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Salesforce DMP collects, stores and makes every piece of audience data continuously available to its clients, managing more than 10 petabytes of on-demand data.This approach, however, puts enormous demands on the Salesforce DMP system to quickly and efficiently process massive quantities of data. Salesforce DMP needed tools to ensure it could deliver high return on investment to its clients while continuously developing and bringing new platform features to market.

UBS Arena needed cabling and connectivity solutions that would support sophisticated sound systems, a 5G network, a distributed antenna system (DAS), New York’s largest scoreboard and two levels of high-resolution LED ribbon boards.The venue’s network infrastructure needed to support these types of connected technologies as well.The wireless network would need to support the seamless connection of tens of thousands of devices in the venue’s completely cashless environment. 

IGEL Technology has decided to move towards cloud-based workplaces from the early stages. The company previously had an external service provider that operated a Citrix infrastructure for the majority of its IT users.

PCL Construction, one of the largest construction companies in Canada and the United States, faced a significant challenge when it came to drone data capture for solar construction projects. The company's existing quadcopters and multirotors were not sufficient for the task due to the repetitive and demanding nature of solar field construction projects. These projects required reliable data for daily monitoring, which the existing drones could not provide. The construction of solar fields happens in 'waves,' with production teams driving more than a thousand piles a day and module crews placing five times as many solar panels in the same timeframe. This fast-paced, large-scale construction offered a limited view from the ground, making drone data crucial. However, the company needed a dependable workflow and a processing engine that could deliver orthomosaics to the superintendent every night.

INDYCAR, a premier motorsport entity, was seeking ways to enhance the fan experience beyond the traditional means. The organization wanted to leverage technology to provide real-time race data, media-rich features, and immersive experiences to its growing fan base. The challenge was to develop a fully functional mobile application that could handle the vast amount of data generated during races, provide real-time updates, and engage fans in a meaningful way. The app needed to be ready for worldwide downloads before the start of the 2019 race season. Furthermore, the app had to be scalable, capable of supporting over 100,000 concurrent users, and offer enhanced features such as real-time telemetry, live leader board, and track map. The development timeline was tight, with only six months to the first race of the season.

Żabka, a convenience store chain with 7000 locations across Poland and the Czech Republic, is known for its innovative approach and early adoption of unique technological solutions. As part of their plans for a new headquarters in Poznań, Poland, the organization wanted to go beyond a traditional building access control system. They aimed to create a modern, intelligent, and automated office for their employees, enabled by one integrated solution. This system would need to utilize mobile identities and a custom application to simplify the use of office functionalities, accelerate and automate administrative processes, and optimize the management of access control and building-wide security. The creation of such a large ecosystem would need to combine many different functionalities, and Żabka turned to a group of like-minded providers to create and implement their vision.

SPAR was first established in Austria in 1954, before expanding in the 1970s when the original founding families joined with other regional wholesalers to form SPAR Austria AG, a 100% privately owned Austrian company. SPAR has since grown into a food retail giant, generating €5.68 billion in food sales. The group also owns the Hervis sports fash-ion brand that sells a further €490 million and a shopping center business with revenues of €2.85 billion.From the introduction of the cash register to customer loyalty cards and business intelligence, SPAR has thrived during constant retail revolutions. But today’s tech-savvy consumers expect to be able to jump from mobile app to website and then visit a store to request home delivery. How could SPAR keep up with the enormous pace of change?

IT Era, an Advanced Consulting Partner in the AWS Partner Network (APN), often works with public-sector clients who face challenges such as tight budgets, small IT departments, and time-consuming procurement rules. One such client was the Instituto de Investigación, Innovación y Estudios de Posgrado para la Educación (IIIEPE), a publicly funded institute in Mexico that promotes innovation in education through research, technology development, strategic planning, and professional development programs. Until 2015, IIIEPE hosted all its online training programs on Moodle, a free and open-source learning management system, in an on-premises data center. However, when IIIEPE was given the opportunity to assist the Mexican Public Education Secretariat in providing a new platform for online courses for a national professional development program for high school teachers, they faced a challenge. Their on-premises data center was at capacity and setting up a new learning platform would have required procuring, configuring, and securing new physical servers, which would have been time-consuming and costly.

SharePoint, a global technology company, was faced with the challenge of modernizing their client's outdated solutions to enable new products, services, and revenue streams. The client, a technology leader with a 130-year-old history in manufacturing, utilities, infrastructure, and transportation, was driving the transformation of industries towards a more sustainable future. However, their existing solutions lacked scalability and proper performance, leading to poor business productivity and user experiences. The client's legacy IT landscape was composed of classic network drives and a Lotus Note-based email, and they had a complex multi-farm scenario, including SharePoint Online and on-premise. They needed an experienced and committed technology partner to support them with the migration and modernization of their dated solutions.

The case study presents three different enterprises: a Top-5 Global Retail Bank, a UK Retailer, and a European Multiline Insurer, each facing unique challenges in enhancing their customer experience (CX). The bank was struggling with personalizing CX, requiring more granular detail in their data and analytics, and managing CX across all their digital channels. The UK Retailer was unable to maximize customer relationships due to a lack of insight into their customers' online activities. Their aggregated data was always 24 hours out of date, and they could only infer what customers wanted based on past behavior. The European Multiline Insurer was finding it difficult to capture insights from customers self-serving online. The limited data they had was typically 48 hours old, making it impossible to react to customers in the moment.

Modernize a legacy IT to enhance public servicesAPIS IT works with government ministries, public administration bodies, and utility providers across the Republic of Croatia to plan for and provide critical IT infrastructure. To support this work and ensure compliance with EU regulations, APIS IT realized it needed to modernize its legacy systems. It sought to create a single, centralized platform to connect its modern technology with its diverse existing infrastructure, some of which included older frameworks and programming languages.

One of the largest banks in Asia, Africa, and the Middle East, with a presence in over 60 countries, was grappling with the complexity of its commercial lending process. The bank, responsible for providing clients with more than $100 billion worth of credit, had to efficiently offer a variety of credit products and services to thousands of businesses across numerous countries and sectors. The process of assessing the creditworthiness of its clients was time-consuming and required the collection, review, and analysis of thousands of fields of both qualitative and quantitative information. This included financial statement line items, performance metrics, credit history, and natural language assessments of the borrower’s business prospects. The bank's credit officers had to navigate disparate systems, collaborate with relationship managers and credit analysts on credit structure and conditions, and request additional information before making a final decision. The average time-to-decision was often measured in weeks.

Wintrust IT officials wanted to enhance their data and voice networks. They reached out to top-tier providers for proposals that would help them build a best-in-class IT organization and an ecosystem of strategic suppliers to support the bank’s operations today and pave the way for continuing expansion.The organization needed a more effective, stable network to support continuing growth.

C & L Aqua Professionals, Inc., a wholesale chemical distributor and manufacturer, was facing operational inefficiencies due to the use of non-industry specific software, Peachtree Accounting, for 17 years. The software forced the company to re-key information and duplicate data into other software packages, leading to redundancy and inefficiency. The company was in dire need of a software solution that could eliminate these redundancies and streamline their business processes. The challenge was to find a software vendor that could offer a complete solution tailored to their industry-specific needs.

Avid Technology, Inc., a global SaaS media production solution provider, was faced with the challenge of enabling efficiencies and real-time collaboration across creative teams in the production process, without compromising performance or security. The company needed to deploy a cloud-based, global, online editorial suite to increase efficiencies in creating, editing, and enabling final production of media in a rapidly changing business landscape. The challenges also included capturing global customer access and scaling with quick deployment capabilities in a collaborative environment, connecting a diverse group of global users, ensuring high availability, optimizing application performance and usability by interconnection to a large number of global networks, and securing assets while allowing multiple contributors simultaneous access.

The Client is engaged in providing vehicle traffic counting for government services based on recorded video manual analysis.They considered applying an automation tool for vehicle detection and counting that would recognize a vehicle type according to certain categories among the general road traffic. This tool would optimize human efforts, eliminate errors, and speed up the workflow and consequently the results.

养鸡场使用的4G电源状态监视警报基于4G无线网络通信，用于养鸡场以监控电源故障，缺相，温度，湿度并现场驱动频闪警报器。

In the capital-intensive oil and gas industry, businesses rely heavily on expensive assets that are deployed in harsh environmental conditions. From a drilling point in the sea to an intermediate station in the desert, the dynamic environmental conditions at each point along the long line affect the performance of the assets deployed along the line. The systems that are used to support these mission-critical assets must also be highly reliable, responsive and secure.One company that operated a long-distance gas pipeline encountered numerous challenges with the overall efficiency of its pipeline, ranging from sub-optimal usage to wastage of natural resources. Even with the optimal equipment and setup, the wide array of variables in operating conditions combined with the sheer distance covered by the pipeline made running the business difficult.In this case, there were 22 injection stations along the length of the pipeline, operating under very disparate conditions with different efficiencies. This made it difficult to identify the interdependent effectiveness of these injection stations, despite having a large data set on various parameters at each injection substation. Even a single instance of failure could cost the company hundreds of thousands of dollars in lost revenue as well as any additional costs for repairs that had to be made.The company was spending $5 million per mile of pipeline annually in corrective maintenance. Along with this, the loss of revenue due to the undelivered material was estimated at $250 million. With energy prices dropping, the loss in revenue directly reduced the bottom line of the company. With the clock ticking and revenue dipping, building a perfect efficiency improvement model became a top priority.

With water main breaks increasing, utility customers were experiencing unpredictable service outages, costly repairs, and highly disruptive road closures. To improve its reputation and customer service, the utility wanted to be more proactive in its water infrastructure management and prioritize pipes that needed the greatest attention.

Yieldmo, a mobile-advertising marketplace, was facing a challenge in enhancing its measurement of user interactions for its ad campaigns. The company needed to capture user behavior in real time, across each ad pixel for billions of ad impressions at millisecond granularity. This was crucial for their sessionization process, which involved the collection of user interactions, known as micro-interactions, performed on Yieldmo’s ad units within a user session. The company was also planning to launch a new data platform that would provide in-depth insights into customer engagements. However, capturing hundreds of billions of micro-interactions presented a technical challenge as it would increase the number of requests coming in and require adding many more proxy servers to capture and analyze all these events. Implementing a traditional solution would be time-consuming, expensive, and require a large amount of storage and compute power.

Children’s Mercy Kansas City, a rapidly growing healthcare institution, was facing significant challenges in managing its diverse and expanding inventory of specialized connected medical assets. The organization was keen on accelerating its Cisco Identity Services Engine (ISE) deployment to cover unmanaged medical devices. However, the collaboration between BioMed, Clinical Engineering, and Security was hampered by the lack of a common data foundation. The institution was in dire need of a solution that could provide a dynamic, risk-scored inventory of connected assets and an accurate correlation of known vulnerabilities to existing devices. Additionally, the organization was looking for a solution that could auto-generate remediation instruction sets and assign them to staff members with relevant experience.

The City of Billings, Montana, the largest city in the state, provides reliable water distribution, wastewater collection and treatment, and garbage collection to its population of 110,000 people. The city was facing challenges in meeting evolving customer expectations and delivering a high-quality customer experience. Their initial attempt at an online payment platform was limited in functionality, focused solely on bills, and was cumbersome to use. The platform was not user-friendly and did not meet the needs of a wide range of customers, some of whom were tech-savvy while others preferred more traditional solutions. The city was receiving a high number of customer calls and complaints related to bills and payment issues. Therefore, they were in need of a platform with self-service solutions to help resolve these common customer issues online.

The global HealthTech company, with over 35 manufacturing facilities worldwide, faced a significant challenge due to its complex IT landscape. The company's growth, both organically and through strategic acquisitions, led to a scattered supply chain data across various ERP systems. This complexity hindered the company's ability to gain crucial business insights and answer critical questions such as prioritizing product lines or SKUs, identifying 'lazy inventory' in the supply chain, and optimizing inventory allocation across distribution centers. These challenges became even more critical during the peak of the COVID-19 pandemic, particularly for the company's respiratory ventilator products.

 The Utah Department of Transportation (UDOT), a Socrata customer, had struggled to use data and analytics in its daily work because only a small group of employees had access to their business intelligence (BI) software.The organization needed to consolidate different systems and give more people access to the information and basic analytic tools.

Digital transformation is driving the distribution of services and controls closer to customers, employees, partners, and ecosystems worldwide, in government as well as in business. With the goal of improving efficiency, adding flexibility, and gaining value for money, the UK government is undertaking a digital transformation. Like other government agencies, DVSA is transitioning away from long-term contracts, minimizing vendor lock-in, and moving to open source and cloud where possible—making fast, reliable connectivity essential.

In jam and fruit spread manufacturing, there is a process to eliminate foreign objects and impurities contained in the materials. Until now, that inspection has been conducted by human eyes, however, there were several issues such as the heavy physical burden on employees and inconsistent detection accuracy. Due to the wide variety of raw materials and differing shapes of fruits, it was considered extremely difficult to automate this inspection process.

AIG, one of the world's largest financial and insurance companies, faced significant challenges in delivering a seamless customer experience. Despite promoting a 'one call does it all' approach, their call center representatives had to manually enter data from their call center application into their core insurance system. Their IBM i applications, while reliable, were difficult to integrate with other systems in the technical stack. This made it nearly impossible to provide users with instant calculations of car insurance exchanges, a process that would have taken a year of development with the existing tools. This delay could potentially lead to the loss of clients and increased costs. AIG had invested heavily in streamlining their call center processes, but implementation proved challenging and the long-term approach was still far from achieving a fully online, fully digital workflow. Additionally, AIG needed a better way to pay insurance claims without redundant, monthly manual effort. The process took eight days of work every month and could not be done on the legacy system, leading to frustration and a sense of wasted time and effort for the insurance agents.

ENGIE, the world's largest power producer, was faced with the challenge of implementing an enterprise-wide digital transformation and establishing a center for IoT excellence. This transformation was to span across various sectors including customer service, metering, energy management, and maintenance. The project was to be implemented across 24 business units in 70 countries, requiring a significant staffing investment. The first applications to be developed and deployed on the ENGIE digital platform included performance optimization for gas power plants, efficiency optimization of heating and cooling plants, energy analysis and management for enterprise and consumer customers, and anomaly detection of wind turbines.

A prominent US-based software company was grappling with bandwidth issues in resource allocation, managing various partners, and executing its product roadmap. The company's disjointed management approach led to the release of generic campaigns that lacked personalization. Balancing work priorities among different stakeholders resulted in increasing dependencies and delays. The company aimed to migrate to the cloud for scalability and improved data-driven decision-making capabilities. It also sought to reduce overall infrastructure costs, centralize disparate smaller teams, and deploy a third-party personalization and experimentation platform. To achieve these goals, the company partnered with Cognizant for a digital marketing transformation and the selection and deployment of a personalization platform.

A multibillion-dollar technology firm, with more than 140,000 employees across 180 countries, was struggling with multiple customized, outdated HR systems. Maintenance costs were high. Processes were cumbersome and riddled with heavy paperwork. And data was inaccessible in real-time.The company needed a modern HR system to standardize and simplify processes, reduce maintenance costs and empower employees with easy access to data.