Current Situation
Over the years, the client has grown into many disparate departments and their processes and tools have not been adapted. Aging tools are bogging the agency and aren't salvageable. Departments don't share information that could lead to better deals and relationships and they are losing new business to competitors with more efficient tech. Data is scattered across teams without any clear guidance on how to maintain it. Lots of lost data and record redundancy.
Project Objectives
We want to develop a shared system that tracks multichannel department needs with secure data and control. The platform needs to capture correspondence from agent to agent and between departments while implementing a robust change and creation log of all activity within projects.
There are many different departments that deal with different areas of their talent service. Users in one department (e.g. Motion Picture) often need to cross-pollinate with other departments for deal packaging (e.g. Literary) but because departments use different tools, this is almost impossible outside of email chains and phone calls.
We conducted a series of interactive stakeholder engagements across all levels of agency employees. Preliminary findings were synthesized into a Voice of Customer (VOC) to understand prospective end-users.
We employed a holistic stakeholder engagement approach to understanding end-to-end experiences, including technologies in use, processes, and cultures across each WME department or team.
Today, most agency business is conducted across three lines of businesses: Talent Representation, Packaging, and IP Management.
Across core business lines, departments act entrepreneurially to solve problems for their team and clients.
The following six primary insights were identified through our preliminary stakeholder engagement.
For more comprehensive research result documentation, click the link below.
With a large global network of agents across numerous departments using very antiquated processes and technology, the client was in danger of falling behind. We worked with a team of researchers to define their processes cross-department and find a through-line to create a standardized, logical information architecture to drive our new system.
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We created 4 personas inspired by employees across departments, roles, and levels of experience.
Drawing upon Voice of Customer insights, personas, and the analysis of the client’s current state, we developed a set of capabilities to enable the agency of the future. I created the following diagram to show how our proposed solution consolidates and streamlines their existing workflows.
Working with key stakeholders, we prioritized the product capabilities across 3 holistic dimensions -- value to overall user experience, effort to implement, and value potential.
Drop me a message at siachang.work@gmail.com
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