Ola CEO Dashboard: Choosing KPIs to Track Ride-Hailing Marketplace Health

You are a product manager on the UX team at Ola, the ride-hailing company. The CEO asks you to design a dashboard that shows, at a glance, how healthy the business is. Which KPIs would you put on it, and how would you organize them? You may make your own assumptions about Ola's business model and its user groups; state them as you go. ```hint Follow the money through a ride Ola earns only when a rider's request becomes a completed trip with a driver. Trace that path from both sides of the marketplace, note where it can fail or lose money, and ask which of those numbers the CEO needs daily and which only monthly. ``` ### Clarifying Questions - Which lines of business should the dashboard cover: cabs only, or also auto-rickshaws, bike taxis, rentals and outstation trips, each with its own view? - How will the CEO use it: a daily operating check, a weekly business review, or monthly board reporting? That decides refresh rates and how much detail sits on the first screen. - How far down should the CEO be able to drill: national, state, city or zone? - Is the current priority growth, profitability or both, so that unit economics per ride need to sit next to volume? ### What a Strong Answer Covers - A definition of business health for a two-sided ride-hailing marketplace and a stated purpose for the dashboard. - A ranked hierarchy: a north-star metric and a handful of headline KPIs, with supporting metrics for rider demand, driver supply, marketplace efficiency, financials, safety and app quality. - Precise metric definitions, leading versus lagging indicators, and the cuts (city, vehicle type, time of day) the CEO needs to locate a problem. - Dashboard design choices that reflect the UX remit: layout, refresh cadence, targets, alert thresholds, and an owner and action behind each metric. ### Follow-up Questions - Completed rides grew this week, but contribution per ride turned negative in several cities. Which tiles would you check next, and what would you tell the CEO? - If the CEO allowed only five numbers on the first screen, which would you keep and why? - How would you decide when a metric should be removed from the dashboard?