Sumitomo Corporation Asia & Oceania (SCAO) was facing frequent system outages and data loss due to issues with their Microsoft BizTalk integration platform. This was causing significant disruption to their business operations, including the exchange of vital business documentation such as purchase orders, purchase order confirmations, and shipping notifications. The system required a hard restart every three days, leading to high support costs and interruptions to customer-facing business operations. The issues affecting SCAO’s core business processes and overall customer satisfaction necessitated an immediate replacement of the current system. Management at SCAO wanted to ensure the replacement was quick to deploy and seamless to end users.

The company, a top 4 food retailer in the UK, was operating in a fiercely competitive retail market and needed innovative ways to drive in-store revenue while also expanding into new product categories and channels on the web. After acquiring an online baby retailer in 2011, the company had a high performing online channel along with new customers in the higher margin baby product category. To capitalize on this new channel and customer base, the company expanded the baby brand to a new series of retail superstores while looking to integrate these customers into the brand experience at their existing grocery stores. However, customer and product data were stored in multiple databases, an IBM Unica marketing automation platform, and an Avaya call center platform. The middleware manager and his team made the strategic decision to consolidate a single view of the customer in Salesforce to run multi-channel marketing programs across brands.

The government agency was facing the challenge of serving an expanding customer base with reduced funding and high demand for cost savings and faster turnaround. The technical environment was outdated and would not allow the agency to achieve these customer driven requirements. Poor process modeling and misaligned business and data flows meant that it took an astronomical amount of time to execute system integration flows using legacy integration solutions. The agency aimed to retire some of their outdated applications to improve and update the technical environment, but many point-to-point integrations had been built in and they had to find a way to loosen existing couplings.

ASICS, a global athletic footwear and apparel company, was struggling to deliver a seamless and consistent customer experience due to its inability to connect disparate systems such as order management and product management for the company's seven growing brands worldwide. The company generated only a small percentage of revenue through eCommerce and needed a new approach to engage customers directly via digital channels. As part of a new digital strategy to drive eCommerce, ASICS had to unify multiple systems across all brands, geographies, and channels. This required building a universal eCommerce platform to manage the global ASICS portfolio of brands, developing APIs to integrate with various Order Management Systems (OMS), product management systems, payment providers, email service providers, and legacy systems to access all the backend data, and migrating to the new eCommerce platform.

GANT, a global fashion retailer, wanted to provide a consistent experience across channels to keep up with changing customer preferences. However, they identified a major missed opportunity when customers found items out of stock online that were available in stores. This resulted in a negative customer experience and lower profits for the company. GANT sought to optimize orders across channels, but this initiative proved complex since data was siloed across systems, preventing real-time inventory updates. The retailer wanted to establish more control across its application landscape. And when it came to innovative new projects like the OSSC initiative, it was hard to make informed judgments about how long the project will be, and how much it would cost.

RBC Wealth Management, a division of RBC Capital Markets, was facing challenges in delivering a world-class customer experience. The company, which has over $379 billion in total client assets and more than 2,000 financial advisors operating in 179 locations across 42 states in the US, needed to further embrace digital to remain competitive. However, achieving these goals proved difficult as RBC needed to unlock critical customer and financial data in siloed legacy systems and integrate that data with modern cloud and on-premises applications across the organization for a single customer view. The company's objectives included automating and connecting siloed legacy systems to digitize paper-based onboarding processes, building a single customer view and improving financial advisor productivity by integrating legacy data with cloud and on-premise systems, and launching a client service portal that streamlines the customer experience.

The City and County of Denver (CCD) aimed to bring a digital experience to Colorado residents and businesses, allowing them to conduct government-related services online. This involved connecting legacy IT systems and critical data to new cloud-based services across over 50 agencies, implementing new technologies to enhance the delivery of law enforcement services, and streamlining key government services such as licensing and permitting. Before MuleSoft, the CCD team used Oracle’s ESB solution, which slowed down innovation and required frequent, time-consuming updates, custom integrations with multiple single points of failure, and very little documentation or reusability.

Neurologists treating patients with traumatic brain injury (TBI) have long faced a significant challenge: determining which patients with mild or moderate head injuries are at increased future risk of developing neurological problems such as dementia, mood disorders, and Parkinson’s disease, and which are not. Both in classification and outcome assessments, TBI scores are often exclusively symptom-based, and therefore too general to catch some brain injuries and prognoses. To improve the diagnosis, treatment and rehabilitation of patients with TBI, Dr. Geoffrey Manley, Vice Chairman of Neurological Surgery at the University of California, San Francisco, set up the Transforming Research and Clinical Knowledge in Traumatic Brain Injury (TRACKTBI) study 10 years ago. Today, 19 institutional partners in the TRACK-TBI NETWORK collect more than 3,000 data fields per subject, including outcome measures assessed at four time points post-injury: medical imaging, biospecimen samples, proteome test results and genomic information.

Capital One's mobile app is a popular platform for customers to perform transactions, with up to 5,000 customers logging in every minute. This high volume of usage means that even small outages need to be identified and resolved quickly to prevent service disruptions. The bank's technology operations group monitors all critical systems and platforms and sets up alerts based on company policies. However, setting up alerts for volume anomalies, such as a drop or spike in transaction volume, proved to be a challenge. Traditional methods of calculating volume anomalies were not scalable and required a lot of coding, development, and oversight to manage.

在实施 E2 ERP 系统之前，Automation Outfitters 一直在努力适应其之前的软件 Global Shop。公司中的每个人都在使用该软件，这导致瓶颈导致计算机速度减慢或完全停止运行。这种持续的中断阻碍了他们的整个流程，使他们的工作变得更加困难而不是更容易。该公司很快意识到需要一套替代的 ERP 系统来简化他们的运营并消除这些瓶颈。

密歇根蓝十字蓝盾 (BCBSM) 七年来一直依靠 Covisint 来管理 6,500 名代理商对会员登记包信息以及培训和支持材料的访问。挑战在于将 BCBSM 的业务应用程序集成到单一平台中，并根据用户的个人资料安全地管理对应用程序的访问。代理商需要登录由 Covisint 提供支持的 BCBSM 代理商安全服务门户，以注册培训服务、访问特定于 BCBSM 产品的信息并管理其整体业务。

Nice Shoes 是一家提供全方位服务、以艺术家为主导的设计、动画、视觉效果和调色工作室，由于分辨率、文件大小和性能要求的激增，该公司面临着挑战。该公司面临着紧迫的期限、复杂的工作流程和多个利益相关者。他们之前的存储系统效率低下，导致创作时间浪费、性能不可预测，以及管理多个系统的高成本和复杂性。该公司还面临着向多个设备提供多种格式内容的日益增长的需求，而传统的存储系统无法有效处理这些需求。

范安德尔研究所 (VARI) 面临着与其存储基础设施相关的多项挑战。该研究所的研究和仪器数据存储池支离破碎，成本高昂、繁琐且缺乏足够的保障。预计增加高性能低温电子显微镜将使现有存储量增加四倍。对研究的采集、处理、存储、归档和共享的需求不断增加。需要一个并行文件系统来满足存储需求，同时提供企业数据管理功能。该组织开始对下一代 HPC 和存储解决方案进行全面评估，包括集群和云计算，以及并行文件和对象存储。

2016 年末，Esri UK 面临数据集成挑战。该公司需要支持一个特定用例，需要将多个数据源连接在一起，以更好地管理和报告关键业务信息。他们需要提取有关技术支持案例、产品使用统计数据和许可的信息，这些信息都位于几个不同的系统中。他们现有的软件无法支持这些集成的技术要求。他们希望使用 SOAP/XML 连接到多个 API Web 服务，并能够在标头段中传递动态值。由于只有一个小团队，并且没有必要的软件开发技能来在内部构建所需的解决方案，Esri UK 无法支持这样的部署，需要另寻他处。

C1 Bank 是一家发展迅速的美国银行，在高层管理人员的支持下，制定了企业风险管理 (ERM) 计划。该银行已在技术、人员和培训方面进行了投资，以建立强大的风险管理计划。风险团队实施了最佳实践框架，包括风险成熟度模型 (RMM)，以建立风险识别、评估和监控流程。然而，该银行在来年面临着重大挑战。它即将与阿扎克斯银行合并，这将需要将重点从完善现有流程转移到确保 ERM 计划顺利过渡到更大的实体。

加州大学是一个大型公立研究型大学系统，其强大的风险管理计划几乎融入了大学的各个方面。然而，由于规模庞大，该大学面临着一个挑战，即要知道应该将时间和资源集中在计划的哪些领域。风险服务部门使用 RIMS RMM 来评估大学风险管理流程的当前和最佳状态。他们的 RIMS RMM 评估结果用于验证优势并确定其 ERM 框架中需要改进的领域。

英国托管服务提供商 Niu Solutions 正在寻找一种云编排解决方案，既能加速部署，又能保持所提供解决方案的质量。该公司希望在 IT 自动化的优势与技术团队的技能之间取得平衡。他们评估的许多编排解决方案都倾向于供应商锁定，而不是采用与云无关的方法。Niu 提出这一要求的另一个主要驱动力是客户日益感受到的“影子 IT”问题。影子 IT 造成了巨大的预算、安全和合规性问题，在金融服务和零售等受到严格监管的行业尤其麻烦。Niu 的长期目标是为客户提供更具动态性的自助服务功能，并带来易于部署的好处，但不会带来相关风险。

阿斯利康的全球基础设施服务 (GIS) 部门充当集中架构和工程团队，支持来自七个关键业务部门的大量 IaaS 和 PaaS 请求。与当今大多数行业一样，生物制药行业是一个时间就是敌人的领域。速度是竞争差异化的货币，因此 GIS 领导层一直面临着在更短时间内提供更多价值的压力。在分析流程后，该团队确定，由于系统和团队之间的手动交接和批准，开发人员对资源的请求平均需要 80 个工时才能完全交付到生产就绪状态。公司发展得太快了，不能再继续存在这种瓶颈。GIS 团队知道，除非他们引入额外的自动化和编排来简化流程，否则可能会阻碍未来向内部客户的交付时间。