Structuring Communication and Marketing Processes
SP Leituras is responsible for managing some of the most important reading promotion initiatives in the State of São Paulo, including BibliON and the libraries affiliated with the State Secretariat for Culture and Creative Economy.
When I joined the organization, I found a communications department responsible for supporting multiple programs, projects, events, and institutional demands simultaneously. While the team was highly committed, most of its efforts were focused on day-to-day execution, limiting its ability to plan, prioritize, and manage deliverables strategically.
The situation called for a review of internal processes and project management practices. The objective was not to expand the team, but rather to create the conditions necessary for a more organized, predictable, and integrated way of working.
The project involved redesigning communication workflows, defining clearer responsibilities for each initiative, and implementing management tools that enabled centralized tracking of requests, timelines, priorities, and deliverables.
One of the key changes was assigning dedicated project owners responsible for overseeing each initiative from start to finish. This approach increased team autonomy and provided greater visibility into every stage of the process, from initial request through final delivery.
Project management and workflow tools were also introduced to improve task organization, internal communication, workload distribution, and visibility across the department.
The structure supported approximately twenty simultaneous projects managed by a team of seven professionals and multiple external suppliers, requiring constant alignment among teams, internal stakeholders, and partners.
The reorganization process contributed to greater operational efficiency, improved predictability of deliverables, and increased the team’s ability to support institutional programs and initiatives from a more strategic perspective.