Arbusta has an agile operational delivery model to guarantee quality, adaptability to changes, and to develop more specialized, autonomous teams focused on providing a better service experience to our clients.
“Our model is based on Spotify’s agile model, but incorporate a design that is adapted to our needs and reality. It is constantly evolving based on our learnings and experiences,” explains Mariana Bedjenian, Business Unit Manager of Data Services.
In this way, our operation, which has more than 350 employees and offices in Argentina, Colombia and Uruguay, is organized into “digital tribes”, each one focused on a core Arbusta service:
This operating model is constantly evolving, in order to keep up with market changes and to maintain the relevance and quality of our services. The most recent change we have made has been to incorporate the role of Business Unit Managers for each tribe. This new role allows us to take a global view of how well the teams function within each service, to identify the points for potential improvement, and to strengthen the development of each business unit.
Under this model, Arbusta focuses on recruitment in order to obtain diverse profiles for each service and thus be in a position to guarantee our clients the most appropriate teams for each potential need.
THE MAIN BENEFITS OF THIS OPERATING MODEL
For our teams:
- Greater specialization.
- Greater adaptability to changes and autonomy.
- Identification of opportunities for improvement and greater support in the implementation of changes.
For the customer:
- Greater focus on the quality and relevance of each service.
- More speed in the formation of teams and onboarding to new projects.
- Better customer experience: in interactions and in communication.
OUR DELIVERY MODEL: AGILE, SCALED, AND SPECIALIZED
Each tribe is led by Business Unit Managers, who rely on PMs to guarantee service. In turn, within each tribe, the teams are organized into squads, of up to 12 people, led by a Service Owner. Each squad is designed with a multidisciplinary approach, and incorporates the roles of QA, trainers and automation.
In addition, this model includes chapters, which are cross-squad areas of specialization that contribute to the monitoring of service management and to the standardizing of practices (technical, quality related and communicational) for the whole tribe. This, in turn, creates a link between the different tribes, so that they can transmit good practices.
In turn, the creation of chapters provides flexibility, scalability and constant training for the people who work within the company so that they can specialize and provide higher quality services. Additionally, these chapters favor effective knowledge management, which, instead of being isolated in silos, circulates transversely through the squads.
Our clients also benefit from this model, as it improves communication, offers greater adaptability to changes in priorities, and allows us to more effectively manage knowledge and apply it quickly to the benefit of each project.
“We are evolving towards becoming a customer-oriented company. Consequently, we design different points of contact with customers in order to facilitate interactions and we send them a quarterly survey to monitor satisfaction. We are passionate about listening to our interlocutors, receiving their constant feedback and learning quickly how we can improve their experience ”, explained Karen Reales, Business Unit Manager for Digital Interactions.
If you are interested in starting a conversation about how Arbusta teams can contribute to your projects, you can complete this form and we will contact you immediately.