Chevron, a leading integrated energy company, manages a vast portfolio of 1,282 buildings across 47 countries through its division, Chevron Environmental Management and Real Estate Company (CEMREC). Initially, Chevron employees at each location were supporting their own workplaces. However, as the building portfolio grew, they implemented an integrated workplace management system (IWMS) to better support work order management and understand how their buildings operate. Unfortunately, each building operations team customized the IWMS to fit their work processes, making it impossible to do upgrades and improvements, and more importantly, business analytics. Chevron needed a better way of handling facilities operations that offered flexibility, scalability, and functionality to create the platform they envisioned for the future of their changing workplace.

One of the world's largest and most loved convenience stores had a strategic goal to grow from 10,000 stores in North America to over 20,000 by 2027. To achieve this aggressive expansion while increasing store operations satisfaction, they needed a complete reimagining of how they supported their franchisees. The challenge was amplified when they purchased 1,000 new stores in 2018 and needed a way to quickly onboard them. They required a single platform that could manage all types of service requests, allowing for greater efficiency and automation. They wanted to combine 15 distinct helpdesks, track 3rd party vendor quality and speed of service, streamline store reporting process for facilities and IT, and improve field services through work order and store asset analysis. Over time, they had lost visibility into their vendor management program, had no insight into vendor activity or performance, and were paying expensive vendor invoices without the ability to cross-check against services performed. They were also facing issues with their support centers being on different unconnected platforms, resulting in ticket re-routing costs of over $3 million a year.

A 300-bed hospital was faced with the challenge of expanding and modernizing its Emergency Department (ED). The expansion required the ED to be pushed into the office area and conference room currently being used by hospital leadership. This posed a significant challenge as it required the relocation of the leadership team, the negotiation of new lease terms for additional space, and the coordination of various hospital support teams. Additionally, the hospital had to ensure that all networked devices they managed, known as operational technology (OT), were protected from cyberattacks. This was a complex project that required careful planning, coordination, and execution.

Circle K, a global convenience store and gas station chain, faced several challenges in managing its vast real estate portfolio, which includes office buildings, fuel pumps, convenience stores, and electric vehicle charging stations across over 15,000 sites in multiple countries. The company had a large roster of internal and external technicians, making the task of scheduling maintenance programs and capturing work order data from hundreds of distributed technicians complex. Circle K needed a scalable and flexible solution to manage the various operations of sites across different regions. The company was also seeking a single software solution to manage its global portfolio and workforce, and to gain a holistic view of spend across maintenance and assets.

The case study revolves around a large hospital system that provides care for over one million patient visits a year, involving over half a million radiology exams, over 20,000 surgeries, and over 200,000 emergency visits. The system relies on over 15,000 medical devices, half of which are network-connected, including infusion pumps, X-ray machines, and MRI and CT scan equipment. The network-connected devices enable healthcare teams to share health monitoring data and perform remote maintenance. However, with network connectivity comes increased risk to the safety, availability, and accessibility of these devices. Unauthorized persons could exploit vulnerabilities in device software or settings, disrupting the operation of the device or stealing sensitive patient data. The healthcare provider wanted to ensure their medical devices were secure and that any issues were quickly addressed. The healthcare technology management (HTM) team initially had two separate device inventories, neither of which was interfaced with the other, leading to a lack of consistency and common data fields.

A large medical instrument company was seeking to upgrade its existing enterprise space management solution. The company had a deeply ingrained culture and processes that it wanted to maintain in the new solution. It also needed to consider future additions to its corporate real estate portfolio due to its frequent acquisitions of other companies. The company recognized the importance of robust data and reporting, and wanted to enhance these functions in the new system. It needed to report on occupancy, space tracking, and its corporate real estate footprint across sites to manage the chargebacks to specific departments. The company was accustomed to managing its real estate portfolio and providing frequent reports to leadership. It required the new system to be up and running very quickly to ensure business operations were not interrupted. The company also wanted to transition from an on-premises instance to a cloud-based solution to reduce cost of ownership and facilitate future upgrades.

A rapidly growing life sciences startup was struggling with its asset management processes. The company had recently hired a significant number of staff across various departments, including IT, QA, and facilities, and needed to scale its processes to match its expanding team. The organization was seeking an improved method for handling vendor and asset performance reports, vendor certifications, and asset tracking. The existing system was entirely manual, with all asset information logged in spreadsheets and stored across multiple systems. This made it difficult to locate key information quickly and efficiently. The organization was in need of a more streamlined process for managing its assets, including a more efficient way to enter information such as asset name, plate, model, and vendor certifications. Additionally, they were looking for a full cloud-based solution.

In the highly competitive field of Integrated Facilities Management (IFM), ESFM sought to create a world-class technology solution that would provide a cutting-edge experience for operators and clients, supporting business growth. The challenge was to streamline the technology tools used to manage operations across their business, including facilities maintenance and engineering, sustainability initiative tracking, and workplace solutions. The goal was to create a robust, comprehensive, scalable, and flexible platform that would deliver direct client value. The solution needed to reduce administrative work, increase the amount of time operators spend on the floor, and provide a unique experience for each client location.

A global technology and engineering company with over 30,000 employees in nearly 30 countries was facing challenges in streamlining their facilities maintenance, space management, and real estate operations, particularly in their 25 locations in France. The company was generating upwards of 2,500 facilities work orders and 400 move work orders per month, making it crucial to find a solution that could link all operations together for improved efficiency and a comprehensive overview. The company was using an outdated legacy system to manage work order tickets and track space usage, which was not maintained or updated by the IT department, making it obsolete. The system was not linked to any other databases or tools used by the company, making cross-departmental data sharing difficult or impossible. The company was also struggling with the manual effort required to keep the system updated.

A large academic medical center based in New York City, NY, with over 100,000 medical assets across six inpatient facilities and 300 locations, was facing challenges with its outdated computerized maintenance management software (CMMS). The health system's clinical engineering department, which is key to its success, realized that their CMMS needed to be replaced to meet the current and future needs of the health system. They wanted all their hospitals on the same CMMS, but understood that switching CMMS systems can be difficult and expensive. Moreover, they were aware that the data in their existing system was not as clean as they wanted it to be. The health system had also acquired a new hospital and wanted it on the same CMMS. The challenge was to choose the right CMMS, clean up their legacy data, and standardize the new hospital’s asset nomenclature to match the established standard.

A large children’s hospital system, based in Dallas, Texas, was facing challenges in managing its vast network of medical devices and ensuring efficient service management. The hospital system operates 40 hospitals, numerous emergency care facilities, and outpatient clinics, managing over 30,000 medical devices and employing 7,500 physicians and staff. The hospital was struggling with the allocation of staff and monitoring of tickets not related to their work. The hospital also had a dedicated resource for collecting and manually assigning all incoming corrective work orders. The attestation process for critical devices was managed on spreadsheets, which was time-consuming and inefficient. The hospital was in need of a solution that could automate these processes and improve productivity and efficiency.

A leading federal agency, responsible for improving the nation’s health and funding cutting-edge research, faced a significant challenge in managing its vast workspace. The agency, with over 6,000 employees and more than 3,500 work locations, lacked a centralized space and reservations system. Each location relied on spreadsheets to track employee attendance, their arrival times, and desk assignments. This lack of a unified view of space and reservations made it difficult to efficiently use facilities and reduce costs. The onset of Covid-19 further amplified the need for enterprise facility planning. The agency needed accurate and timely information on facility work environments and offices to implement social distancing requirements. Additionally, the agency wanted to identify underutilized spaces to avoid unnecessary costs. To address these challenges, the agency analyzed over 20 industry solutions to find a comprehensive space and reservation system that could provide an enterprise-wide view, offer flexibility to facility space managers, scale with increased workload, and be cost-effective.

The client, a large restaurant chain in North America, was facing challenges in managing the maintenance of their cafés. They were primarily using spreadsheets for this task, and the process varied depending on the size and scope of the tasks. Smaller repairs and maintenance needs were handled directly by the general managers of each café, which involved spending time on the phone coordinating with equipment vendors. Larger repairs and remodels required the involvement of the facilities team for bids, reviews, and vendor management. The company also needed a system for tracking corporate facility and building usage, and a streamlined way for employees to book workspaces for their return-to-the-workplace initiative.

The client, one of the largest company-operated convenience retailers in the U.S., was facing challenges in optimizing their store operations and maintenance processes. They used different processes and systems across all their locations, making it difficult to gain quick access to information like the status of their work orders and which vendors were responsible for maintaining each asset. The client uses maintenance services from over 60 different vendors and over 4,000 technicians, many of whom are small, self-performing maintenance specialists. This made it challenging to get a holistic view of performance. They needed a way to capture data such as performance on service level agreements (SLAs) for any urgent corrective maintenance or scheduled preventive maintenance at their stores, accurate technician labor hours, including travel times and return trips, and replacement parts used during repairs.

The customer, one of the largest health insurance companies in the U.S., was struggling with multiple workplace management systems. The Facilities Management team was using a computerized maintenance management system (CMMS), corporate was using ServiceNow for IT-related requests, and the Space Management team had its own separate system. This led to a 'swivel chair' process where data was manually entered into multiple systems, leading to unnecessary time and effort, and often resulting in errors. The Space Management team was also using email and spreadsheets to track workstations and handle move planning, which was inefficient and error-prone. The company realized they needed a more streamlined and efficient system to manage their operations.

One of the largest pediatric healthcare providers in the United States, serving over a quarter million children across multiple locations each year, was facing a significant challenge in ensuring the security of their network-connected medical devices. The healthcare provider relied on over 5,000 medical devices, including MRI, CT scan, and infusion pumps, to offer complex clinical care. However, the safety, availability, and accessibility of these devices were at risk. Unauthorized access to a device could disrupt devices, steal data, or gain access to other parts of the network. The IT security team struggled to identify the device owner, device make and model, software version, and device location when unusual behavior was detected on a device. There was no single device inventory with a common data format, and there was no easy way to normalize the data for consistency. Remediation was taking too long, putting children’s lives at risk.

The Healthcare Technology Management (HTM) team at a mid-sized healthcare delivery organization was struggling with their existing computerized maintenance management system (CMMS) which had limited functionality. They were forced to track device maintenance records across multiple spreadsheets, making the management of thousands of pieces of equipment challenging. The lack of a unified maintenance record system led to missed scheduled maintenance on several critical devices, resulting in the hospital being cited and the HTM department facing increased scrutiny. The team also faced difficulties in reporting the status and history of work orders, repairs, and recalls to leadership. Additionally, there was no record of maintenance work performed by device manufacturers’ field technicians, further complicating the situation.

A leading governmental organization, providing humanitarian assistance worldwide, was struggling with managing their massive warehouse inventory and other crucial operational data. Operating 24/7, the organization delivers life-sustaining supplies to countries facing severe conditions due to various factors. However, with multiple offices in different locations, tracking and measuring total costs and conducting key analyses became a challenge. Each office was independently collecting data on their inventories, shipping costs, and other key metrics, storing this information in different systems. This lack of unified data was not only inconvenient but also costly in terms of time and money. The organization's inability to accurately track delivery timeframes was causing delays in the movement of supplies. The organization needed a solution that provided a single view into all their data to better manage resources, monitor delivery timeframes, and improve overall efficiency and cost-effectiveness.

A regional healthcare organization with over 15,000 healthcare professionals and more than 3 million patient visits a year relied on thousands of network-connected medical devices for patient care. The data generated by these devices was used to derive better and lower-cost patient outcomes. However, the connectivity of these devices also posed a security risk if a successful exploit caused disruption, impacting safety and reputation. The healthcare technology management (HTM) team wanted to lessen their risk landscape by identifying their network-connected medical devices while watching for exploits and recalls. The HTM team had invested in a computerized maintenance management system (CMMS) to try and capture all the devices used in the organization. However, with thousands of devices constantly being added, moved to other locations, and then retired, it was hard to keep track of them all. The CMMS system was not designed for access to the system via the cloud or from mobile devices such as smartphones.

STACK EMEA (STACK) is a provider of innovative data center solutions with facilities in Oslo, Stockholm, and Copenhagen. They manage over 3,000 assets, including power and cooling units, electrical distribution infrastructure, cooling pumps, data racks, and more. The challenge they faced was minimizing downtime, which required proactive, automated asset and facility management. The Nordic team used multiple processes across different systems that often didn’t integrate, leading to inefficiencies and duplication of information. Their facilities management and change management teams used separate systems, resulting in numerous emails and manual copy-pasting of information across platforms. To streamline collaboration, improve efficiencies, and meet compliance certification requirements (ISO 9001 and ISO 27001), they needed to consolidate tools and gather everything within the same platform.

The University of Texas at Tyler (UT Tyler), a public research university with approximately 10,000 students, was facing significant challenges in managing its campus facilities. The university, which spans over 320 acres and includes more than 40 facilities, was struggling with an outdated workplace management solution that was not meeting its needs. The primary issues were related to tracking and managing preventative maintenance, work orders, and vendor management. The campus is divided into zones, with maintenance staff assigned to specific zones, and the old system was inefficient in scheduling and automating preventative work orders for each zone. Additionally, the university was having difficulty managing third-party service providers and tracking key metrics.