The challenge
About Audible Design
When Audible needs to bring something to life, it all starts with Audible design. I helped build this small In-house cross-disciplinary team, augmented with external agencies and specialized freelancers a few years ago. Our goal was simple: partner with internal business groups to create the best experience possible for listeners, creators and external partners across all products and markets.
High-level goals
1. Efficiency
Spot what’s going well and what can be improved. Improve productivity by creating a standardised workflow that illiminates redundancies and makes the process clear, useful and as efficient as possible.

2. Collaboration
Improve harmony between business groups and Audible Design by breaking down team silos and promoting inclusion— everyone should feel invested and have a stake in the outcome. This creates a sense of shared ownership in the success of the project.
3. Agility​​​​
Build better concensus amongst stakeholders— there will be fewer changes and to-and-fro movemenmt of goal posts. This, in turn, ensures shorter time to execution and work satisfaction among the team members.

4. SLA​​​​
Create a new SLA model that gels with the teams. It should clearly communicate level of service, establishe expectations and response times in a way that's easy to understand and something we can all agree on. 
My role
1. Workflow definitions
2. KPI's and Metrics
3. Development resource scope and planning
4. Tests, tweaks, and teamwork
5. Document design & build
6. Pitching & training
7. Deployment
Audible Design has built and maintains a broad range of design resources, but as a result some services were in danger of being overwhelmed. The friction and time spent on a project can easily take days, weeks or even months and be fraught with anxiety and frustration. Of course, a design system is only as good as its continued adoption and documentation as it grows. That’s why managing how resources are leveraged, spotting the pain points in the process from both sides and fosterring closer collaboration between designers and project owners can result in smoother and more enjoyable projects.

The first step was to have a deep look at Audible's systems and processes, analyse performance metrics and trends in human behaviour. After that I solicited feedback from channel owners and their respective teams in the form of an anonymous survey.

Aftet that I compiled a comprehensive list of all teams and their respective approval loops. I then defined all deliverables— segmented by team— and all tasks involved in the workflow, as well all conditional tasks that must be completed during each stage. I found that it was not always clear who's responsible for what so I made sure to define all roles and responsibilities before mapping out what my new workflow would like.

Next I began working with our 3rd party vendor on implementing the new workflow framework into our project management tool as well as the new automation schedule. Testing, testing and more testing with a small group of guinea pigs, I solicited feedback from on what does and doesn’t work.

Once we were happy I scheduled 3 separate training sessions with the teams to run through the new framework, laid out the free lunch, and showed them what the new workflow looked like in practice with our project managment tool and followed that up by a full deployment across the organization.

The Solution
Final Document
And there you have it a new creative project management workflow that helped teams avoid confusion, fostered collaboration and trust and helped creatives complete projects more efficiently. I'd be lying if I said that there were no hiccups post rollout, and that I wouldn't have to still make a conscious effort to refer to the workflow during critique, but I hoped that over time that this new way of working would becomes more second nature—and that the principles instilled in this new management workflow would serve as constant reminder to do better.
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