PD Ports, a leading provider of port-centric logistics and warehousing solutions, was facing challenges in improving the efficiency and cost-effectiveness of its internal processes. The company was seeking ways to enhance its market position and customer satisfaction. One of the challenges was managing a mobile workforce that often worked away from the office, making vehicle safety checks difficult to handle. Another challenge was handling short-term contracts that required efficient contract and order management over short periods of time, typically handled by employing additional staff. Lastly, the company was dealing with inefficient customer service investigations that required warehouse staff to spend several hours a week investigating to identify and solve issues.

An Australia-based industrial services company was struggling with slow, labor-intensive processes that were hampering its growth. The company had attempted to automate its workflows using traditional .NET development, but the results were unsatisfactory. The existing systems were not only time-consuming but also prone to errors and difficult to troubleshoot. For instance, employees had to individually submit training requests, chase approvals, and gather additional supporting information for each step. After six months of unproductive efforts, the company decided to abandon its .NET attempts and look for a better solution.

GG Group, a global manufacturer of cables, wires, and cable harnesses, faced significant challenges in its budget allocation and process standardization. The company relied heavily on spreadsheets and paper forms to prepare budgets and allocate resources, which resulted in a lack of visibility and wasted time in status meetings. The company's operations were fragmented due to various methods of project management employed by its employees. Additionally, GG Group faced the challenge of ensuring consistency across its 4,500 employees worldwide. The company's key engineering process, Variant Development, was heavily dependent on individual employees and their personal knowledge of various processes. This resulted in a process that took six to 12 months and required more than 100 employees across multiple locations.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.