嘉年华游轮公司是一家全球领先的游轮公司，在管理其全球旅行合作伙伴与预订系统的集成以及船上服务合作伙伴与船上物业管理和 POS 系统的集成方面面临着多项挑战。该公司还在巡航前从岸到船以及巡航后从船到岸同步数据方面遇到了困难。需要解耦和授权集成以最大限度地缩短周转时间也是一个重大挑战。该公司的运营跨越多个托管环境、应用程序和平台，使得集成过程变得复杂。该公司还面临着独特的海事挑战，例如昂贵且不太可靠的卫星连接，这要求船舶作为自主 IT 中心运行。

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 是巴西漂白桉木浆的主要生产商，面临着多项挑战。该公司希望从其传统 ERP 系统过渡到 SAP S/4HANA，但在建立 SAP 标准以节省时间和金钱方面遇到了困难。该公司还缺乏复杂的供应链管理流程的清晰度，并且正在努力建立单一的事实来源。业务和 IT 之间存在不一致，并且需要对公司的林业流程周期进行控制和安全。不断增长的市场需求和 IT 系统现代化的需求清楚地表明该公司未能跟上步伐。升级到 SAP S/4HANA 是迈向现代 IT 基础设施的必要步骤，但在升级过程中存在循环中断的风险。

电动赛车学院 (ERA) 是世界上第一个全电动青少年赛车系列赛，其成立的目的是提供比现有燃烧赛车系列赛更好的包容性、可持续性和数字化。创始人迪特·范斯维根霍文 (Dieter Vanswijgenhoven) 和贝丝·乔治欧 (Beth Georgiou) 的动力来自于解决气候变化问题以及让尽可能多的人能够参与赛车运动。然而，他们面临着在赛道之外创造数字体验的挑战，这需要尖端的物联网解决方案来与赛车连接。此外，他们需要确保比赛（在电池需要充电之前持续 20 分钟）对于车手和车迷来说都是有吸引力且令人兴奋的。

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 合作保险是 AXA 集团的子公司，也是沙特阿拉伯最大的保险提供商之一，面临着多项挑战。该公司正在应对雄心勃勃的后端转型、监管机构不断增长的需求、竞争日益激烈的保险市场以及需要现代化的遗留集成系统。该公司的成功越来越依赖于其利用数据立即为新客户生成报价并遵守日益严格的法规的能力。然而，其 IT 系统无法胜任这项任务。复杂且不断增长的应用程序环境几乎是由严格的点对点连接网络维系在一起的。旧应用程序经常因缺乏维护而宕机，而新应用程序缺乏以安全、高效的方式与行业合作伙伴共享数据的能力。此外，AXA的数据甚至没有存储在国内，而是分散在迪拜、西班牙和法国的服务器上。

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.