The healthcare provider faces several challenges. They need to service a wide geographic area and reconcile financial constraints with growing demand. They also need to obtain real-time access to a single source of data, ensure adequate bed and staffing availability, combat bottlenecks and meet emergency demands, and view the status of all hospitals at a moment’s notice.

Contra Costa Health Services, a safety net system for the residents of Contra Costa county, was struggling with data management. Despite having access to a large amount of data, the organization was unable to extract actionable insights from it. The data systems were limited and decision making often had to be gut-based due to lack of evidence. The culture around data awareness was also very different at the time. Data can tell uncomfortable stories, and those stories can ruffle some feathers if an organization has not made the data maturity journey. Things changed significantly in 2010 with the Affordable Care Act and its funding for electronic health records (EHRs). As a result, in 2012 they went from only using electronic systems primarily for billing and claims to using Epic, an enterprise wide EHR solution. With a consolidated system and a great platform, they suddenly had access to massive quantities of data. The EHR data in the data warehouse was supplemented by developing partnerships with social services, county jails, and other community organizations to share data while following prevailing privacy laws.

HAN University of Applied Sciences, located in Arnhem and Nijmegen, the Netherlands, wanted to improve the data literacy of its students. The university recognized the importance of equipping students with the ability to understand and exploit data, given the increasing data generation in modern businesses. However, the university faced challenges in providing students with access to data analytics software and a community of experts. They also wanted students to gain practical experience on tools and processes common in the corporate world. The university was looking for a solution that would be cost-effective, given the tight budgets universities often have to work within.

Castrolanda, a Brazilian agricultural co-operative, is facing the challenge of transforming from a physical organization into a digital co-operative. The expansive business has generated a wealth of data that could potentially be leveraged by its members. However, the data is unstructured and difficult for members to access. Everything has to be done in person, as their data portal is too inefficient to provide solutions in a digital way. The vision of Castrolanda is to bring structure to the data, give all members self-service digital access and educate them on how to use Qlik to gain business insights.

Lintech International, a chemical distribution company, was struggling with managing the distribution and sales expertise of more than 2,000 chemical products from over 20 suppliers. This was negatively impacting their productivity and performance. The process of preparing reports from their ERP and CRM systems was time-consuming, taking up to 8 business days per quarter. This delay in data processing and reporting was hindering their ability to make timely and informed decisions, leading to inefficiencies and potential loss of business opportunities.

DCH, a leading FMCG and Pharmaceutical company, operates across 12 Asian economies and a wide range of product categories. With such a widespread operation, DCH realized that it needed to sustain a deep understanding of both its customers and its business. Gaining such insights would help it work more efficiently today and plan more comprehensively for the future. Data was the key to obtaining this business intelligence and DCH realized that to create a firm basis for the business, it needed to update its Enterprise Resource Planning solution. DCH wanted to make positive use of its ERP data so, as part of the ERP upgrade project, it sought a new reporting and data analysis solution.

Radiall, a world leader in the electronic connectors industry, was facing challenges with its BI ecosystem. The company wanted to become a data-driven organization, but it was struggling with a number of tools and data quality issues. The company's objective was to reduce the number of tools and data quality issues and deploy a data culture within the group.

Tasmania Health was facing a challenge where their entire data structure was reliant on a single person, creating a single point of failure. This was problematic as it created a risk of data loss or mismanagement if that person was unavailable. The organization was also separated into silos, with each structure having its own 'data guru'. This led to a disjointed system where insights into processes and outcomes were not possible. The organization realized the need for a more centralized data process and remove data confusion. However, the transition to a centralized system was met with resistance due to fears of losing the go-to person for data in each region.

King.com, a leading global online gaming company, was faced with the challenge of managing and making sense of the massive volumes of gaming data generated by their platform. The company needed a way to make this data accessible to the business for informed decision making. They also aimed to deliver rapid business insights and empower their business users with self-service capabilities. The challenge was not only to handle the data but also to derive meaningful insights that could inform various aspects of the business, from executive decisions to marketing strategies and product development.

BorgWarner, a global automotive components and parts supplier, was previously using a manual, spreadsheet-based approach to produce reports on total spend, supplier performance, and supply chain risk. This process was time-consuming, taking days to prepare for each supplier. The company faced a significant challenge in 2011 when Japanese suppliers were affected by a tsunami. BorgWarner struggled to determine the impact on their supply chain, products, and customer orders.

As a leading global brand in Quick Service Restaurants (QSR), the end-to-end supply chain is pivotal to the ongoing success of the brand. The European supply chain team are responsible for the product journey and field-to-fork performance (ethics, sustainability, quality and cost). With 6 markets, 10 distribution centres and 300 suppliers, the collection of data from multiple internal and external sources is critical and was complex. Once collected this information needs to be presented in a way that is Specific, Measureable, Achievable, Relevant and Time-bound (SMART) in order to transparently drive performance.

PHOENIX, a premier residential mortgage industry advisor, faced the challenge of collecting and analyzing extensive quantities of data for its over 250 customers. The information required for efficient, effective, and compliant mortgage production and servicing came from multiple sources due to the variety of systems employed by these firms. For instance, a Mortgage Servicing Rights (MSR) owner might use multiple third-party subservicers to manage its MSR portfolio, complicating the process of viewing performance data. It was increasingly difficult to sift through and focus on salient information on a consistent and timely basis to enable informed, smart decisions and to monitor outcomes. A lot of specialized effort was spent gathering the data, understanding what happened with a particular loan, realizing what it means, and then planning a course of action.

Tenaga Nasional Berhad (TNB), the largest electricity utility in Malaysia, is aiming to become a leading provider of sustainable energy solutions by 2025. To support this goal, TNB's Group Finance Division initiated the creation of a centralized Business Performance Management (BPM) dashboard. The dashboard was designed to increase the focus on growth and profitability, transforming finance from process manager to value creator. However, the challenge was to ensure that the dashboard displayed accurate and timely information, provided the correct picture through data visualizations, and was delivered to the right stakeholders.

China’s rapid technological development has created a need for trained data analysts but there is a skills gap in the recruitment market for students with strong data literacy capabilities. One organization working to plug that gap is Xi’an Jiaotong-Liverpool University (XJTLU), an international joint university based in Suzhou, Jiangsu, China. The university recognized the need to provide hands-on data analytics experience to its students to prepare them for the job market.

Monash IVF, a major presence in the highly regulated sector of assisted reproductive technologies, was facing a technical challenge due to the volume of data produced through a complexity of systems, many of which did not talk to each other. The resultant inconsistencies were making it difficult to get holistic, vigorously audited or accurately reported outcomes. The company had two strategic objectives. First, to simplify how the data was captured, handled and integrated before moving data from where it naturally lived in the IT function into the business operation. Second, to gain additional insight from a marketing perspective.

Burger King Russia, a leader in the Russian fast food market, has been rapidly expanding its operations, launching 100 new restaurants every year since 2015. The chain now consists of 760 outlets across 300 cities and six time zones. The main goal of Burger King Russia is to combine rapid regional expansion with profitability, which relies on making sound data-driven business decisions. It needs data to provide its 200 area managers and 760 restaurant managers with all the facts, figures, and market trends they need to run successful restaurants. In the other direction, it also needs to receive quick feedback from them on new initiatives because Burger King’s business development strategy is based on ‘quick wins’ with measurable results rapidly digitized as a basis for planning next steps. However, Burger King Russia needed to transform and streamline its approach to data and reporting and saw business intelligence (BI) as the way ahead.

Kasikornbank (KBank), one of Thailand's largest banks, was facing challenges in serving its customers with personalized and secure products while expanding its client base using the latest technological advancements. The bank's current systems relied heavily on resources to marry data from a host of applications, which could result in mismatches or add to security risks. With growing demand for contactless transactions and efficient resource allocation, the bank needed a solution that could meet these challenges. The bank also wanted to improve its understanding of its customers to grow its lending business and avoid inconsistencies.

Ocean & Earth, an Australian surf accessory company, has grown organically over the last 40 years and now uses many channels to sell its wide product range to more than 15 countries. This generates a wealth of data, but the company could not display it in a clear and usable format. The company was struggling with data visualization and needed a solution that could help them make sense of their data and use it to drive strategic decisions.

Aggregate Industries, a leading supplier and manufacturer of heavy building materials in the UK, was facing the challenge of a competitive market and the need to improve business performance and reduce costs. The company realized that major improvements to their existing Cognos business intelligence (BI) solution would benefit the entire organization. They needed faster access to 'big data' about operational efficiency and business performance. The company was also looking to change the culture of the company to see data as an asset and wanted to provide users with a single version of the truth.

The Public Ports Authority of Andalusia (APPA) needed a business intelligence (BI) tool that would allow it to process and analyse all the management data generated over the past 10 years of its operations. The authority wanted to install the BI tool in several departments including finance, human resources, planning, systems and telecommunications, operating and contracting and statistics. The company needed a BI solution that could be installed and brought into production in record time. The period that elapsed between installing QlikView in the company’s server and production of the first documents was just 30 days.

Beckett Associates, a large North American distributor of trading cards and related supplies, was struggling with managing its inventory effectively. The company was operating without a reporting or analytical tool, pulling data from multiple sources and creating reporting silos. The reports were compiled in Excel, a static and inflexible tool, which led to an increasing dependence on IT to maintain the reports, slowing down business operations. The company's limited Business Intelligence (BI) capabilities, coupled with the need to be trend-based, resulted in its inability to effectively manage inventory. This often led to overbuying products, resulting in unused inventory sitting in the warehouse for too long, leading to lost revenue.

Blekinge County Council, a leading healthcare provider in Sweden, was facing several challenges. They needed to decrease expenditures for prescribed medical products by increasing prescriptions for lower cost medicine. They also aimed to improve the availability of services to reduce patient waiting times. Furthermore, they wanted to increase the capacity of the hospital to meet increasing medical demands with existing resources. The council was also looking for a way to review operational data easily and improve the quality of information by making each person that enters data into the system responsible for the data they publish.

CABLOG, a leading distributor offering warehousing, storage, outsourcing, and distribution logistics services, was seeking technological innovations to improve corporate performance and the quality of its customer service. The management expressed the need to be able to quickly make and verify in-depth analyses of summary performance and detailed indicators in various corporate areas. The delivery management in the logistics, goods transportation, and distribution sectors is complex and requires considerable space where the entire logistics-distribution process can be organized and assembled. CABLOG has large indoor and outdoor areas and 15 regional transit points located throughout Italy, so the location of the shipments can be constantly monitored.

Cambridge University Hospitals NHS Trust, one of the largest and best known hospital Trusts in the UK, was facing challenging times due to budget constraints. The trust needed to find efficiency savings of three to four per cent a year through increased productivity and better management information. They wanted a web-based business intelligence tool that could capture all the information a manager would need to know in one place. The trust decided to start by making patient level costing available across the organisation but also needed to include its Oracle financial systems, HR metrics, and above all patient information for example lengths of stay in the hospital and waiting time in the emergency department.

Canopius Managing Agents Limited, a division of the international Canopius Group, is a leading specialist underwriting business and the largest privately owned insurer operating at Lloyd’s. The company manages Lloyd’s syndicates 4444, 260 and 839. The company faced challenges in improving visibility of syndicate performance, supporting Solvency II regulatory requirements with upgraded reporting and transparency, and integrating and rationalizing information from disparate sources to improve decision making. The company needed a solution that could bring together information from different sources and present them as the “one version of the truth” with data at the right levels of granularity with the ability to drill down to an individual policy or claim.

Before adopting a BI platform, Chongqing Shanshui was putting together data from a complicated list of sources, including a financial system with ERP functions, as well as disparate Excel files. Report development was rigid and they were not able to maximize the use of existing data. Due to the nature of its industry, Chongqing Shanshui needed to get the latest insights into its business quickly.

The University of Bologna, one of the most prestigious universities in Italy and abroad, was seeking technological innovations to support its administration. The university had already developed a data warehouse system in collaboration with CINECA, a suite of business intelligence systems created to improve university management. However, the university recognized the need for a system that could simulate and anticipate the cost trend of its teaching and technical-administrative staff. Knowing and predicting how the staff will age and what kind of funds will be necessary is fundamental for the development of a rational plan of resources. The university contacted CINECA to develop and integrate a university data warehouse with the technological solution that would best meet this requirement.

Cisco, a worldwide leader in networking, was sitting on mountains of rich data that could empower individuals throughout the company. However, the company was facing challenges in transforming this data into actionable business intelligence. Cisco has a broad array of products, each with their own cadence of product releases. Additionally, Cisco customers also have different products in their deployments which create complexity with respect to support and maintenance for individual customers. With nearly 500 million lines of complex data, the company wanted an easy and efficient way to deliver quality data to the consumers of the information. Cisco launched a “business intelligence (BI) bake-off” over five years ago in search of a comprehensive BI solution that could help fuel business insights.

Colchester Hospital University NHS Trust (CHUFT) was struggling with managing big data and extracting valuable insights. The organization was dealing with over 2,000 reports per day and 140GB of data per week, which made timely and accurate reporting critical for their decision-making process. The existing system was limited in content, flexibility, and visibility across the organization. Reports were often out of date and reflected incorrect and inconsistent patient information. The hospital needed a solution to efficiently and accurately analyze data, particularly related to mortality rates and oncology treatment.

Com Hem, a Swedish TV and broadband specialist, was facing challenges with its network infrastructure. The company's network services reach 40% of Swedish homes, with over 600,000 digital TV customers and almost 500,000 broadband customers. This massive infrastructure and complex technology, with thousands of miles of cables and innumerable exchanges, connection points, and modems, required real-time monitoring to quickly respond to any faults and correct problems. Each minute was crucial for the company. Until 2009, Com Hem’s network monitoring operator had been looking at various systems for acquiring an overall picture of what was going on in its network. They realized the potential for saving time and, as a result, solving network problems faster.