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success story

Accelerating Agile Product Development by 80%

Nagarro navigates automobile manufacturer on their agile transformation journey
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challenge
As a dominant presence in the Indian automotive landscape, our client’s footprint spanned over 1800+ cities. The challenge surfaced in the form of prolonged time-to-market, the intricate navigation of a multi IT-vendor environment, and an ever-expanding backlog of requests. The absence of a standardized product management approach coupled with poor visibility further obscured the path. The conspicuous lack of a digital platform for end-to-end car financing solutions added an additional layer of pressure.
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solution
The solution was grounded in Nagarro’s transformation approach, embarking with the establishment of an Agile Center of Excellence to steer digital engineering initiatives. A comprehensive overhaul of requirements management processes was set into motion, accompanied by the embrace of a comprehensive company-wide product management framework. The stage was set for the standardization of work methodologies across all IT partners. The strategic introduction of agile tools and their optimal utilization, as outlined in the agile playbook, assumed a pivotal role. A proactive coaching approach was employed, nurturing the agile proficiency of all project teams. The embrace of a customized SAFe (Scaled Agile Framework®), design thinking tools and the facilitation of big room planning sessions seamlessly aligned business and IT. Newly introduced multi-level metrics zeroed in on stakeholders ranging from leadership to product management and Scrum Masters.
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outcome
The transformation unfolded a landscape underscored by alignment between business and IT priorities. With the Agile CoE at the helm of digital engineering initiatives, the playbook adoption ushered in standardized execution across both team and scale levels. Time-to-market reduced significantly (from 18 months to 3 months). The client also achieved much-increased visibility (up from 2 weeks to 12 weeks), onboarding of 14 big financiers, and rapid financing option adoption (by more than 1,60,000 people), all of which underscored the success of the transformation.