The Perk, a local coffee shop in Winter Park, Colorado, faced a significant challenge when the state instructed restaurants to switch to pick-up orders only due to the COVID-19 pandemic. The Perk was not just a coffee shop but a gathering place for the community, offering a range of products from coffee beverages to whole beans and local Colorado craft beers. The sudden shift in the business model due to the pandemic restrictions posed a significant challenge to the coffee shop. They needed to quickly adapt to the new situation and find a way to continue serving their customers while adhering to the new regulations. The challenge was to set up an efficient online ordering system that would allow them to continue their operations and serve their customers without any physical interaction.

The Institutes RiskStream Collaborative®, the largest enterprise-level blockchain consortium in the risk management and insurance industry, identified a significant challenge in the surety industry. The industry is characterized by multi-party data verifications and exchanges between the principal, obligee, and surety, which often leads to inefficiencies and complexities. The Surety Bonds Power of Attorney use case was identified as a starting point to address these issues. However, the process of enabling real-time bond signature and verification, which is crucial to the overall solution, was fraught with difficulties, including high costs, time consumption, and risk.

The Seattle Seahawks and Sounders FC, two teams with the same ownership group, are known for their passionate and vocal fan base. The management team of these teams wanted to ensure that they were effectively capturing and responding to fan feedback. However, the challenge was to manage and analyze the massive amount of feedback received from the fans, which was not limited to the game day but was a continuous process. The management team needed a system that could collect, organize, and summarize the feedback in a way that was easy to understand and actionable. The feedback was crucial for the teams as it played a significant role in their decision-making process, including team name selection and the potential removal of the general manager.

BNP Paribas, a leading bank, recognized the urgent need to address the environmental impact of human activities, particularly the carbon footprint of individuals. The bank understood that without a significant reduction in greenhouse gas (GHG) emissions, the global surface temperature could rise by 2°C to 3.5°C by 2100, leading to an increase in extreme weather events and negative consequences for human health and development. The bank also acknowledged the Paris Agreement's commitment to limit CO2 emissions to keep global warming below 2°C. However, the average carbon footprint of a French person in 2018 was 11.2 t CO2eq per year, significantly higher than the target of about 2 tonnes of CO2 per year per capita. BNP Paribas realized that in addition to structural changes in production patterns, individual commitment to decarbonizing consumption and lifestyle was crucial to achieving these reduction targets.

In June 2015, Adidas Football embarked on a mission to identify the world's best game changers and playmakers. The search began at The Base, Berlin, during the UEFA Champions League Final. The challenge was to expand this initiative globally and engage football enthusiasts in a unique and exciting way. Adidas aimed to create a buzz around the brand and its association with football, particularly in Asia. The company wanted to launch 2v2 football tournaments across three main cities – Bangkok, Kuala Lumpur, and Jakarta. The challenge was not only to organize these tournaments but also to ensure significant participation and generate substantial PR coverage.

Bentley Motors, a globally recognized luxury car brand, was facing a significant challenge in the wake of the automotive industry's unprecedented changes. The company, known for its bespoke luxury cars, realized the need for a transformation to ensure its long-term success. This transformation was not only about switching to an all-electric portfolio of vehicles by 2030 but also about implementing effective digital transformation throughout the company. The goal was to streamline operations, improve customer service, and solidify Bentley's position as a global automotive leader. The company also aimed to enhance its customer experiences, which are a key hallmark of Bentley, through a more data-driven approach. However, the challenge was to find a solution that could help them achieve these goals.

The British Broadcasting Corporation (BBC) faced several challenges with its legacy systems. For the BBC iPlayer, the legacy system was slowing productivity, innovation, and content delivery. The growing content required massive scalability and faster response times. For the BBC Sport website, the challenges were the integration of diverse data, such as statistics and videos, rapid application development to meet game deadlines, scalability to support tens of thousands of transactions per second, and the utilization of open standards for mobile delivery. The BBC needed to upgrade the iPlayer to support a growing user base, deliver content that could be viewed on multiple devices, and personalize that content. The BBC also wanted to deliver real-time, customizable, and interactive online content for the Summer Olympics.

AkzoNobel, a Dutch paint and coatings company, has been at the forefront of color matching for two centuries. However, the company faced challenges in keeping up with the rapidly evolving color trends in industries like automotive and interior decor. The traditional method of color prediction, which involved complex mathematical models, was no longer efficient or innovative. The paint industry was under immense pressure as new colors emerged daily, and manufacturers constantly sought new finishes to gain a competitive edge. AkzoNobel's color prediction process, which involved deciphering multiple physical elements influencing color, was complex and time-consuming. The company needed to innovate and adapt to meet the modern demands and expectations of its customers.

A global automotive component manufacturer was facing a significant challenge in maintaining high First Pass Yield (FPY) rates in their production lines. Despite having real-time monitoring displays and an in-house analytical tool, the company was struggling with functional test failures that led to FPY rates dropping below 90%. The company spent approximately six months trying to identify the root cause of the issue, which turned out to be a faulty fixture in the functional test systems. This lengthy process involved extensive manual data aggregation and transformation, and required the production line to be shut down for troubleshooting. Even after identifying the issue, the company had to perform monthly maintenance on all fixtures in the functional tester lines to mitigate the FPY loss.

UBS Arena, a newly built 18,000-seat venue in New York, was designed to host about 150 events annually, with a focus on providing a thrilling yet safe experience for fans. The arena needed a robust cabling and connectivity solution to support its sophisticated sound systems, a 5G network, a distributed antenna system (DAS), New York’s largest scoreboard, and two levels of high-resolution LED ribbon boards. The venue also required a network infrastructure that could support public health and safety measures, such as automated ventilation systems, grab-and-go mobile ordering, and contactless purchases. The wireless network had to support the seamless connection of tens of thousands of devices in the venue’s completely cashless environment. Additionally, smart restroom technology needed to connect to the network to track and report on inventory levels and cleaning needs.

The client, a smart security solutions company with over 150 years of legacy and $3.17BN annual revenue, was facing several challenges. The company's infrastructure was running on individual Pods, which increased running costs and created bottlenecks for large scale operations. The lack of automation for UI and test-cases deployment resulted in manual testing, which increased operational time and effort. Additionally, the inability to extend and decentralize access control among individuals was limiting the IoT-based security solutions offered by the company. The non-extendibility of the mobile-app features restrained user experiences and prevented users from sharing their access control.

The client, a market-leading manufacturer of utility transmission structures and small cell towers for the utility and telecom industry, was facing a significant challenge. They wanted to digitize and migrate their legacy applications and databases to the cloud. The challenge was not just about the migration, but also about automating their sales and quotation process. The existing system was manual and time-consuming, leading to delays and inefficiencies. Additionally, the client had to deal with system integration for structural blueprints, which was a complex task with numerous considerations and no scope for error.

Interfolio, a software service provider for higher education institutions, faced a significant challenge as its user base and data volume grew. The company needed a modern data strategy that could unify internal data, streamline reporting processes, and be flexible and scalable enough to serve as an embedded solution within the Interfolio platform. The primary challenge was selecting a BI platform and a cloud data platform that could handle multiple data sources, model complexity, and enable straightforward dashboard creation. The company had been using a competing BI vendor and an in-house solution for managing their consumer-based SaaS metrics and reporting, and for managing reporting data for quarterly business reviews. However, as data sets grew exponentially, these solutions were no longer performant or scalable.

SpaceQuest, a satellite technology company, was facing challenges with their PCB layout on complex designs and often had to outsource projects. With a major microsatellites program on the horizon, they needed a more efficient solution. They were also in the process of developing microsatellites for asset tracking and management services from low earth orbit and exploring how to collect AIS signals from space. However, their preliminary design of a payload to collect AIS signals was still a prototype and their development processes were evolving. In a critical situation, they had to integrate a brand new payload relatively late in a satellite development project, with only six weeks remaining before the design was scheduled to ship for launch. The task of delivering a completely new electronic board on such a tight schedule using their previous tools and processes was daunting.

Clear Technologies, a company that helps businesses maximize the value from information technologies, operates in a highly competitive environment. The company not only competes against other vendors but also against the status quo. To secure a sale, Clear Technologies often has to convince potential customers that the benefits of the new technology justify the cost of switching from the existing technology, including any associated downtime costs. The company's value proposition is to increase organizational effectiveness through innovative products, services, and solutions. However, the hardware and software it sells can't provide value if it is down. Therefore, part of Clear Technologies' revenue is derived from ensuring that their customers' data and applications are always available, even in the event of system failures, disasters, or normal planned maintenance. To support this business model, Clear Technologies needed a business partner that could supply advanced high availability (HA), disaster recovery (DR), and migration solutions.

The World Health Organization estimates that hundreds of millions of people suffer from over 600 different neurological disorders, including strokes, Alzheimer’s disease, epilepsy, Multiple Sclerosis, and Parkinson’s disease. In 2017, the global prevalence of strokes alone was 104.2 million. For survivors, the road to recovery is challenging and requires extensive rehabilitation with the continued assistance of therapists, doctors, and clinicians. To regain motor functions after suffering strokes or other sudden onset conditions that can cause brain or spinal cord injuries, repetitive motions are essential to help patients regain neuroplasticity. However, this task is daunting for both therapists and patients, requiring a significant amount of time and effort.

The client aimed to create a multi-vendor eCommerce platform that would allow multiple vendors to sell a wide range of products, from electronic gadgets to beauty products, through a single storefront. The platform needed to provide personalized panels for each vendor, enabling them to post their products and maintain their records privately. The client also wanted to streamline the product management and listing process for vendors. Additionally, the platform was to offer features to assist buyers, such as the ability to compare products from different vendors and create a wish list. The client also wanted the platform to support the running of multiple advertisements through premium listing. The challenge was to convert these requirements into a fully-functional, technologically advanced multi-vendor eCommerce platform.

In 2019, Open Universities Australia (OUA) decided to transition from live chat to conversational messaging, coinciding with the rebuilding of its digital platform. The goal was to enhance service for the 25,000 students they were catering to at the time. However, the contact centre required all students to create a new password, a task that posed significant challenges in a non-automated world. Additionally, OUA was using Facebook ads that linked to a form, which then funneled details to an outbound team for follow-up. This method was not particularly effective in terms of sales or user experience.

Utility providers in the USA were struggling with large volumes of data and documents, slow and inflexible legacy systems, and inefficient operational processes. The main goals were to increase the processing speed of their software, automate operations, and streamline business processes using OpenText solutions for Enterprise Content Management. The clients also sought to resolve issues such as a slow billing cycle, lack of flexibility, a lot of manual work, and human errors. The challenges included improving system flexibility to simplify changes and collaboration, automating the billing cycle, shortening the document approval cycle, building a scalable solution that could generate thousands of documents quickly, and ensuring solution maintainability.

Morgan Solar, founded in 2007, has been on a mission to make solar energy the most widely used and affordable power source in the world. However, the solar market has been changing rapidly, with product costs decreasing significantly over the past decade. This has increased the urgency for Morgan Solar to develop and patent newer, more efficient solar energy solutions. The company has had to consistently innovate to keep up with the fast-paced industry and stay ahead of the curve. The challenge was to accommodate less forgiving production timelines and increase product turnover, while maintaining the quality and efficiency of their solar panels and solar tracking systems.

Dahrwin, a US-based company that develops mesh network solutions, was faced with the challenge of implementing their idea of a cross-platform mesh network solution. The solution was to be built from scratch to meet the needs of different industries, such as V2V communications and for establishing connections in zones with no service. The company needed a strong engineering team specializing in both hardware and firmware development. The challenges included designing and implementing the prototype of a dynamic mesh network solution using Android based mobile phones and utilizing WiFi ad-hoc capability, developing hardware for an efficient mesh network, developing the software protocol powering the dynamic work of the network, ensuring compatibility with different platforms, implementing a faster launch of embedded Linux, and taking into account obstacles, noise and other conditions to ensure the highest quality of the solution.

The client, a leading luxury store chain with a global presence, was facing challenges with their online platform. They wanted to enhance the shopping experience and boost sales by making it easier for customers to find the right products. The existing search engine on their online shopping website was not meeting the client's speed and accuracy requirements. Furthermore, the client was unable to customize the search engine to effectively match their evolving needs. The client was in need of a new, flexible solution that could improve the customer experience on their online platform.

F9, an independent business unit of Infor, was facing several challenges with its legacy licensing solution. The solution was not evolving with their needs and was failing to deliver the desired customer experience. The company was looking to modernize its licensing capabilities and add support for new SaaS monetization models. The existing system lacked clear visibility into who was purchasing, activating, and reactivating licenses. Tracking users and the devices F9 was running on was also a challenge. The company was also looking to offer new pricing and functionality within their next major release to strengthen their competitive position. Furthermore, F9 wanted to improve the customer experience by providing a reliable and user-friendly customer portal for self-activation and reducing license-related support issues.

The client, an international company specializing in smart telematics solutions for efficient fleet operation and management, was facing a challenge in improving their fleet management processes. They were in need of a new solution that would not only streamline and optimize their operations but also help them expand their customer base. The client was specifically looking for an experienced partner who could assist in creating this solution within a short time frame. This urgency was driven by the need to achieve certification in Canada and establish new partnerships in the region.

8x8, a leading cloud communications platform provider, was faced with the challenge of delivering real-time analytics for its cloud-based communication services in a mission-critical, multi-tenant environment. The company provides voice, video, chat, and contact center solutions on a unified global platform, complemented by real-time analytics that help enterprises accelerate their businesses. Advanced analytics are critical in a contact center environment, where supervisors utilize real-time dashboards with hundreds of metrics. These dashboards provide insight into key customer experience metrics such as customer wait time and first-call resolution rates. As a fast-growing, multi-tenant SaaS contact center solution, 8x8 needed a way to rapidly and cost-effectively add new customers. The platform needed to be multi-tenant, providing strict data separation—a key customer requirement—and it had to be highly resilient given its mission-critical nature. Robust security was also a must, since 8x8 handles sensitive caller information.

Betsson Group, a global leader in customer experience in the gaming industry, was motivated by a vision to provide the best customer experience in the industry. With over 600,000 active customers and a reputation for award-winning customer service, the company wanted to stay ahead of customer expectations by introducing an automated self-service solution. The goal was to extend support hours to 24/7 and introduce personalized support available in every customer language. The challenge was to strengthen its award-winning customer experience through digital transformation without hindering the customer experience.

One of the largest banks in Asia, Africa, and the Middle East, with a presence in over 60 countries, was grappling with the complexity of its commercial lending process. The bank, responsible for providing clients with more than $100 billion worth of credit, had to efficiently offer a variety of credit products and services to thousands of businesses across numerous countries and sectors. The process of assessing the creditworthiness of its clients was time-consuming and required the collection, review, and analysis of thousands of fields of both qualitative and quantitative information. This included financial statement line items, performance metrics, credit history, and natural language assessments of the borrower’s business prospects. The bank's credit officers had to navigate disparate systems, collaborate with relationship managers and credit analysts on credit structure and conditions, and request additional information before making a final decision. The average time-to-decision was often measured in weeks.

Teleperformance, a global leader in customer service, faced a significant challenge in managing communication and recruitment processes for its over 23,000 employees and numerous job applicants worldwide. The company aimed to provide easy and quick access to information for all, but struggled with growing closer to its collaborators, ensuring their satisfaction, and preventing overload in the support areas. Prior to implementing Aivo’s platform, Teleperformance had a small staff and an overburdened recruitment service channel. This resulted in an excessive demand on the Human Resources team and left many applicants without a response, negatively impacting the company’s image.

TOTVS, a leading management systems development company in Brazil, was facing the challenge of improving its customer service by adding new channels. The company had been providing support only over the phone and by email, which was not efficient enough to meet the growing demands of their customers. The challenge was to replace the existing structure with a new one that could provide an efficient, empathetic, and innovative customer experience. The introduction of a new channel also required the company to encourage adoption, perform necessary integrations and validations.

Íslandsbanki, one of the three major banks in Iceland, was facing a challenge in managing its customer service. The bank was trying to make the banking experience more digital and less branch-heavy, while simultaneously improving its infrastructure. They identified a growing desire amongst their customer base to interact via online channels. However, during incidents where the bank’s app or website login experienced downtime, calls to the contact center would skyrocket, potentially leaving customers hanging after phone lines closed for the day. The bank did not have a 24/7 call service, and they needed to control what was happening in the call center. They realized that a chatbot could be a viable alternative channel to manage the increasing demand for online chat as opposed to phone calls.