Coca-Cola Erfrischungsgetraenke AG (CCEAG), one of The Coca-Cola Company’s (TCCC’s) top bottlers, was chosen as a pilot center for the Coke One global template deployment. The project would ultimately impact more than 75 percent of CCEAG’s existing applications in a highly interdependent IT landscape. Close to 1,000 business processes had to be reviewed and aligned across seven key areas: market-to-order, order-to-cash, forecast-to-deploy, procure-to-pay, record-to-report, master data management and human resource management. This corresponded to roughly 120 enterprise applications, 300 operational interfaces, 900 BI interfaces and 150 business objects that were impacted. CCEAG’s decision to use Enterprise Architecture Management (EAM) to facilitate its Coke One deployment was a clear project success factor. While the Coke One model specified the target state and functional processes, localizations to the template were required to meet individual bottlers’ needs. Bottlers had to determine and manage the extensive changes to their operations themselves, all while maintaining daily business. Adding to the challenge, the model also lacked conventions and standards to guide the evolution of the bottlers’ IT landscapes.

Cemplex Group, a leader in the specialty concrete market, was implementing Tableau reporting software for its enterprise needs. The goal was to connect all the data company-wide into one reportable data set. However, Cemplex uses a legacy, indexed file-based, accounting software for accounting, inventory, and payroll. Nine of the different subcontracting Cemplex companies use this legacy software. Each company has its version of the software with the summaries aggregated at the corporate level. To drill down to the employee level requires access to each of the nine legacy accounting software’s indexed files. This complicated structure made reporting tedious and time-consuming.

BTPN, a leading bank in Indonesia, faced a complex challenge: How to connect everyone from farmers to millennial digital natives across thousands of islands, while also ensuring its legacy core banking system doesn’t grind to a halt. The bank needed to transition to a new role as a transactional bank, achieve deeper market penetration, and release two stunning mobile banking services in Wow! and Jenius. The bank also faced challenges such as a geography encompassing 17,000 islands, rapid growth in millennial market dominance, diverse socioeconomic populations, exponential increase in mobile access, disparate back-end systems, and high costs of maintaining bank branches.

The company, a global federation of autonomous DIY retailer networks, was facing challenges due to rapid year-over-year growth, disparate data systems, complex per-brand needs, and a transition from products to solutions. The market was being disrupted by large online retailers, changing international trade agreements, and customers who wanted the power of mobile and the web when they shop. The company needed to pivot from merely selling products to selling service-based solutions. This required preparing all of its businesses, operating in different countries and under differing regulatory regimes, to be agile enough to offer new capabilities, new products, and new service models for a changing type of consumer.

Allied Electronics, an electrocomponents distributor, wanted to increase sales at its 70 branch offices scattered throughout the U.S. & Canada. The idea was to create a quote system that could use Allied data stored in an RMS database running on a VMS server. The Allied Quote system would enable managers, salespersons, credit managers and product managers to communicate through web forms using ASP.NET technology. The system would allow them to produce new quotes for customers, get management approval on certain quotes, have a contact database, provide a way for the various users to register inventory checks, and create orders, among a long list of other activities. The main interest was to capture data that was getting lost during phone conversations with customers, and also to be more responsive to the changes in their entry process. Gathering all the data on their quotes would give them a lot more information and allow their salespeople to dispose of their need to keep voluminous files on all of their customers.

The company, one of the largest telecom companies in the world, wanted a global platform that could scale new services for hundreds of millions of users and countless partners. The first challenge was a new pay-as-you-go global Wi-Fi service that was outstripping capacity. The company had built the service assuming it could sign up 5 million users in five years; it signed up that many in just six months. The runaway success meant the company needed 40 times that capacity—enough for 200 million users—to handle future demand, but scaling its existing infrastructure was far too costly. The company previously stored transactional and billing data in Oracle Real Application Clusters (RAC), but Oracle wanted $5 million for the kind of expansion the company needed. Worse, Oracle RAC hit a wall at around 150 business transactions per second—way below the company’s requirement of 2,000 per second.

The insurance company, despite its rapid growth and global presence, was facing challenges with its data integration platform. The legacy system was resource-intensive, expensive to maintain, and required specially trained personnel to operate. It was also not scalable, making it unfit for the company's growth trajectory. The insurance industry relies heavily on efficient data management for real-time business decisions, and the company's existing system was proving to be a significant barrier to growth. The company needed a solution that could integrate data from disparate systems, streamline operations, and scale with the company's growth.

As the company transitioned from a single market focus to becoming a digitalized global enterprise, rapidly growing data complexity became a major threat to the business. The company needed to manage complex product life cycles, control financial and human risks, and work with dozens of independent systems. Earlier attempts to solve these problems with a small data science team focusing on production had promising results. But the company quickly ran aground of business and technology liabilities, such as: human errors in manually coded models, scalability bottlenecks, burgeoning data volumes, and an inability to achieve real-time data processing goals.

The financial services company was facing challenges due to the extreme complexity of data volumes as a result of product flexibility. The company's data science teams were hitting capacity ceilings, leading to external risk from financial fraud such as money laundering and corruption. The company was using a dedicated team of data scientists to create hand-coded fraud models, but with millions of customer accounts, a large service portfolio, and geographically dispersed operations, manual coding became a major liability. The process of converting algorithmic fraud models to operational form dramatically slowed the process of “operationalization.”

The Fortune 500 company, a multinational medical device, pharmaceutical and consumer packaged goods manufacturer, was facing challenges with its Approval for Product Release (APR) process. The process was outdated, paper-based, and relied on disparate systems, making it difficult to streamline and benchmark across products and countries. The old process took up to two years to complete and required stakeholders to write thousands of emails back and forth for a single product approval. With email-based collaboration, it was nearly impossible to determine who was working on the document or if additional changes had been made since the last email was sent. When there are potentially 50 different people who might have to make adjustments to a single document, duplicate work was almost inevitable.

The Department of the Registrar of Companies and Official Receiver (DRCOR) in Cyprus faced several challenges. The national financial crisis in 2013 had a significant impact on DRCOR's operations. The department had to deal with outdated information systems, paper-based processes, inefficient workflows, and a cumbersome user experience. Additionally, the department had to align with EU-wide best practices as part of the EU memorandum agreement. The department also had to deal with data overlaps and gaps, which further slowed down their operations.

The Chinese automobile manufacturer was facing pressure for improved sales forecasting, better manufacturing logistics and after-sales service, and a necessity to centralize data from multiple systems. The company was also dealing with growing customer expectations relating to specifications and services. The company planned to bring in a new Distributor Management System (DMS) to better manage its sales, logistics, and after-sales claims. However, the company faced challenges with data validity and timeliness from distributors. Data was also spread across numerous disparate platforms, creating data management headaches. In March 2017, the company faced the monumental challenge of integrating all of the old DMS’s whopping 744 modules into the new-generation DMS.

The healthcare company was facing growing regulatory pressures, slow business responsiveness, stifled innovation, and frustrated employees. It was difficult for them to adopt new technologies and keep up with business demands. The company's manual and paper-based internal Approval for Product Release (APR) process was taking between five to six months to release a product. The company urgently needed to identify a certain ingredient in its products, the app took just two clicks and a couple minutes to identify every applicable product worldwide.

The multinational luxury fashion company faced challenges due to rapid expansion and major acquisitions. The company was under pressure from global competition and growing costs. The company's IT leadership team wanted the Information Systems (IS) teams to have visibility into their portfolios to be able to develop project plans and future IT strategies to support the company's ambitious business transformation goals. The piecemeal process in place at that time involved manual updates to a Microsoft® Access® database, visualization in the Visio® modeling tool and PowerPoint® for presentations. Information on the portfolio was updated twice a year— not a good basis for road mapping and investment decisions that needed to be made on the turn of dime.

Trackerando, a startup specializing in GPS and IoT solutions, faced several challenges. The existing GPS tracking solutions lacked ease of use. The company also faced competition from telematics solutions. Additionally, there were increasingly strict data protection requirements to adhere to. Trackerando also aimed to add value with IoT communication apps. A specific case was when the city of Mainz was looking for a GPS tracking system provider to monitor its garbage compactors. The city needed a solution that included a waste-level gauge and alarm activation when bins are 75 percent full. The solution also needed to provide position tracking in the event of theft. The city wanted to avoid larger telematics providers as their systems were too complex and expensive for the city’s needs.

LCL, a leading French financial services and banking company, faced several challenges as banking went digital. The customers who valued reliability above all else came to expect omni-channel accessibility, better communication, and more digital services. LCL wanted to adopt an omni-channel strategy and serve its customers with digital channels available around the clock as well as branches in a seamless way. This digital transformation required a major initiative to modernize the existing IT architecture. In 2012, LCL lacked a robust and integrated system for enabling such functionality, particularly when it came to new service initiation.

The utility company was facing a dire situation in its IT department. Years of cobbling together one-off solutions using a variety of applications had resulted in a tangled web of connections that was crippling new projects. System stability was decaying due to the patch-work architecture, and ballooning costs for licensing and support left the IT budget cupboards bare. The company’s CIO recognized that a high-performance Enterprise Architecture (EA) practice was the pragmatic fix it needed. EA would transform the existing IT into a technology-leveraging dynamo powering the company’s business transformation.

ADEO, a conglomerate with 75,000 employees at 27 companies in 13 countries, embarked on an enterprise transformation project. The goal was to offer new ways of providing services to customers. However, the scale of operations posed a significant challenge. The company needed to integrate all systems of record and new sales systems across its vast network of companies and brands. The challenge was to handle millions of messages between the central systems and sales systems every day and speed up communication between them.

CSBP, an Australian fertiliser and chemical company, was facing challenges in managing inventories and supplies of fertiliser during the peak season. As the main supplier of the preferred liquid fertiliser used in farming grains in Western Australia, urea ammonium nitrate (UAN), it needed to be able to meet the needs of the farmers speedily. The farms are spread over tens of millions of hectares in Western Australia, presenting a logistical problem for fertiliser suppliers. The farmers tend to stock up on fertiliser in April/May and when the rains fall they rapidly deplete their tanks. Some larger farms have several tanks to manage. Traditionally, they had to monitor the floating gauges in each tank, waiting until they were empty to re-order, because the fertiliser can only be trucked in whole tanker loads. Third party trucking companies are scheduled by CSBP to collect the fertiliser from the Kwinana, WA, depot. Sometimes these trucks have to deliver to farms that are hundreds of kilometers away from the Kwinana depot. This all adds to the supply chain complexity, especially as so many farmers run out of fertiliser at the same time.

Prinzhorn Group, a European market leader in the packaging, paper and recycling industry, faced several challenges as it pursued its Grow2030 vision to double in size. The rapid growth strategy brought together many different systems that needed to be integrated, posing a major challenge for the company’s IT. The company needed a suitable and flexible IT platform to integrate new facilities and systems quickly. To boost the transforming company’s operational performance, all the apps, devices and systems needed to be linked to create a common data pool for the entire group—a central point of dataflow. Furthermore, this data pool had to allow fast adaptation at any time because new systems were being added regularly, up to ten a year.

The bank was facing a challenge with its array of applications divided into three separate repositories, creating separate islands for private banking, investment banking, and technical infrastructure. This disconnected web of applications was inflating costs, impeding compliance with new banking regulations, and leaving management ill-prepared for an industry-wide digital transformation. The bank needed a comprehensive and accurate overview of its application landscape, extensive reporting capabilities for management, risk and audit compliance purposes, and the analytics and insights to help its leaders make robust, fact-based, strategic decisions.

IndusInd Bank, a leading innovator in India's booming FinTech industry, faced several challenges due to its rapid growth and the acquisition of a credit card business. The bank needed to optimize its internal systems and processes to stay lean, fast, and innovative. The challenges included increasing competition and thinner margins on traditional products, rapid business growth and the fast pace of innovation, back-end process inefficiencies, growing regulatory requirements, and the need to make the business future-ready. To continue outcompeting rivals and hitting growth targets, IndusInd Bank knew it needed to shorten innovation cycles and improve its already industry-leading level of personalized services and customer-support speed.

CEM, the sole electric utility in Macau, is facing new challenges as it enters the IoT era. The company is developing an advanced metering interface, adopting new forms of electronic payments, and planning a network of charging stations for electric vehicles. However, these new technologies require stronger capabilities to ensure seamless integration with its back-end core and the ability to replace legacy systems. The company needed a stable, secure, multi-channel integration platform to support its future operations.

The customer, a leading global financial services company, was facing challenges due to its diverse portfolio of services and management options. The complexity of analytic models increased as the company grew, and the internal data science and IT teams were reaching their capacity. This increased the underlying risk of the company’s business model and threatened to remove a competitive advantage. The company was using a dedicated team of data scientists creating hand-coded fraud models. However, with millions of customer accounts, a large service portfolio, new product launches, and geographically dispersed operations, manual coding became a major liability. The process of converting algorithmic fraud models to “production ready” dramatically slowed the process of integrating them into the operational business processes.

Australia Post faced a significant increase in online purchases, up by 170% year-on-year, leading to an increase in the volume of deliveries and parcel sizes. The company had insufficient staff numbers and equipment to handle these increases. Additionally, the reduction in passenger flights resulted in delays to some regional delivery areas. The company had to respond quickly and make better use of its resources. It needed to set up processing sites quickly and leverage the information that was already in the system. There were many new employees, so Australia Post had to be able to communicate with them to show them how to use the virtual agent software to read codes, sort and process pallets.

Colruyt Group, a Belgian family-owned business, is one of Europe’s largest retailers. The company has proved it can constantly evolve and meet customer expectations. Its Mobile Readiness program launched in 2018 brought countless new apps to customers for online and mobile ordering. The program not only improved customer service, it streamlined how customer data is managed and shared across all Colruyt Group brands. However, the rapid growth of e-commerce and the rise in customer-facing apps and digital devices presented new challenges. The company needed to shift to API integrations and desired to unify customer rewards and wireless payments across all Colruyt brands.

In 2018, Griesser, a company that has dominated the solar protection market since 1882, found itself struggling due to the rise of digital challengers. The company's long history had led to accumulated complexity with disparate sets of applications that had little interoperability, making reliable information sharing impossible. Griesser recognized the need to consolidate its data and expose it to create intelligent customer solutions to meet market demands. The company sought a vendor that could provide an open platform that would not only integrate everything but also be part of an extended portfolio with API management and potentially an Internet of Things (IoT) solution.

In 2014, the bank was under pressure due to the wave of banking disruption sweeping across Western Asia. It was facing demands for new products and services, impending compliance with new banking regulations, and a process architecture that it could not cope with. The bank's existing processes were documented in an array of spreadsheets, releases were delayed, and there were no alerts. More seriously, there was no collaborative process environment to speak of, let alone process conformance across the board. The bank needed to incorporate the right tool to design and manage its governance workflow to keep the regulators at bay. However, the bank realized that the situation was more complex than it initially seemed and that a robust solution that went to the core of the business was required.

The Israeli Ministry of Labor, Social Affairs and Social Services was facing a challenge with its 20+ year-old mainframe application. The Ministry processes more than 80,000 cases per year, serving citizens via ministry departments and local authorities, associations and organizations. The legacy system was developed 20 years ago using Natural, Natural Construct and Adabas. The Ministry was using 20+ year-old, green-screen application technology and there was no way to open it up to the municipalities using the internet. The hundreds of municipalities that handled the cases had to file them with the Ministry through a mostly manual process. This slowed the processing down and sometimes left people at risk. Paper forms were being passed from the municipalities to the Ministry and back again, often requiring five different signatures for approval each time. Some individual cases took up to six months to process and, sometimes, cases would get completely lost in the shuffle.

Restek, a leading developer and manufacturer of chromatography consumables, operates in a highly competitive market. To differentiate itself, the company focuses on providing exceptional customer service, which it refers to as 'Plus 1' service. However, to maintain the high levels of service its customers expected, Restek recognized the need to modernize its business and digitalize customer interactions. The company wanted to streamline the entire customer interaction process and make it accessible to every employee. This would give the company more flexibility to unlock new opportunities for its customers. However, Restek found itself with a bit of a silo problem. In order to provide the ultimate Plus 1 service it wanted, everyone at the company needed to be able to access a 360-degree view of the customer. To do that, Restek needed to break down the silos between their ERP, CRM, website, and other ancillary systems.