https://www.livemint.

com/companies/news/ola-siemens-to-build-ev-manufacturing-
hub-in-tamil-nadu-for-rs-2-400-crore-11611137351917.html

https://www.olacabs.com/media/in/press/ola-announces-launch-of-ola-mobility-
institute

Innovation culture
https://auto.economictimes.indiatimes.com/news/two-wheelers/scooters-mopeds/
startup-is-not-cash-burn-it-is-about-innovation-and-speed-olas-bhavish-aggarwal/
85346263

challenges
https://www.livemint.com/companies/news/dissecting-ola-s-audacious-electric-
dreams-11615362907077.html
The penetration of electric two-wheelers is projected to reach up to 15% by 2025
from 1% currently. • Low to medium speed electric two-wheelers (up to 40 kmph)
with lead-acid batteries currently dominate the market but demand for Lithium-ion
battery models is expected to grow rapidly under government incentives and
demand from bike and scooter rental companies such as Vogo, Yulu and Bounce. •
Many OEMs have launched high-speed (>40km/h) electric scooters; two (Ather and
Okinawa) successfully fulfilling the local manufacturing requirement under the FAME
II scheme and thereby unlocking subsidies. Hero Electric, Ather Energy, Ampere,
Okinawa, are establishing manufacturing units throughout the country

The Indian EV consumer • The Indian (mass) market is very price sensitive. Working
to incorporate local components in order to access subsidies can help - as well as
highlighting potentially cheaper total ownership costs. • EVs are generally well suited
to Indian driving conditions; points to emphasise for product launch. However,
ensuring that safety and performance is delivered in the context of a variable climate,
poor roads and a start-stop driving style is important. Test-drives can help provide
reassurance. • Prospective consumer customers have concerns about battery life
and charging availability – which are often not material given the likely usage profile
in India. Nonetheless, software for route planning and information on charge point
locations may alleviate concerns. • Usage is heavier amongst professional drivers;
battery swapping provides an interim solution and there will be a ready market for
fast-charging solutions when they become price competitive. • Consumer customers
worry about accessing servicing and maintenance support for their EVs: consider
bundling these with the vehicle purchase. • Vehicle ownership is an importance
badge of status in India with larger private vehicles being prized. To encourage
adoption of electric micro-mobility solutions or 2-wheelers, help owners signal their
eco-credentials, something which is also socially desirable.
The electric two-wheeler category has more than 20 manufacturers currently
operating in the country. However, the top three players – Okinawa, Hero Electric
and Ather – together account for roughly 75% of the market30. Notably, all major
electric two-wheeler companies operating in India are Indian origin. High-speed
(>40km/h) models are seeing growing traction comprising over 60% of the 35 models
launched between 2018 and 2020. Under the FAME-II scheme (discussed in Section
7), EVs with more than 50% of components manufactured locally qualify for
subsidies. Okinawa and Ather have models which meet this criteria and as such
have been able to offer products at lower prices than competitors (or in the case of
Ather, offer a premium product at a slightly reduced price) – policy here having the
desired effect of both localising production and driving uptake.
The segment has also seen some international activity. For instance, in May 2020,
Ola Electric Mobility acquired Amsterdam-based Etergo BV, manufacturer of electric
scooters. Ola Electric also plans to develop the world’s largest electric scooter
factory in Tamil Nadu. Other leading firms such as Hero Electric, Ather Energy,
Ampere, Okinawa, are also establishing manufacturing units throughout the country.

https://cp.catapult.org.uk/wp-content/uploads/
2021/03/210318_1020_CPC_India_Report.pdf
Process Innovation
The Ola Future Factory is an integrated manufacturing facility an annual production
capacity of 10 million electric two-wheelers. The manufacturing
The factory, which will be built on Industry 4.0 principles, will be the country's most
modern manufacturing facility. Around 5,000 robots will be used in a variety of roles.
Ola will be able to use Siemens' integrated Digital Twin design and manufacturing
solutions to digitalize and validate product and production prior to actual operations
as part of the agreement.
The factory will be AI-powered, with Ola's own AI engine and tech stack fully
integrated into every step of the production process, continuously self-learning and
optimising every aspect of the manufacturing process," according to the press
release. This will give Ola's operations unprecedented control, automation, and
quality, especially with the company's implementation of cyber-physical and
advanced IoE systems.

"The factory will be artificial intelligence-powered with Ola’s proprietary AI engine

and tech stack deeply integrated into every aspect of the manufacturing process,
continuously self-learning and optimising every aspect of the manufacturing
process," it further mentioned. This will provide unprecedented control, automation
and quality to the entire operations, especially with Ola’s implementation of cyber-
physical and advanced IoE systems.
From raw materials to materials movement inside the factory, to storage, to the
finished scooter rolling off the production lines and being loaded onto trucks, the
entire material handling at Ola’s factory will be fully automated for maximum
efficiency.

World’s most sustainable two-wheeler factory

 2 Acres Forest inside the Factory

Carbon-negative operations – 20% electricity needs met via rooftop solar

"These advanced technology systems will seamlessly blend with Ola’s workforce to
provide the perfect synergy of humans and machines working in tandem to build the
most efficient production system and deliver the highest quality products for Ola’s
customers,"

Product Innovation
https://auto.hindustantimes.com/auto/two-wheelers/ola-s1-vs-rivals-which-one-to-
choose-41629872631190.html
Opportunities – in terms of Price competitiveness

Ola Electric on Saturday said it has expanded the customer test rides for its electric
scooters across the country.
With this expansion, customers in over 1,000 cities and towns will be able to test ride
and experience the Ola S1 electric scooter, a statement said.
The test rides will be initially open only for those who have purchased or reserved
the Ola S1 and S1 Pro scooters, it added.
The company will be scaling test rides up rapidly in the coming weeks and will be
covering over 1,000 cities and towns across India to ensure every customer has
access to test rides by mid-December, he added.
"This is the fastest national scale-up of test rides ever and a revolution in automotive
retail made possible by our direct-to-consumer model,” he said.
Organization Culture –

“Startup is not about cash burn. It is about innovation and speed”

- Ola Electric CEO Bhavish Aggarwal

The drive to innovate and enter into the new segment disrupting the market is the
view of the leadership at Ola.

Adopting an open, collaborative, performance-driven and entrepreneurial approach

has helped Ola in its journey of transformation. Srinivas Chunduru, Group CHRO Ola
and CEO Ola Skilling sheds more light on these cultural pillars that an organization
can adopt to lead effective transformation.

A culture of innovation is influenced by various factors: strategy, value system,

management structure and internal processes, team composition and internal
communication. Risk culture, resources and the way managers manage are also
important.

https://innolytics-innovation.com/innovation-culture/
"We have instituted a first-of-its-kind ‘Founders Award’ that goes to the employee
who has always been entrepreneurial, much like the founders. Basically, it is a grant
of ESOPs and additionally Rs 20 lakhs that they can choose towards a social cause
or initiative," said Ola's CHRO Srinivas Chunduru.

 Also, Ola offers monthly, quarterly, and annual awards in various categories to
employees wherein an employee can appreciate their colleagues, recommend their
names for rewards through a completely automated system. We see our colleagues
using this platform on a regular basis to appreciate each other’s work. More than 100
people are being recognized on a monthly basis using this automated platform.

Culture of innovation cannot be about anything else, but people. Policies and people
initiatives help set a direction and go a long way in helping employees grow and in
giving them space to innovate, assured that their contributions are recognized, they
are well rewarded and taken care of. For instance, we recently conducted a 30-hour
hackathon where our teams coded non-stop to solve for unique ideas to build a
ready-to-ship solution. Also, we recently had our Product Day to help other teams
understand the latest innovations that are being built. These examples help going
beyond a job description.

At Ola, we have always adopted a problem-solving approach to every challenge and

change. We have a very entrepreneurial approach towards our tasks where we
believe in adopting a collaborative approach, learning and adapting new skills on-
the-job, and having a positive, output-oriented mindset. 

We are investing significantly in the training and development of our employees. We

offer a range of learning opportunities to help team members hone their skills
including a comprehensive e-learning module. One of our key initiatives, ‘Uday’ is
aimed at driving capability building through the creation of specialised functional
academies for functions like  HR, Front Line Sales, Business Analysts and more,
helping them build a deeper understanding of various businesses so their output is
more aligned to the business goals. 

We also encourage our employees to take productive pauses and take time off to
address their mental and physical fatigue and always keep in mind work-life harmony
in their work styles. A calm and composed mind is always better equipped to
address situations better and we are a firm believer of that idea!  

At Ola, we encourage flexibility and freedom. We have instituted what we call ‘Core
Collaboration Hours,’ from 10 am to 5 pm where employees are available to work
together given the collaborative nature of the work that we do. Employees can also
choose to work from home when required and take time off from work periodically to
rejuvenate and for leisure which brings in a sense of comfort and empowerment.

We also have an internal communication platform called Ola Central that enables
employees to collaborate, connect and communicate with everyone working at Ola,
across the world. We encourage discussions, quizzes, debates, blogs, etc. through
the internal channel which sees active participation from everyone in the company.  

https://www.financialexpress.com/industry/sme/interview-olas-employee-benefits-
are-worth-rs-3-crore-annually-srinivas-chunduru/1654061/
https://www.peoplematters.in/article/culture/olas-group-chro-on-creating-a-culture-
that-breeds-transformation-22782
Ola, one of the world’s largest ride-hailing platforms, has today announced the
launch of a first-of-its-kind policy research and social innovation unit – Ola
Mobility Institute. The specialised think tank has been set up to develop
knowledge frameworks that will focus on the intersection of mobility and public
good. The institute will focus on leveraging the “disruptive” potential of mobility
as a growth and innovation engine for India’s economy.