ANZ Bank, one of the top 50 banks in the world and the fastest-growing bank in Indonesia, was facing a challenge with its rapidly increasing transaction volume. The bank's existing business processes and workflow were becoming overwhelmed. Like most banks in Indonesia, ANZ was manually handling document submission and verification. Customers filled out paper loan applications and supporting documents, then delivered them to bank branches by mail or courier. Branch officers traveled to the bank’s headquarters or used postal mail, email, and phone calls to submit loan documents for verification. Lost or inaccurate documents created more emails and phone calls. Additionally, ANZ had to adhere to strict verification and financial regulations, including the Foreign Accounts Compliance Act. This act requires that all banks outside the United States provide key information about U.S. clients, including citizenship validation, to the Internal Revenue Service–a complex yet crucial process.

Strategic Growth, a top Salesforce Gold Consulting Partner in the US, was facing challenges with its case study production process. The process was slow, unreliable, and often failed to comply with the Salesforce template. After completing a Salesforce implementation for a client, a Strategic Growth consultant would manually fill out the case study slide template provided by Salesforce. This process was often delayed by weeks or months, and sometimes all relevant data was not captured. If consultants pasted data into a local template instead of downloading the latest one, additional time was required to recreate the case study in the correct format. The company was meeting Salesforce’s case study quota, but wanted to improve efficiency by eliminating these manual steps.

Lippuner has nearly 350 employees across four cities. Each employee orders new phones every two years. Their marketing department generates about 450 orders per year across 41 different items—for a total of 18,450 orders. In the past, these orders were processed using paper forms, causing slowdowns and adding time to the process. These outdated processes didn’t comply with the company’s high standards of efficiency.

Applied Technical Services (ATS), a leading testing, inspection, and consulting engineering firm in North America, was facing a significant challenge in managing its information. With a 20% year-over-year growth, 700 employees, and thousands of active projects, the company's existing information management approach was no longer sufficient. The information storage was inconsistent and fractured among departments, leading to inefficiencies in operations. The lack of a clear and consistent process and data workflows further compounded the problem. ATS wanted to overhaul its legacy internal portal, create a department-specific home page with centralized document storage, and establish a customer portal. However, to achieve these objectives, they needed a more intuitive and automated solution.

The County Court of Victoria, which hears about 12,000 cases a year, was struggling with an overwhelming amount of paperwork. The existing legacy case management system was not comprehensive and was difficult to use. The court needed to modernize its high-volume paperwork management but was unsure of where to start or which technology to use. The first process that needed attention was the directions correspondence workflow, which generated hundreds of pieces of correspondence that had to be individually printed and assigned. The next challenge was the convoluted manual process of auditing and compliance, which required pulling files from different locations and was difficult to manage due to lack of a top-down view of all activities. Lastly, the court faced the challenge of collecting information for cases that had a plea or trial which may not be recorded in the case management system. The existing method was antiquated and fragmented, requiring hard copy questionnaires to be transposed and typed into spreadsheets.

Sime Darby Industrial, a leading supplier of heavy machinery to the construction and resource industries, was facing challenges in scaling its operations due to manual processes and a lack of digitization. The company was using multiple different form solutions to capture and input data, which was not only inefficient but also increased their tech debt. Safety and compliance processes, which are critical to the company's operations, were also heavily reliant on manual paperwork. Employees had to fill out paper forms to confirm it's safe to start work, which were then manually entered into a spreadsheet. This process was time-consuming and prone to errors. The company needed a solution that could automate these processes, reduce tech debt, and allow them to scale rapidly in a fast-moving environment.

As a multinational technology provider, it is critical for Microsoft’s eCommerce team to keep their global website updated with information and content for all product lines. The content publication process is very complex, involving many levels of approvals and collaboration between resources from several teams to keep hundreds of pages updated across more than 240 regions.For many years, the publishing process was managed via Excel spreadsheets. Content, images, and other publishing information were tracked in different spreadsheets. In some cases, there were 200+ spreadsheets to track updates for a single page on the website. Content approvals were handled manually, often resulting in bottlenecks and delays in the publishing timeline

Willoughby Council, a medium-sized local government body in Australia, was facing several challenges that required immediate attention. The council was eager to improve its efficiency and effectiveness, and enhance the customer experience for the people interacting with it. However, the existing process mapping tools were proving to be time-consuming and inconsistent, leading to processes being ignored by teams. The council was also facing a potential merger with two neighboring councils, which would mean role changes, a new structure, and the sharing of all new processes. Although the merger did not happen, the council spent 18 months focusing on process improvement in preparation for the change. Additionally, a newly appointed general manager was keen on improving processes overall and introduced the role of business improvement and customer experience manager.

Flight Centre Travel Group, one of the world's largest travel agency groups, was facing challenges in improving productivity across its business groups and operations. The company needed an easy-to-use tool for workflow automation. One of the major challenges was the manual and time-consuming process of building HUB sites for its corporate customers. These sites store a traveler’s profile in a secure environment, including frequent flyer information, seat and meal preferences, credit card number, and identification documents. The process could take up to 16 weeks to build and required collecting information for each legal entity in each of its customers’ regions. This could mean Flight Centre had to manually create dozens, hundreds, or even upwards of a thousand HUB sites for just one customer. The company struggled with maintaining transparency and consistency as information was spread across spreadsheets, forms, and third-party tools, with no single source of truth. The implementation team members were spending too much time managing this complex process rather than focusing on the customer experience.

First Quantum Minerals, Ltd., a global copper company, was facing challenges with its procurement processes. The company's Electrical and Instrumentation (E&I) department was responsible for extensive procurement for projects worldwide. The procurement process was manually tracked through emails, spreadsheets, and physical paperwork, making it complicated and prone to errors. The team had to source materials from all corners of the globe, compare quotations from suppliers in different currencies, and deal with assorted units of measure. The manual process was not only time-consuming but also resulted in delays and pressure on the team to deliver accurately and on time.

ANZ Bank, one of the fastest-growing banks in Indonesia, was grappling with the inefficiencies and governance challenges of manual processes. The bank's rapidly increasing transaction volume was overwhelming its existing business processes and workflow. The manual handling of document submission and verification, particularly for loan and ATM applications, was slowing down customer service and making governance difficult. The bank was also struggling with the complexities of regulatory compliance, including the Foreign Accounts Compliance Act. The bank needed a scalable, standardized solution that could enhance operational efficiencies, provide workflow transparency, electronic collaboration, and document storage, and scale easily to support business growth.

Saudi Electricity Company (SEC), the largest provider of electric power in the Middle East, faced significant challenges in managing construction and maintenance projects across its vast network of remote sites. The company's previous mainframe-based management system relied heavily on manual processes, which made it difficult for contractors to submit project updates from the field. This resulted in limited visibility for managers based at the company's headquarters. SEC considered solutions from a range of first-tier ERP suppliers and a solution based on SharePoint, but these either lacked the functionality that SEC required or were too costly to develop and maintain.

The National Gallery Singapore, the country's most preferred museum, was faced with the challenge of optimizing processes across the museum, particularly for its front-facing employees who interact with thousands of visitors each day. The need for digitization and automation of processes became even more critical when the COVID-19 pandemic broke out. The museum had to quickly adapt to updated business contingency requirements, which included implementing a new visitor registration form to support contact tracing and ensure the health and safety of visitors and staff.

LifeFlight, an Australian aero-medical retrieval service and charity, faced a significant challenge as their flight missions increased annually. The organization had many necessary processes in place to save lives, but there was room for improvement, particularly in technology. Different departments within LifeFlight began seeking their own ways to enhance efficiency, including purchasing individual software. This led to a situation where siloed systems blocked visibility, and a lack of integration slowed down processes. The need for an organization-wide change was evident, as a few lost seconds could mean the difference between life and death in their line of work.

University College (UCC), a Denmark-based educational institution, was grappling with a manual, paper-based payroll and expense reporting system. The process was not only cumbersome but also inefficient, leading to higher administrative costs, poor data quality, and an increase in support requests. The proctor staff members, who were paid hourly, had to fill out paper timesheets and expense reports, which were then manually approved by managers. This resulted in delayed paychecks and an increase in complaints and administrative roll-backs. The institution urgently needed to resolve the situation, but it lacked the necessary budget and skilled resources.

The Australian energy company, a respected integrated coal and gas company, was facing significant challenges with its business processes. A large number of these processes involved the completion and approval of paper-based forms, leading to delays and inefficiencies. The company was in dire need of more agile processes to eliminate these delays. The manual execution of processes resulted in completion rate delays, reduction in productivity, inconsistent storage of data about the status of the process, the introduction of errors through manual data entry, and issues in status reporting. The company realized that digitizing their workflows and incorporating forms would not only reduce process completion times, but also increase productivity throughout the company.

Buckman, a global leader in specialty chemicals, was facing significant challenges with its procurement processes. The company was heavily reliant on email-based, manual processes for purchasing, which resulted in a backlog in employee inboxes and procurement delays of up to five weeks. This not only slowed down the overall business operations but also affected the company's ability to respond to customer needs in a timely manner. The inefficiencies in the procurement process were costing the company both time and money, and there was a clear need for a solution that could streamline and automate these processes.

Magna Steyr, a leading brand-independent engineering and manufacturing partner for OEMs, was facing a challenge with its workflow automation. Over the years, the company had introduced more than ten different automated processes, which were touching almost every part of its business. These processes were supported by a mix of different commercial and bespoke software packages. While these automated processes had been supporting the business well, the time had come to move to a single workflow technology. The company needed a workflow automation solution that could gradually replace and enhance its existing automated processes, and also create new business workflows.

FIMBank, a leading provider of trade finance, factoring, and forfaiting solutions, was facing challenges in its back-office operations. The bank was struggling to respond quickly to customer demand for its specialized financial services due to inefficient back-office operations. The existing credit approval process was particularly problematic. Each credit request required an in-depth review and a significant amount of information to be collated and submitted to the bank’s risk department. The process relied on email and paper-based documents, some up to 200 pages long. Multiple versions of these documents led to confusion, and delays occurred while managers checked the information. As a result, several days could elapse between a customer requesting credit and the application being ready for consideration.

Regional Australia Bank, a member-owned bank known for its flexibility and simplicity, was facing a complex challenge in its lending space. The bank was dealing with numerous organizational changes and had different lending processes for different loan products, users, and channels. This resulted in duplicate processes, each of which needed to be updated whenever something changed. This not only created an administrative burden but also led to a matrix of processes that were slightly out of date. As the number of processes multiplied and keeping them up to date became more complicated, staff trust in the processes, which should have been the single point of truth, started to erode. The bank needed a solution to streamline its processes, regain staff trust, and improve customer service.

Lumo Energy, a subsidiary of Snowy Hydro Limited, faced a significant challenge in documenting its business processes. The company's efforts were hampered by a fast-paced environment, high staff turnover, and ownership issues. The result was a wastage of substantial resources, both time and money, with only 50 completed processes documented in physical folders. The executive leadership lacked confidence in the process documentation and sought a new model for capturing and improving their processes. The company needed a solution that would not only help them document their processes but also promote collaboration and standardization across the organization.

Schnitzer Steel Industries, Inc., one of the largest recyclers and manufacturers of metal products in the United States, was grappling with complex and time-consuming corporate processes. The company's HR processes, including hiring and performance reviews, were particularly cumbersome, involving spreadsheet files, Microsoft SharePoint Designer-based workflows, InfoPath forms, Excel tracking documents, manual email approvals, and paper signatures. Onboarding an employee could require six types of approvals and coordination among five managers. Forms included several hundred fields with lengthy drop-downs. This resulted in poor visibility into processes and consumed significant time, slowing down the overall productivity of the organization.

BGC Engineering, a Canadian applied earth sciences company, was facing challenges with its traditional data collection model. The company, which provides consulting services to various industries, had to manually collect data at many of its remote project sites due to lack of connectivity. This process was not only time-consuming but also prone to transcription errors and missing data. The company's standard laptops were not durable enough for job site use, and while Toughbooks were used when electronic devices were needed, they were not an optimal solution. BGC needed a solution that would improve data collection efficiency, reduce the need for multiple site visits, and optimize its field information capture and customer reporting processes.

Williams Engineering Canada (WEC), a multidisciplinary firm offering consulting engineering services, was seeking to digitally transform its business. The company wanted to leverage process automation to drive greater efficiencies and free up its employees to focus on innovation and customer service. The challenge was to standardize and improve efficiency across all areas of the business. WEC also faced the challenge of attracting and retaining top-level technology talent, which is in high demand across various sectors. The company needed a solution that would provide agility and scalability to implement their multi-year digital transformation strategy. Additionally, WEC had to ensure a strong safety program to protect its staff and the teams they work with, which included various forms that were previously completed on paper or an editable PDF. This paper-based process was time-consuming and created tracking and reporting challenges.

Character Cabinets, a part of the Character Group, is a manufacturer and distributor of cabinetry and stone benchtops for about 2,000 homes a year in Western Australia. The company mass-produces its products, but each kitchen and house they cater to is unique, requiring customized planning to meet demand on time and within budget. The building industry, where Character Cabinets operates, is driven by strict timelines. With the industry downturn and struggles of mid-range builders, it was crucial for Character Cabinets to meet demand on time without compromising on quality. However, the company was facing challenges in keeping to the schedule due to gaps in their operations. The company needed better processes to manage the risk and improve their service delivery.

The Accident Compensation Corporation (ACC) in New Zealand is a complex organization that undertakes a range of interrelated processes. In an effort to support continuous improvement, ACC wanted to enhance its process documentation and management. The organization was seeking a solution that would ensure its employees could easily access and find the information they required for their roles. Additionally, ACC wanted to ensure that the information was up-to-date and understandable. In 2016, ACC conducted a survey of all its staff to identify opportunities for improvement. The organization was also keen on promoting a positive process culture and consistent decision making.

WALK, an Ireland-based charity, was facing challenges in managing the risks associated with supporting a growing number of people with disabilities across a wider geographic area. The organization needed to produce, share, and update a large number of personal risk assessments for the vulnerable adults it supported. These assessments, along with person-centered plans, were crucial in helping the charity to assist people with disabilities in becoming as independent as possible. Initially, WALK opted for a pre-built risk management solution, but it did not meet their needs. The charity was then faced with the decision of whether to try another off-the-shelf package or hire a developer. After evaluating several options, WALK discovered K2 Software and decided to test its cloud solution against two other similar solutions.

Avara Foods, one of the UK's largest food businesses, was grappling with a labor-intensive, paper-based health and safety reporting process. The company's health and safety teams were tasked with managing the risk of accidents within the farms, factories, and office areas. They relied on paper forms and Excel to collect, analyze, and mitigate accident risk. However, as the business expanded, the number of independent paper-based systems also increased, making it increasingly difficult to manage the required interventions. Consolidating a view of health and safety risk across the sites took several days. The situation was further complicated by a merger with another food business, which necessitated a complete review of the processes and systems employed.

The Israeli Court Administration (ICA) oversees the operation of all courts in Israel, handling as many as 500,000 live cases at any given time. Each workday, 3,000 new cases are filed and 100,000 legal documents are received. The ICA relied heavily on inefficient, paper-based processes for case management, with files physically passed from desk to desk, leading to unnecessary delays and lack of visibility into the status of cases. Lawyers and police had no means of tracking their cases, and up to 30% of open cases had not been acted on for more than a year due to lack of automated recordkeeping. The ICA sought to modernize, automate and simplify their massive workload, expedite important cases, and grant limited access to external users such as judges, police officers and court employees to verify case status and submit necessary documents.

Sparebanken Vest, a financial services provider with 54 branches in western Norway and 800 employees, was grappling with a significant challenge. The company was dealing with disparate processes across its branches, with one team leader noting there were “around 60 different ways to do the same thing.” This lack of standardization led to inefficiencies and confusion, especially for new staff members. Additionally, there was no separation between front office and back office functions within the bank. As a result, front office staff in branches had to perform administrative tasks that absorbed time and took them away from customers. The company also faced limitations with Microsoft InfoPath forms, which they initially used as part of their process automation solutions. However, the company had complex schemas that didn’t fit with InfoPath’s capabilities.