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The healthcare industry is undergoing a massive transition to a value-based reimbursement model, moving away from traditional fee-for-service models. This shift has created significant pressure to innovate and provide new solutions. McKesson saw this transition as an opportunity to modernize and integrate their existing solutions and create a new technology platform for enabling interoperability and sharing business intelligence among healthcare applications across the ecosystem.

Addenda Capital’s previous help desk software was a basic solution that eventually became too small for their needs. The system was too slow and inadequate to process and work on daily service requests. Addenda Capital looked at various solutions and decided to deploy Microsoft System Center, alongside Service Manager that came as a bundled offering. As the team had to have Service Manager running in both English and French as a parallel deployment, they had to make sure that every screen, button, and menu item was exactly the same in both versions. Once the deployment work was finished, it was clear that many layout items in the English version were not the same as in the French version. Some of them weren’t translated correctly, while others were simply hard-coded. For months, the IT team endeavored to translate and fill in the missing pieces. It was their very first experience with Service Manager, which contributed to the challenge. Even after significant work, the problem remained the same: the need for a multilingual solution. While re-evaluating help desk products once more, the IT team landed on Cireson. Very quickly, it became apparent that Cireson’s apps were designed to solve the exact problems the team was faced with. Encouraged, the team resolved to deploy Service Manager together with Cireson, and roll it out to their users on their own timescale.

A Financial Institution overwhelmed with the administrative privileges sprawled across their end-user environment needed a solution which would reduce the attack surface these network entry points exposed without affecting the strict Service Level Agreement’s (SLA’s) they have with their customers. With thousands of applications in use, the company’s immediate need was to remove local administrative rights from end-user machines. This was necessary to prevent end-users from granting themselves privileged access to applications they hadn’t been authorized to use. Since both Windows and Mac computers were being used to access applications, they needed a solution that would account for both operating systems. Beyond reducing insider risk, the lack of controls around local privilege management could also make it easy for attackers to establish a foothold in the company through these machines, escalate privileges and move laterally across the environment until a jackpot of data is discovered that can be exfiltrated outside of the network. To add to this, the institution needed to implement a simple process for their users to request access to the applications they may have had unrestricted access to previously, but are now being restricted by the solution. The goal was to keep the users with the minimum rights they needed to do their day to day tasks.

Executives at a leading specialty retailer wanted to identify the optimal operating schedule for their stores. Given heavy in-store traffic on the weekends, management planned to open stores two hours earlier on Saturdays, but first wanted to understand the total profit impact of the change. Specifically, the client sought to understand if the extended hours would generate a sufficient increase in sales to offset the associated costs.

A leading insurance provider wanted to optimize the incentive portfolio it offered to independent agencies but had difficulty measuring the true impact of each incentive. The challenge was to accurately isolate the incremental benefit of different incentive programs on agency performance. The provider needed to understand which incentives worked best for different types of agencies and how to target them effectively to maximize returns.

The Public and Large Enterprise marketing team for Dell Inc, the Texas-based technology company, was challenged with optimizing its website experience for visitors. In order to first understand the behavior of the traffic on the website, the marketing team analyzed visitor feedback and reviewed potential areas to enhance the experience. Through several of these sessions, they learned that visitors from the healthcare, education, and government vertical were encountering issues navigating within the website to access the vertical-specific content. While these metrics were important, the Dell team still lacked insight into the accounts coming to their website, as well as the click paths and bounce rates of those accounts. The team required a solution that would provide them with a more complete picture of their website traffic, by vertical and by account. With this information, the team would have a unique perspective into how different organizations consume information, how to better engage them, and how to reduce site abandonment.

Informatica Corporation, a leading provider of data integration software, faced challenges with their website's form conversion rates. The marketing team used forms for various purposes, including lead routing, scoring, and market segmentation. However, the length of these forms led to high abandonment rates and inaccurate data submissions. The team needed a solution to optimize their forms by reducing the number of fields without sacrificing the necessary data for their marketing database.

Ariba, an SAP company, faced significant challenges due to poor quality of prospect information, which was affecting their marketing productivity, lead management, and overall sales and marketing alignment. The implementation of marketing automation software highlighted the need to address these data quality issues. Without cleaning up their data, Ariba could not effectively overhaul their sales and marketing funnel, update lead management processes, or introduce lead scoring.

Brocade, a leader in networking solutions, aimed to optimize its web experiences to drive revenue and engage target accounts. The company needed a solution that could integrate with its existing technology to enhance its digital marketing strategy. Shari Horton, senior manager of global marketing operations, was tasked with optimizing Brocade.com to generate greater demand and more revenue. The strategy focused on key named accounts in primary verticals, using website optimization to increase engagement, boost conversions, and grow revenue.

Iron Mountain, a leading provider of storage and information management services, faced significant challenges in its digital marketing efforts. The company needed to effectively reach target accounts with display advertising and drive them to its website. Additionally, Iron Mountain struggled to identify target accounts on its website and engage them with relevant content. Increasing conversion rates was another major hurdle. These challenges were critical for Iron Mountain as a B2B company aiming to lower storage costs, comply with regulations, recover from disasters, and better utilize information for business advantage.

The digital marketing team at Thermo Fisher Life Sciences Solutions Group wanted to understand which companies were visiting their website and what actions were being taken. This would enable them to understand the efficacy of their digital marketing programs, which in turn would inform how their commercial strategy would move forward.

Progress offers its customers the best platform for building and deploying tomorrow’s applications quickly and easily. Progress offers flexible frontend tooling for delivering an engaging and multi-channel UX, a modern, reliable, scalable and secure backend to build and run microservices, and leading data connectivity capabilities for harnessing data from business systems and any other data source, whether on premise or in the cloud. Having adopted an Account-Based Marketing (ABM) strategy, Progress knew in order to implement their ABM strategy at scale, they needed a technology solution that would help solve their three main marketing challenges. They wanted to determine how to: • Attract the right accounts at scale and with a limited budget • Engage visitors even though the majority of visitors were unknown • Accelerate prospects to revenue

The ServiceMax marketing team was faced with the challenge of providing a more tailored and personalized web experience for its visitors, while increasing form submissions. They aimed to decrease bounce rates and increase time on site for a specific group of targeted accounts. ServiceMax serves a wide and diverse client and prospect base, and with a small marketing team there just wasn’t enough bandwidth to manually create all the necessary personalization rules. ServiceMax needed to ensure it had enough reliable data to determine what content was relevant to specific visitors to drive engagement and ultimately conversions on their website.

Since 2004, Brightcove has been a pioneering force in the world of online video. The company believes in video’s unmatched power to educate, inspire, entertain, and communicate. Brightcove helps thousands of customers, in 70 countries, use video to move their business in meaningful ways, whether that’s in broadcasting, publishing, marketing, or enterprise communications. As a SaaS company, Brightcove’s growth is fueled by new customer acquisition, existing customer renewals, and existing customer expansion. Traditional inbound marketing efforts were not enough so to the company turned to account-based marketing and Demandbase. With the executive team committed to adopting an ABM strategy, Sales and Marketing worked closely together to: Create target account lists that included both new prospects and existing customers Integrate ABM across multiple marketing channels from display advertising to events Craft specific cross-functional ABM campaigns

Providing high-quality products to the at-home baker and the industrial baking industry involved complex processes that didn’t match current software features. Using discrete manufacturing software was causing production delays and limiting their ability to use batch manufacturing, or formula manufacturing, to satisfy customer needs. Tracking ingredients, multiple packaging options, and configuring production schedules based on formulas was a challenge. Controlled material requirement planning was difficult, there were multiple users entering transactions that generated volumes of data, and there was no consistent way to collect and store component attributes. Clabber Girl’s business was growing, and operations were becoming more complex. With an aggressive business plan, Clabber Girl needed real-time data to make the crucial decisions to drive growth.

Epoxy Technology, a leading manufacturer of specialty adhesives, faced significant challenges due to rapid growth and reliance on manual processes. They struggled with filling customer orders by hand, tracking raw materials, and managing over 500 products with mixed ratios. Manual fill tickets led to order inaccuracies, and the lack of real-time insight made it difficult to analyze batch history or predict stock loads. This resulted in customer dissatisfaction and internal miscommunications. Epoxy needed to automate their supply chain to increase efficiency and meet growing demand.

Several years ago, Darifair experienced substantial growth and outgrew their home-grown technology solutions and numerous Microsoft Excel spreadsheets. They struggled to keep up with the volume of orders, processing up to several hundred orders a day. At this point, they lacked tracking capabilities and had not implemented quality assurance & quality control (QAQC) formulization, leading to manual data entry with too few personnel. Darifair needed detailed and real-time insight into production at each of their 50+ plants, as well as their customers' needs, demands, and seasonal trends.

EDEKA Minden-Hannover faced a significant challenge in managing the daily influx of IT service tickets, which included hardware failures and ERP software issues. The IT Service Desk was overwhelmed with around 15,000 tickets per month, making it difficult to identify relationships between individual and systematic errors. The company needed a solution to efficiently process these tickets, uncover optimization potential, and improve workforce planning. The goal was to have a scalable, on-demand visualization of processes to fully exploit the hidden potential of ticket data, thereby optimizing efficiency and reducing costs.

Eissmann Automotive faced the challenge of maintaining high-quality production standards while ensuring complete traceability and efficiency in their complex production processes. The company needed to digitize its entire process chain to monitor every production step, especially for safety-related products like driver airbags. Manual data evaluation methods were prone to errors, and there was a lack of transparency and traceability in the purchasing process. Additionally, the company needed to optimize its master data management to support various business processes effectively.

PostFinance, one of the largest financial institutions in Switzerland, faced the challenge of optimizing its internal processes to enhance customer satisfaction. With 2.7 million private customers and 300,000 business customers, PostFinance processes over 50% of payments in Switzerland. The bank aimed to create a 'digital power house' to make banking as easy and fast as possible for its customers. This required smooth service processes and minimal wait times for customers. The bank needed to analyze and optimize its processes, particularly account openings, to achieve these goals.

Boskalis faced significant challenges in managing and analyzing its business processes due to the reliance on a data warehouse and numerous Excel reports. The complexity and time-consuming nature of these methods made it difficult to track and report lead times for the Purchase-to-Pay (P2P) process. The company recognized the need for a more efficient and transparent way to manage its processes and communicate performance to stakeholders. This led to the decision to explore process mining technologies to gain better insights and control over their operations.

Each subsidiary in the Terberg Group used to independently develop its own data analyses, and the insights that were obtained weren’t always shared between companies. In order to improve operating performance at the Group level and to facilitate growth, the Terberg Group started its own Data Science department in 2016. That same year, the department decided that Celonis Process Mining could provide the visualization of process performance they were looking for. With the help of process mining, Terberg wants to create uniform analyses for its procurement and sales processes that will deliver better insight into these processes. The first processes that the Group centralized were purchase-to-pay (P2P) and accounts payable (AP).

The APG Group faced significant challenges in managing and optimizing their customer-oriented processes, particularly in the areas of pension requests, call center operations, and divorce-related pension aspects. The throughput time for pension claims deviated dramatically from the expected 180 days due to dependencies on external parties. Additionally, the call center experienced recurring calls related to the same content, and there was a lack of relevant information on the website for customers undergoing divorce. These inefficiencies led to increased cycle times, rework, and customer dissatisfaction.

Times have not been easy for Russian banks in the last years, during which customer expectations have changed and posed massive challenges to the core business of financial institutions. This is even more true for the second-largest Russian bank, VTB, which has its roots in the Soviet era and not only faces new market circumstances but also has to fight with historical legacies such as inefficient processes. The first step to move to a process-owned organization and become more customer-focused was the creation of the Process Excellence Center in 2014. The department is highly visible within the bank and reports directly to the board. While the goal was clear and supported by top management, the question of how to achieve process transparency and efficiency was not. It was the IT consulting company Ramax who introduced so-called process mining to VTB in September 2015.

At Photonicare, the team was always wearing different hats to maintain their agility, and implementing a paper-based quality system seemed like a retroactive solution. They believed such a solution would ultimately lead to more inefficiencies and time spent on manually documenting product and quality activities where quality could slip through the cracks. In order to avoid this, they began searching for a cloud-based, purpose-built solution that would contribute to improving their internal team efficiencies and maintaining their agility. As an early-stage company, the team at Photonicare is always looking for ways to improve their efficiencies while maintaining their agility. Ryan Nolan, Co-founder and VP of Clinical Operations, recalls their antiquated way of doing things in the beginning when it came to documenting things on paper. As a result of having to wear multiple hats and juggle competing priorities at a startup, they reached a point where their documents weren't as organized as they wanted them to be. Knowing this antiquated way was a time-consuming solution for managing documentation and quality processes, Ryan and the team at Photonicare began searching for a purpose-built solution that was as agile as their team.

Innovere faced significant challenges in establishing a compliant Quality Management System (QMS) due to their lack of in-house medical device expertise. This was crucial for scaling their product development efforts efficiently. They needed a QMS partner to enhance their industry knowledge and accelerate their path to commercialization. Additionally, they found that many companies were using paper-based systems, which they deemed inefficient and unsuitable for their needs.

The vision at SOLIUS was to bring the product to market as a medical device, meaning that their team was aware of the quality management regulations they would have to comply with. With four team members at the time, managing compliance and a QMS was an immediate hurdle they needed to overcome. They began to vet solutions that would help them manage the regulatory and quality requirements of their target markets, without them becoming overwhelmed with compliance efforts. They began searching for a solution that was cloud-based, secure, affordable, scalable, and came with advice from industry experts that could guide them along the way.

Priority Designs, an industrial design consulting firm, faced a significant challenge in securing more advanced medical device design projects. Despite their extensive experience in product design across various industries, they lacked the necessary ISO certifications and a compliant quality management system (QMS) to take a product through the full process and turn it over to manufacturing. Potential customers frequently inquired about their ISO certifications and quality system, but Priority Designs had to decline these opportunities due to their lack of compliance. This gap in their capabilities prompted the team to seek a solution that would enable them to win more design work in the medical device sector. They needed a structured quality system to store records and create a design history file (DHF), as they were not recording their activities or aware of the regulations around record-keeping for medical device design. The search for a suitable QMS led them to discover Greenlight Guru, an eQMS system purpose-built for medical device companies.

C2DX, Inc. faced the challenge of ensuring a quality-first approach after acquiring a product from Stryker. They needed to establish a robust quality management system to maintain high standards, continue delivering a high-quality device, and provide the same customer experience that Stryker's customers had come to expect. Additionally, they aimed to implement an electronic quality management system (eQMS) that could support both their immediate needs and future growth.

Canterbury Scientific faced significant challenges with their paper-based Quality Management System (QMS). The system, while functional, was outdated and inefficient, leading to issues with document progression, timeline management for nonconformances, and change controls. The paper-based system required constant involvement from the quality team, particularly impacting the manufacturing and Science, Design, and Development teams. The need to update design history files and design manufacturing files further complicated the process. The realization that their existing QMS was not suitable for the 21st century and the updates to ISO 13485:2016 standards acted as catalysts for seeking a more modern, scalable solution.