A leading commercial real estate company in the UK was facing challenges in winning and retaining clients in a highly competitive market. The company was struggling with inefficient client relationship management, marketing research, and legal processes. The process of gaining authorization for changes to standard terms and conditions (T&Cs) was slow and relied entirely on email exchanges, with no way of tracking the progress of approvals. This often resulted in delays of up to three weeks. Additionally, the company had 35 teams of market researchers across Europe, each presenting market intelligence in different formats. This led to a time-consuming process of collating, standardizing, and verifying data to create market research reports. The company also faced difficulties in managing client relationships due to limited information about key clients and the services delivered to them.

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.

ClearView, an ASX-listed company managing over $6.9 billion in funds and $148 million in life insurance policies, faced a significant challenge in its operations. The company's senior management team identified that some of their existing processes had become unclear, leading to inefficiencies and reduced productivity. This situation was further complicated by the company's mix of long-term staff and recent arrivals. While some employees were accustomed to the existing processes, others brought different approaches to tasks, creating inconsistency and confusion. Recognizing the need for change, ClearView decided to explore the market for a better way to manage their business processes.

Colorpak, a leading packaging company, was facing challenges in managing risk and dealing with incidents in a highly competitive industry. The company had a robust product range but lacked a unified system to manage risk and log incidents. They were in the process of implementing a new ERP system and were also keen on improving customer service and increasing staff engagement. The majority of incidents were generated by customer complaints, which were often picked up late in the system, impacting customer service. The company also wanted to empower its staff at every level to take responsibility for mapping and improving their work processes.

The Infringement Management and Enforcement Services (IMES) unit at the Department of Justice in Victoria, Australia, was facing significant challenges in managing and maintaining their data and processes. The unit, which is responsible for improving road safety, reducing road trauma, civil compliance, collecting on debts, and dealing with the assets of crime, was using Word and Visio to capture and manage data. This led to a lack of cohesion and consistency in their processes. There were multiple ways to follow procedures, often developed by individuals not directly involved in the day-to-day work. The staff had to work with complex systems, and information was hard to find. The ownership of the processes and procedures was unclear, and many were rarely updated. The induction process was also lacking, creating an environment where processes were not well communicated and often not followed.

Adelaide City Council, like many local government organizations, was grappling with a multitude of responsibilities including staff management, service provision, asset maintenance, and meeting external controls. The financial services department, in particular, was facing challenges due to legislative changes that required the establishment of internal financial controls for council auditors. They needed an automated system to monitor and report on internal controls, auditing, and risk management. With 89 separate risk management processes to follow, the finance team was overwhelmed with external audits and controls. The processes were primarily managed in Word documents or spreadsheets, making them difficult to access and update. Prior to the implementation of Nintex Promapp, auditing, analysis, and reporting were done manually, which was time-consuming and challenging.

The Ministry of Health Denmark, a government body responsible for the national healthcare policy and services for the elderly, faced a significant challenge. With over 2,000 employees, the Ministry needed to update and migrate more than 30 business processes running on outdated platforms like SharePoint 2003 and Lotus Notes to the cloud. The migration was crucial to maintain the agency's productivity and effectively serve the citizens of Denmark. The IT department was in search of a new workflow automation tool that could facilitate the migration of its existing Lotus Notes workflows to the cloud. The tool needed to be flexible and scalable to help the organization grow and maintain their automated processes.

The International Executive Service Corps (IESC), a non-profit organization that spurs economic development in developing countries, was facing a significant challenge with its workflow management. After migrating from Lotus Notes to Microsoft Office 365, the organization found that the out-of-the-box SharePoint was difficult for its employees and volunteers to use. The uptake was low, and users were resorting to email workarounds to avoid the workflows, creating an audit risk that IESC wanted to avoid. This was a significant issue as the organization is largely funded by government contracts and grants, which come with stringent compliance and accountability requirements. The challenge was to find a workflow solution that was user-friendly, efficient, and could meet the organization's compliance needs.

Hamra Enterprises, a rapidly growing company that owns over 163 franchise restaurants across five states and employs over 5,000 people, was faced with a significant challenge. The company needed a simple, scalable solution to comply with new overtime regulations. Their existing manual timesheet collection and entry process was unable to keep pace with the new rule's requirements. The legacy process involved employees filling out hardcopy timesheets, which were then sent to HR for manual entry into an import file. This labor-intensive process added an extra five hours to an already busy work week. Furthermore, the company was in the process of deploying a new payroll system, but the time and attendance module would have cost an extra $30,000 and taken months to implement.

STIEBEL ELTRON, a German manufacturing company, was facing challenges in managing shared data and eliminating paper-based processes. The company, which designs and manufactures energy-efficient solutions and operates in 120 countries, needed to protect customer and internal data while keeping a clear track of project details. As a private company, STIEBEL ELTRON was reluctant to share product development and other information via public cloud services such as Dropbox, Google Drive or OneDrive for Business. They were in need of a self-hosted, secure file-sharing solution that would allow them to share large video and image files with external partners and customers. The company attempted to develop collaboration sites using SharePoint 2013, but found it to be cost-prohibitive, time-consuming, and lacking in transparency.

iCap Equity, a Pacific Northwest equity firm, was facing challenges with manual processes and disparate content platforms that were slowing down their field project managers during site inspections. The firm was dealing with 40-50 active projects each month, with site inspection reports and images being captured on tablets. These reports were then uploaded to Box for organizational visibility. However, the same data had to be copied into Microsoft Dynamics CRM for the executive leadership team to monitor investments. This dependence on multiple disparate systems was a significant obstacle, preventing the firm from fully leveraging the benefits of digital business. The manual processes were not only time-consuming but also made it challenging to carefully monitor critical real estate development projects.

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

The Metropolitan Redevelopment Authority (MRA), a government agency in Australia, was grappling with a lack of visibility into its contract approval process. This made it difficult to identify and address bottlenecks, leading to time-consuming and costly processes. The agency oversees hundreds of active contracts worth about AU$500 million a year, and getting MRA authorized staff to approve a contract could take up to 100 steps, depending on the contract’s size and complexity. The agency needed to know where each contract was in the workflow at any given time to address bottlenecks and keep the process efficient. They also needed the agility to implement workflow changes quickly and cost-effectively to meet new requirements and mitigate new risks.

IMS Electronics Recycling, a US-based company that plays a crucial role in helping manufacturers reduce their carbon footprints through responsible recycling of e-waste, was facing a significant challenge. The company was grappling with the need to comply with an ever-growing range of state, local, and federal regulations, as well as voluntary certifications such as ISO 9001, ISO 14001, OHSAS 18001, and the R2 (Responsible Recycling) standard. This compliance required substantial time and effort from employees throughout the company. The Director of Compliance, Robert Benavent, was tasked with ensuring that IMS Electronics Recycling complied with these regulations, but he also wanted to reduce the administrative burden on his staff and increase their productivity. The challenge was to find a way to meet increasing compliance requirements while decreasing the involvement of employees.

Cartelligent, a professional automotive services company based in the United States, was facing significant operational inefficiencies. The company's employees were manually correcting thousands of service agreements before they could be sent to clients. Additionally, purchasing agents were using third-party software to calculate monthly lease payments, extract the data as a PDF, and manually upload the PDF as an attachment into Salesforce. This process was not only time-consuming but also prone to errors. Furthermore, the company was limited in its ability to merge data and present information in a customized and intuitive format. While Cartelligent had been a Salesforce and DocuSign user for more than a decade, these limitations were hindering their productivity and efficiency.

Ashland Credit Union, a banking institution based in the USA, was facing a significant challenge in managing payroll conversions. The process required them to manually alter a large subset of members’ payroll information, which was both time-consuming and costly. The manual nature of the process also introduced the risk of errors, which could have serious implications for both the credit union and its members. The challenge was to find a way to automate this process, ensuring accuracy and efficiency while reducing the time and cost associated with manual data handling.

Radixx International faced a significant challenge in testing its software quickly and efficiently to maintain its quality reputation, without slowing delivery to market and incurring excessive costs that would impact product profitability. The company initially replaced manual testing with one of the leading testing suites on the market. However, this solution required a substantial initial investment and significant staff hours for training, coding, and suite maintenance. After trying a second suite with similar poor results, Radixx returned to manual testing as the more cost-effective option. The company needed a testing solution that better fit its scrum-based agile development methodology, without the high price tag and labor costs of the testing suites currently on the market.

New Bedford Corporation, a healthcare service provider, was faced with the challenge of manually entering patient care data into their Vitera Intergy Practice Management application. This process involved keying in thousands of medical charges weekly, each with up to 40 different pieces of information such as name, address, and specific treatment. The manual data entry process was not only tedious and time-consuming, requiring up to 8 hours each day, but also prone to errors and delays. The company also faced the risk of legal implications due to the sensitive nature of the medical information being handled. Furthermore, the cost of employing workers to perform this task was a significant financial burden for the company.

Pay It Forward Scholarships, a non-profit organization based in Gainesville, Georgia, provides approximately $6 million annually to fund students' education at private schools throughout the state. The organization receives contributions from individuals, families, and businesses, which then become scholarships for children in grades K through 12. The organization also has access to $58 million in dollar-for-dollar tax credits to reserve for Georgia taxpayers who donate money. However, the state of Georgia gives Pay It Forward just 24 hours – January 1st of each year – to enter relevant information on each of its thousands of donors into their Department of Revenue’s (DOR) online portal. The non-profit risks losing the tax break for every potential recipient they cannot get entered into the system. It is a tedious, time-consuming manual process that requires considerable resources to accomplish. Pay It Forward sought a better way with Nintex Foxtrot RPA.

Scott & White Health Plan and Insurance Company (SWHP), a Texas-based health maintenance organization (HMO) with over 215,000 members, was facing significant challenges with their manual data entry processes. The company was struggling with a large volume of manual data entry, which included copying and pasting data, setting up new pay classes, and establishing new provider networks. The passage of the Affordable Care Act (ACA) was expected to bring an influx of new applicants, which would further increase the time spent on manual data entry. The process of creating new networks involved copying and pasting rate, service, and other information from a similar plan into the new ones, a process that could take up to four weeks. Similarly, setting up new pay classes was a time-consuming task, taking up to 45 minutes per job.

Auswide Bank, based in Queensland, Australia, is committed to providing the best banking experience to its over 85,000 customers. This commitment led to the initiation of the 'Road to Right' project, an initiative aimed at ensuring the bank does the right thing for its customers the first time, every time. A crucial part of this initiative was to fully understand the bank's processes and identify areas for improvement. However, the bank faced challenges in mapping its processes and optimizing its customer-facing processes, including loan originations and personal banking processes. The bank needed an easy-to-use tool for process management and a no-code tool to improve business processes through automation and digital forms.

BNBuilders, a general contractor specializing in commercial construction projects, faced a significant challenge during the COVID-19 pandemic. With over 500 full-time employees and approximately 250 additional unionized employees working across California and Washington, the company needed to ensure the safety of its workforce amidst the pandemic. The West Coast of the United States, where BNBuilders operates, was hit hardest by the virus, leading to stay-home orders for all non-essential workers. However, construction was considered an essential business, and BNBuilders' clients still expected projects to be delivered on time. The company's crisis response team determined that a daily check-in form was needed for anyone visiting its offices and job sites. This form, based on CDC recommendations, would allow BNBuilders’ crisis and safety teams to monitor the risk of possible virus exposure and enable contact tracing.

A leading consumer electronics company in Taiwan, with over 20 years in business, was seeking a dynamic and efficient workflow solution to manage diverse processes ranging from consumer sales to ISO documentation and employee onboarding. The company, known for its innovative products such as early smartphones, dual-camera technologies, and virtual reality (VR) systems, needed a workflow solution that could match its agility and innovation. The company was already using SharePoint for document management but found the workflow solution provided by SharePoint Designer to be slow and not user-friendly for non-technical employees. This resulted in a reliance on technical staff to create business workflows, which slowed down business managers who wanted to respond to new business needs rather than learning complex software tools.

On March 13, 2020, Denver’s Emergency Operations Center (EOC) faced an unprecedented challenge. The EOC, which is accustomed to responding to emergencies such as blizzards, floods, and power outages, had to quickly adapt to the new reality of the COVID-19 pandemic. The city officials sent workers home, including those on the EOC, as part of the government’s stay-at-home response to the pandemic. The challenge was to keep the EOC’s shift of 100 members working to ensure public safety when every tool and process they relied on was physically in a 1,000 sq. ft. facility to which they would no longer have access. The EOC had to quickly move its operations online to ensure productivity while EOC members worked from home during COVID-19 social distancing measures.

Community Colleges NZ, a charitable training establishment in New Zealand, was facing challenges with their paper-based quality management system (QMS). The system was time-consuming and often led to inconsistencies across different sites. The organization was also subject to inspections by the New Zealand Qualifications Authority (NZQA) that measured their educational performance and their ability to assess and improve themselves. After an inspection in 2012 rated them as ‘confident’ and a category 2 provider, the organization realized the need for a better way of recording improvement processes.

EG A/S, a leading software company in Scandinavia, was struggling with a manual process for onboarding and offboarding employees. This process involved a flurry of emails between line managers, human resources, and IT to authorize employee accounts, assign resources, and more. Offboarding required the return or reassignment of these assets in a secure way that protected the company and its network. The process was time-consuming and threatened to become more so as EG’s workforce continued to grow. Worse, there was no way to track the status of the myriad requests and resource allocations, leaving EG managers in the dark.

Industry Fund Services (IFS), a leading Australian wealth management firm, was facing challenges in improving their IT and production processes for new employees and customer interactions. The firm was dealing with repetitive processes and was looking for a way to onboard new staff quickly and efficiently. The company also needed to increase staff and customer engagement to retain its competitive edge. IFS was dealing with complex security issues due to its staff working all over Australia. The company had a poor track record with poorly configured SharePoint systems in other companies, which hid some of the programs most useful features and functionality. This led to several IFS employees expressing concerns about the implementation of a SharePoint solution.

Lippuner, a Switzerland-based energy company, was grappling with an outdated, paper-based system for ordering supplies such as smartphones and marketing materials. This inefficient process was not only time-consuming for employees but also cost the company money. The process involved employees physically going to the HR department to fill out a paper form to order a new phone, which would then take two to three weeks to arrive. With nearly 350 employees across four sites in different cities ordering phones every two years, the paper-based forms were causing significant delays and adding unnecessary time to the process. Additionally, the company had to manage over 450 orders per year across 41 different marketing material items from four offices spread widely over Switzerland, which was challenging with the existing system.