OPEX for Shared Mobility

Operational Excellence at MOQO

Best Practice: Operational Excellence at MOQO

October 19, 2021 | Reading time: 4 min

Operational Excellence is not only the topic of this year's MOQO Summit, but also of great importance in the daily work at MOQO. MOQO strives for constant process optimization in order to offer partners the best possible service through a functioning internal interaction and thus support sharing providers in their own operational excellence. Read here what this looks like in practice.

How MOQO Sees Operational Excellence

Even though Operational Excellence as a term has only been used in internal communication for a few months, the idea behind it has been playing an active role at MOQO for much longer.

MOQO is characterized by the fact that all employees question the status quo and constantly want to improve processes and cooperation. Thanks to a participative corporate culture, each employee contributes and implements his or her own ideas. In this way, efforts to standardize and optimize processes are a central part of the daily work in all teams.

In our view, such cross-divisional striving for Operational Excellence is the key to a sustainable increase in customer and employee satisfaction and to securing the company's success in the long term.

Shared Mobility Processes at MOQO

Why Process Optimization Matters to MOQO

Optimized and standardized processes help us to meet the needs and requirements of our customers better and faster and enable scalability of operational processes. For business partners, we make it as easy as possible to enter the world of mobility sharing and offer them the opportunity to get new offerings on the road within a few weeks.

To achieve this, all processes must be coordinated and allow efficient implementation. This requires maximum automation and minimal manual effort.

By achieving this, we are accelerating the evolution of mobility and getting closer to our corporate vision day by day and project by project: Users have access to vehicles for every use case exactly where they are needed.

Approaches MOQO Uses to Strive for Operational Excellence

For MOQO, Operational Excellence is important in two ways: On the one hand, we want to enable our partners to optimize their operational processes through intelligent software solutions. On the other hand, we also strive internally for effective processes and continuous improvement.

Support for Sharing Providers

With growing experience and expertise, we have transformed our platform more and more into a self-service product. This not only simplifies processes at MOQO, but primarily for our partners themselves: Sharing providers are no longer dependent on the support of MOQO employees, but are given the opportunity to design their offer independently via the platform.

In addition, we have developed a self-learning element, the MOQO Academy. This helps our partners to find their way around the platform and to be successful in the mobility world of tomorrow.

Self-service and self-learning are just two of the aspects we use to help sharing providers execute operational processes more excellently. Ultimately, every newly developed feature serves to facilitate the work of the providers and to improve their offering itself.

Elemental to this is the fact that we have a great deal of knowledge across the organization about our customers and their needs and challenges. We are continuously working to reduce existing knowledge islands and increase internal knowledge transfer. By centralizing and making knowledge available, even if a single employee with expert knowledge is once not in-house, the rest of the team is able to continue to provide good support to MOQO partners.

Process analysis at MOQO

Internal Process Optimization

We also attach great importance internally to the continuous optimization of all processes and procedures. Among other things, we promote an "OPEX mindset" through one-on-one meetings between employees and team leads, in which individual challenges and possible solutions are discussed. In each team, there are regular opportunities to look constructively at the collaboration and identify points for improvement in the future.

We can proudly say that the willingness of employees at MOQO to optimize and change is generally very high. Employees want to take responsibility for making processes and systems even better. Even if bottlenecks occur, we try to find a solution across the team and distribute the workload without overburdening any individual. This employee commitment is probably the biggest key factor in our internal process optimization.

Process analysis at MOQO

Applied Methods

The development team designs its working method according to the SCRUM method, a cyclical development framework with several regularly occurring events per cycle. In addition, there is as yet no cross-departmental method- and toolbox for process optimization. Instead, individual methods are applied intuitively depending on the project. Similarly, there is no key person responsible for process management, but there is a lead for each individual process.

Individual elements of the SCRUM method were also transferred to the entire team. These include daily stand-ups, retros, (bi-)weekly meetings, and quarterly reviews and outlooks.

Excursus: Daily Stand-Up

A Daily Stand-Up is part of an agile way of working. The meeting takes place daily at the same time and place and lasts a maximum of 15 minutes. Each team member reports on what he or she has done since the last stand-up and what his or her plan is for the next 24 hours. In this way, a regular exchange of communication takes place, obstacles are removed and optimization potential becomes visible.

Example: If a key account manager reports that he had problems creating a white label app, this is taken as an opportunity to review the process documentation and integrate improvements.

Three questions at the stand up

Fun Friday, which was introduced some time ago, also serves the idea of Operational Excellence: On the last Friday of the month, employees are given the time and space to tackle topics that quickly get left behind in their daily work. They each choose their topic based on their personal interest. In the past, Fun Friday has often been used to initiate process improvements and feature optimizations, which are afterwards further developed. Occasionally, it also provides a way to address small but persistent obstacles that get lost in usual work days due to prioritization.

Process Controlling

To date, there is no formal procedure for reviewing process performance or for monitoring Operational Excellence. Improvements are initiated intuitively when the impression arises that problems are accumulating and opportunities for optimization are available.

But what has been firmly anchored in the company for several years now is the Objectives and Key Results (OKR) management method. At the beginning of each quarter, each team establishes a set of measurement variables and corresponding target values. These targets contribute to Operational Excellence and process optimization. If target values are not achieved over a longer period of time, the respective team looks for possible causes and improvement potentials.

Furthermore, a standardized and anonymous employee survey is conducted at the end of each quarter to measure employee satisfaction and motivation. If the results fluctuate compared to the previous quarters or if there are surprising results, the causes are sought and eliminated in consultation with the team.

Customer Journey Manager Pascal Faßbender

3 Questions to Customer Journey Manager Pascal Faßbender

In which areas and processes can Operational Excellence at MOQO still be optimized? Where does the most avoidable / reducible work still occur?

There is certainly still potential for optimization along the entire customer journey, just as there is in the software product itself. A big step towards Operational Excellence has already been the introduction of the Provider Task Board, which enables sharing providers to keep track of all operational tasks at a glance. However, as in all areas, there is still further potential for improvement. For this reason, product management is planning to make the processing of driver requests more efficient in the coming months. To this end, a contact form for drivers will be introduced that will enable better categorization of requests and thus faster processing. Moreover, some tasks in the operational sharing of MOQO's partners can so far still only be handled with the support of the Customer Success Team. There is still a lot of potential there.

What would you in general describe as the most important success factors for Operational Excellence?

In order to achieve Operational Excellence, continuous process management must be given space. In other words, there must be people in the company who can focus fully on the topic. In addition, all employees should feel that their daily work is made easier and that they are given more freedom to do the things that interest them most. On the one hand, this increases acceptance for changes, which often go hand in hand with optimization projects, and on the other hand, it simplifies the implementation of new processes.

What do you think are the biggest key factors for Operational Excellence as a shared mobility provider?

Especially for providers that are new to shared mobility, it is important to be aware of the operational tasks which will arise. It is not enough to carry out an initial rollout and place the vehicles on the road. After the launch date, things get really exciting. It is about anchoring the mobility offering in the minds of the target group and keeping the fleet operational to establish a sustainable business. Anchoring Operational Excellence as a central goal helps to create spaces to keep looking for optimizations and to further develop the sharing offer. The MOQO Summit Workshop of the Customer Success Team provides an impulse to stimulate the exchange between MOQO partners about challenges in the operational management of a sharing offer. Together, MOQO partners will develop best practices to bring each offering a little closer to the long-term goal of Operational Excellence.

Meet us at MOQO Summit 2021

At the MOQO Summit you will have the opportunity to meet the MOQO team in person. In his keynote speech, CEO Michael Minis will answer the question why MOQO believes that Operational Excellence is a key factor. The Customer Success Team will offer a workshop on challenges and solution approaches in the operational running of a sharing offer.

MOQO Speaker at the Summit 2021

Learn more about OPEX at MOQO Summit 2021

exclusively for MOQO partners

MOQO Summit 2021 Speakers