Personal Paraguay, a multiservice provider of mobile telephony, fiber optics, IPTV, satellite television, and mobile financial services, was grappling with an overload of administrative procedures. Initially, all information management was carried out manually using office automation programs or printed documents. To reduce paper usage, the company developed an in-house solution to facilitate document collection and accessibility, along with another tool to manage their authorization process. However, the need to reduce the number of tools used, incorporate new technology functionalities, increase productivity, reduce time, and have greater control over activities led the company’s managers to explore the software market in search of a solution that would meet their requirements.

Animal Humane New Mexico, a nonprofit animal welfare organization, had been considering automating their Accounts Payable (AP) process for years. The organization's goal to go paperless in 2019 was hindered by their paper-heavy AP process. The process involved receiving invoices either through email or direct mail, printing out the document, stamping it, and taking it to another building for coding. After coding, the document was sent back for approval. This process was time-consuming and involved a lot of physical movement of documents between different buildings and departments. The onset of the COVID-19 pandemic and the shift to remote work further complicated the process, necessitating a more streamlined and automated solution.

Andbank Group, a banking and financial services company with over 90 years of experience in private banking and comprehensive wealth management, was seeking to improve its performance. The bank aimed to integrate its financial planning, analysis, and sales processes while maintaining the unique logic and business rules of each business function. The challenge was to find a solution that could address all financial planning and analysis (FP&A) and sales planning needs across the entire commercial structure, from the CEO to each banker. The bank needed a tool that could transform its management control department from a cost center to a business generation center and empower the organization to manage the profitability of its products and customers with greater agility.

Forico, an integrated timber plantation, forest management, and timber export business based in Tasmania, was grappling with the challenge of managing a large-scale forestry operation. The company oversees more than 170,000 hectares of forest in the island state, a task that necessitates the consolidation of vast amounts of data. The existing data management and reporting methods, primarily spreadsheets and other platforms, were proving inadequate for the high volume of information. The company was in dire need of a more streamlined data management and reporting method that could handle the large data volumes, reduce manual errors, and quickly identify data discrepancies.

Piazza Italia, a leading Italian multi-channel fashion retail enterprise, was facing challenges in its HR department. The company wanted to transform its approach from merely performing tasks to setting challenging objectives and a strategic vision capable of adapting to sudden market changes. The company was operating in a volatile market that often required swift changes to short-term strategies. The traditional KPIs used by the company were mostly focused on internal processes with little orientation towards business results and growth. The completion of goals was defined by accomplishing a set of actions or tasks within a time frame, which did not offer substantial strategic value. From a commercial perspective, Piazza Italia needed to control two large cost items: the cost of sales and the cost of labor. Traditional budgeting tools integrated with payroll and attendance tracking software were found to be inadequate for the company's needs.

Pixartprinting, a major European player in online printing services, was facing challenges in automating its planning processes. The company was using Excel for strategic planning, budgeting, and forecasting processes, but this approach was proving inadequate for the new competitive market challenges. The company was also undergoing a simultaneous change in the ERP system in some of its branches, making it the right time to replace the spreadsheet-based approach with a more advanced solution. The main challenge was the lack of collaboration across departments due to a data-silos approach and information redundancy. This resulted in difficulties in driving planning, forecasting, and business modeling processes. Pixartprinting needed a tool that could provide a comprehensive view of the company’s information, ensure fast responses when querying databases, make scenario simulation easier and more intuitive, and automate relevant planning and analytics processes.

RDM Group, a leading producer in the recycled cartonboard business, embarked on a complex journey to embed digital intelligence across the entire organization. The Group aimed to incorporate AI, no-touch transactions, augmented reality, and Bot technology into its operations. However, the Group faced challenges with its existing processes. These processes were not integrated, data and insights were stored in silos and only sent electronically on request, and information analysis was manual and ad hoc. The Group needed a solution that would integrate and automate processes, provide real-time visibility of data, introduce descriptive, diagnostic, and predictive analytics practices, and enable data sharing across different departments, professional functions, plants, and headquarters.

Cloud Academy, a San Francisco-based SaaS startup, was in search of a modern analytics platform to enhance its existing enterprise analytics offering. The company needed a solution that could deliver a seamless, highly available embedded analytics experience based on CI/CD best practices, while also allowing for planned outages for necessary infrastructure maintenance. They also needed to leverage their existing data warehouse and maintain high flexibility in their data modeling to serve both internal and external end users. Prior to Cube, Cloud Academy used a major BI platform for their enterprise embedded analytics UI, and internal stakeholders used the BI platform directly. However, they needed a solution that would allow for greater flexibility in data modeling, security context orchestration, and caching.

ShopBack, a leading shopping rewards and discovery platform in Asia-Pacific, faced a significant challenge in analyzing transactions on its sites. The company needed to assess various transactional aspects, including purchase value and sales volume. In January 2020, ShopBack embarked on a new project that required extensive dashboard reporting of aggregated data for both internal and external users. One of the options considered was building an in-house application and storing the data in a graph database. However, the data was highly relational and needed to be pre-aggregated into OLAP cubes for analytics. The company also faced performance issues, with p95 query loading times taking as long as 50 seconds, leading to a poor user experience.

The Younique Foundation, a non-profit organization dedicated to helping women recover from sexual abuse, was facing challenges in managing and analyzing their data. They relied heavily on complex spreadsheets, which made it difficult to respond quickly to what their data showed. The organization wanted to understand the pre- and post-retreat experiences of their participants, but lacked an efficient way to evaluate the metrics. Additionally, they were experimenting with various funding sources, including sales of swag items, but found it challenging to measure the impact of these revenue streams. They also needed to accurately track their funding on a daily basis to maintain their non-profit status with the Federal Government, which requires them to raise 33% of their funding through outside sources.

Company Combo, a provider of accounting, taxes, and company formation services, faced a complex operation due to the diverse legislation and particularities of the 50 states in the US. Their main workflow involved opening new companies, which required adapting to different scenarios based on the state's legislation. The company also managed around 80 other processes, including opening legal accounts and internal company processes. Prior to implementing Pipefy, Company Combo used a project management tool that made processes hard to visualize and customize. The tech team often needed to create custom code to adapt the software to their unique needs. Managers lacked autonomy to create and improve their processes, and visual tracking of each process’ status was nonexistent. The method they used for tracking was too densely packed with data and offered no real insight. Communication with customers was manual and repetitive, via email or the customer support team, which made it difficult to scale the company’s services.

Coplacana, the São Paulo State Sugarcane Farmers Cooperative, was facing significant challenges in managing its processes. The cooperative was experiencing rapid growth and needed to improve its operations. The administration teams were using a variety of unconnected tools such as email, Excel, ERPs, and Google Drive to manage their workloads and data. This led to general inefficiency in workflows, repetitive non-scalable manual activities, lack of process visibility and monitoring, and poor communication regarding status updates or request conclusions. The company was also dealing with missed deadlines, bottlenecked processes and subprocesses, and a lack of reports, which reduced visibility over process improvement opportunities. The management was reactive to events and incidents, which further exacerbated the situation.

CTA Smart, a national leader in the control and management of internal fuel supply, was facing significant challenges in scaling their sales and managing their operations efficiently. Despite having a lean structure of about 60 employees, they were handling a high volume of customers, supply points, and fuel loads. In 2019, the lack of standardization and the use of about eight disconnected systems were preventing the commercial team from being agile enough to scale their sales. This lack of connection between systems also impacted other departments’ work, such as finance, customer support, and production. These teams didn’t receive all the information they needed to manage their respective processes efficiently, often delaying deliveries for contracts and services. Furthermore, CTA Smart's top leadership was struggling to consult and control the company's operational metrics due to the lack of integration and clarity of information flows.

Tempo Assist, the largest specialized services company in Brazil, was facing challenges in achieving digital efficiency. One of their main objectives was to invest in technology to improve the experiences of their customers, vendors, and employees. A significant issue was their Accounts Payable to Vendors process, which was manual and handled over email, leading to delays and problems due to the high volume of around six thousand requests monthly. The company was also using an inflexible and unintuitive process management tool, which required the IT team's intervention for any changes or creation of new workflows. As a result, most internal processes were managed over email and spreadsheets, leading to inefficiencies and bottlenecks.

Stadtwerke Bonn, a utility provider based in Bonn, Germany, was faced with the challenge of reducing operational costs while improving customer satisfaction. A key part of their customer service strategy was a self-service online portal used by customers to report their meter readings. This portal was a crucial part of their meter-to-cash (M2C) operations, which saw 367,000 total meter readings leading to invoices between January 2020 and April 2021. However, the complexity of the system, which also included other contact channels for collecting meter readings such as email, phone notifications, bot-supported system processing, and in-person visits, led to potential delays and errors. To identify areas for process improvement, Stadtwerke Bonn initiated a process mining initiative with Appian.

School Populo, a private school offering professional online and offline tutoring services, was facing challenges with its manual processes. The school was managing payments via Excel and storing customer data in spreadsheets. However, as the school grew, this approach was no longer practical or sustainable. The school was dealing with a vast amount of data, numerous student applications from various sources, and complex learning schedules. These required automation and coordination. The school needed a solution that would support its ambitious growth aspirations. Therefore, the school prioritized system flexibility and scalability during the vendor selection process.

Upward Sports, the world's largest Christian sports league, was facing challenges with its outdated, complex, and code-based CRM solution. The organization, which partners with churches across the U.S. and Canada to bring youth sports ministry to local communities, was struggling with a CRM system that was difficult to operate and required a significant amount of time for process automation. The system was only operable by a limited number of employees, which further complicated matters. The need for a more advanced solution was also driven by the company's desire to improve its time to market.

GHB Farms, a family-owned and run farm since 1955, faced significant challenges due to their paper-based processes. Despite having structured processes, they were carried out over large volumes of paper, making them hard to track. The approval process was manual and paper-based, requiring approving authorities to be physically present at the farms to approve requests. This led to a significant amount of extra time and effort being put in by the approving authorities to keep the process running. The paper-based system also led to delays in processes such as purchase orders, overtime approvals, and loan approvals, which would get stuck if the approving authority wasn’t around. The farm was in need of a solution that could streamline and automate their processes, reducing the time and effort required and eliminating the need for physical presence for approvals.