companies grew , so did their need for design work , but we were not given additional Graphic Designers or time to produce designs . So , we needed to find ways to maximize productivity among the designers to keep up with the demand of our clients . Selection The Learning Launch tool was chosen because the Chief Creative Officer and I wanted to prove the hypothesis that the Designers would produce high quality designs in less time if all they had to do was design . We assumed that 1 ) This could be accomplished by altering a few of our internal and external protocols 2 ) These alterations should require little or no effort from the designers , and 3 ) That we should make them sparsely so that it would not feel like an abrupt overhaul . Application We conducted ( 3 ) experiments within a 6 - month period . First , we implemented a file naming convention for artwork so that the Designers could save and locate files faster . The system involved using abbreviations for companies , brands , and campaigns and then placing them in a specific order . We held a short meeting explaining the system to them and then gave them each a printout to keep at their desks for reference . However , we amended the system twice before realizing that the only way to get them to use it is by giving them the file names . Secondly , we invited the Marketing personnel from each company to our offices and trained them to plan and write clear and concise Design Requests and Creative Briefs . We did this by creating Power Point presentations based on our operating procedures . Most clients were onboard , but some showed little or no interest either because of their personality or a feeling of entitlement because we were now working for them . Thirdly , we brain - stormed ways to maintain the Designers ’ morale . Our approach was to protect them from negative feedback on designs from clients . The clients were instructed to only speak to Our Chief Creative Officer , their Account Specialist , or myself if they were displeased with a design . Furthermore , we never let the clients know which of the designer was working on their designs . Insight The file naming convention seemed simple to the Chief Creative Officer and me because we are more left brained . However , we soon learned that people with creative minds struggle to perform even the smallest of administrative tasks . This insight prompted us to take away all other administrative duties from their daily routine . Although not all the clients wanted to be trained , we decided not can the idea completely because the Designers asked less questions about Design Requests that came from those who did accept the training . So , the Account Specialists have maintained closer communication with the more difficult clients ; often editing the requests themselves . Filtering feedback from clients was a success . We learned that the designers were less discouraged when someone from within the agency requested edits to their designs . Our Art Director now spends more time with them while they do design work . Approach We will continue to use the Learning Launch tool because we have had great success with it . Although the number of design requests increased , the Designers are still producing quality artwork on schedule . This tool allows us to conduct experiments that are free of cost , and do not affect the designers whether they pan out or not . Additionally , we can do these experiments on the spot . For example , while there were active cases of Covid-19 in our country , design work increased even further because most of our companies were classified as an essential service . We gave the designers the option to work from home so that they could concentrate on designing and not contracting the virus . Productivity increased even more during this time because they were comfortable and willingly worked around the clock .