NZ Post, a government-owned enterprise providing postal services across New Zealand for over 180 years, was facing a decline in mail services. To adapt to the changing needs of consumers and retailer customers, NZ Post aimed to transform from a traditional mail company into a reliable courier and online digital services organization. The company's goal was to expand its digital solutions and ecommerce logistics services worldwide and offer personalized customer experiences. However, IT complexities and data silos posed significant challenges. The company needed to access and gather data from disparate systems, such as parcel tracking data, contact center data, and financial data, to gain necessary insights for creating personalized customer experiences, launching innovative solutions, and expanding its ecosystem.

Big Bus, the world’s largest owner-operator of hop-on hop-off open-top sightseeing tours, was facing a decline in traditional “on-street” sales using paper vouchers and a growing market demand for online sales options. The company needed to transform its sales strategy and customer experience. However, it lacked a unified integration strategy to support all these channels. Data was locked in monolithic legacy systems, and the company had to establish disparate, inefficient point-to-point connections with each new partner that was added to their ecosystem. This slowed and even prevented new partner onboarding. Big Bus needed a new technology to effectively and efficiently integrate internal sales systems with digital channels and partners.

Wells Fargo, one of the largest banks in the world, was on a digital transformation journey to deliver a unified customer experience (CX) at the accelerated speed that their customers expect. The bank aimed to unify customers' experience around any interactions with the bank - whether it is over phone, web, or mobile. However, the challenge was to seamlessly integrate services from all partners and applications into the Wells Fargo experience and consistently render them on any channel.

Airbus, a leading aviation company, was facing the challenge of meeting the growing needs of the aviation industry, which is expected to double in the next 15 years. The company needed to significantly increase aircraft production while reducing costs and improving efficiency in a sustainable manner. However, Airbus's legacy systems were not equipped to support this massive growth. As a result, Airbus needed to revolutionize its approach to IT, transforming from a manufacturing company into a technology company. This required a complete overhaul of its IT strategy, including implementing an enterprise-grade API platform to enable digital transformation at scale, building a library of reusable APIs to speed up development time, leveraging APIs to unlock data in backend systems and expose it to suppliers, employees, and internal and external stakeholders, streamlining the supply chain to meet growing production pressures, and delivering self-service mobile applications to improve manufacturing team efficiency.

Oldcastle Precast, a leading manufacturer of precast concrete, polymer concrete, and plastic products in the United States, faced a significant challenge due to its rapid growth through acquisitions. While these acquisitions expanded the company's reach and audience, they also led to a lack of systems consolidation, negatively impacting customer satisfaction. The company had been using manual, custom-coded point-to-point integration to connect CRM tools such as Salesforce and MS Dynamics AX and project management tools like Clarizen, Box, Piece Tracker, and GoFormz. However, this approach was not scalable or cost-effective. As Oldcastle continued to expand, the lack of a centralized, scalable, and repeatable integration solution made it increasingly challenging to integrate the acquired on-premises systems and data into the central cloud infrastructure. The company needed a hybrid integration platform to meet the full spectrum of their needs.

BP, one of the largest energy companies in the world, is facing the dual challenge of meeting the increasing global demand for energy while reducing emissions. The key to achieving these goals is to leverage digital solutions, big data, and advanced technologies. The BP IT&S team is tasked with accelerating the pace of technology delivery, securing data access, and reducing dependencies on costly and time-consuming legacy systems. The team needed to modernize legacy systems to speed up access to applications and data, shift the role of IT from simply delivering technology solutions to enabling the business to take advantage of digital technology, and develop a Center for Enablement (C4E) to drive the adoption of BP’s API strategy.

Ahold Delhaize, a global food retail group, is striving to stay ahead of the competition in the rapidly evolving retail world. The company is implementing an omnichannel strategy, blending the best of brick-and-mortar, delivery, and pick-up. However, to future-proof its business, Ahold Delhaize needed a way to quickly incorporate new technologies and respond to changing consumer demands.

Lotus’s, a popular retail brand with over 2,500 outlets in Thailand and Malaysia, aimed to double its sales in two years by improving customer loyalty and adopting an omnichannel strategy. However, the company's rapid growth led to the accumulation of multiple disparate systems and data sources across new acquisitions, partners, and supply chain operators. This made it difficult for Lotus’s to access the necessary data to gain visibility into its business. The existing IT infrastructure and point-to-point custom code integration were labor-intensive and costly to connect existing systems, add new systems, and access data. Lotus’s needed a more flexible systems integration solution to connect front and back-end systems at an accelerated pace to support its sales goals and business growth.

Invesco, a global asset management firm, was facing challenges due to the existence of over 200 siloed IT systems. These systems were preventing business users from quickly accessing valuable customer and market data. The lack of data access was also impeding the development process at Invesco, as teams had little transparency into other team’s work or projects currently in development, leading to inefficient and repetitive processes. Invesco needed to enable data sharing between multiple business units and 1,700 tech employees worldwide.

Buffalo Wild Wings, a growing restaurant chain, faced two challenges in its quest to provide the best beer experience and better connect with their fans. The first challenge was monitoring to ensure that the Perfect Pour guidelines were being followed. The second challenge was managing the growing assortment of beers available in the market. Both challenges prompted the need to better leverage technology for operational efficiency. Buffalo Wild Wings needed a real-time monitoring technique and a better understanding of inventory. This was an IT challenge considering that the company needed to configure all new beer items in more than 1,200 restaurant POS systems before a restaurant can begin selling a new beer to a guest. Additionally, it was a business challenge to ensure restaurants gained an understanding of the actual beer inventory usage across all restaurants to help drive future purchasing decisions.

Bayer Crop Science, the agricultural and environmental branch of Bayer Corporation, had a sprawling Salesforce ecosystem that was integrated with mobile applications, master data repositories, and the Bayer ERP system via a custom point-to-point (P2P) integration pipeline. This approach was challenging and costly to manage and scale. Data was held in silo systems that were difficult to access, slowing down product development and other projects. The complexity of the system also made it difficult for Bayer to resolve faults, leading to project delays that negatively impacted the business. Bayer needed to establish a scalable, consistent, futureproof integration strategy that is repeatable throughout the business to reduce development time and increase speed to market. They also needed to integrate multiple ecosystems around the globe with mobile applications, data repositories, and their SAP ERP system, and deliver a single view of the customer to stakeholders across the organization.

Service NSW, a government initiative in New South Wales, Australia, was conceived as a 'one-stop-shop' for citizens needing to interact with state government departments. However, executing on the program's broad vision provided a thorny challenge for the organisation's IT team. Delivering new digital services required that manual back-end processes be automated; doing so required access to data spanning over 40 government departments and agencies. The sensitive nature of the data involved made security an imperative, complicating things further. Recognizing the need for a connectivity platform that could not only handle complex data integration, but also orchestrate, expose, and govern data access through APIs, Service NSW adopted MuleSoft's Anypoint Platform to anchor the program.

Australian workers' compensation insurance company, icare, protects 3.6 million people across 326,000 businesses and 193 government agencies. The company needed to improve its customer experience by delivering a digital, machine learning-driven system that makes submitting and processing claims quick and easy. However, icare's customer data were siloed in SaaS and legacy systems, creating a disjointed, slow process in which customers had to fill out paperwork and visit multiple websites to submit claims, choose a policy, and more.

Unilever’s IT team faced numerous challenges, due to their infrastructure size, which encompasses 1,000 applications, 10,000 interfaces, and 500 IT projects per year. Unilever had multiple global teams and was looking to find more efficient solutions to deploy new products and services.

HSBC, one of the world's largest banks, was facing the challenge of technological disruption in the financial services space. This disruption brought new regulations, higher customer expectations, and increased competition. To stay ahead, HSBC needed to become the disruptor, which required the use of APIs to securely unlock data from thousands of applications and make core banking services available to internal and third-party developers. The bank aimed to improve the customer experience and open new revenue channels by launching an API developer portal, increasing customer loyalty, and partnering with third-party platforms to deliver new HSBC products and services.

Pilot Flying J, the largest operator of travel centers in North America, was facing a challenge with its IT systems. The systems were either siloed or connected via one-to-one integrations, making critical data inaccessible. This was hindering the company's ability to provide a fully personalized and frictionless guest experience. To overcome this, Pilot Flying J needed to adopt an omnichannel strategy, backed by fully integrated systems, that allowed guests to engage with the brand through multiple channels - whether it is checking parking availability and reserving showers on the mobile app or redeeming offers on the web portal.

Legal & General (L&G) is the United Kingdom’s largest provider of individual life assurance products and a top 20 global asset manager. The insurance industry has changed dramatically with increasing pressure to reduce costs and engage customers through digital channels. To remain competitive, L&G’s insurance arm, General Insurance (GI), has a goal to become a market leader in providing digital access to insurance. However, developing digital experiences for customers and advisers requires connectivity between various systems, surfacing claims, policy, billing, and other data in a quick and scalable manner. But behind the scenes, the company’s IT systems were connected via point-to-point integrations, which exacerbated operational inefficiencies and forced teams to reinvent the wheel each time they needed to develop a digital experience or release a new product or service.

New South Wales Health Pathology (NSWHP) is an Australian statewide health organization that provides services to various local government bodies. The organization operates more than 60 laboratories, 150 pathology collection services, and conducts over 100,000 clinical tests per day. However, NSWHP's IT systems were siloed, making it difficult to deliver on key initiatives that would improve patient outcomes, maximize taxpayer benefits, and build a foundation for change. The organization sought to efficiently integrate data to deliver time-critical initiatives, including digitizing pathology results to speed up access to patient data and make clinical decisions faster, reducing cost and effort associated with transportation and testing, and building a foundation to rapidly respond to change and emerging, urgent demands, including COVID-19.

Revolution Beauty, one of the fastest-growing beauty brands in the UK, was facing challenges with its eCommerce platform. The website could not keep up with the brand’s pace of continuous innovation and new product releases. It was difficult and time-consuming to update and add pricing, images, product descriptions, and other critical information. To maintain market leadership, Revolution Beauty also needed to integrate its eCommerce platform with on-premises applications for a single customer view — enabling customer service reps to resolve inquiries faster and deliver a seamless customer experience.

The Leukemia & Lymphoma Society (LLS) had been using a third-party outsourced application for its Team in Training (TNT) fundraising program. However, as the number of fundraisers increased, the application began to experience frequent outages and performance issues, leading to failed or duplicate donations. The weak integration between the outsourced application and LLS’s internal systems resulted in duplicative functionality and higher maintenance costs. Additionally, the 7% transaction fee and the delayed transfer of funds significantly increased LLS’s fundraising costs. LLS needed to regain control of the infrastructure end-to-end, developing a set of rich user applications and integrating them with the existing back-end systems. The new system needed to be highly reliable, with no messages lost, robust exception strategies, and an active/passive failover architecture to achieve full redundancy.

Panviva, a leading provider of Business Process Guidance software, was facing challenges with its legacy product, SupportPoint. The evolution of SupportPoint was hampered by legacy product architecture constraints that disrupted new development. The on-premises technology wasn't evolving as fast as it could, with SupportPoint caught in a loop of incremental development and bug fixes that customers found costly to deploy. Panviva needed to create an innovative product roadmap that leveraged future-proof technologies to enable rapid development and integrations in a SaaS delivery model. The primary challenge with its legacy software was the complexity around re-developing the software for genuine cloud compatibility and deployment, while also designing for scalability and multifaceted integration.

Hologic, a leading global healthcare and diagnostics company, decided to adopt Salesforce's sales cloud, service cloud, and marketing cloud products to provide their growing sales and support teams with 360-degree customer views populated with real-time data. The executive team set an aggressive six-month timeline for the company to bring a pilot group into production. However, the Information Systems (IS) team was constrained with a heavyweight integration stack that slowed development time. They needed a faster way to deliver integrations to keep pace with the growing needs of the business. The project required real-time integration across multiple hosted and cloud systems, demanding new tools to make development faster and more agile.

LuxairGroup, a key aviation company in Luxembourg, was facing stiff competition in a market dominated by global alliances and low-cost airlines. The company needed to differentiate itself by driving innovative experiences through technology. However, LuxairGroup’s complex IT environment was already supporting 1,500 users with 120 applications that were mainly connected with tightly coupled, point-to-point integrations. This made it difficult to connect new systems, replace old applications, and pursue innovation. The result was high maintenance costs, specifically due to IT’s limited visibility into the application landscape, application interfaces, and security standards. To address these business challenges, IT needed to establish a higher level of control and security when connecting to third-party applications, get a holistic view of existing integrations, and increase the speed of delivery for innovative projects.

The Indiana Department of Child Services (INDCS) manages over a quarter million child cases per year, requiring the collaboration of over 4,000 staff members. The department needed to digitize its processes to scale with the case volume, streamline staff member collaboration, and improve the entire child services journey. The objectives were to modernize legacy systems, implement a national electronic system to exchange case data with courts, families, and other state agencies, create a single view of the over 20,000 children in its care, and ensure caseworker and child health safety by creating a comprehensive view of health data in response to COVID-19.

INSEAD, a leading global graduate business school, was struggling with a complex tech ecosystem comprising over 100 siloed applications. This complexity made it difficult for the institution to meet the expectations of students and faculty, leading to a depreciated experience, especially during enrollment and scheduling. The situation also resulted in an overload of manual work for staff and increased IT operations costs. INSEAD needed a new integration approach to break down information silos, connect multiple mission-critical systems, and deliver an industry-leading education experience for students and faculty worldwide.

WatchBox, a leading company for buying, selling, and trading pre-owned luxury watches, wanted to scale its business internationally via eCommerce. The company's success relied on exposing its inventory to as many customers as possible for quick resale. This required creating a powerful eCommerce experience that not only allows for rapid expansion but also pulls critical inventory data from legacy and homegrown systems. The objectives were to create an eCommerce platform that allows for rapid expansion into new regions, unlock and unify data from legacy and homegrown systems, and build standardized eCommerce processes that support quick inventory turnover.

Liberty Holdings, a South Africa-based financial services and insurance group, was facing a challenge due to its outdated and inefficient claims process. The company had its claims, customer, and underwriting data information stored in multiple monolithic back-end systems. This resulted in a suboptimal insurance claims process that required claims processors to manually extract data from seven different systems and enter it into a spreadsheet. They then had to log into several other systems in order to process a claim. The operation was slow, prone to human error, and did not provide the level of support that Liberty’s customers expected. Liberty needed to digitally transform its operations, modernizing legacy systems to streamline the claims process and provide a better customer experience.

In 2010, Pacific Compensation Insurance Company (PacificComp) decided to change its business model from direct sales to utilizing insurance brokers. This significant shift required a major systems overhaul and posed substantial integration challenges. The company needed to integrate their policy management, billing management, and other systems to support its new business initiatives. The overall goal of PacificComp's business initiatives was to decrease costs and increase ease of use for both underwriters and their broker partners. This became the mandate for the architecture PacificComp's technical team was tasked to build. As much as possible PacificComp chose to invest in software as a service (SaaS) applications as these allowed the company to increase and decrease its usage as the market dictated. However, they also had several existing systems so it was necessary to integrate both current and new systems, whether cloud or on-premise.

After enjoying years of accelerated customer and product expansion, in 2008, the company identified not only a profound shift in customer engagement as a result of emerging technologies and changing culture, but also an alarming halt in growth and innovation within the company. Slow-moving IT and a disconnected architecture bottlenecked new ideas, preventing new features and products from coming to market at reasonable speed, if at all. Without innovating and responding to customer demands at the speed of technology change, the company could not maintain its market stronghold over the long-term. This software provider decided to focus on continuous innovation, rapid testing of new concepts, and delivering delightful experiences to customers. But delivering on this vision required a major shift in IT. They needed to turn their IT capabilities into an innovation platform, and that required service enabling and connecting all of their applications and data sources, then API-enabling those services for rapid access by internal consumers, partners, and even third party developers. It also required a restructuring of the development organization into small teams that would execute rapid releases in agile sprints.

Banque de Luxembourg, one of the largest financial institutions in Luxembourg, was facing challenges due to new regulatory requirements and heightened customer expectations. The bank's IT landscape was built upon point-to-point connections, based on individual project and line of business definitions. This approach was becoming very complex and time-consuming to integrate and capitalize on existing architecture. The bank acknowledged that a number of upcoming projects such as their web banking system and Visa 3DS System would not see good return on investment from this tight coupling between front end and core banking systems. The bank set out to understand how they could improve efficiency in their organization and reduce time to market.