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IGATE, a global leader in providing integrated technology and operations-based solutions, faced a significant data security challenge. The company needed to extend its corporate network to a sizable list of globally distributed subsidiary companies, ensuring one uniform policy. The challenge was particularly acute when a user worked out of a remote office or traveled to a remote location. IGATE wanted the same policies to be consistent throughout the company’s entire extended corporate network. The company had experienced an incident involving data leakage when an employee logged into the corporate network from a remote computer and sent unwanted emails to a customer. IGATE needed to take a position where the company could protect corporate data and protect the user while, at the same time, ensuring that the proper policies were in place.

UCI, a financial institution that provides mortgages to homebuyers in four European countries, faced the challenge of safeguarding sensitive personal and financial data of its customers. With the advent of new GDPR regulations, the need to protect this data became even more critical. The institution needed to ensure safe and efficient connectivity across devices and locations. The challenge was to deploy a solution that could minimize security risks, reduce manual solution management, and integrate into UCI’s existing SIEM systems to help detect company policy infractions.

Southern Communications, a provider of mission-critical infrastructure as a service (IaaS) for medium to large scale enterprises, was facing a challenge with their signature product, Smart-Connect. As broadband lines improved, leased lines became more affordable, and new technologies became available, the customer desired an alternative solution that could support larger enterprise customers. Managed services are a commoditized market, and Southern Communications needed a way to differentiate their offering from its competitors. The new solution needed to support a wide range of connectivity options, allow for redundancy at each site, have the ability to assign priority to business-critical application traffic, provide visualization tools and reports, offer next-generation security, and have centralized management.

The Freedom of Information Act (FOIA) has been a gateway for Americans to access data and knowledge maintained by government agencies since the 1960s. However, the system has become a victim of its own success, with over 550,000 requests annually, overwhelming the fifteen U.S. departments and agencies that receive 90 percent of all such requests. The departments were struggling with the timeliness of their responses, effectiveness of their communications and facilitation of information flow to citizens. One department, which received more than 22,000 FOIA requests in fiscal year 2012, was spending an average of 33 days to respond to a request, with 22 of those days devoted to locating the required data. The department was seeking a solution to enhance its search capabilities and reduce response time.

Rösler, a leading player in the mechanical surface finishing sector, was facing challenges with its IT security. The company had been using several firewall systems in its branches, all of which had to be separately managed and maintained. This made determining the IT security status of the entire network either rarely possible or extremely time-consuming. Tasks like updates or the securing of individual firewalls were also very time-consuming. Most firewalls in the individual branches could not be regularly monitored due to time constraints. This meant that settings and administrative activities were not being monitored on an ongoing basis, daily compliance checks were not being carried out, and configuration errors and potential security risks were not immediately being noticed. It was therefore imperative for the IT department to improve network transparency and to guarantee the simplest possible management process.

AudioNova, a large provider of hearing aids in Europe, was facing challenges due to its rapid growth and expansion to over 1,200 stores throughout Europe. The company had multiple solutions for web and email security on-premises in different regions and locations. This made it challenging for the small IT department to manage security efficiently from the headquarters in Rotterdam. The disparate set of security products was not meeting the company's needs, and a more comprehensive solution was required.

Khaitan & Co, one of India’s oldest and largest full-service law firms, is the appointed custodian of all its client data in digital format. This includes sensitive documents such as contracts, bonds, and stocks. The firm's survival depends on its ability to protect this client data from falling into unauthorized hands. However, with no security solution in place, the firm lacked visibility and control over its critical data. The data flow within the organization, as well as email accounts from external third parties, couldn’t be effectively monitored and guarded. Unchecked and unauthorized USB/flash devices, printers, and cloud applications also presented a major security risk. The firm needed a solution that could help identify potential sources and points of data loss, and secure them effectively without interrupting normal business operations.

Transnational criminals launder billions of dollars in illegal proceeds every year. In the Southwest Border affected areas, over half a million humans are smuggled and prescription drugs, illegal drugs and intellectual property are stolen. Law enforcement agencies have been challenged to process and analyze an overwhelming amount of data that pertains to these operations. Parsing and finding the incriminating data in a vast sea of constantly expanding data sources became extremely difficult, as the sheer volume of transaction data far exceeded the capability and volume capacity of typical database software. Due to the limitations and restrictions of the technology, transaction volume became the enemy, and it became harder and harder to detect money laundering patterns across the financial industry. A simple query involving multiple names, addresses or telephone numbers, for example, took hours or days to complete. Enforcement agencies were forced to invest a great deal of time searching through databases, sometimes containing millions of records each, for the suspicious activity they knew lurked among the data. In this timeframe, it was difficult to conceptualize money laundering patterns while remaining a few steps behind the criminals themselves.

The Pacific Air Forces (PACAF) and the 353d Combat Training Squadron (353d CTS) operate and manage the premiere joint combat training venue – RED FLAG-Alaska (RF-A). RF-A exercises are held at the Joint Pacific Alaska Range Complex (JPARC) at Eielson Air Force Base and Joint Base Elmendorf-Richardson. JPARC is the largest instrumented air, ground, and electronic combat training range in the world. With multiple joint and coalition forces exercises per year, RF-A provides relevant and real-world air and ground combat scenarios with realistic threats and targets. As many as 90 aircraft and 2,000 personnel participate in the RF-A tactical exercises that cover 66,000 square miles of training airspace and 1.6 million acres of often-rugged land in the joint Air Force/Army-managed JPARC. The JPARC encompasses more than $200 million worth of equipment and instrumentation to support warfighter training exercises. In addition to size and cost, PACAF has the added responsibility to ensure that sensitive data is not accessed or leaked to unauthorized parties or systems – especially critical when training multinational coalition forces. To provide the most realistic training for the warfighter, which includes multiple nations and clearance levels, a cross domain solution was needed. To best support the required live, virtual, and constructive (LVC) aspects of the joint training, this cross domain solution had to be near-real time, support a flexible protocol, and be able to obtain an authority to connect (ATC) at the Secret and Below Interoperability (SABI) level.

Fondazione IRCCS Istituto Nazionale dei Tumori (INT) was spending a large majority of its time completing security-related tasks manually. It also required flexible protection against all risks and malicious software. These are classic security issues for both private and public companies, and these issues will always need to be approached by management in the most innovative way. For INT, threat protection is an essential aspect of that challenge. Bellazzi mentioned “browsing on the move” as his security platform requirement. At its core, this is protecting a mobile workforce on all endpoints. Mobile employees are going to leave the on-premises network at some point. Knowing that, it is crucial for any company to keep its same protocols unified across all endpoints, on-premises or remote.

The regional healthcare provider serves millions of patients across seven social-health districts and four hospitals in Italy. As it continues to modernize its IT environment by providing better access to information and incorporating more connected medical devices, its growing cyberattack surface creates new potential entry points for viruses and ransomware—a challenge further complicated by the system’s size and complexity. The organization had already suffered the impact of an environment that wasn’t secure enough when it fell victim to a cryptolocker attack. Its existing proxy server solution for web browsing and email spam-blocking left it vulnerable to system-crippling attacks.

One of Danieli’s key challenges was protecting its intellectual property, specifically its designs for machinery and industrial plants. Moreover, as a public company, Danieli was concerned with protecting its corporate image while providing protection against a quickly evolving and adapting threat landscape. Additionally, the company was looking for a solution that would easily extend the same level of security across all locations with the ability to manage everything from one centralized and unified console. The leadership team realized the need for a Data Loss Prevention (DLP) solution — a solution that would solve all of these issues. The importance of security in other internal company departments was not always at the forefront of people’s minds. Many people have the perception that security is not a priority until after a breach has occurred. The introduction of a DLP solution highlights the significance of handling data that could jeopardize the company if it were in the wrong hands.

The National Union of Socialist Mutual Health Insurance Funds (SocMut) in Belgium was facing challenges with its on-site email security. The previous solution was implemented locally and required extensive management attention. As users pressed for more flexibility, their demands were met by more and more ad-hoc solutions that stretched management time even further. The organization was increasingly limited by its on-site email security. The criteria for a new solution included cost, security, management, and the knowledge and expertise of the supplier.

Matmut, a major player in the French insurance market, hosts its 600 servers and their compliant copies in two data centers which are accessible by the company’s 6,000 employees. The daily objective is to maintain and exceed Matmut’s standard for high quality of service. In order to do so, the Matmut IT team has built its security portfolio around a strategy based on load balancing. Therefore, it’s crucial for its two datacenter sites to communicate efficiently with each other so that critical data can be accessed at all times.

The Law Enforcement agency's mission is to safeguard the United States from a variety of national security and criminal threats. This mission generates an extreme amount of data, of all different types and formats, that is used during investigations and as evidence in prosecuting court cases. This data must be securely captured, analyzed, managed, stored, and available to stakeholders when and where needed. The agency's overarching goal is to modernize its technology infrastructure in support of the mission. Part of this goal is to enhance information sharing both within the agency and with other agencies and organizations. One challenge inherent in the need to efficiently and securely share information is the sheer amount of data that needs to be shared – all with different formats, types, and sensitivities. All data collected, analyzed, and shared by this agency has the added challenge of becoming evidence in complex legal proceedings that can be governed by many different regulations.

Cellcom Israel Ltd., the leading cellular provider in Israel, faced a significant challenge when a serious data leak occurred. The company realized that their sensitive data needed to be better identified, monitored, and protected from potential misuse. As a result of this high-profile security breach, Cellcom assessed its data security situation and decided to look for a data loss prevention solution that would ensure valuable company data was identified and kept inside the organization.

The College of Paramedics of Nova Scotia (CPNS) was struggling with a legacy database system that was inflexible and expensive. The data collection points in member application and renewal processes were not aligned with what CPNS needed, and repairs to broken processes took too long to fix. The service provider was expensive and it took months to make changes. This inflexibility impacted regulatory compliance. CPNS spent six months investigating a replacement solution.

Streebo Inc., a developer of mobile technology solutions, conceptualized a new chatbot accelerator solution but needed the right technology and support to bring this new tool to market. Many of the company’s existing customers had already approached the business, requesting digital transformation apps that included chatbot and messaging functionality. However, the process of delivering on these requests was less than ideal. To bring this breakthrough accelerator to market, Streebo needed the right technology and the right partner.

Before implementing the SINE, DINARDAP processed all its notifications for judgments through letters sent to 237 property registries in different jurisdictions of Ecuador. This process that previously took 90 days, today is done online, thus reducing time, paper, state costs, and increasing legal security. This technological tool allows public entities exercising coercive or judicial actions to send notices online to various registry institutions nationwide for requesting transfer bans, prohibitions cancellation, official reports, among other things.

Before the implementation of ProcessMaker, BanRegio was operating on a blend of manual processes and minimal software applications. The lack of automation technology during the workflow process prevented BanRegio from delivering its highest customer satisfaction potential. The bank needed to migrate data from an Excel spreadsheet and individual workstations to a central location and more robust application. BanRegio’s processes and calculations needed to be organized and managed more efficiently, then incorporated into newly defined workflows. The bank needed to build out a plan for standard operating procedures for evaluating process performance and efficiency. The institution wanted to provide its customers with the ability to track the progress of its claims. Finally, BanRegio wanted to reduce its response times to customer inquiries to improve the customer experience.

School districts in the U.S. have well established processes that they have used over many years. While these processes are mature, the cost of ERP and other commercial work flow software did not allow for the school districts to obtain a sufficient Return on Investment. While the need was great, the cost was prohibitive. Too much time was required to find and fill out paper forms, by staff that should be working with students. Paper forms data was taking days to enter into data systems, or the forms data was never entered, resulting in loss of information available to manage the school district. Errors and lost documents plagued the district, resulting in additional lost time for all staff.

Before the implementation of ProcessMaker, Telefónica CAM was manually re-entering data between Microsoft Excel and its legacy software. This manual input left room for human error, delays in service, and expensive labor costs. For instance, Telefónica Guatemala was manually processing over 100 new business account subscriptions every day. Each of these produced 20 new accounts that needed to be created. All of this was completed manually, meaning that activating new accounts often took more than three days to complete. Telefónica realized both money and time was lost during the account opening process on a massive scale. At the time, Telefónica CAM was unable to determine the cost and ROI with its new subscriptions. It also had limited visibility into its organization’s workflows and the efficiency of its processes.

Serving over 50 local markets across the United States of America, Kaiser Permanente is tasked with organizing critical financial processes amongst three interdependent groups positioned in geographically diverse regions. Processes like evaluating requests for equipment and capital, or the reorganization of staffing resources were riddled with inefficiencies, leading to protracted approval and review timeframes, frequent miscommunication, and a severe lack of visibility. Several of Kaiser Permanente’s internal processes began with a spreadsheet, sprinkled with cells carrying complex instructions. Tricky templates made it hard to identify errors along the way as team members manually passed spreadsheets up the food chain, frequently moving data back and forth between users. The informal structure made it challenging to pinpoint a pending project’s precise progress, leaving unchecked files languishing in inboxes. Clunky spreadsheets were challenging to decipher and lacked a crystal clear audit log.

CNT’s nationwide contact center had grown in both staff and systems. There were 7 different solutions in place for the process of receiving and processing customer issues. These solutions involved several back office systems and various customer facing systems. The most important system was the central Avaya telephony platform. CNT had a large investment in all of these different systems and was not necessarily looking to rip and replace. Rather, CNT wanted a solution that could integrate with all the systems and provide a single interface to coordinate both the systems and the people involved in the process. Due to the fact that so many systems were involved, it was also impossible for CNT to efficiently and effectively provide service SLAs and ensure the quality of their call center service. CNT was looking for a solution which would help them increase the agility of their agencies, provide greater clarity and enforceability of SLAs, and allow technical and commercial issues to be solved more quickly.

Spring High Digital, a ProcessMaker OEM partner, provides e-commerce, project management, mobile app development, and advanced business process workflow integration solutions to a diverse set of clients. Their clients' industries range from engineering to banking. Financial workflow management is a particularly important solution that requires a high level of oversight for budgetary allocations. Spring High needed a robust solution that allowed for advanced integration with third party systems from WordPress to Apache Camel. Seamless integration was a necessity so that Spring High could build processes on a massive scale with minimal limitations. Prior to using ProcessMaker, they used Bizagi and developed some custom applications around the tool. However, the solution was pushed to its limits because of the integrations Spring High required for their clients.

The company faced several challenges in managing the competitive tendering process on behalf of Telecom Companies. These included varying bidding processes adopted by different telecom service providers, putting together RFPs with all supporting documents, inviting the right bidders based on governing rules and suitability for the job, conducting the bidding process, analyzing data submitted by service providers, generating reports and recommendations, and managing customer relationship data and business process connection from a workflow point of view in the entire bidding process.

Tulsa Community College (TCC) is a multi-campus institution that was heavily dependent on paper applications and request forms. Their staff struggled with timely approvals as their paper forms had to go from one campus to another for various sign-offs and permissions. This caused its administrative workflows to become very tedious. The college’s processes were 100% manual, making paperwork a hassle and the approval process time-consuming. TCC was relying on an interoffice mail system that ran twice a day, meaning forms had a four to five hour delay at best. Tulsa’s multicampus organization, departments, faculty, and database administration needed a workflow solution strong enough to power its entire enterprise.

Maury, Donnelly and Parr Inc. (MDP), a leading American specialty insurance company, was facing challenges due to its outdated proposal creation processes, manual workflows, and immature software infrastructure. The company was deeply rooted in conducting business with an outdated management suite, which resulted in inefficiencies and frequent human errors. The manual processes involved in coordinating data between conducting analytics, presentations, and preparing briefs were time-consuming and prone to mistakes. The company needed to digitize its processes to continue providing the best possible value for clients and to stay competitive in the market.

Lenovo, a global technology company, was facing challenges in its customer fulfillment department. The department was relying on unstructured email communication, which was inefficient and led to unnecessary correspondence. The company also recognized the need for inter-department collaboration within a cloud environment to further streamline communication. With over 26,000 employees serving customers in more than 160 countries, the company needed a Business Process Management (BPM) solution to address these pain points.

The main issue was that the Peruvian government relied heavily on paper-intensive, manual solutions with this registry. Before ProcessMaker, registration was a manual process that stored information in Microsoft Excel spreadsheets. Time was wasted in determining the status of each registration application. The lack of automation and digitization made evaluating registration applications difficult and tedious. In addition, an audit trail didn’t exist to enforce filing requirements with applicants. The lack of reporting tools in place, along with access to centralized information, proved that evaluating the environmental performance of applicants was nearly impossible.