After receiving the baton from everyone, I worked on reform. an environment where everyone can move on their own. The way I gave instructions had reached its limits. In creating a new way of doing things, I created a lot of tools to help with the production flow and production. And I myself do not play a director-like role as much as possible during the process, I devoted myself to directing the traffic of the project and occasionally giving hints as an experienced person as a follow-up role.
After changing to this new way, I have a better understanding of my role. And everyone in A-Wing has also clarified their role. The responsibilities and proposals of each phone number list A-Wing member for each project are It became darker. In the design part of the kick-off MTG when starting the project, A lot of ideas came out from everyone. How to identify concerns during project progress, Prioritization just got better and better. Even in the review MTG at the time of project completion, A lot of suggestions for improvements leading to the next project were presented. By sharing it with everyone, I created a cycle of improvement.
Also, I have become able to understand the “why?” of other departments that I could not notice before. It is very important to share the “why?” with the team and think about it together. I feel like new ideas are beyond the "why?" And finding the answer to "why?" together It builds confidence in everyone. As a result, A-Wing's sales, designers, and engineers are all involved in the project, It has become an organization of shared responsibility. It is different from the way a super director unilaterally gives instructions to designers and engineers. This is the team I wanted to make. I am convinced that this form can greatly stretch each person.