The City of Karratha in Australia experienced a population boom due to the mining resources in the area. This rapid growth posed significant challenges to the city council, which was under pressure to serve the expanding population. The council had to hire new staff, many of whom were unfamiliar with public sector responsibilities. The council also had to add services that even experienced staff hadn't dealt with before. The Western Australian state government was pushing councils to find efficiencies in their operations. The City of Karratha's remoteness and large land area meant they couldn't amalgamate with other councils for efficiency – they needed to look internally. The council was also facing risks due to staff relying on incorrect process information or not following approved procedures.

Environment Southland, a local government organization in New Zealand, was facing challenges in managing their processes due to growing staff numbers and changing legislative requirements. They were using Visio to record standard operating procedures, but the staff found it clunky and time-consuming. The lack of a centralized system for process management led to confusion and inefficiency, as staff often didn't know if a process existed or where to find it. The organization needed a single source of truth where users could create, edit, review, improve, and access organizational processes. They were also struggling with engagement from third-tier management to drive the process culture.

A leading solar energy systems manufacturer was grappling with the challenge of managing its commercial projects more effectively and at a lower cost. The company had around 500 active projects at any given time, involving project managers, procurement personnel, buyers, contractors, and other team members. The project management software they were using was proving to be both too expensive and inadequate. The high licensing costs were a burden, and the software failed to integrate its workflows with other essential applications in the company's internal platform, such as Salesforce, Box, and Qlik Sense. This lack of integration was causing inefficiencies and hindering the smooth progress of projects.

Coca-Cola Beverages Florida, a start-up company, faced significant challenges in integrating its business processes after acquiring its operating territory in three phases. The company's operations, spanning manufacturing, sales, and distribution, were not fully integrated, leading to inefficiencies. The transportation operations, in particular, were largely manual, relying on paper-based forms and processes to track critical information on assets and their locations. This manual approach was time-consuming, cumbersome, and prone to errors. Similarly, the company had over 600 processes housed in a legacy process repository, which was mostly a collection of PDFs, videos, pictures, and spreadsheets. This made it difficult to access, manage, and maintain the repository, leading to high costs and reduced visibility and control over key processes.

The Hernando County School District, located on Florida’s central-west coast, was facing a threefold challenge. The district, which comprises 29 schools and facilities, 23,000 students, and 3,100 staff, needed to boost productivity, retain informal knowledge, and minimize risk. The Facilities and Construction Department was particularly at risk due to employee turnover, which threatened the loss of district-specific knowledge and processes that had not been formally recorded. This was not just an operational issue, but also a statutory requirement. The district was responsible for ensuring that all its building permits met building, fire, and life safety code requirements. The challenge was further compounded in 2016 when the district's budget for deferred maintenance work increased tenfold after voters approved a tax fund. The department needed a solution that could support both its construction and operational processes without breaking the budget.

The Fisheries Research and Development Corporation (FRDC) in Australia, a co-funded partnership between the Australian Government and the fishing industry, was facing a significant challenge with its funding application process. The process was managed by a bespoke tool built by a local software developer, which was not only slow but also prohibitively expensive for even minor changes. The FRDC, which plays a crucial role in the sustainability of Australia’s oceans, needed a more efficient and cost-effective way to manage and track the high number of research funding applications it received. The existing system was rigid and expensive, and the stakeholders were looking for an innovative and dynamic solution that would allow users to quickly make changes without excessive coding.

Westbury Street Holdings (WSH), a parent organization for a group of companies operating in the food services and hospitality sectors, was heavily reliant on outdated processes that were too dependent on spreadsheets and manual work. The company was providing centralized business administration for eight separate companies and was constantly seeking ways to improve its services. After an internal IT review, WSH decided to migrate from Microsoft SharePoint 2010 to SharePoint Online and transition all its core business systems to the cloud. This decision had significant implications as WSH had around 60 automated processes for HR, finance, legal, health & safety, and purchasing that needed to be transitioned to the new cloud environment. These processes were built over eight years using a combination of a competitor’s forms and workflows, InfoPath forms, and standard SharePoint functionality.

The leading transporter of natural gas in the United States was facing challenges with its workflow automation tool based in Microsoft SharePoint. The tool was not efficient enough to support its safety, HR, and other processes. The company needed a solution that could ensure proper tracking, auditing, and reporting, which are vital for its operations. The company also had to deal with heavy regulations due to the nature of the natural gas industry. They needed solid processes to back up any steps taken throughout business and operations processes. The company has approximately 6,000 miles of natural gas transmission pipelines across several states and is committed to providing safe, reliable, and efficient service.

Chris O’Brien Lifehouse, a leading cancer hospital based in Sydney, Australia, was grappling with the challenge of improving its legal processes. The hospital had several systems in place for visibility and consistency, but a large number of manual processes were still being relied upon. The hospital had turned to SharePoint and InfoPath to improve these processes, but found that they still required more speed in delivering the end product and more visibility into the processes. They needed a robust, flexible solution that could integrate with, and pull data from, several systems simultaneously. Additionally, they needed forms and workflows that were simple enough for end users to utilize.

Metro Pacific Investments Corporation (MPIC), an infrastructure investment holding company with extensive projects in water, power, toll roads, and healthcare services, was facing significant challenges with its expense/reimbursement and contract management processes. The company's reimbursement and expense management processes were paper-based, manually completed, and labor-intensive, which impeded finance and accounting operations. There were instances of misplaced or duplicate applications, leading to slow turnaround times. Additionally, due to the stringent requirements of 3rd party audit firms, MPIC was also in need of a solution that enables instant review and retrieval of contracts. Newly signed contracts did not have a proper workflow for the legal department’s review and retrieving these contracts for update or audit purposes were a chore.

Matchis Foundation, the Dutch center for stem cell donors, was facing a steady increase in donor requests due to the expansion of its register of potential donors. The foundation holds the details of over 326,000 potential stem cell donors and expects to grow its register by 30,000-40,000 new volunteers each year. This growth was leading to a 20% annual increase in requests for stem cell donations, thereby increasing the workload for the team managing the donation process. The process involved a series of steps, tightly controlled by regulations, including discussing the donation procedure and risks with the matched donor, setting up medical examinations, and hospital appointments. The existing processes were rigorous but time-consuming and involved a lot of manual data entry. The foundation needed an automated solution to manage and process donor requests and donations efficiently when a match was found.

Computer Services, Inc. (CSI), a leading provider of financial technology and regulatory technology solutions, was heavily reliant on legacy paper and spreadsheet-based workflows. This included a cumbersome process for the allocation of equipment for both customers and employees, which required constant updates to a centralized spreadsheet, making it prone to errors. Additionally, CSI’s Managed Services team identified a need for a digital process automation solution to integrate with its cloud-based ticketing system, Autotask. The process, referred to as MAC (Move/Add/Change), had numerous steps integrated with both Autotask and Microsoft SQL Server. Lastly, as a 50-year-old company, CSI had numerous simple workflows that represented busy and often repeatable work, with roughly 30 identified that could function with no human interaction.

Chaucer Syndicates, a leading specialty insurance group, was facing a significant challenge in managing its risk analysis process. The company's small Exposure Management Services team was tasked with assessing over 1,000 requests for risk models annually from 20 underwriters based in various global locations. The process was managed in an ad hoc manner through emails, phone calls, and spreadsheets, leading to a lack of visibility and inefficiency. During busy periods, the risk analysts struggled to meet deadlines, and underwriters had no clear view of the status of their requests. Chaucer needed a solution to increase productivity and provide an accessible process for viewing the status of risk scenarios.

Bufetat, a government agency in Norway responsible for state-funded child welfare and family counseling services, was struggling with an antiquated system of handling massive amounts of incoming documentation. The agency was dealing with over 7,500 new documents per month, which were being sorted and delivered by hand to its 5,600+ caseworkers. This traditional method was not only time-consuming but also inefficient, as documents were not always reaching the right people at the right time. The system lacked visibility, making it difficult for managers to review the status of cases without directly speaking to caseworkers, which further wasted valuable time. As the number of children and families in need of assistance continued to grow, Bufetat recognized the need for a more efficient internal case management system to respond to service requests more effectively.

Tomago Aluminium, Australasia’s largest aluminum smelter, was grappling with a disconnected IT infrastructure and an over-reliance on paper forms and email-based processes. This led to a lack of transparency and visibility into potential safety issues, making it difficult to ensure that tasks were being carried out safely and that safety issues were addressed promptly. The company was using surveys within SharePoint and paper forms to conduct life-saving controls, which created safety risks and made reporting difficult. Additionally, the company had to audit its 840 pots daily, a process that was tedious and time-consuming. The data collected from the pots had to be written down manually and then entered into a shared spreadsheet, a process that was prone to errors and inefficiencies.

A global biotechnology company, with divisions focusing on animal and food safety, genomics research, life sciences, and toxicology, was struggling with an 'old school' system of email and paper forms. This system made processes complex and time-consuming, leading to extended approval processes and a high probability of error. The company needed to meet stringent requirements not only for each line of business, but also compliance across local, state, and federal government agencies both in the U.S. and globally. The company initially relied on Microsoft SharePoint to improve collaboration, but soon realized they needed a low-code process automation platform to ensure end-to-end workflows were meeting the requirements of the business.

Liebherr Hausgeräte, a manufacturer of domestic refrigerators and freezers, was facing challenges with its existing workflow automation tools. The company had been using Microsoft SharePoint and another process automation platform to automate key business workflows. However, they were experiencing limitations with these technologies, particularly in creating more complex, end-to-end process automation. Additionally, the company wanted to create an automated process for customer repairs that could be initiated directly by customers and used by external partners as well as internal employees. However, after migrating to Microsoft Dynamics CRM, they could no longer make their core CRM application available to over 300 external service partners without purchasing Microsoft licenses for each user.

CorVel Corporation, a publicly-traded company providing risk management solutions, was facing challenges in managing its internal sales functions. The company, with approximately 4,000 users of its proprietary software solutions, was experiencing explosive growth. However, this growth led to the use of a large variety of disparate workflow applications, some of which were competing with each other. This situation was causing inefficiencies and slowing down processes, particularly in the area of commission management. The process of submitting sales reports, getting them reviewed, and gaining approval was time-consuming, leading to delays in commission payments to the sales team.

Zamil Industrial, a leading provider of market-leading equipment, construction materials, and innovative design and engineering solutions, was facing a significant challenge with its legacy business process automation platform. The platform was initially sufficient for the company's needs, but as the organization expanded and its requirements grew more complex, the platform failed to provide the necessary scalability and reliability. The IT resources were under constant pressure due to frequent bugs and breakdowns that required immediate attention. The lack of adequate support from the legacy system providers led to increased downtime and business interruption, which became a serious issue for the company. Zamil Industrial was in dire need of a workflow engine that could keep pace with its growing digital technology demands.

Euro Caps, a leading coffee manufacturer, was facing challenges in managing its business processes due to rapid growth. The company's existing email and spreadsheet processes were no longer adequate for the volume of goods it was producing and its enlarged workforce. Employees were sharing spreadsheets and documents via email, leading to multiple versions of the same files. Additionally, there were numerous ways of collecting data across the business, and the same data would be entered into different applications by different people. Despite these inefficiencies, the company's processes were vital to upholding its high standards for the quality of their goods. The company also aimed to become a paperless factory, which required implementing more automated, digitized solutions across the company.

MMC, a financial services company based in New Zealand, was facing significant challenges with its client onboarding process. The process was primarily manual, involving handwritten applications, which was causing major bottlenecks for the thousands of clients they onboarded every month. The manual process made it difficult to track issues, introduced a significant amount of risk, and resulted in double handling of material from a user’s perspective. This was due to the need to retrieve data from external systems, which also introduced risk and training issues due to the number of systems MMC had to integrate with. MMC’s CIO, Craig Richardson, recognized the need for a change to streamline the onboarding process, reduce risk and waste, and improve overall auditability.

IOZ, a Swiss professional services company, was facing a dual challenge. Firstly, their clients required a business process management solution that could be easily integrated with SharePoint. Secondly, IOZ itself was in need of a solution to overhaul its quality management program. The company, which specializes in SharePoint and automation with Nintex, realized that many of its clients still needed an effective and hassle-free solution for process mapping and management. IOZ was also struggling with a large number of processes, some of which they were previously unaware of, and needed a way to streamline and optimize these for better efficiency and profitability.

The V Foundation for Cancer Research, a nonprofit organization based in the United States, faced a significant challenge in delivering customized annual letters to its recurring donors. The organization was unable to include custom tables that listed and totaled the annual contributions of these donors. This was a significant issue as these comprehensive year-end statements were highly desired by donors for recordkeeping purposes and for claiming charitable deductions on income tax returns. The existing tools in the Salesforce solution that the V Foundation used did not support this need. Moreover, the organization had a small Donor Services department with only three staffers, making it impractical to manually produce these letters for a large and growing donor base.

De Heus, a leading feed producer in the Czech and Slovak Republics, faced significant challenges with its accounts payable process. The company lacked a defined system for effective document management and integration with other internally used systems like Integra and ABRA Gen. The process was largely customary, with electronically received invoices being printed and physically circulated for approval, similar to paper invoices. This led to frequent delays in approval, loss of invoices, and damage to De Heus's reputation among suppliers. Data from received invoices were manually transcribed into the ERP, placing increased demands on the accountants' time and attention. Contracts, after being signed, were scanned and stored in a shared drive, leading to issues of traceability and confidentiality. Issued invoices generated from multiple systems lacked a centralized repository, making it difficult to manage and track them.

Framework Housing Association, a UK-based charity, supports over 18,000 people annually who are either homeless or at risk of becoming homeless. The charity had set an ambitious goal to raise £3 million in five years to build 200 additional homes and extend its support services through a campaign called Building Better Futures. However, the charity's employees were spending a significant amount of time on repetitive manual tasks, which was hindering their ability to focus on communicating with supporters and organizing fundraising events. They needed a solution that would automate these tasks, freeing up their time to focus on their core mission. Additionally, they were struggling with managing and analyzing the large volume of data related to donations, campaigns, and fundraising events.

CEZ Group, a Czech energy industry giant, was committed to improving business processes across its 40+ companies and business units. The group faced the challenge of streamlining over 3,000 workflows to increase business efficiency, improve health and safety, and comply with fast-changing COVID-19 legislation. A key workflow was a health and safety improvement solution that allowed employees to report safety concerns and suggest measures to address them. This solution was used daily by employees throughout the group. Additionally, when the COVID-19 pandemic emerged in 2020, CEZ Group had to create a new process for collecting and storing COVID-19 test results for over 28,000 employees, to comply with national legislation. The process also helped top management monitor the health condition or vaccination rate of key employees.

Wawanesa Insurance, a leading Canadian mutual company, was grappling with the increasing demand to deliver superior member experiences. The challenge was to enable brokers and employees to spend less time on manual and repetitive tasks and more time delivering value to members. The rapid changes in technology, the rise of Insurtech solutions, and the demand for a better member, broker, and employee experience, especially in a post-COVID world, necessitated innovative solutions. Wawanesa Insurance was continually seeking to improve processes and deliver a better member experience.

Long Term Care Group (LTCG), a leading provider of business process outsourcing for the insurance industry, was facing a significant challenge in managing its day-to-day operations. A large proportion of LTCG’s work was based on handwritten documents such as notes and faxes, which required labor-intensive, manual efforts to process. These tasks were not only repetitive and time-consuming but also prone to human error. Furthermore, LTCG uses a proprietary software solution to interface with corporate insurance clients, adding an extra layer of complexity to the situation. Compatibility with this solution was a key prerequisite for LTCG when adopting new technologies. The company was in dire need of a solution that was straightforward to implement, very reliable, and easy to scale up at a later date.

Amber Beverage Group (ABG), a rapidly growing international producer, distributor, exporter, and retailer of beverages, was facing challenges in streamlining work processes for its team of over 2,100 employees. Despite using a comprehensive ERP system, the company found that frequent, cumbersome, manual tasks were still preventing workers from reaching their full potential. For instance, each time an employee created a purchase order within the ERP system, the system would immediately email the employees who were responsible for approving it. This process would frequently disrupt many team members in the office throughout a typical workday, while those traveling abroad would need to open their computers and access a VPN in order to approve a purchase order. The company’s ERP system is divided into 12 different databases due to the variety of languages and regions in which it operates, adding to the complexity of the situation.

AgriFutures Australia, a government organization that invests in research and development to sustain and grow rural industries, was facing challenges with its on-premise project management software used to manage the research grant process. The process was manual, time-consuming, and difficult for both staff and research applicants. The situation was further complicated by the 2019 bushfires in Australia, which highlighted the need for a better disaster recovery strategy. The existing platform was hard to develop on, making it difficult to add new enhancements. Additionally, there was a high demand for IT helpdesk support to assist people in submitting applications.