CSC Scandihealth aimed to become a market leader in Denmark within electronic patient records, maintain the Nordic countries as a home market, and develop the company into a “Centre of Excellence” within European healthcare. The company needed to choose a new technology for their IT solutions in the 1980s. They wanted an effective development tool suitable for creating a standard system for developing patient records. They studied five different solutions from various suppliers before deciding on Software AG because they offered the most flexible development tools and were easy to communicate with.

Icelandair, one of the largest private companies in Iceland, was facing a challenge. Despite the increase in online ticket sales, the company was not realizing the expected cost savings, staffing reductions, and operational efficiency gains. For every reduction in telephone sales man-hours, there was a corresponding increase in the amount of back-office effort needed to support online sales. The company was also struggling with regional variations in ticket sales processes, which were not standardized across the organization. The airline industry is highly competitive, and airlines must constantly seek out efficiency in their operations to remain profitable. Icelandair needed to operate on the highest possible load factor and attract and retain customers who now shop online for their flight needs.

Insurance companies are facing immense challenges due to market deregulation and increased customer demands. This requires a high degree of market orientation and flexibility of business processes. One of the key questions determining lasting success is whether insurance companies’ legacy IT systems can keep pace with this development. Nuremberg-based uniVersa faced this challenge and needed to ensure their IT systems could adapt and evolve with the changing market. They also faced a specific challenge of creating appropriate inventory management systems for their new insurance product, Tip-Top Tabaluga, in less than two months.

Hibernian General Insurance, one of Ireland's largest and most respected insurers, was facing challenges in serving insurance brokers and policy holders while reducing the time and cost to administer insurance policies. One of Hibernian’s key applications is its Branch Policy System (BPS)—a character-based application used by internal administration and call center staff to service insurance brokers and policy holders. To improve response times to these customers and reduce the costs of administering insurance policies, Hibernian decided to take a service-oriented approach and create a Web-based, easy-to-use interface that leverages and reuses existing key functionality contained within the business-critical Branch Policy application. Initially, Hibernian planned to replace its legacy application with an off-the-shelf general insurance package. However, over the years, there has been a large investment in this system which has provided users with a very high-level of functionality. This was found extremely hard to replace with an off-the-shelf general insurance package.

DFDS Seaways, a leading European ferry and logistics company, was facing challenges with its outdated Enterprise Resource Management (ERP) system. The system, named Cosmos, was built in the early 1990s and had grown into more than 200 smaller and larger sub-applications. However, these applications lacked functional integration, had varying user interfaces, and required regular data re-entry. The complexity of Cosmos had become so great that DFDS Seaways faced growing maintenance problems. Documentation was often outdated, and a lot of business logics were recorded in hard-to-change stored procedures. The company also faced performance problems with the Web front-ends, hindering customers from making reservations via the Internet.

Georgia-Pacific, a leading manufacturer and marketer of tissue, packaging, paper, pulp, building products and related chemicals, was in the process of transitioning its technology to SAP® and Microsoft®. However, the company needed to continue meeting ongoing user needs with cost-effective products that could extract more information from older systems. A major operational challenge at the company's Port Hudson Operations was managing rental expenses for large equipment that the mill used only periodically. The legacy system did not provide the kind of information about rentals that would ensure effective management of such expenses. The company needed to improve its reporting capabilities while finding a cost-effective way to maximize the value of its RMS files and to open Champs to PCs.

Tsalano, a South African ICT company, was facing several challenges. The public sector constraints, poor infrastructure, resource scarcity, an emerging local technology sector, and exponential growth were some of the issues the company was grappling with. The company wanted to leverage its core expertise in telemetry, sensing, and ICT to create actionable solutions for its clients. However, it needed a way to do this without reinventing the wheel. The company also wanted to tackle the prepaid electricity market and the country's fragile water use system.

Aras Kargo, a courier and cargo company, was facing challenges due to its rapid expansion. The company was experiencing a surge in demand from online shoppers and vendors, which its operations were not equipped to handle at such a high scale. The company had up to 1,000 hardcoded integrations for its existing 200 business partners, which needed to be streamlined. Additionally, the company needed a robust application and data integration tool to manage its business processes. The company was also looking to expand its international network of over 200 partners and needed a solution that could scale with its business.

The luxury fashion company was facing several challenges. The growing customer demand for an omni-channel purchasing experience was not being met by the company's legacy IT systems. These outdated systems were unable to support the company's corporate goals and were leading to operational inefficiencies and high costs. The company also needed to unify its global inventory management solutions. Furthermore, the company was growing through acquisitions, which necessitated a system integration solution. The lack of a standardized application-to-application integration practice was causing transaction duplications, complicated processes for new partner onboarding, and costly, custom, point-to-point solutions. Different application release and governance cycles, and regular synchronization issues between the three ERP and warehouse systems, meant management was laborious and costly. It also made accurately assessing stock levels or cash flow impossible.

The City of London set an ambitious goal to create the world’s first Ultra Low Emission Zone in central London by 2020. To meet this goal, London needed to know what every single vehicle is doing in real time. The best solutions go further, gathering and parsing data with even better visibility into any individual vehicle’s operating data and module systems. By 2021, more than 5,000 buses in London’s public transport network will be fitted with sensors, such as HJS Emission Technology’s Selective Catalytic Reduction Technology, which uses cutting-edge particle filters and catalytic converters to dramatically reduce emissions. But in today’s world, blind implementation isn’t enough to meet the strictest of emissions guidelines.

Beijing Hyundai Motor's Dealer and Customer Management System (DCMS) was facing issues with dealer engagement, leading to late, unreliable, and scattered data. The IT branch of Beijing Hyundai Motor, BHIT, decided to enhance the dealer system by building 11 new subsystems. However, the system interfaces weren't properly classified, leading to a drastic increase in server requests and system glitches. The company needed a solution that could enable real-time data synchronization with all 750 dealers and orchestrate regular batch processing and transmission.

CodeWrights, a German technology company, specializes in integrating devices in industrial manufacturing for its customers. They bridge connections from sensors and actuators used in process automation to higher-level control systems and asset management systems. However, they faced challenges in increasing access to equipment data and analysis through a centralized platform. They wanted to optimize automation using the IoT and offer improved operational efficiency and overall factory health. The company’s deep expertise in writing device drivers lets its customers in industrial manufacturing connect sensors and actuators to pull off incredible feats of automated manufacturing efficiency. But in today’s competitive market, if you only access this basic data from your devices, you’re leaving serious efficiency, and dollars, on the table.

The Development and Investment Bank of Turkey was preparing for major changes, including a move from Ankara to Istanbul, and a more active role in mergers, acquisitions, and initial public offerings. However, the bank's IT department had struggled to keep up with rapid growth. Siloed operations meant processes across different units weren’t standardized, creating gulfs in information. This undermined performance and led to risk of noncompliance with key banking regulations. The bank needed a top-of-the-line business process management solution that would allow it to carry out its transformation seamlessly and optimize business processes to help its new investment operations thrive.

The mining company was facing challenges in monitoring and collecting data from remote installations. The boreholes in the phosphate mine were located in a remote desert area with no utility-provided electricity or internet. Communications were limited to company satellite phones. If anything happened in one of the boreholes, it would take hours to get medical help or a crucial part. The ability to monitor and remotely supervise the boreholes was not just for compliance reasons, but also for safety. The company needed to collect and turn critical data into value. Another challenge was the pre-permitting process which required a lot of data to prove that the soil is stable enough for the operation.

Clal Insurance, a leading insurance and pension company in Israel, was facing a multitude of challenges. The insurance industry in Israel had become extremely competitive due to the influx of new InsurTech startups aiming to disrupt the market. This put Clal, a 34-year industry veteran, in a position where it needed to react quickly to outpace these startups, a task made difficult by the vast amount of data tied up in older systems. Additionally, Clal was grappling with a global financial crisis, aggressive changes in the regulatory landscape, and the challenge of low-to-zero interest rates. The company was also dealing with manual applications, growing SLA compliance risks, and rising business costs. To stay competitive and meet SLA requirements, Clal needed to innovate and adapt to these changing market conditions.

Dürr, a leading mechanical and plant engineering firm, faced several challenges in its operations. The company was under pressure to meet customer demand for secure monitoring of production data and self-service predictive maintenance capabilities. There was also a need to avoid painting faults caused by materials or equipment wear. Dürr was also grappling with growing ESG requirements to cut energy use and emissions. The company was in the process of transforming from traditional manufacturing to a digital business, which presented its own set of challenges.

Enerjisa Üretim, a leading private sector electricity generation company in Turkey, faced several challenges in its operations. The company was struggling with data silos that hindered operational insights, leading to a lack of operational efficiency. The static diagnostics they had in place were insufficient for understanding the root causes of issues. With increasing pressure to meet sustainability goals, Enerjisa Üretim needed an affordable solution that would empower its operators to improve efficiency and performance. The company's diverse portfolio of power plants, including wind, hydroelectric, solar, natural gas, and lignite, added to the complexity of the challenge. The ongoing devaluation of the lira also made it crucial for the company to provide affordable clean energy, making better asset management a key factor for operational efficiency and cost savings.

Enzen, a global knowledge enterprise specializing in the energy and water industries, faced several challenges in its mission to make energy and water more affordable, accessible, and sustainable. The company needed to centralize its data and knowledge repository, design and share global best practices with customers, enhance the value of its existing intellectual property, optimize the speed and quality of solutions delivered to clients, and expand its global advisory business. Enzen's clients, who operate in highly regulated sectors, face strict compliance and risk standards, yet they are also expected to deliver more services for lower costs, with greater efficiency. Enzen’s advisory services help companies meet these demands by improving their business model across six dimensions: Process, Data, Digital, Operations, KPIs, and Capability.

Openreach, a division of the British telecommunications company, BT Group, was established in 2006 to ensure equality of access to BT’s local network for rival telecom operators. As one of the largest telecommunications services companies in the world, Openreach has complex processes and a vast infrastructure. However, the company's systems and processes were siloed and they had issues around end-to-end systems or accountability. Openreach aimed to implement processes and systems that would increase control and also enable effective management of the business going forward. The company sought a more proactive and sustainable solution for managing risks while also working with a consultant firm to define, build and implement a Business Control Framework (BCF) with a five-step life-cycle methodology, covering: risk assessment; documentation of process control; testing; remediation; and sign-off.

P&O Ferries, a leading ferry company in the UK, operates in a highly competitive market where consistent quality of service is crucial. The company's strategic pillars include smart growth, competitiveness, and customer-centricity. However, changing regulations, such as the EU Sulphur Directive, significantly impact P&O Ferries’ overall costs and squeeze operating margins. The company was looking for ways to increase business agility and resilience, reduce dependency on legacy IT systems, and realize new revenue opportunities. On the retail side, P&O Ferries wanted to diversify its offers to accommodate continental European customers’ tastes and provide more value-added services. On the freight side, the company needed to cater to the needs of its customers who operate in a very price-sensitive market and require real-time data exchange and support for digital business services.

Zurich Insurance Group, a leading multi-line insurance provider, had been using ARIS for over 10 years for modeling and documenting business processes in both of its business segments, General Insurance and Global Life. However, as the current version of ARIS was nearing the end of its life cycle, Zurich needed to migrate to the new ARIS version 9. This migration needed to take into consideration different user requirements worldwide and had to be implemented for all of the Zurich Group’s ARIS users worldwide. The migration project also had to ensure the smooth continued operation of more than 50 ARIS databases.

In the financial services industry, information is expected to be immediate, relevant and actionable. End-of-day events processing is no longer adequate. Financial institutions have to become thoroughly Digital Enterprises and need to understand events as they happen.

Logrand’s vision is to become a customer-centric, Digital Enterprise. To achieve this, Logrand wants to adopt new digital business models and change from manual operations to those that are reactive, predictable and automated. The end game: Increase customer satisfaction.

Logrand’s vision is to become a customer-centric, Digital Enterprise. To achieve this, Logrand wants to adopt new digital business models and change from manual operations to those that are reactive, predictable and automated. The end game: Increase customer satisfaction.

The infrastructure at Zurich Airport is highly complex and must meet the requirements of a wide array of user groups: passengers, airlines, ground crew, customs, security services and air traffic control, to name just a few. Vastly different systems are used for these tasks, requiring millions of data to be transferred among them every day. Until a few years ago, scenarios like this in which data from one system needed to be made available quickly to several other systems posed a major challenge for Flughafen Zürich AG as the airport operator. The interaction between these applications constantly needs realignment as well. But the file export provided in most cases means that nearly every change or new development requires pulling in 30 to 40 IT service providers to achieve a one-to-one integration among the affected partners.

The Bavarian Federal State Department of Taxation has a major daily task of corresponding with citizens through letters. The content of these letters is the primary challenge, but they also need to be printed, enveloped, and dispatched in a timely manner. This is a manually intensive task for the 16,000 tax clerks. The department recognized that if only a portion of these letters could be processed automatically, immediately after they’ve been composed, the taxation department could reduce costs and, at the same time, utilize staff’s time more efficiently.

Statens Innkrevingssentral, a subsidiary of the Norwegian Department of Finance, was struggling with a legacy mainframe solution that was functionally fine, but did not measure up to modern solutions and was too costly to operate. The institution was exposed to risk at a time when it was asked to dramatically lower operating expenses. The legacy mainframe solution was responsible for a loss in competitiveness. The institution called upon its own organization and partners to carry out an analysis to outline the requirements in detail. This analysis was the basis on which all parties involved designed the final solution, a new collection and ledger system. This new system would provide Statens Innkrevingssentral with the desired reduction in operating expenses and ensure the implementation of new claim types without further development.

Stewart Title, a global real estate information and transaction management company, was facing several challenges. The company's disparate legacy systems were becoming increasingly costly to maintain and were showing their age. The company's vast historical insurance data, which had been a significant asset, was becoming a liability. The company was also facing pressure from agile FinTech startups that were unencumbered by legacy technology. Stewart needed to transform its technology infrastructure to reduce costs, increase agility, and leverage its historical data as a strategic advantage.

SA Water, owned by the Government of South Australia, faced a significant challenge when preparing its first Regulatory Business Proposal (RBP). The company needed to bridge information silos, aggregate knowledge capital dispersed throughout the company, identify and fill information gaps, and leverage it all collectively to create a holistic, multi-year plan. In conjunction with this effort, the Information Services (IS) forward plan of capabilities, initiatives, and business demands had to be broadened from a yearly focused approach into a multi-year strategy to be in line with SA Water’s RBP. The company needed an integrated, flexible planning tool that would increase visibility across SA Water’s business domains, enable tracking of capital expenditure planning activities, and facilitate demand prioritization and scenario analyses.

ALTE OLDENBURGER Krankenversicherung AG, a leading health insurance provider in Germany, was facing the challenge of modernizing their legacy claim processing system. The existing system was over 20 years old and was not able to keep up with the changing business requirements. The traditional process required customers to save their medical bills and mail them all in at the end of the year, leading to a 'claims tsunami'. The company wanted to enable a new service where customers could use their smartphones to snap and send pictures of their medical bills for processing the moment they received them. This would not only provide convenience to the customers but also distribute the work throughout the year.