Some of the challenges that U Chicago Medicine needed to resolve were how to effectively share data across a large number of disparate systems. They had silos within technology as well as functional areas, and needed to change their culture. If they were not able to resolve these challenges, ultimately, the quality and safety of their care delivery system could be impacted.

ACTIVE helps organizers transform and grow their businesses. The company hosts the world’s largest directory of sports and recreational activities, facilities, venues, and classes—and collects all participant and event data so thousands of organizers can manage data and payments seamlessly and effectively. “Our goal is to help transform and grow event organizations everywhere,” says Kristin Carroll, vice president of corporate and consumer marketing. “We had an API. We just didn’t have the knowledge or resources to implement it to its full potential from development to monetization,” explains Ms. Carroll. The company was looking for ways to broadly share customer activities that would fit with its cloud infrastructure. Further, it wanted to replace ETL systems with APIs, increase IT efficiency while keeping costs below average, and implement a secure API management solution that could scale with global growth.

The result of these funding trends was that QHC no longer received a predictable amount of money from the government. Sixty percent of its funding is now based on demographics, referral patterns, and outcomes. While this is a positive step towards improving patient care, it requires the organization to identify opportunities that align with this new model. Initial estimates called for the company to find $10 million in savings from its $160 million budget. To meet these needs, QHC used TIBCO to build a data warehouse and deliver analytics via a user-friendly portal. More than 300 people throughout the organization, from nurses to executives, rely on this tool to measure fundamental processes and analyze critical patient data trends. TIBCO technology has helped the company measurably improve operations, meet financial requirements, and increase favorable outcomes in patient care.

The shipping industry is facing increased competition, shifting alliances, and growing customer demands for better insights and faster decision-making. Carriers are struggling to keep up with backend technology advancements and are unable to leverage big data analytics effectively. This results in higher operational costs, such as terminal handling fees and bunker costs, which hinder customer satisfaction. CargoSmart aimed to provide ocean carriers with advanced analytics for better visibility and real-time decision-making to address these challenges.

Over the last decade, the energy market in the Netherlands has undergone significant changes. Consumers gained the right to switch suppliers, the government unbundled retail from power generation functions, and Essent was acquired by RWE. Additionally, Essent expanded its services to the broader European market. The company faced the challenge of adapting quickly to customer needs to stay competitive. Legacy systems and the inability to adapt were major inhibitors. Essent needed fast performance and decoupled systems for optimal flexibility to meet these evolving demands.

As Katarina Khan, head of enterprise architecture, explains, “Over the last 20 years, the airline industry has evolved from a system of long-established, state-owned carriers to a dynamic free-market industry. There are a lot of low-cost airlines now, and for passengers, it’s become very much about a digital experience—self-service apps for booking, re-booking, and flight updates. “Back in 2001, our challenge was to move away from old point-to-point integrations and become more loosely coupled—to reuse integrations and have a very reliable, secure, high-performing infrastructure. We wanted to give the business a shorter time to market and make it easy to integrate with partners and communicate with our customers in a modern way. If we didn’t modernize, it would have been very difficult to deploy new solutions to meet customer demand.”

BMO Financial Group faced the challenge of meeting customer expectations in real-time across various channels, including branches, call centers, and digital platforms. With the rise of digital marketing and social media, customers expected personalized and timely interactions. The bank needed to simplify and automate processes, provide real-time information, and create data visualizations to make efficient decisions on how best to serve customers.

digitalSTROM aimed to create an infrastructure for smart homes that integrates cloud-based services like weather and security. The platform needed to handle high performance and low latency, be open and secure, and integrate various technologies from multiple partners. It also had to prioritize events from IoT devices, ensuring fast responses for critical alerts like fire alarms while managing less urgent events efficiently.

In 2007, XL committed to becoming a leader in a challenging market, one with 98 percent prepaid subscriptions and a state-owned telco that held over 50 percent market share. One challenge was that functional IT systems were in discrete silos, which did not allow the company to respond and support the business effectively. XL required a platform that would provide reliability, scalability, and allow for agile delivery of functionality. Additionally, XL's marketing challenge was to predict customer desires to optimize sales and marketing, understand customer needs, and identify opportunities to provide value.

Sage’s customers wanted more visibility into the talent searches it was performing and to dramatically outperform in the recruiting market. The company aimed to increase visibility into what people were doing, what was going on in the search, and also into their recommended strategy for searches. They wanted to differentiate themselves using technology.

Over the years, Syntelli Solutions has served over 100 clients across various industries, including banking, financial services, healthcare, and sports. The primary challenge is to help clients leverage data analytics platforms to gain actionable insights. Creating dashboards is easy, but deriving insights that improve market share or profitability is difficult. The key requirements are ease of use for all types of users and enterprise-class scalability.

Families have choices about where to send their students, so education, like other industries, has to demonstrate that it’s providing a value-added product. CNG seeks to be a top school in Colombia and Latin America to compete for excellent teachers in the international marketplace. The data comes from standardized testing companies as Excel files, and merging these data sources is error-prone. Additionally, the data in the student information system is manually entered by hundreds of teachers, leading to data quality issues. Without addressing these challenges, teachers would lack the information needed to develop interventions for students, and the school couldn't allocate financial resources effectively.

DATABASICS faced a significant challenge in providing flexible and powerful reporting options to its customers. Their in-house reporting engine was limited, requiring developers to code base reports that could only be updated with product releases. As the company began to include more complex data such as credit card transactions, travel data, and P-card programs, customers demanded more robust reporting capabilities. The internal teams also needed to provide training, custom reporting services, and faster responses to customer inquiries. The existing system was not scalable and lacked the flexibility to meet these growing demands.

Since 2000, the credit card industry in South Korea has grown rapidly, with credit card charges accounting for almost 80% of family expenditures. With 22 credit card companies in the market, competition is fierce. KB Card's existing campaign system was limited, sending non-customized offers via text messages, which were often seen as spam. This damaged the company's reputation and customer satisfaction. The company needed a way to reach the right customer at the right time with personalized offers to stand out in a highly competitive market.

Argos, a leading digital retailer in the UK, faced challenges in scaling its API infrastructure to support its growing digital retail capabilities. With 1 billion annual visits to its website, Argos needed a solution to empower its APIs for scale, data security, and multichannel innovation. The company identified unexpected opportunities for API use in various channels and parts of the business, necessitating a robust solution to manage and secure these APIs across multiple platforms.

Havas Media, a fast-growing media agency with over $2 billion in annual revenue, was facing a challenge in the media buying market. Clients wanted to understand each step of the media buying process, including where their money was going, why it should be going there, and the results of their investments. Havas Media's previous approach involved a team of SQL programmers to prepare the data and SAS programmers to interrogate it. This process was not only time-consuming but also not client-facing. Havas Media was in search of a software that would allow both technical and non-technical users to easily conduct analytics and explain these findings to clients.

The Company, a leading provider of Specialty Benefits Management solutions, was struggling with managing the extraordinary amount of data associated with benefits management in healthcare. As the number of insured members increased, it became crucial for them to leverage the constant influx of data to achieve operational efficiency. Their previous approach involved multi-month cycles with IT normalizing the data, and inconsistent ways of implementing their models into production. In order to scale their data efforts and achieve a more streamlined process, the company needed an end-to-end advanced analytics solution, from data blending to modeling.

The primary goal of Con-way’s integration strategy was to provide the core business with real-time analytics and automated decision-making. The risk in their business was not having real-time visibility, which could lead to inefficiencies such as running empty trucks, resulting in no revenue but only cost. They needed to optimize drivers, trailers, routes, and miles traveled continuously as conditions changed. Additionally, during major weather events, they needed to ensure critical shipments were delivered and have real-time information on truck locations and available routes. Business continuity and real-time information were critical for their operations.

ZE clients were looking for self-service BI, and ZE needed to decide whether to build or partner for this solution. Building in-house would require more developers, a longer time to market, and a shift in focus. ZE's clients demanded fast data availability and scalability in terms of software, architecture, technology, support, pricing, capability, and growth. ZE aimed to empower clients with the best total solution to maintain and grow its market share.

As QSuper transitions to providing superannuation management for a broader range of customers, the demands of a more competitive market suggested the need for change. The company aimed to improve operational efficiencies by streamlining back-office functions and reducing costs. QSuper faced challenges with application silos created by various business functions running separate operations and point-to-point interfaces that resulted in a brittle integration infrastructure and disjointed communications. This complexity made it difficult to deliver solutions promptly, affecting customer experience and increasing costs due to inefficiencies in communications.

The company began to notice exponential growth in information. It wasn’t just the amount of data that was growing, but the sources, diversity, and complexity of data was also increasing. The need was no longer as simple as managing growth; companies now needed to react and manage data quality and governance. On top of all of that, they can’t lose sight of the true purpose of gathering data: to inform their business decisions. Cadeon’s customers demanded agile, innovative technologies that could help them deal with, and benefit from, the explosion in data they were experiencing.

Recently, the oil and gas industry has experienced a sharp decline in prices, putting a strain on cash flows and project economics. R. Lacy Services saw this as an opportunity to acquire oil and gas assets at lower evaluations. However, the company faced challenges with inefficient data capture and data stored in multiple sources, which hindered their ability to make informed decisions. The goal was to provide decision-makers with 24/7 access to data to improve profitability and identify high-quality acquisition candidates.

The oil and gas industry faces significant challenges in maximizing the use of analytics tools like TIBCO Spotfire. Companies need to increase production and reduce costs while dealing with competitive pressures and commodity price fluctuations. Inefficient workflows and the use of multiple tools can hinder decision-making and lead to falling behind competitors. Standardizing on a single, powerful tool like Spotfire can help companies become more efficient and make better decisions.

Istrabenz Plini faced significant challenges in maintaining customer loyalty and operational efficiency due to manual reporting processes. The company relied heavily on ERP systems, spreadsheets, and custom-made legacy systems, which led to errors and inefficiencies. The inability to automate reporting and reduce errors posed a risk of losing customers who demanded high reliability and care. The need for a flexible and configurable reporting tool was critical to meet the daily or hourly demand for ad hoc analytics from various departments such as logistics, sales, production, and finance.

Market dynamics have been changing rapidly, with more people finding non-traditional distribution channels and becoming 'cord cutters.' The challenge for Fox Networks Group was to figure out where these viewers are and monetize their content accordingly. To achieve this, they needed to break down data silos, including third-party data, and leverage business intelligence tools to allow their business partners to work more effectively and efficiently. They also had a diverse array of legacy applications and different types of data repositories, necessitating the selection of best-of-breed tools for each layer of their platform.

The media industry is undergoing massive disruption, with consumers and advertisers migrating to digital channels. News Corp Australia faced challenges with their monolithic platform, which was constrained in capacity, volume, and the ability to quickly adapt to market dynamics. The platform required large monthly releases, making it difficult for the business to respond swiftly to e-market changes. Additionally, the platform was resourced by a single team, making it hard to find and retain resources.