Carnival Cruise Line, a leading global cruise company, faced several challenges in managing its worldwide travel partner integrations with reservation systems and shipboard service partner integrations with onboard property management and POS systems. The company also struggled with synchronizing data from shore to ship pre-cruise and ship to shore post-cruise. The need to decouple and empower integrations to minimize turnaround time was also a significant challenge. The company's operations spanned across multiple hosting environments, applications, and platforms, making the integration process complex. The company also faced unique maritime challenges, such as costly and less reliable satellite connectivity, which required the ships to operate as autonomous IT centers.

The insurance industry is facing a myriad of challenges including aging IT infrastructure, increasing customer churn, decreasing turnover, protracted time-to-market, disruptive new entrants and a steady stream of new regulations. Additionally, more and more customers are looking for a digital touch point with their insurance providers. In order to keep up in this environment, providers are looking for an easy-to-use digital solution that has a rapid ROI, a low TCO and can be integrated with legacy systems. The solution must also come with a Web portal that’s reliable and customer-friendly for easy online access to services.

SKF, a leading knowledge engineering company, was tasked with supporting its customer, Stora Enso, a global provider of paper, wood, and packaging products, with cutting-edge solutions. Stora Enso uses SKF’s cloud-based condition monitoring suite to ensure asset availability and is gearing up for growth. A prerequisite for this growth was establishing an interconnection between SKF’s software and Stora Enso’s SAP® system. In the past, there was no integration between SKF software and SAP. All individual software integrations for customers were developed from scratch.

Tier-1 and Tier-2 telco companies—big and complex organizations—rely on Amdocs to support their business and operational transformations into Digital Enterprises. Such massive transformations involve many different stakeholders, each with a different focus, view and interest. Managing these stakeholders and assuring clear communications during a large-scale project is absolutely critical to success.

Poste Italiane operates across many lines of business, including postal, banking, insurance and financial services. As a result, this diverse enterprise is subject to many different laws and regulations. The company is also widespread with 154,000 employees in 14,000 offices and 16 subsidiaries. This is why a traditional audit approach based on simple testing for each subsidiary or location simply wouldn’t work. As a diverse enterprise, Poste Italiane has to comply with a wide range of laws and regulations issued by the European Union, the Italian Parliament and other authorities. Because of these different regulations— combined with the company’s dispersed structure—Poste Italiane was unable to use a traditional audit procedure based on testing. Instead, Poste Italiane opted for an integrated and methodical approach focused on control design and system reliability.

Federazione Toscana BCC, a federation serving 33 banks of cooperative credit in the Tuscany region of Italy, aimed to achieve process excellence across all these banks. The federation wanted to introduce a process methodology that would make the banks results-driven and increase the efficiency and effectiveness of the entire banking network. However, each bank needed the flexibility to adapt those standard processes to its own organization. The challenge was to design a system that could host information on all processes at work throughout the banking network and yet allow each bank to align these processes with its unique organizational structure.

Baker Hughes, a top-tier oilfield service company, wanted to optimize its Procure-to-Pay (P2P) process to improve invoice accuracy, minimize delivery delays, and reduce late payments. The company needed a world-class Business Process Management (BPM) solution to increase process agility, visibility, and control. The company was looking for a solution that could provide real-time metrics and alerts for process abnormalities, reduce invoice errors and payment delinquency rates, and save costs on every invoice.

As Canada’s leading electronic healthcare solutions provider, TELUS wanted to create the nation’s most comprehensive Electronic Health Records (EHR) system. The system would give clinicians immediate and secure Web-based access to patient e-health records at any time. Canada is investing billions of dollars to build an Electronic Health Records (EHR) system that will enable healthcare providers, coast to coast, to access and update any Canadian’s health record electronically and securely. By 2016, the plan is for every Canadian to have an e-health record, containing a variety of medical documents, from doctor’s notes and diagnostic images to prescriptions and test results. TELUS Health Solutions is helping Canada “get there faster” by delivering a Health Information Access Layer (HIAL) solution that aligns with the Canada Health Infoway Blueprint and will enable every provider in the province of Newfoundland and Labrador to access DIS data. This is among the first provincial DIS systems in Canada.

Nissan Europe, a pan-European service provider to Nissan Europe, faced several challenges. The company was dealing with competition from the East, reliance on manual processes, and an aging internal mainframe architecture. The company had relied on Software AG’s Adabas & Natural for database management and application development since it opened its flagship plant in the U.K. in the 1980s. However, with continuous improvements in efficiency and speed, the partnership has helped Nissan Europe develop an entire suite of mission-critical applications that run on Adabas & Natural, touching everything from manufacturing, to purchasing, to sales and marketing. With zero software failures in the past 30 years, Nissan Europe returned to Software AG for the next step in the evolution of its Adabas & Natural systems: committing to a new efficiency-boosting, feature-enhancing, cost-reducing project running through 2022.

The companies of Vienna’s Wiener Stadtwerke (WStW) Holding AG public utilities holding company were using a personnel information system called PI, introduced in the early 1990s, for payroll accounting and personnel management. In 2005, the company management contemplated whether the solution should be replaced with a more modern one. The challenge was to replace or modernize the PI system without losing its unique features such as application functionality and security. The PI system involved 130 complex application processes with logic and database access along with 239 screen interactions where users could choose from about 1,800 input/output maps. The users who accessed PI on a regular basis were accustomed to the symbol-oriented green screens, but the less frequent users preferred standard PC user interfaces.

Lufthansa Cargo, a subsidiary of the Lufthansa Group, was facing challenges in training its diverse workforce. The company employs people of many different nationalities with a wide range of language skills, and each process requires meticulous compliance with predefined procedures. Forwarding agents must be trained thoroughly, irrespective of the high rate of employee turnover. The company was looking for a solution to simplify the descriptions of complex processes and all delivery methods, provide language-independent information about processes, and gain broader acceptance among staff. The company also wanted to improve the transparency of its processes and workflows for employees.

Bosch, a leading global supplier of technology and services, was facing challenges in managing complex data and legacy process management systems. The company was struggling to meet customer demands for lower prices and more detailed order tracking. Bosch's global scale, with over 450 subsidiaries and local companies operating in over 60 countries, made these demands seem insurmountable. The company was also dealing with data stored on independent systems, complex reporting requirements, increasing competition and thinner margins, and growing process administration delays. Bosch lacked a centralized platform for generating reports or a standard way to manage business processes, which was like operating with blinders on. The company needed more agility, better insights, and greater flexibility.

Suva, Switzerland’s leading accident insurance provider, was facing several challenges. The company wanted to digitalize customer interactions, ensure and improve quality, optimize risk management, and strengthen customer loyalty. Suva processes around 1.2 million accident claims each year, which posed a significant challenge in terms of process management. The company sought a fast software solution that would keep costs low for employers and integrate well with its claims assessment system. From an administrative perspective, each accident involves a multitude of interactions with businesses, healthcare providers, and payroll accountants. Suva needed a system that could handle all these interactions digitally, improving convenience for employers and cutting costs.

Australia, being the driest inhabited continent on earth, faces significant challenges in managing its water resources. The country has over 140 water authorities serving over 25 million people and keeping 135,000 farms irrigated. The population has lived through substantial periods of drought, making the consumption and storage of water a very dear, emotional matter to Australians, who feel a collective responsibility to report leakages and conserve water wherever possible. However, the authorities face challenges such as undetected water loss and theft, lack of visibility in usage data for water consumers, and inaccurate usage creating compliance issues and high costs for consumers. The balance of supplying clean water efficiently while minimizing leaks and managing demand at the lowest OPEX and CAPEX costs is a recognized challenge that the industry is answering with Internet of Things (IoT) solutions that connect devices like digital water meters and leakage detecting sensors.

CENIBRA, a major producer of bleached eucalyptus pulp based in Brazil, was facing several challenges. The company had a desire to transition from its legacy ERP system to SAP S/4HANA, but was struggling with establishing SAP standards to save time and money. The company also lacked process clarity for its complex supply chain management and was struggling to establish a single source of truth. There was a misalignment between the business and IT, and a demand for control and security for the company’s forestry process cycle. The increasing market demand and the need for modernization of IT systems made it clear that the company wasn’t keeping pace. Upgrading to SAP S/4HANA was a necessary step towards a modern IT infrastructure, but there was a risk of the cycle breaking down during the upgrade.

The Electric Racing Academy (ERA), the world's first all-electric junior racing series, was founded with the aim of offering better inclusivity, sustainability, and digitalization than established combustion race series. The founders, Dieter Vanswijgenhoven and Beth Georgiou, were driven by the need to address climate change and make racing accessible to as many people as possible. However, they faced the challenge of creating a digital experience away from the racetrack, which would require a cutting-edge IoT solution for connectivity with the race cars. Additionally, they needed to ensure that the races, which would last 20 minutes before the battery needs to be charged, would be engaging and exciting for both the drivers and the fans.

Continental, a major supplier to the automotive industry, faced a significant challenge due to its rapid growth through acquisitions. This growth left the company with a legacy of diverse IT systems, making it difficult to have a clear view of the IT landscape. The company needed to standardize its applications to conform to industry standards and align more closely with the business. The complexity of the situation was further compounded by the fact that Continental is known for its tires, but it is a vital supplier at all stages of the automotive manufacturing process. The company's automotive business grew rapidly through twelve major acquisitions since 2000, increasing its capability and expertise but also its IT complexity.

Vipnet, a leading GSM operator in Croatia, was required to comply with the Sarbanes-Oxley Act (SOX) as part of the Mobilkom Austria group. The compliance required making business processes transparent and proving the efficiency of its internal control system. However, the company faced several challenges. Controls weren't specifically defined and couldn't be mapped as part of a process flow, leading to insufficient process mapping. Additionally, controls weren't tested. The company needed a financially oriented approach to process management to become SOX compliant.

In 2008, the Estonian eHealth Foundation set out to build a nationwide Electronic Health Record (EHR) system. The country’s goal was to improve the quality and convenience of healthcare for 1.3 million citizens by centrally storing their health records. To make the best decisions at the point of care, physicians would be able to access a citizen’s EHR online, anytime. This massive undertaking needed a flexible integration platform. After extensive research, the foundation selected webMethods Integration Server, an Enterprise Service Bus (ESB), to link disparate information silos and local databases.

W&W Group, a financial services provider, was facing challenges with its Internal Control System (ICS). The existing ICS was not able to support the company's high standards for risk management and was making it difficult for them to comply with increasingly stringent regulatory requirements. The lack of good-quality documentation and a process-related overview of risks increased the chances of shortcomings in their process controls and risk assessments. The company needed to standardize their alert and escalation management processes and provide status reports on the performance of the ICS itself to meet new German regulatory requirements.

Bank Mandiri, Indonesia's largest bank, aimed to transform its payment processes to significantly reduce the time and cost of transactions and fuel revenue growth. The bank wanted to deliver highly efficient, competitively priced electronic payment and transaction services in a uniform way across multiple channels and touchpoints. The bank also aimed to anchor itself as the dominant and preferred partner for Indonesia’s move to a cashless society.

TURKSTAT, the Turkish Statistical Institute, is responsible for Turkey’s official statistics on a wide range of topics. As part of its corporate e-transformation, the institute aimed to provide fast, easy and secure access to statistics needed by different interest groups. Manual methods of sharing this information were insufficient. TURKSTAT needed to provide data to outside groups categorically, according to user needs, and in a dynamic and sustainable way. As more organizations needed to share data, TURKSTAT found using manual methods or writing code was inadequate. The institute urgently needed a high-speed data exchange platform. Additionally, security was a key concern. TURKSTAT has always been a trusted institution. Decisionmakers are confident in statistical information published by TURKSTAT, and providers of data are certain that their privacy is well-protected. That level of trust could not change.

Metro Bank, the first new mainstream bank in the U.K. in over a century, faced several challenges. As a newcomer in the field, it sought to balance well-established protocols related to process planning, optimization, and efficiency with the demands of savvy customers for excellent service and great products. The looming deadline for enforcement of the EU General Data Protection Regulation (GDPR) in early 2018 added to the pressure. In 2017, it was time to call in the experts, the ones with the best solutions in the business. With Software AG’s ARIS, the team mapped processes at an award-winning rate. Starting from manual, dispersed records, Metro Bank mapped more than 280 processes in less than a year—20 percent of which was regulatory. Over time, this extended to include more than 1000 new GDPR-specific models and 250 OCIR processes in ARIS.

Water leaks, poor metering, and tampering of water supplies are leading to wastage and shortages worldwide. In Australia, one of the world’s driest countries, every drop matters even more. The Goldfields pipeline, a 600-kilometer pipeline that sends water from Perth to 100,000 people around Western Australia, is suffering from endemic leaks and burst pipelines. The World Bank estimates that more than 126 million cubic meters of water is lost each year globally—at a cost of over $40 billion. As a utility, if you cannot rein in leaks and control the flow, quality and reliability of your supplies, you are at risk of penalties, fines and—even worse—reputational damage leading to loss of business.

Emirates NBD, a leading banking group in the Middle East and North Africa region, faced several challenges. The banking industry was rapidly changing, and there was a need to digitalize standard operating procedures. The bank required a central architecture repository for SOPs and bank IP. There was a business case for ensuring jurisdiction-based regulatory compliance and pressure to connect all areas of the business using dynamic process flow, simulations, and modeling. As the bank expanded globally, it needed to boost its efficiency, customer experience, and regulatory agility to meet and surpass the competition. The old way of using manual process flow forms no longer met the bank's requirements.

AXA Cooperative Insurance, a subsidiary of AXA Group and one of the largest insurance providers in Saudi Arabia, faced several challenges. The company was dealing with an ambitious back-end transformation, growing demands from regulators, an increasingly competitive insurance marketplace, and a legacy integration system in need of modernization. The company's success was increasingly tied to its ability to harness data to instantly generate quotes for new customers and keep on top of ever-stringent regulations. However, its IT systems were not up to the task. The complex and ever-growing application landscape was barely held together by a web of rigid point-to-point connections. Legacy applications frequently went down due to lack of maintenance, and new ones lacked the ability to share data with industry partners in a secure, efficient manner. Furthermore, AXA’s data wasn’t even stored inside the country, instead, it was scattered across servers in Dubai, Spain, and France.

The digital revolution has not spared universities. They are affected both in their internal transformation processes and in the content of their curriculums. Universities like the University Bonn-RheinSieg are facing several major challenges: attracting students with new standards in research and education, applying and developing state-of-the-art technologies, responding fast to changing industry demands, and teaching theory through practice. The growing demand for specialists in the fields of digital business makes recognizing opportunities for collaboration with the private sector all the more necessary. Universities and private companies share the responsibility of equipping the market with sought-after talent. The University of Bonn-Rhein-Sieg has been using an earlier version of the Integration Education Package (IEP) from the Software AG University Relations program since 2011 and was excited to use the new one.

DigitalGlobe, a leading global provider of commercial high-resolution Earth imagery products and services, was looking for ways to avoid waste and build services and APIs faster. They wanted to foster a 'right click/add' development mentality and enable more organizations to leverage their imagery and data. The company was also looking for ways to quickly integrate mergers and acquisitions and decommission redundant systems. They saw a huge potential in exposing their services quickly to the world and were looking for a platform that could help them achieve this.

Kiabi, a French retailing powerhouse, was facing a burgeoning customer volume, data overload and inconsistency, and a market-wide transition to omni-channel retail. The company's consistent growth of nearly 9% annually, expansion from 5 to 32 countries, and a customer base increasingly composed of Millennials, a group constantly online, in-touch and communicating, put a strain on their legacy systems. Their website slowed to a crawl and their data was riddled with errors. IT had to align to the company’s business functions—and fast—for Kiabi to turn themselves into the omnichannel business they had envisioned.

In the financial services sector, the ability to deliver new capabilities daily in a compliant manner is crucial. However, Standard Chartered, like many organizations, was hindered by a multitude of interfaces that impeded agility. The bank sought to innovate faster by reducing interfaces and enhancing quality through the use of a globally federated business process framework.