Michigan State University's Infrastructure and Planning Facilities (IPF) unit was facing significant challenges with its hiring and onboarding process. The process was plagued with issues such as lost paperwork, unclear job requirements, and time-consuming scheduling. These issues often led to lost candidates and reduced morale among the existing staff. The IPF unit, responsible for construction and maintenance across the main campus’s 5,200 acres and 550 buildings, and managing IPF’s 1300 employees, needed an efficient hiring process to keep their operations moving at peak efficiency. The goal was to reduce the time it took to post job openings, schedule interviews, clarify job requirements, maintain paperwork more efficiently, and enhance the onboarding process. However, achieving this was complicated by competing processes that had arisen independently over the course of 50 years, contractual obligations to various unions, and operational differences.

Tipsport, the largest betting agency in the Czech Republic, was facing multiple challenges in its quest to maintain its leadership position in the industry. The company was in dire need of a tool to support intelligent process automation to enhance operational efficiency and business growth. One of the key challenges was the time-consuming invoice management process. This process, which was crucial to the company's financial operations, took several days or even weeks to complete and offered little visibility into its status. Another challenge was the need for a platform that could easily integrate with line-of-business (LOB) systems. The company was already using Microsoft SharePoint Online for data sharing, but the SharePoint workflow development tools were not providing all the functionality needed to create integrated workflows and were too inflexible to accommodate process changes. Furthermore, due to government oversight and shifting internal priorities, the platform needed to be adaptable to business changes at any time.

Wales & West Housing (WWH), a non-profit organization providing homes and services to over 22,000 people, was facing significant challenges with its data collection and management processes. The organization's housing, maintenance, and care professionals needed to collect large amounts of data, some of it confidential, and access it from any location at any time. However, WWH relied on Microsoft SharePoint and several other key IT systems in areas such as housing and repairs, but these different technologies were not connected to each other, creating massive inefficiencies. The organization was spending too much time and resources on administrative tasks, limiting their ability to gather and disseminate reliable information to stakeholders. They needed a better way to collect business data, share it across various systems, and make it accessible to mobile employees working in the field.

Groupe Roullier, a global agribusiness conglomerate, faced significant challenges in managing data from its 130-plus subsidiaries, each with its own ERP system. This created a high degree of complexity, particularly when developing group-wide or multi-entity applications. The company needed a solution to reduce this complexity in its application development process. Additionally, the group had to comply with France’s Transparency, Anti-Corruption, and Economic Modernization Act (Sapin II Act), which requires companies with more than 500 employees and annual sales exceeding €100 million to disclose all third parties they work with globally. Automating the approval process meant interfacing the application with different ERPs across the group’s subsidiaries, adding another layer of complexity.

As Twinings’ global business continued to grow, the company found itself in need of a master data governance system and supplier portal to support its expansion. The traditional IT system Twinings used for Master Data Governance was increasingly out of sync with the company’s burgeoning needs. The system was time-consuming and fragmented, with an overreliance on emails and spreadsheets that made it difficult to maintain a single version of truth, let alone conduct audits. The company wanted to overcome these limitations and more. It aimed to both streamline and expand its solution with automated workflow, digital forms, and integration into its SAP ERP software. Twinings sought a low-cost and low-code solution that its business users could easily use on their own, providing them with more agility than they could get from software that had to be managed via IT staff.

Christchurch City Council, a local government body in New Zealand, was undergoing a transformation initiative with a focus on moving to the cloud as part of a modern workplace initiative. The council, with over 2800 staff, provides a wide range of community services, from maintaining local parks to managing water supply. However, the council faced challenges with manual and outdated processes, lack of process documentation, and risk of losing institutional knowledge due to staff turnover. These issues posed a risk to the quality of service delivery and the retention of critical organizational knowledge. The COVID-19 pandemic further accelerated the need for a modern work environment that could adapt to changing working conditions.

Harvey Performance Company, a leading provider of high-quality precision tooling, experienced significant growth through the acquisition of five companies. This expansion brought together a diverse range of brands, locations, and IT systems, leading to a complex and fragmented operational environment. The company was faced with the challenge of integrating multiple ERP systems and standardizing operating procedures across the organization. The existing processes were inconsistent and varied across different locations due to the diverse IT systems inherited from the acquired companies. The company needed a solution that would not only consolidate and streamline its standard operating procedures (SOPs) but also foster a culture of continuous improvement.

The National Gallery Singapore, one of the most visited attractions in the country, was grappling with a manual and lengthy process for publishing request for proposals (RFPs) and tender documents. The process was prone to errors and time-consuming, often requiring IT intervention to train department users on how to upload requests and publish them on the website. The Gallery, being a government agency, had to issue these requests publicly whenever they needed a specific product, service, or vendor. The existing process involved manual approval from the relevant department head and finance, after which finance would provide a reference number, and the user would create the supporting RFP or tender documents. The user would then manually upload the documents and publish the notice on the Gallery’s website. The challenge was to streamline this process while complying with security and governance requirements.

EZLynx, a leading insurance software provider, was facing a significant challenge in managing the large volumes of documents required for each new policyholder. The process was time-consuming and inefficient, leading to delays in policy turnaround time. The company's agent users and their end-consumers were in need of an eSign experience that could streamline document intake and expedite the overall policy issuance process. EZLynx was also in the process of promoting its ONE PRODUCT solution, and it was crucial to find an eSignature provider that could seamlessly integrate into their product. Other important considerations included customer experience, ease of use (Single Sign-On), reporting status of the document, and security.

Junior Achievement (JA) USA, one of the largest non-profit organizations in the United States, was facing significant challenges with its volunteer registration process. The organization, which serves nearly 128,000 classrooms and after-school locations across the country, relies heavily on volunteers to deliver its programs. However, the process of registering volunteers was laborious and inefficient, involving the distribution and collection of paper forms in-person or via scanned email attachments. This disjointed process often resulted in delayed responses, incomplete documents, non-binding signatures, and wasted time, leading to fewer volunteers. The JA of Dallas office alone wasted upwards of 30,000 pieces of paper each school year on volunteer registrations and various student programs. These antiquated processes were draining time and resources, hindering the organization's ability to fulfill its mission.

The Jacksonville Jaguars, a professional football franchise, faced a challenge in their season ticket renewal process. Each year, the sales team sent out season ticket agreements to previous holders, which took a week or more to return signed. This delay hindered the team's ability to quickly engage with prospective season ticket holders. The Jaguars sought a solution to expedite this process, allowing them to gain immediate knowledge of fans who chose not to renew. The solution needed to provide on-demand sending capabilities based on customer information in their CRM system. The team began seeking an electronic signature solution that could improve internal efficiencies by enabling quicker executions of season ticket agreements through a paperless process. The solution had to integrate seamlessly with their existing Microsoft Dynamics CRM and allow bulk sending and document management for thousands of agreements at a time.

Landsbankinn, the largest bank in Iceland, was grappling with outdated, manual, and paper-based processes that were slowing down its operations and affecting customer service. The bank's back-office banking processes had remained unchanged for years, relying heavily on paper forms that had to be physically moved around the organization. This was particularly evident in the loan authorization process for employees, which involved multiple departments and took up to five days to complete. Additionally, the bank's reliance on handwritten signatures for loan applications was inconvenient for customers and slowed down the process. The HR department also faced challenges managing requests from over 900 employees, as the paper-based system was prone to loss and delays. Lastly, the bank needed to ensure strict compliance with national and international financial regulations, including the GDPR.

Knight Insurance Group, a regional insurance agency, was grappling with the challenge of manually processing client paperwork across all its locations. This traditional method was not only time-consuming but also increased the likelihood of customer fall-off due to the lengthy process. On average, it would take new clients two weeks to fill out and return applications. This situation was far from ideal as it kept administration times higher than the company desired. The company recognized the need to digitize all administration to streamline the paperwork process and improve customer experience.

LVMH Italia, a distributor of premium brands of perfume and cosmetics throughout Italy, was facing significant challenges with its invoicing and approvals processes for retail vendors. The company, which markets luxury fragrance, skincare, and other cosmetic products from designer brands including Christian Dior, Fendi, Givenchy, and Kenzo, was experiencing delays in processing invoices due to incorrect or missing reference numbers. This led to deferred payments from retailers for LVMH Italia’s products, resulting in cash flow delays, wasted employee time, and potential damage to relationships with retail partners. Additionally, as part of the global LVMH group, LVMH Italia needed to adhere to group-level policies and provide evidence of compliance with international brand guidelines. This required a complex process for approving new retailers and re-approving existing ones every two years, to ensure they met the high standards appropriate for high-end cosmetics and perfumes.

North of England Commissioning Support (NECS), a healthcare service provider in the United Kingdom, was grappling with outdated administrative processes that were heavily reliant on paperwork. This was a significant challenge as it was slowing down operations and reducing efficiency. Hospitals, clinical commissioning groups, and GP practices that outsourced services to NECS required highly efficient, patient-centric services. However, the paper-based administrative processes were a hindrance to achieving this goal. NECS needed a solution that could automate these processes and improve efficiency.

The Communications and Information Technology Commission (CITC) was grappling with an outdated set of tools, technology, and legacy systems that were unable to keep up with the frequent regulatory changes the organization faced. The need for a modern automation tool was evident. The organization had to quickly update solutions to reflect modifications to existing or new laws. These changes had a significant downstream impact on users, causing frustrations due to time-to-market delays. CITC's IT processes required each solution to be built from scratch, even if only slight variations were needed. This was so time-consuming that CITC had to hire outside contractors to build and maintain updates, draining resources to conduct unnecessary work.

Ballast Nedam, a Netherlands-based construction and development company, was grappling with the inefficiencies of paper forms and manual processes in managing its multi-million-euro construction projects. The company had to collect, analyze, and act upon a large amount of data from construction sites daily, including reporting potential safety issues, checking regulatory compliance, and recording deviations between plans and the actual build. This data collection was done using a variety of paper-based forms and manual processes, supplemented by a few isolated apps built using different IT packages from multiple vendors. This disjointed approach was hindering efficiency and the company sought to replace it with a single business process automation platform that could support all necessary registrations across all job roles and construction projects.

Aioi Nissay Dowa Insurance Company Australia Pty Ltd (ADICA), a general insurance company in Australia, faced a significant challenge when it began underwriting operations as a locally incorporated subsidiary. The existing branch operations were scaled down and placed into runoff, prompting ADICA to seek a business process management tool. The company needed a solution that would enhance its risk management environment, integrate risk and compliance requirements directly into processes, and assist in meeting its obligations under various regulatory and prudential regimes. As a general insurance company, ADICA is authorized to carry on general insurance business within Australia and is supervised by the Australian Prudential Regulation Authority (APRA), which oversees Australia’s authorized deposit-taking institutions, life and general insurance companies, and superannuation funds. Therefore, it was crucial for ADICA to have a robust risk management and compliance system in place.

Participate, the largest teacher exchange sponsor in the U.S., faced significant challenges in managing the extensive paperwork required for recruiting and relocating international teachers. The process involved manually pulling, cutting, and pasting data into multiple documents, including virtual resumes, visa applications, and benefit enrollment forms. This labor-intensive process was not only time-consuming but also prone to errors. Furthermore, the requirement for physical signatures meant that documents had to be mailed overseas and then mailed back, causing further delays. The entire process could take months, creating headaches and endless delays for the organization. Over time, Participate outgrew its homegrown system’s capabilities and needed a more efficient solution.

Northumbrian Water, one of the UK's largest water utilities, faced a significant challenge in extending workflow to remote environments, including underground and overground assets, as well as to suppliers and contractors not on its enterprise network. The company needed to track the physical condition of hundreds of chemical tanks, a task that was previously done using spreadsheets and paper forms. These methods were not searchable and did not facilitate analysis. Tanks that corrode can leak toxic chemicals that damage the environment and may seriously injure people. They can also expose the utility to tens of thousands of pounds in regulatory fines and even higher civil damages. The company needed a solution that would allow for prompt and accurate recording of tank conditions and facilitate easy analysis of the data.

MAN Energy Solutions, a leading supplier of large diesel engines and turbo machines, was grappling with a complex, hardware-intensive workflow system that was prone to failure. The system was built with a single point of failure, which meant that when it went down, it caused widespread productivity issues. Repairs and maintenance were not only expensive but also required intervention from a UK-based team, adding to the complexity and inefficiency. The intricate workflow design intimidated many of the company's users, which further impacted company-wide adoption and efficiencies. MAN Energy Solutions needed a less complex workflow solution that would optimize its investment in SharePoint technologies, reduce overhead, improve productivity, and enhance business process automation.

Scottish Fire and Rescue Service (SFRS), the world’s fourth largest fire and rescue service, was facing a significant challenge in managing employee and payroll data for its full-time, part-time, and volunteer staff. The process was manual and cumbersome, with hours logged on paper and then inputted into a spreadsheet. This data was used to determine pay calculations, call out fees, bank holiday payments, etc. This process was replicated across each of the 274 stations in Scotland, generating a monthly spreadsheet per station. All tracking, updating, and verification of crew data was manual, resulting in a time-consuming and frustrating process. Each year, station managers, watch managers, and payroll teams spent an estimated total of over 10,000 hours handling more than 3,000 spreadsheets. Additional time was also spent correcting human errors and responding to crew members’ requests about their pay. SFRS needed a solution to improve this process and make their staff more efficient.

The San Francisco Municipal Transportation Agency (SFMTA) was facing challenges with its paper-based business processes. The agency was struggling with coordination and efficiency due to the manual nature of these processes. One of the major projects that highlighted these issues was the extension of SFMTA’s subway system. The supply chain processes for this project were managed manually through email, leading to a complex and time-consuming process. Important stakeholders were often left out of conversations, communication threads risked dropping off without warning, and important items would sometimes go missing, all of which created problems and delays. The agency needed a solution that would ensure every process and task assigned was trackable, so contractors could be held accountable for their work.

First Mid-Illinois Bank & Trust, a $1.5 Billion Bank with 37 locations throughout Illinois, was facing a significant challenge in managing multiple, daily data-related tasks that were time-consuming and negatively impacting productivity. Employees were spending a significant amount of their time on tasks such as product code changes, adjustments to overdraft limits, fee assessments, responsibility code updates, and other manual processes. This left them with less time to serve customers or work on high-value projects. One specific task involved updating accounts that had qualified for the bank’s overdraft protection service, which required two employees to work for two days each month to change the status on an average of 500 accounts. Additionally, the bank began assessing a $1 monthly dormancy fee to inactive DDAs and savings accounts in late-2012. However, their core system was unable to retroactively apply that fee to accounts that were already dormant, leading to the need for manual application of fees, which was a time-consuming process.

Bidvest SACD, a leader in supply chain management, was grappling with paper-based processes that made it challenging to track inventory and resolve process-related issues. The company's capital was largely tied up in inventory that wasn't accurately monitored, and managing expenditures was difficult due to non-standardized processes. Financial analysis was a time-consuming process, with information scattered between systems or stored on paper. The company was also hindered by operational inefficiencies due to their reliance on paper-based processes, limiting the information needed for effective decision-making and making timely decisions difficult. Additionally, without K2 Five, development cycles were long, making it challenging to support the needs of the business.

ConnectWise, an award-winning software suite provider, faced significant challenges when they decided to integrate their four separate business units - ConnectWise Automate, ConnectWise Sell, ConnectWise Control, and ConnectWise Manage. These units had been operating independently, each with its own set of processes and tools. The integration resulted in a cluttered system with duplications, outdated documents, and process variations, which slowed down operations. The challenge was to streamline these processes and ensure effective communication across all units. The company also needed a solution that could integrate with their existing SharePoint system and be easy for their predominantly young workforce to use and understand.

CAE Australia, a global leader in providing comprehensive training solutions, faced a significant challenge when it outgrew its existing business process management (BPM) infrastructure. The company, which employs 8,000 people at over 160 sites and trains more than 120,000 aviation crew members annually, was struggling with a lack of clarity around roles and responsibilities. This lack of clarity was hindering the company's ability to embed continuous improvement into the fabric of their organization. Remi Guillemette, CAE Australia’s business processes and continuous improvement manager, recognized the need for a shift in the company's culture towards one that prioritized continuous improvement and process ownership. The challenge was to find a way to shift the focus from compliance to performance, without compromising on compliance, and to motivate employees to take ownership of their processes.

New Belgium Brewing Co., a leading craft brewer in the United States, faced significant challenges as it expanded from producing five beers a year to over 30. The company's existing communication and planning methods, which relied heavily on email, meetings, and SharePoint, were proving inadequate for the increased scale of operations. The brewery was concerned about potential communication gaps and missed details that could hinder its success. The process of launching a new beer involved multiple departments, dozens of employees, and several processes, making it a complex task. The company's reliance on email communication and SharePoint to track tasks was slowing down the launch schedule, a risk the company could not afford in a competitive market with new breweries opening every year.

GBM Minerals Engineering Consultants Limited, a UK-based firm that designs and manages the construction of minerals extraction plants, was facing challenges with its legacy system used for managing complex project documentation processes. The system lacked functionality, was slow to use, and difficult to scale. This was a significant issue as the nature of GBM's business required strict attention to document management for proper project execution. Inefficient processes could lead to incorrect specifications, resulting in wrong materials and equipment being shipped to site, construction delays, and budget blowouts. Therefore, GBM needed to keep careful track of its documentation and closely manage transmittals—specific sets of version-controlled documents—sent to clients.

The Catholic Education Diocese of Parramatta (CEDP), a non-profit organization, was grappling with the challenge of streamlining the education-compliance full audit process that its school staff underwent every five years, as well as an annual self-monitoring process across its 78 schools. The workload associated with responding to this audit placed significant pressure on teaching staff, administrators, and principals. The process was time-consuming, requiring manual filling out of spreadsheets and emailing them to the education office. Additionally, compliance requirements were ambiguous and often interpreted differently. With 78 Catholic schools in the Diocese, four early learning centers, and a total student population of over 43,000, managing schools and delivering student outcomes was complex and expensive. CEDP needed a solution to reduce staff stress levels, save time, and improve accuracy.