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New Onboarding
Facilitating access to common information, useful links, Figma license application, and explanation of design processes for all Zuppers in Itaú.
5 Shared Products
Shared Products available to use: menu and shortcuts, login and pre-logged area, insights, communications center and orange business, documented for use by all bank brands.
Evolutions and promotions
Through individual careers mentoring with 6 designers, mapping skill levels, and promoting talks, we improved designer's soft and hard skills and got 2 promotions.
Impact
Takeaways
1.
Talks every two weeks
As we were designers at a consultancy, the weekly meetings began to conflict with the agenda of meetings and talks at Itaú, and designers began to run out of meetings in our chapter. We voted for the best time and day for the majority and defined every two weeks' 1-hour meetings.
2.
Invite more
than 1 month
in advance
The schedule of an external expert guest is hectic and often does not match ours, it is best to invite the person to a meeting more than 1 month in advance, so they will probably block their schedule and have time for the talk.
3.
Exchanges
about what
we are living
Exchanges of knowledge and information about the challenges that designers are experiencing in the squads become much more tangible, interesting, and useful than a subject that cannot be put into practice immediately the next day.
4.
Put it in numbers
to prove value
It is necessary to have an objective measured in numbers and provide visibility of evolution, not only for more assertive improvement actions, but also for managers and stakeholders to value the chapter.
5.
Proximity is needed
For better monitoring, evolution of designers and quality of delivery processes, it is necessary to be close. In case the designer moves to another tribe, it is better that he/she belongs to the chapter or design coordination of his/her current tribe.
I thank
Bruna Cotrim for starting this initiative with me; to the Business Partner Pedro Duca, for his support with Zup; to Bruce Rocha for joining us in leading the chapter; and to all participating designers.
We started a benchmark to check what was working in other design chapters.
Next, we invited the designers to a remote team building. Through dynamics at Miro we get to know tastes, hobbies in common, travel, knowledge and professional trajectories and goals of each one.
Team
building
Overview
The Itaú Design Language, a new strategic vision for the bank's ecosystem, has been defined and, as part of it, was created a shared product's tribe.
Challenge
The newly formed tribe was made up of 12 squads and 11 designers, who until then had worked in isolation without knowing each other.
As chapter leader and focal point of the Itaú Design System, my challenge was to disseminate knowledge about the design system, components, and agnostic flows. In addition to optimizing the reuse of practices among squads, avoiding duplication and waste and ensuring delivery quality.
Solution
In conversation with Zup's Business Partner, Bruna Cotrim and I decided to create the tribe's design chapter to solve common needs among squads, exchange knowledge between designers with complementary skills, and learn about the use of components and contribution to the Design System.
Leadership
Itaú's shared products design chapter
The experience of leading 17 designers creating onboarding, improving skills, and mentoring careers
Building
and running
meetings
In a 2nd Team Building dynamic day, we take advantage of mapping skills, define meeting frequency, and create the chapter name.
We met weekly: one week for technical and behavioral mini talks, another for hands-on tricks, according to squad needs and skills that needed to be improved.
To exchange information about what was happening in neighboring squads, we structured every two weeks conversations in the What's Going On format.
As we also wanted to train facilitation and presentation, a named designer started by pulling a Fun Retro check-in/energizer dynamic. After another designer talked for 20 minutes and, at the end, we opened to questions and discuss team's mistakes and successes about it.
Section
Section small
Based on the levels of each designer, we schedule every two weeks technical talks (chapter content) interspersed with chats about behavioral disciplines (coffee design).
With structure changes, the squads were divided into 3 different tribes, even so, we continued with the meetings and another designer joined the organization of the tribe.
We reformulated the chapter by organizing new repositories for slides and recordings and added 3 organizing designers + 12 participating designers. We did a new team building and presented the OnBoarding that we had built by visualizing common needs among the squads.
Then, we ran a survey to map designers technical and behavioral skill levels on a scale from Novice to Expert.
Restructure
We were in 3 different tribes, which made it difficult to follow the evolution of the designers closely, and the schedules no longer matched for meetings. After almost a year of chapters, circumstances forced us to discontinue the chapter.
We ended the chapter with 17 designers, an Onboarding with useful links to all Zuppers on Itaú, improving skills, delivering shared products available for all Itaú brands, and achieving promotion for 2 designers.
The end
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