Blender Financial Technologies, a fintech startup based in Israel, aimed to build an automated technology platform devoid of manual work processes. The company, which started in 2014, had the goal of creating a consumer lending platform that was fully integrated, driven by automation, and housed exclusively on the cloud. The challenge was to build an online platform that was efficient, fast, and easy to use, with no manual or offline processes. Being a fintech startup, Blender had the advantage of not having to deal with legacy systems, but the task of creating a platform that was both consumer-friendly and compliant with the regulations of the financial services industry was still a significant challenge.

MISL Limited, a UK-based insurance company, embarked on a digital transformation project to support multiple brands under a shared service model. The project began with a focus on enhancing the web experience for customers of a single brand. However, as the website was being prepared for launch, it became clear that extensive manual testing was required to ensure its readiness. This process was time-consuming, with some teams spending three days on testing and two days on project closure. The manual processes were also concentrated among a few staff members, posing a potential risk to the business. MISL was already using Nintex RPA for claims processing, and it was identified as a potential tool for automating the testing process.

The Tel Aviv Stock Exchange was grappling with a manual and time-consuming process for registering securities, including Initial Public Offerings (IPOs), secondary offerings, rights offerings, and private placements. The process involved multiple internal and external stakeholders, making it complex and prone to human errors. The registration process for an IPO, in particular, involved several parties including lawyers, underwriters, the company, the stock exchange, and the stock exchange clearing house. The manual process was not only inefficient but also lacked transparency and security, posing operational risks. The exchange was handling over 1,000 applications for the registration of securities annually, making the need for a streamlined and automated process imperative.

Apex Energies, a pioneer in solar power in France, was experiencing rapid growth and had ambitious plans for the future. The company was looking for a collaborative, scalable tool to map, document, share, and improve its processes. The company's quality, health, safety, and environment (QHSE) department had been using free process modeling software, but these tools had several drawbacks. Mapping and updating processes was a complex and time-consuming endeavor, and users were unable to share information in-house, link documents, and collaboratively describe processes, give feedback, or make changes. The company needed a more collaborative, user-friendly application that could support its continuous process improvement program and help it achieve its target of increasing its installed capacity to 1 GWp by 2025.

Virgin Australia, the second largest airline in Australia, faced a significant challenge in managing its large and mobile workforce. The airline industry is characterized by significant compliance requirements, a massive amount of forms, and a large workforce that is often remote or in constant motion. Virgin Australia's workforce, which included 3,000 cabin crew members and 1,100 pilots and flight crew, needed to submit safety reports, leave requests, check flight status, and complete various other tasks on a daily basis. The data collection required manual processing across multiple teams, which was time-consuming and inefficient. The challenge was to find a solution that could automate these processes, reduce the workload on HR staff, and provide cost-effective access to data and systems.

Colep Consumer Products (Colep CP), a leading global manufacturer in the Cosmetics, Personal Care, and Home Care market segments, sought to leverage its focus on innovation to drive efficiency gains across its operations. With over 1000 employees and five strategic locations across Brazil, Germany, Mexico, Poland, and Portugal, the company faced challenges in ensuring consistent, efficient, and centralized processes. The first project to be automated was one of the most complex processes at Colep CP – investment requests. Despite the promising outcomes and tangible improvements projected, the team initially encountered apprehension towards the project, a common occurrence in organizations embarking on large-scale transformation projects. Some users found the system's simplicity underwhelming, and robust change management strategies were required to successfully deliver the project.

E.T. Browne Drug Co., a leading manufacturer of treatment-oriented beauty products, faced a significant challenge in its label and packaging process. The company continually designs and redesigns its labels and packaging for new products, new formulations of existing products, and to meet new regulatory requirements in the 100 countries it operates in. This process involves multiple departments, including research and development, marketing, legal and compliance, and manufacturing. The review and approval process was manual, leading to delays and lack of visibility into the status of ongoing reviews. Documents could sit on a manager’s desk for days or weeks, delaying time to market. There were constant issues around whether someone had the correct version for review and no reminders to perform tasks. As the company started to automate the workflow, another issue emerged. The company was routing visual data and content, including the size, shape, color, and positioning of label and packaging materials. However, the Adobe Illustrator files in which that content was created weren’t supported by SharePoint, and the pre-rendering into PDFs lacked the precision needed for meaningful approvals.

The U.S. Olympic Committee (USOC) was faced with the daunting task of manually processing thousands of forms for athletes visiting their Olympic Training Centers (OTCs) in Colorado Springs, Colorado and Lake Placid, New York. Each visit required extensive paperwork, including waivers, codes of conduct, and demographic surveys. Additionally, to avail the insurance coverage provided by the USOC, athletes had to receive, complete, and return paperwork within a tight deadline. The USOC was also responsible for sending legally binding documents, known as Games forms, to every athlete, coach, and staff member attending the Olympic, Paralympic, PanAmerican, or Parapan American Games, resulting in thousands of documents each year. Furthermore, the USOC hosted youth camps requiring consent forms and waivers with signatures from both parents and camp participants. With no central repository of information, handling all this paperwork became an inefficient model for the USOC.

United BioSource Corporation (UBC), a pharmaceutical support enterprise, was facing significant challenges with its patient consent process. The paper-based system was not only costly but also time-consuming, often taking between 4-11 days for completed forms to arrive back at UBC. This delay was detrimental to UBC's ability to swiftly deliver services to patients. Additionally, the cost of printing and shipping the consent forms was adding up, with UBC spending upwards of $47 to obtain a traditional patient’s consent. The paper-latent consent process was not only causing extraneous costs but also impeding UBC's ability to serve patients promptly.

Firehouse Subs, a fast-casual restaurant chain, was facing challenges with its existing signing process for franchise agreements and other related documents. The process was manual, costly, and prone to errors. It involved printing franchise agreements, tabbing where each signatory was to sign, and shipping the documents to the recipient. The franchise owners would then call the recipients to advise them to only sign the receipt page and not the franchise agreement until the seven-day disclosure period had passed. This process required extensive follow-up to comply with FTC requirements and was time-consuming and expensive, largely due to shipping requirements.

Tropical Smoothie Café, a rapidly growing restaurant franchise, was facing challenges with its franchise agreement process. The process was heavily reliant on paper contracts, which were not only costly to mail but also time-consuming to manage. The franchise agreement process was subject to Federal Trade Commission (FTC) mandates, which required specific time intervals between stages of the transaction. This meant that the company had to wait for physical contracts to be returned, manage missing signatures or omitted information on returned contracts, and then file and store these documents. This laborious process was straining the company's resources and complicating the timeline for opening new franchises.

PowerObjects, a professional services firm and partner for Microsoft Dynamics 365, was facing challenges in its human resources and sales departments due to time-consuming, paper-based processes. The HR department was struggling with the paperwork involved in the hiring process, from creating and sending job descriptions to interviewing candidates and sending out offer letters. This process was not only cumbersome for the HR team but also for the candidates they were trying to recruit. Similarly, the sales department was grappling with a prolonged sales cycle due to the tedious paperwork involved. The lack of transparency within their system provided no insight into where the clients were in the signing/closing process, which sometimes led to lost sales and strained relationships with clients.

Berglandmilch, the largest dairy group in Austria, was facing a significant challenge in managing its complex packaging change process. With nearly 6,000 different packaging varieties and around 300 changes every month, the process was critical yet lacked transparency. The company primarily used paper forms, making it difficult to monitor the progress of projects and intervene promptly to prevent mistakes. The process involved as many as 15 different people from up to five internal departments, as well as several external suppliers such as graphic design agencies. The company needed more visibility into the status of any product at every stage of operation, especially considering the short shelf life of dairy products. Furthermore, the legal department had to check each change in detail to ensure compliance with national and international food labelling laws, adding another layer of complexity.

Innovatix, the nation’s largest group purchasing organization (GPO) serving the non-acute care marketplace, was facing a significant challenge in managing its membership paperwork process. The company, along with its affiliate GPO, Essensa, manages a contract portfolio with thousands of contracts and processes over 10,000 contract documents per month. To join Innovatix or Essensa GPO, prospects must submit membership paperwork and contract documents with varying levels of detail. In some cases, there could be dozens of documents totaling over 100 pages. Many of these documents are provided by vendors, limiting the flexibility in streamlining the volume of paperwork. The company wanted to transition from a paper-based system to an electronic document generation system that integrated with their recent implementation of Microsoft Dynamics CRM® 2011 and supported automatic identification of documents and electronic (digital) signatures.

Shoosmiths, a UK-based law firm, was grappling with a fragmented workflow environment. The firm had been using workflow automation for over 15 years, during which it deployed 13 separate workflow technologies and solutions. The firm had implemented Microsoft SharePoint to centralize document management across its 11 offices and had also implemented SAP as its practice management and financial systems solution. Despite these implementations, the firm was still facing challenges with its workflow management. The firm recognized the benefits of having a single workflow platform integrated with SAP and SharePoint, which would allow them to move all their existing workflows onto one platform and use it as the basis for future workflow development within the business.

The Food Standards Agency (FSA), a government agency responsible for food standards in England, Wales, and Northern Ireland, faced a significant challenge in collecting and consolidating data from around 200 meat production facilities. The process was time-consuming, inconsistent, and inefficient, relying heavily on spreadsheets and documents. It took at least two days to combine 200 spreadsheets for the monthly contamination report alone. Additionally, the agency struggled with data accuracy, with automation efforts frequently producing error readings. This was particularly problematic as the agency needed to publish its audits in support of the UK Government’s Data Transparency agenda. On the other hand, Shine Lawyers, a law firm, was concerned with simplifying its internal processes around client onboarding and improving customer experience. Prospective clients often contacted the firm outside of office hours, and without immediate action, these clients could potentially turn to other firms.

STIHL Australia, a retail company, was grappling with the inefficiencies of manual, paper-based processes. The company relied heavily on physical forms for various processes, including capital expenditure requests and product launches. This method was not only time-consuming but also resulted in a lack of visibility and accountability. The company had initially attempted to automate their workflow using Microsoft InfoPath, but the product's impending deprecation led them to seek a more robust and reliable platform. Additionally, STIHL's customer service was being hindered by these manual processes, preventing employees from focusing on delivering excellent customer experiences.

Angel Trains, one of Britain’s leading train leasing companies, was facing a significant challenge in managing its financial approvals process. The company, which has invested £5 billion in new trains and refurbishments of existing rolling stock, frequently needed to issue and approve purchase orders and contracts with values exceeding £100,000. This required a rigorous approval process that was both accurate and efficient. However, the company was struggling with a disconnected IT landscape, with over 10 separate custom business systems. This resulted in departmental silos with little or no integration with the company’s core asset management and financial systems. The IT landscape was complex, time-consuming to manage, and costly to adapt when business needs changed. The company needed a solution that could integrate its existing systems and automate the approval workflow.

WorkSafeBC, a public health agency dedicated to promoting workplace health and safety, was grappling with an increasing number of manually managed systems and processes. This was slowing down the team and decreasing overall quality. The organization was struggling to maintain quality and timeliness due to the high volume of manual systems. The team also wanted to create added transparency and audit-ability, so the right people would know where things were and who had done what, thereby eliminating bottlenecks. Another challenge was the outdated forms and systems. WorkSafeBC had several automated forms developed using Outlook forms in a unique way. However, the platform for these forms, Microsoft Exchange Server 2003, was no longer supported. This necessitated a strong push to get all 75 forms off Exchange and integrated into their current systems.

PayNet, a leading financial services company in Malaysia, was grappling with cumbersome internal processes that were diverting time and resources away from customers. The basic leave management system (LMS) for employees was creating difficulties for HR and supervisors in tracking leave records and their statuses, affecting resource allocation. Major workflows such as the incident management system (IMS) and change management system (CMS) were also affected. PayNet’s helpdesk team and change management secretariat had to consolidate, monitor and analyze all the different information needed to manage customer requests. The challenge was to deliver a simplified process for all of this manual work.

PT Berlian Sistem Informasi (BSI), a large IT solution and consulting company based in Jakarta, Indonesia, was grappling with a number of manual, paper-based processes that were causing significant delays and inefficiencies. These processes included employee leave, business travel requests, and overtime pay approvals for its 150 consultants. The approvers were often unaware of new requests or were away from the office, working onsite with clients. On the client side, paper-based documents for discounts and sales proposals had to be hand-delivered and manually tracked. The absence of a centralized document management system led to proposals and related documents being easily misplaced, resulting in delays, duplication of work, and the creation of additional work. This not only impacted BSI’s clients but also led to internal frustration and negatively impacted cash flow. BSI needed a solution to manage client-related documents and automate manual internal processes to streamline efficiency and better serve clients.

Potter Clarkson, a rapidly growing intellectual property law firm, faced several challenges due to its expansion across Europe. The firm had to manage a higher volume of new business daily, with each new piece of work, such as a patent request or litigation case, requiring a unique reference number. The process of opening a new matter in the central records management system and sharing the relevant documentation with the appointed attorney and paralegal teams could take up to three days. There was also a lack of consistency in the way different teams handled this process. Additionally, the firm had to make around 6,000 changes to its central matter records every month due to the nature of intellectual property law. The firm was seeking a standardized approach that brought efficiencies to this process. Lastly, the firm received over 1,000 items of mail weekly, which needed to be shared efficiently among employees and teams. The manual distribution of these documents was time-consuming and became more challenging as the business expanded.

Guy’s and St Thomas’ NHS Foundation Trust, a UK-based healthcare provider, was facing a significant challenge in managing its emergency response system. The organization, which serves two million patients a year across three hospitals and over 50 sites, needed to be able to mobilize quickly with immediate, consistent, and intelligent action plans in the face of evolving threats ranging from pandemics to acts of terrorism. The existing system, which relied on a range of spreadsheets and Windows-based files, was found to be unwieldy and lacked transparency. The organization needed a solution that could meet the stringent requirements of the Civil Contingencies Act, provide visibility into which parts of the business were affected during an incident, and prioritize resources to maintain patient care. The desired solution needed to have three core elements: the ability to leverage the enterprise-wide license they already had with K2 Software, support from an in-house development team, and integration with Everbridge.

IMPULS-LEASING Slovakia, a vehicle and equipment leasing company, was grappling with an outdated and slow contract lifecycle process. The company had to manage around 10,000 active contracts for current clients at any given time and typically created or amended over 2,000 contracts every year. The company's previous document and process management solution was many years old, difficult to maintain, and no longer supported by the vendor. This legacy software lacked the functionality and flexibility that IMPULS-LEASING Slovakia needed to deliver future business improvements. The company was also governed by strict national, EU, and financial industry legislation, making it essential for the business to demonstrate that its processes were clear, well-documented, and consistent. During audits, it had to provide evidence that all financial checks on customers had been undertaken and that all new contracts had been approved correctly.

Golding Contractors, a privately-owned civil construction and mining services company based in Melbourne, Australia, faced a significant challenge in managing their manual processes. As a project-based operation with distributed teams and key roles often filled by new staff, the company identified a need for better control and measurement of processes during rapid project mobilization. This included providing consistent induction and training for new hires. The company was experiencing sporadic and opportunistic improvement rather than the planned, systemic improvement program they desired. Improvements within manual processes were not locked in, and the degradation of those processes was inevitable without constant attention. The lack of process control and measurement was a significant issue that needed to be addressed.

Shine Lawyers, an Australian law firm, was facing a significant challenge with its client onboarding process. The process was time-consuming and relied heavily on manual tasks such as information gathering and appointment setting. When prospective clients reached the call center, representatives would engage in a lengthy Q&A session to determine if the client had a viable lawsuit. These sessions could last up to 30 minutes, a substantial time commitment that the firm could not bill for. Additionally, if a case passed the initial Q&A stage, further information had to be manually gathered. Call recordings were passed on to personnel for manual transcription and appointment setting with the relevant legal professional. This increased the manual workload and costs associated with client onboarding. Shine Lawyers decided to move to a digital solution to improve internal processes around client onboarding.

Keoghs, a leading provider of claims-related services to insurers, businesses, and other suppliers in the insurance sector, was facing a significant challenge. The legal services market in the United Kingdom was undergoing rapid changes due to market consolidation, globalization, and regulatory changes. These changes were leading to greater corporatization, new legal structures, and an increased role of technology. Keoghs, being a forward-thinking organization, recognized the need to transform their business early to support their specialist teams and drive efficiencies through advanced technology. However, their existing Windows client-based legal case management solution had become a ‘rusty ball and chain’, preventing rapid changes and limiting Keoghs’ ability to scale to meet customer demands. Keoghs required a level of process excellence typically associated with advanced business process management tools. They needed an adaptive, flexible solution that could quickly scale – and grow alongside Keoghs – to meet ever-evolving client demands.

FMG Support, the UK’s largest fleet incident management company, was facing a significant challenge in managing its high volume of customer service requests. The company's manual process of handling these requests through emails and phone calls was prone to errors and delays. This was particularly problematic as the company's services are often time-critical, such as providing immediate roadside assistance at the scene of a traffic accident. The process involved a complex convergence of many parties including the customer, insurance providers, law enforcement, and various service and parts vendors. The information required to fulfill a request often came from various parties and not always in a timely or orderly way. This led to slow service and mistakes at critical moments.

ALPLA, a global plastic packaging producer, introduces a large number of new products annually for various industries. Each product undergoes a robust development process involving design, testing, and approval before production. Given that most of ALPLA’s customers are global businesses, many product development projects are global, involving multiple locations. This makes the product development process exceptionally complex and thorough, taking between six and twelve months to bring a new product from concept to production. ALPLA had been using SharePoint and InfoPath-based forms to automate information exchange between global teams and support the product development process. However, this legacy system was outdated, incomplete, and inflexible. It lacked a workflow engine and couldn't offer the data integration needed for an efficient, end-to-end solution. Moreover, it didn't provide the flexibility needed for continual enhancement of the product development process and adaptation to business change.

Orion Registrar, an internationally accredited provider of auditing services, was facing a significant challenge with its existing certification process. The process, built using Microsoft Access and a custom-built CRM solution, was not providing the scalability and flexibility needed to meet the company's growth trajectory. As the company expanded, it became clear that the existing system was not equipped to handle the increasing volume of work and the need for real-time updates for customers and auditors. The company needed a solution that could not only handle the growing business but also continue to provide a high level of customer service.