How Tata Sons transformed their way of working to handle customer requests better with Jile

The Customer:

Tata Sons is the principal investment holding company and promoter of Tata companies. It is a private group of nearly 100 companies comprising primary business sectors such as, materials, energy, consumer products, engineering, chemicals, information systems, and services.

The Challenge:

Initially, Tata Sons did not have a centralized management platform and relied on Microsoft Excel for handling project related work, especially support and enhancement requests from customers. But soon they started finding it difficult to manage and track the fulfillment of such requests. Multiple sheets were being used to track various activities related to the project and there was no clear visibility of the deliverables at hand, progresses, and impediments. Team members, both within and across teams, found it difficult to stay synchronized with what was required and what was really happening in real time. Collaborations were not productive and raised more questions than they answered. Customer satisfaction score was impacted due to delays and the quality of resolutions.

We found Jile to be a customisable and easy-to-use tool. Its capability to support various agile models makes it a good fit for a large enterprise as ours. It has significantly helped our team adopt SCRUM and track all sprint activities. Its design is quite user-friendly which makes it ready to be used from day one. For us, the highlight features are story tracking, defect management, Kanban view, user tagging, discussion forum and custom reports.
-Senior Executive, Tata Sons

The Jile Solution:

Tata Sons needed to adopt an agile way of working and turned to Jile for help. Jile stepped in and completely transformed how Tata Sons handled support and enhancement for its customers. Scrum was implemented and systematized in an effective way.

Intuitive and customizable dashboards allowed customer requests to be itemized as backlogs, visible within and across teams. The broader backlogs could be broken down into tasks and assigned to team members, who could log their effort as they worked on the backlogs. Team members could also easily create and relay dependencies for each task, and a dependency dashboard provided a clear consolidated view of all dependencies and their resolutions. Real-time statuses of tickets were visible, and ticket tracking was simplified. Collaborations and planning, both within and across teams, were facilitated by the presence of a discussion board.

The Result:

Teams saw priorities and work items clearly in one place, understood clearly what the objectives were, and collaborated efficiently. This resulted in synchronized, outcome-driven work. Requests were handled with precision and timely solutions were provided, which improved the bottom line for both Tata Sons and its customers.