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.

Lewis Management Corp., a privately owned business since 1955, had been struggling with tracking their business processes with complete visibility. The company, which focuses on land acquisition, land development, planned communities, and property management, was dealing with time-sensitive, paper-driven processes that were difficult to track. Despite efforts to reduce paper consumption in 2008, the remaining paper processes still caused bottlenecks. Additionally, the company faced challenges with forms submitted via their Intranet. These electronic forms were submitted without any automated workflow, leading to manual distribution to different departments for completion. This manual process made it impossible to ensure that forms were filled out correctly, there was no mechanism to assign tasks, and the submitted forms could easily be overlooked or lost.

Interstate Cargo, a utility trailer dealership with over 75 stores nationwide, was facing challenges with its outdated processes. As a growing company with multiple new stores and ongoing hiring, the need for process automation quickly became evident. The company's existing processes involved a heavy reliance on email, which was being used for simple tasks like getting approvals. These email approval processes were often disorganized, confusing, and slow, leading to inefficiencies in the company's operations. The company's CEO and Lead Developer began searching for a workflow automation platform that could replace their email processes, alter internal applications to improve efficiency, and increase company-wide organization.

Acklands-Grainger (AGI), Canada’s largest distributor of MRO (Maintenance, Repair, Operating) products, was facing a significant challenge with its IT request form system. As a company with 2,000 employees, distributing over 60,000 in-stock items annually to more than 70,000 customers, AGI had outgrown its e-mail driven IT request form system. The system, which was housed in public folders on a network server, was proving to be unmanageable and lacked a traceable method of processing and fulfilling equipment requests, account set-ups, and service requests. The company needed to replace its email-driven request management and change management systems in the IT department with an automated system that provided electronic approvals and a real-time tracking system with built-in workflow. Additionally, AGI needed a way to track and archive data necessary for compliance under the Sarbanes-Oxley regulations.

Biologics, Inc., an oncology pharmacy services company, was in search of a cost-effective workflow management tool to support their ongoing accreditation program. The company needed a solution that could be customized to their unique needs, including data security, data reporting, telecommunications, and systems for reimbursement and shipping. The tool needed to be user-friendly, allowing non-technical personnel to develop a workflow quickly. Additionally, the tool needed to have robust API tools for data flow between the application and other data sources, and HTML forms for custom data capture and development to support their operational needs. The company also needed to automate the accreditation program and support the launch of a new drug.

U.S. Pipe, the largest domestic producer of Ductile Iron pipe, was facing challenges in managing its operations due to its manual capital expenditure requisition process. The process was cumbersome and slow, making it difficult for the company to efficiently manage its resources and operations. Additionally, the company was struggling with safety incident reporting in its plants. The existing system was not efficient and did not allow for quick and easy reporting of incidents. Furthermore, the company had to manage disparate locations around the country, which presented unique challenges in maintaining consistency and scalability of standardized processes.

SONY Network Entertainment (SNE), a premier source for digital entertainment, was facing challenges in keeping its storefront up-to-date with the latest content offerings. Launched in 2008, the service had added new features and capabilities over time, leading to an increased need for better metrics, detailed reporting, and a more visible throughput of its workflow. The Content Operations group was in search of a request management system with robust reporting features that could capture metrics across the team. They also needed a solution that could be tailored to their workflow and operations requirements without having to build a system from the ground up. The challenge was to find a software company that would not only show what the request management solution was capable of, but also guide the team on how to implement it effectively.

BP, one of the world's largest energy companies, faced a significant challenge in its Convenience Retail group in the United States. The group needed a more efficient and standardized method for processing requests, as well as a reliable system for tracking and reporting these requests to comply with Sarbanes-Oxley requirements. The challenge was to replace paper finance memos with a more efficient, regulated, and automated system that would not only save time but also provide a comprehensive paper trail for all financial requests. They also needed a request management system that would seamlessly integrate with the company's existing SAP system without duplicating its functionality. Furthermore, the system had to be capable of tracking and archiving data necessary for compliance under the Sarbanes-Oxley regulations. Lastly, the solution had to be affordable as it had not been planned for in the group's budget for that year.

GlaxoSmithKline (GSK), a leading research-based pharmaceutical company, faced a significant challenge in managing its IT request processing methods. With a workforce of over 100,000 employees worldwide, the company's IT departments had developed their own methods and interfaces for processing users’ requests for IT equipment and services. This resulted in a lack of standardization, redundancy of some processes, and confusion among users about where to go for service and how to make their requests. GSK needed a solution that could be implemented across all IT departments worldwide, providing a single, user-friendly interface. The company also aimed to reduce costs incurred by individual IT groups who were financing the development of their request processes through the use of outside consultants. The solution needed to work across a multinational company with numerous business units and legacy systems, and build on existing systems without having to start from scratch.

Baylor University, a private Baptist university in Waco, Texas, was facing challenges with its workflow associated with financial requests. The university had been using a custom solution from a Project Management Software vendor, which was found to be limiting due to its poor user interface, high customization costs, and limited scalability across departments. The existing system made end user adoption difficult and was not purpose-built for managing requests. In the university setting, any activity with financial impact had to pass through a rigorous workflow, getting reviewed or approved by various stakeholders. The Information Technology Services (ITS) department at Baylor was tasked with finding a technology solution that would replace manual and paper-based processes, centralize and streamline the review and approval process for budget-impacting requests, and provide a clear understanding of the full impact of requests by involving all necessary areas such as Budget, Human Resources, and Facilities Services.

Medcor, a leading provider of clinical intervention health services, was facing a challenge in 2008. The company was seeking a solution to automate tasks in its IT and HR departments, centralize and manage all requests, and increase consistency and compliance within its organization. The process of hiring and placing qualified medical professionals, which is core to its business, involved a significant amount of paperwork. This paperwork, including applications, I-9 forms, and background check release forms, needed to be filed, tracked, processed, and sent via overnight mail to the applicant, and then overnighted back to Medcor for further processing. As Medcor continued to grow, adding more staff and locations, the need for more automated processes became evident. The challenge was to find a workflow management system that was easy to use and implement, could automate the new hire process, integrate with existing systems, and grow with the company.

Exacto, a company specializing in the development of adjuvants and irrigation technologies, was facing challenges in improving organization, accountability, and compliance across all its departments. The company's existing ERP system was not providing adequate workflow management capabilities. The need was to find a system that could automate all aspects of the company, including sales, technical, marketing, compliance, research, and operations departments. The system also needed to facilitate both internal and external requests in a timely manner while documenting each step of the process. The challenge was further compounded by the company's location in rural Sharon, Wisconsin, where weather and other external factors often caused internet problems, disrupting the workflow for remote salespeople.

The National 4-H Council, the largest youth development organization in the U.S., was facing a significant challenge in managing their national curriculum peer review system for educational materials. The process was not only manual but also poorly defined, involving too many people whose roles were not clearly articulated. The traditional method involved mailing publications to reviewers, receiving them back by mail, transcribing edits, and then sharing these edits with authors. This process was time-consuming, inefficient, and prone to errors. The organization was in dire need of a system that could automate and streamline this process, making it more efficient and less cumbersome.

PCI Pharma Services, a global leader in drug development services, was facing challenges with its capital expenditure approval process. The company, which has been growing rapidly and acquiring several companies, maintains significant year-over-year investment to provide best-in-class technologies for its clients. However, the acquisitions began to exacerbate the challenges of capital expenditure approvals. The paper-based system for CapEx requests was inefficient and lacked centralization. Once a request was approved, the documentation sat with the site that requested it, making it difficult for the Finance Department to access information about a capital expenditure. The company needed a workflow system that allowed mobile approvals with a centralized and secure data storage for all the requests to ensure 100% audit compliance.

The Oakland Unified School District (OUSD) in California, serving 46,000 students across kindergarten to grade 12, was facing challenges in managing its vendor clearance and contract initiation processes. The district was using a paper-based system that involved manually filling out contracts, collecting vendor credentials, processing fingerprints for clearance, and sending all the information to various offices within the district for approval. This process was not only time-consuming but also prone to human error, causing delays in service delivery to schools and central office departments. The district needed a workflow management system that could automate these processes and allow outsider vendors to use the system as well.

NeoSystems, a professional services firm, was faced with the challenge of managing a growing client roster and ensuring the secure and efficient routing of documents and transactions through the approval process. The company's employees often worked with multiple companies, and the email-based method of delivering information was no longer efficient or secure. The information dealt with included proprietary, sensitive financial data, and NeoSystems needed a process that could ensure the security of the documents moving through its organization and out to its clients, while also improving efficiencies. The challenge was to find a workflow management system that would automate critical back office functions, both within the company’s own internal operations as well as back-office operations run on behalf of its clients.

Urban Partnership Bank, a $2.4 billion company with banks and nonprofits across various locations, was facing challenges with its internal system for processing bank requests. The system was not being utilized for the human resources department, which often remained unaware of new hires until after their start date. The bank was also seeking a web-based solution to reduce the number of on-site servers and processors, and to replace its in-house Call Tracking system. The challenge was to find a request management system that would notify human resources in advance of the start date of new hires, integrate with other software systems run throughout the bank, reduce the bank’s server and processor footprint, and replace most functions of the bank’s in-house Call Tracking software system.

Red Bull, a global energy drink company with presence in over 166 countries, faced a significant challenge in managing its asset acquisition process across its Central and South America region. The region comprises a diverse group of countries, each with different local requirements for office processes. The company was using a paper- and email-based request system that was time-consuming and prone to errors. The challenge was to find a workflow management system that could automate this process, save time, and be error-proof. Additionally, the system needed to be customizable by country to follow different sets of rules for similar requests.

Michelman & Robinson, LLP (M&R), a national law firm, was faced with the challenge of transitioning from a paper-based workflow system to an automated one. The firm needed a system that would not only simplify processes for its partners and employees but also comply with the regulations of the legal profession. The initial system they chose was successful, but a buyout of its software provider and the discontinuation of upgrades to its system necessitated a search for a new provider of workflow management that would integrate with other existing systems. The firm needed a workflow management system that would work with the Omega time-entry system and was configurable and easy to adapt to change at a sensible cost point.

Cardinal Logistics Management, Inc., a leading logistics provider in North America, faced significant operational challenges as it expanded. The company's traditional method of manually processing requests or using disjointed desktop databases for communication between field locations was becoming increasingly inefficient and disorganized. Each department had its own processes and preferred communication methods, which led to confusion and inefficiency. The company needed a standardized and streamlined process to manage workflow better, improve customer service, and continue its growth. Additionally, as the company prepared for its future public offering, it needed a system that would comply with the Sarbanes-Oxley requirements for publicly-held businesses. This included the need to verify all P&L input from employees at all levels of the company.

Island Insurance, a Hawaii-based property and casualty insurance company, faced a significant challenge in managing its rigorous audit and compliance requirements. The company's Chief Information Officer, Jeff Fabry, recognized that the stringent standards for information handling and tracking in the insurance industry were putting the company at risk due to reliance on manual processes. The company needed to improve its processes and procedures for granting access to resources, control over who had access to sensitive customer data, and visibility and instant access to records of their IT transactions. The company was externally audited every year, and the intensity of privacy, PCI, and identity theft concerns were increasing annually. The company needed a solution that could automate these processes and provide a robust audit trail.

HealthStream, a provider of internet-based solutions for the healthcare industry, was facing challenges in managing its rapidly growing operations. The company was struggling to efficiently track the progress of various processes, particularly its pricing request process. The efficient and timely response to pricing requests was crucial for meeting customer needs and expanding HealthStream’s customer base. The company needed a process management solution that could handle the demanding turnaround of pricing requests from its sales team and be flexible enough to track other processes like software implementation, travel requests, IT hardware and software requests, and expense reporting. The company’s IT managers were hesitant to commit to and invest in software that may not meet their needs once implemented. HealthStream was looking for a cost-effective solution that didn’t require a large upfront investment.

Northern Natural Gas (Northern), a Nebraska-based company operating an interstate natural gas pipeline, was facing challenges with its approval process. As the company expanded, the approval process became increasingly cumbersome and time-consuming for its 1,100 employees. The process, which relied on email and manual forwarding of messages for requests and approvals, lacked a reliable audit trail, leading to requests often getting lost in the routing process. Northern sought a solution that would provide secure, automatic notification of approvals, saving employees' time. They needed an audit-compliant security approval process with a reliable audit trail. The solution had to be fully functional, integrating seamlessly with existing systems at an affordable price. Furthermore, Northern required a product that could handle all levels of requests, from customer service interaction to internal employee matters.

Nick-at-Nite and TVLand, both served by one sponsor promotions team, faced a significant challenge in their On-Air Sponsor Promotions department. The team was responsible for recruiting sponsors for special programming on the networks, a process that required collecting information from five separate departments and obtaining each department’s approval on the sales sheet before it could be sent to the salespeople. The approval process was often delayed due to the requirement for each department’s representative to physically sign off on each sales sheet. This led to sales sheets being held up in in-boxes or on the desks of employees who were out of the office. As a result, special programming sponsorships were often undersold or unsold because the sales team didn’t receive the package information in time to contact potential sponsors. The team needed an automated, cost-efficient solution that would streamline the approval process and provide a complete record of the process and approvals.

Affiliated Computer Services, Inc. (ACS) developed PrePass, an automatic vehicle identification (AVI) system that allows commercial vehicles to bypass designated weigh stations, port-of-entry facilities, and agricultural interdiction facilities. However, PrePass faced significant challenges in maintaining system reliability and accountability, which were crucial given its importance to the Motor Carrier Industry and Federal and State agencies. The existing mechanisms for reporting system defects, enhancements, or requests for system data were inconsistent and subjective. This lack of an effective monitoring system led to a focus on maintaining system stability and addressing immediate issues, rather than innovating or expanding the product portfolio. PrePass needed a holistic, automated approach that would allow them to track defects, identify recurring product weaknesses, and focus on critical path items.