The department was undergoing a period of multiple institutional reforms, an increased operational workload, and recent changes in leadership. This scenario generated overload for the leader, lack of clarity in roles and responsibilities, disparate criteria among the team, and difficulties in managing the team’s accumulated knowledge.
At the same time, the department members expressed the need for greater internal alignment spaces, improved work coordination opportunities, and a structure that supported the growth and professional development of individuals.
The intervention began with an organizational diagnosis based on in-depth interviews with department members to identify work patterns, main bottlenecks, and opportunities for improvement in the operating model.
Based on this diagnosis, an organizational evolution proposal was co-designed with the department leader, which included the creation of an intermediate layer of coordinators and thematic referents, with the aim of better distributing responsibilities and freeing up
the head to focus on strategic tasks.
The model was complemented with new routines for work planning and coordination, back-up systems between teams to balance workload, and mechanisms to strengthen knowledge management.
In parallel, efforts were made to strengthen the leadership role through greater delegation, clarity in decision-making, and regular spaces for feedback and team development.
