Ola collaborates with us to redesign its internal structure for greater agility
The successful transformation of processes at Ola led to faster delivery, a smooth communication channel, a revamped organizational structure, a streamlined prioritization process for different organizational levels, and defined roles for Managers, Product Owners, and team members.
Challenges
Ola's internal processes were slow and unpredictable, leading to inefficiencies in product delivery and causing problems in release planning.
Slow time to market
Lack of ownership & prioritisation led to late start of development processes. Teams working independently resulted in silos, and integration of all was delayed. Loss of key people due to attrition caused reduced productivity. Hence resulting in slow marketing time.
Low predictability of product delivery
The process of product delivery and their undertaken modules were not prominently visible, reported, measured, or tracked.
Less product delivery efficiency
Lack of standard coding practices & absent automation testing led to the product delivery being less efficient and in need of optimization. There was a gap between business asks and demands because of disconnected independent units.
Solution
Enhancing Ola's Product Development with our Solutions
CB worked with Scale Factor on this project to suggest improvements in the Ola product development process.
- Solution: CoffeeBeans analyzed the end-to-end product development process at Ola to identify dependencies. We proposed improvisation for their processes.
- Calibration of Business and Technology: We proposed defining roles to avoid gaps, for better accountability. We implemented appropriate communication channels with follow-ups for employee retention. For HR, we advised introducing KRAs aligning for evaluating individual performances.
- DevOps and Testing strategy: We suggested a robust DevOps and Testing strategy to ensure that releases have better quality. The strategy improvements will ensure that quality does not deteriorate.
Implementation & Results
The implementation commenced with the process of Discovery where we conducted workshops to understand the issues in the current process and found the improvements that needed to be made. We also identified the stakeholders that are involved in the process. Once recognized, we proposed changes from team management, technical and HR perspectives that can improve the product development at Ola. We then organised workshops with individual teams to suggest how these improvements can be implemented and provided the relevant documentation they can refer to.
The successful transformation of processes at Ola led to faster delivery, a smooth communication channel, a revamped organizational structure, a streamlined prioritization process for different organizational levels, and defined roles for Managers, Product Owners, and team members.
Quarterly Goals
