Given its broad scope and long history, P&G had numerous data points about its business, including what drives sales and product preferences. However, the data resided in geographically dispersed silos, and P&G’s legacy systems couldn’t link the hundreds of disparate data types to gain collective insights. P&G sought a platform that could unlock those silos and provide a single view for business users. At the same time, company leaders realized that they needed to foster a data-driven culture—a growth mindset that put data and analytics at the forefront. AI, machine learning, and advanced analytics were all seen as crucial to becoming a true digital leader.

Walgreens processes hundreds of millions of prescription dispenses annually across nearly 9,000 stores, each transaction involving hundreds of data points. The existing infrastructure was unable to provide the reliability and speed needed for future operations. Walgreens aimed to future-proof its infrastructure with a cloud-first approach and modern AI capabilities. The goal was to support pharmacists with critical patient information, reduce time spent on prescription operations, and allow more focus on patient interaction. The aging data platform took up to two days to process each prescription request, which was not sustainable for the company's needs.

PROTORIA, a retail service provider for Samsung in Ukraine, faced challenges in managing its multichannel retail operations. The company aimed to update its long-term strategy by adopting cloud solutions to modernize its IT infrastructure and enhance its digital customer experience. The stakeholders identified the need for infrastructure modernization and the main retail website to facilitate a seamless digital customer experience. PROTORIA sought to address these challenges by collaborating with Cloud Services, a Microsoft partner, to develop a cloud adoption plan and migrate its infrastructure to Microsoft Azure.

OT network security hasn't always been a priority at Lhoist, as plants were traditionally isolated from other networks. However, digital transformation has led to more connected industrial environments, making OT security a top priority. Critical OT equipment is now more connected to the plant IT network, which is in turn connected to the corporate IT network. There is also an increasing demand for remote access from third-party vendors who help manage and maintain equipment. The CISO's role is to reduce cyber risk enterprise-wide and ensure that any attempt to compromise OT equipment is quickly detected and mitigated. A recent ransomware attack at a related organization highlighted the need for a security review at Lhoist, as it resulted in missed deliveries and millions of dollars in damages.

Montgomery County Government in Maryland faced a significant challenge during the COVID-19 pandemic as it sought to support the increased demand for services, particularly in managing the COVID-19 vaccination registration process. The county needed an immediate solution to relieve the pressure on its human contact center agents and deliver better engagement and service delivery for its MC311 Customer Service Center and Department of Health and Human Services (HHS). The goal was to offer residents a fast, easy, comprehensive, and equitable COVID-19 vaccination registration process. The challenge was compounded by the need to quickly augment its contact centers with AI capabilities to handle the surge in demand without requiring extensive developer expertise.

With 350 front-line employees working on power lines across the province, injury prevention is an enormous priority for FortisAlberta. Thus, before any work commences at a site, an injury prevention plan (IPP) must be created to identify the risks and hazards staff need to be aware of and the actions they must take to stay safe. This plan must remain dynamic throughout the lifecycle of the project site, as any change to the job could introduce new risks, requiring new plans of action. Before adopting a digital approach, FortisAlberta used a paper-based system to complete and manage IPPs. Supervisors had to fill out paper forms and send them by email to the Safety department within 30 days of project initiation. Recordings of meetings were captured on handheld audio recorders and cross-referenced with the paper forms during random periodic checks or following an incident. To share the IPPs, employees took photos or made photocopies of the completed forms and sent them for site auditing. This made it challenging to pull information together in time to be reviewed at team safety meetings. The paper-based process created several challenges. Handwritten IPPs were not always legible, which made it difficult to record accurate information. The check boxes on the IPP form did not accurately reflect the job’s scope of work, its roles and responsibilities, or its hazards and barriers. The paper forms required double entry, necessitating additional administrative work. And it could take as long as two weeks before forms got to the head office, if they didn’t get lost along the way.

The San Francisco Municipal Transportation Agency (SFMTA) faced significant challenges in managing and analyzing the vast amounts of data generated by its operations. The agency's traditional reliance on relational databases and middleware was proving inefficient and resource-intensive. The existing systems required extensive manual processing, such as pulling data from CSV files into Excel for analysis, which was time-consuming and labor-intensive. Additionally, the on-premises infrastructure demanded costly engineering hours for maintenance and upgrades, making it difficult to scale and adapt to the growing data needs. The SFMTA recognized the need for a centralized data management solution that could streamline processes, reduce administrative bottlenecks, and enable data-driven decision-making to improve transportation services and optimize revenue.

Five years ago, Jacksonville University (JU) faced significant challenges in accessing and utilizing data effectively. The process was cumbersome, requiring leadership to fill out forms and wait for the analytics department to provide static reports. This reactive approach hindered timely decision-making and limited the ability to leverage data for strategic purposes. The arrival of President Tim Cost in 2013, with his extensive experience in Fortune 500 companies, brought a new expectation for technology and data accessibility. The need for a more dynamic and proactive data culture became evident, prompting JU to seek a solution that would democratize data access and empower leaders, faculty, and staff to make informed decisions. The existing data processes were siloed, with different departments owning separate data sets, leading to inconsistencies and inefficiencies. Meetings with deans often resulted in conflicting data interpretations, as each department relied on its own data sources. This lack of a unified and authoritative data set hindered meaningful discussions and strategic planning. The challenge was to create a centralized and accessible data platform that would streamline data access, improve data accuracy, and foster a culture of data-driven decision-making across the university.

Rolls-Royce, a leading British brand in the manufacturing industry, is facing the challenge of transitioning to a net zero carbon future. The company recognizes the need to decarbonize rapidly to ensure its longevity and continue delivering excellence in its engine manufacturing. The challenge is compounded by the vast amount of flight data that needs to be processed and analyzed to optimize carbon output. The existing on-premises infrastructure was insufficient to handle the data volume and processing power required for this task.

Kinleigh Folkard & Hayward (KFH) faced the challenge of modernizing their IT infrastructure while ensuring robust security and mobility. With sensitive information across ten business divisions, the leadership was initially hesitant about cloud adoption. However, by 2018, their on-premises infrastructure was nearing end-of-life, prompting a reevaluation. The COVID-19 pandemic further disrupted their plans, necessitating a rapid pivot to remote work solutions. The need for effective communication and collaboration tools became paramount as lockdowns were announced, pushing KFH to fast-track their digital transformation efforts.

Most businesses generate a lot of data, but that data isn’t valuable for decision making if it’s not structured and analyzed. Analytics aren’t as effective if they are slow and expensive to produce. Inlitix was founded to offer a timely, easy-to-use, affordable BI as a service for small and medium-size businesses. They focused on interoperability across different ERP systems with different datasets and offered out-of-the-box reporting and analytics solutions. However, Inlitix found that it only needed more compute power at certain times, such as when it spins up development and QA environments or when production data is refreshed. It didn’t make sense to pay for a constant high level of compute resources during the times when they weren’t needed. To minimize the company’s compute requirements and maintain affordability, staff would manually adjust and optimize queries, which took time away from focusing on more strategic tasks and adding value to their application. Inlitix wanted to optimize the balance between cost and performance of its databases while ensuring it could quickly process data from customer ERP systems and refresh Power BI reports more frequently.

Intesa Sanpaolo Group, Italy's leading banking group, faced the challenge of improving its real estate operations and facility management to cut waste and reduce its environmental footprint. The bank manages thousands of buildings and is one of the largest real estate owners in Italy, with more than 40 million square feet of assets. The challenge was to reduce energy consumption, improve comfort, and optimize operational efficiency across its vast real estate portfolio. The bank needed a solution that would provide real-time visibility into HVAC and other systems in its buildings, enabling data-driven actions to be taken. The complexity of the bank's environment required a robust and secure solution, as data protection is a critical concern for the bank.