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Seeing that one of their goals is to find ways to better answer consumer and business needs, the Global Engineering (GE) team was facing the challenge of improving processes and performance of the surfacing machines to significantly improve their production by using the increasing volume of data."We wanted a data science platform that would allow us to solve our business use cases very quickly. Thanks to Dataiku and its collaborative platform, which is agile and flexible, data science has become the norm and is now used more widely within our organization and around the world," said Cédric Sileo, Data Science Leader at Global Engineering, Essilor.

U.S. Venture, a company operating in diverse industries such as automotive aftermarket, energy, and technology, faced significant challenges in managing and analyzing customer data due to its complexity. The company struggled with creating enterprise tools and processes that could eliminate silos and promote collaboration. The Data and Analytics team at U.S. Venture, established in 2018, initially focused on data warehousing and basic reporting. However, they soon realized the need for advanced analytics at scale. The team faced difficulties in maintaining models and disparate data sources, which could quickly become unmanageable without the right people and tools. Additionally, the team's data scientists and analysts were using a varied set of tools and coding mechanisms, leading to a lack of standardization and collaboration. The individual team members built their own components that lived in different places and were created via their own tools, saved on personal computers, with no visibility for other team members about where projects were and how they were created or functioned.

Pricemoov, a yield management solution provider, faced a significant challenge in handling and cleaning data from old SI systems, Oracle, or MySql. The data was dirty and required a full-time developer to perform long ETL (extract-transform-load) steps in PHP for cleaning. Once cleaned, the datasets were painstakingly entered into a model, as they were custom-built pipelines. The replication and deployment process for the next customer was taking weeks. This slow and inefficient process was hindering Pricemoov's ability to provide optimal pricing suggestions and solutions to its customers in a timely manner.

Europcar Mobility Group, a global mobility service provider operating in 130 countries, was facing challenges in accurately predicting fluctuations in demand for car rentals at airports based on market changes. The International Air Transport Association predicted an increase of 2.35 billion annual passengers by 2037, particularly in the Asia-Pacific region, which would significantly impact Europcar's operations. To address this, Europcar aimed to build an application using data from various sources, including fleet traffic, passenger volume, reservation and billing data, and data on new airline routes. However, the data was scattered across different locations, in different formats, and was massive in volume, posing a significant challenge.

Trainline, Europe’s leading independent train travel platform, faced a significant challenge in monitoring and improving their marketing acquisition. With paid campaigns running 24/7 and users interacting with those ads around the clock, static dashboards were no longer sufficient. The company needed a dynamic, real-time data solution to provide the most accurate marketing insights. They had a technical team within the marketing department tasked with creating aggregated, centralized dashboards focused on Trainline marketing acquisition efforts. However, this ambitious endeavor required data science skills and a tool robust enough to blend and support multiple data formats and sources to track acquisition according to certain parameters. The challenge was to find a tool that would allow the technical team to improve and upgrade their skills while also satisfying the marketing department’s requests quickly and efficiently.

LINK Mobility, Europe’s leading provider of mobile communications, wanted to scale up their data efforts in 2017. Their primary offering is mobile messaging services, sending over 6 billion messages a year worldwide. These messages carry invoices, payments, and vouchers, associated with a variety of services. This generates a lot of data, and LINK Mobility saw an opportunity to expand their offerings to provide more data-driven insight to customers surrounding the delivery and performance of their messages and services. They were looking to expand to customer dashboards and send additional offers based on that data. However, with just a one-man data science team at the beginning of the project, LINK Mobility needed to find a tool that would allow them to scale up data requests coming from inside the company and provide data insights to customers without having to use two different tools or platforms.

OVH, a global provider of hyperscale cloud, faced a significant challenge in analyzing user interactions on their website to inform product and operations decisions. The primary point of contact between OVH and its users was through their website, where customers could place orders and receive technical advice or support. The business analysts responsible for disseminating data and insights to inform on the commercialization and optimization of the website had built a dashboard with basic, high-level metrics like user behaviors and site traffic. However, the dashboard's utility was limited as it did not combine different data sources for a complete view, necessitating ad-hoc analysis. The analysts had little time for this, and the ETL (extract, transform, load) for the dashboard presented concerns for the data architects around data and insights quality. There was a lack of transparency around exactly what data was being transformed and how.

Heetch, a French mobility company, was struggling with the management of large quantities of data gathered from drivers, passengers, and global operations. As the company grew, the costs of their data warehouse were spiraling out of control and performance was suffering due to the increasing volume of data. They needed a solution that would allow anyone in the organization to work with large amounts of data while also ensuring optimized resource allocation. The challenge was to find a way to leverage big data with good performance and at reasonable costs, which required serious computational power, optimized resource consumption, and isolated environments for development and production. Managing all these aspects was becoming increasingly complex for the organization.

Orange, a leading telecommunications company, was facing challenges in its client services department's data science team. The team was primarily performing ad-hoc analysis and had limited capacity to work on complex machine learning-based projects. The challenges were twofold: tooling and hiring. The existing tool was proprietary and could only be used by statisticians or data scientists, making data access difficult and hindering project initiation. It was also not equipped to support machine learning-based data projects. On the hiring front, Orange struggled to attract fresh, ambitious data scientists due to the tooling challenge. Young data scientists preferred jobs where they could work with open-source tools like Python or R. New hires had to learn the legacy tool, which took months before they could start being productive.

Thrive Skilled Pediatric Care (Thrive SPC) is a healthcare organization dedicated to providing exceptional clinical home care to medically fragile children. Their mission is powered by innovative technology and in-depth data insights. However, when Thrive SPC acquired two different types of healthcare organizations, they faced a significant challenge: managing multiple electronic medical record systems with different data reporting mechanisms. These complex and disparate systems were impossible to manage individually and manually. Thrive SPC needed a way to prepare and store data in a reliable and accessible manner. The organization was also struggling with competing and confusing spreadsheets, which hindered the efficiency and organization of their data projects.

Parkeon, a global supplier of parking and transit systems, wanted to leverage the vast volumes of data they had access to regarding city drivers' habits. They aimed to design a powerful parking availability prediction B2C application that could provide reliable predictions of parking availability and enrich the parking meter data to create greater intelligence. The challenge was to turn the parking meter data and geolocalized data into accurate predictions that could be used in a user-friendly mobile application.

Coyote, the European leader of real-time road information, faced a significant challenge in maintaining the accuracy of speed limit data within their embedded maps. This data is crucial for the functioning of their IoT devices and mobile applications, which warn drivers of traffic hazards and conditions. The company needed an automated, algorithm-based solution that could correct speed limit data and leverage the high volume of incoming data from their IoT devices to generate actionable insights and predictions. This also required instilling a data-driven approach within the company, where decisions are based on real-world data rather than standard analytics reports.

Vestas, a global leader in sustainable energy solutions, faced a complex challenge in optimizing their shipment patterns to save costs. The Service Analytics team at Vestas had to consider not only external, customer-facing products, but also internal stakeholders across the Operations, Finance, Supply Chain, and Commercial teams. All of these teams worked together to answer big questions for the company such as how and when to deliver a turbine part from point A to point B. The team recognized that a more robust data operation could help them simplify and improve logistical challenges. They understood that data science-based solutions in predictive asset maintenance, field capacity planning, inventory management, demand and supply forecasting, and price planning would provide critical support to the internal customers of Vestas. However, until that point, the data team ran a traditional business intelligence (BI) based analytics operation, querying BI-dashboards, deriving insights, and building data products in a less automated manner.

Action, Europe’s fastest growing non-food discount retailer, faced a significant challenge in managing the vast inflow of data from its over 2,300 stores across 11 countries. The company needed to track various aspects such as consumption patterns, product placement, and supply chain disruptions, which varied according to local, national, and international trends. The existing architecture was not sufficient to handle the data efficiently and provide accurate forecasting models for demand and sales in new and existing markets. The company also faced issues with data access and quality, costly and complex processes, lack of visibility and control, and operationalization and business impact. The use of Excel for gathering, sorting, manipulating, and modeling data was proving to be a bottleneck for the speedy and efficient deployment of data analytics and models.

Convex Insurance, a company that heavily relies on data for decision making, was facing challenges with its traditional data handling methods. The company's diverse team of actuaries, architects, and business analysts needed a more efficient way to collaborate and extract value from their data. The use of spreadsheets was no longer sufficient due to the enormous volume of data and the complexity of the data pipelines. The company needed a solution that could accommodate the varying levels of technical expertise within the team and facilitate effective communication and collaboration.

JK Lakshmi Cement, a decades-old manufacturing firm in the cement industry, was facing significant challenges in improving operational efficiency and accelerating analytics reporting. The company was bottlenecked by a lack of data- and tech-savviness, with only a few people tasked with building reports for the entire organization. This limited the number of reports that could be created, hindering the company's ability to make data-driven decisions. The team was also struggling with scarce and underutilized data experts, and their data processes lacked operationalization and the ability to make a strong business impact. They were in need of a platform that could boost the efficiency of its coders and allow for cross-team collaboration with line-of-business users.

Rabobank, a leading Dutch bank, was faced with the challenge of keeping up with the rapid pace of technological change in the banking sector. According to a 2020 PwC report, 81% of banking CEOs expressed concern about the speed of technological change, more than any other industry sector. Rabobank, however, chose to embrace this change and transform their organization to move with the pace of innovation. The bank had been on their data journey since 2011, and while they had the support from both the executive level and the people implementing the technology and processes, they needed to further streamline their approach to data transformation.

The Royal Bank of Canada (RBC) was facing challenges in its control testing process, which was manually intensive and only conducted periodically. The process involved selecting control tests, designing test procedures, sampling the resulting dataset/transactions, and checking samples for adherence to criteria. This process was repeated anywhere from annually to once every two years. The CAE Group, burdened by the administrative overhead, had less time to review and revise the outliers. The process was difficult to scale, as the platforms retreated into their silos, where they built and managed their own control testing process. This duplicated effort made consolidation into CAE Group’s holistic enterprise view a cumbersome, manual process. The challenges were both technical and organizational. Technical challenges included the need for platform analysts to onboard and update their models in production, support for the variability of different models and schemas of outliers, categorization of each control test, and managing data governance requirements. Organizational challenges included a shift in mindset for auditors, updating and onboarding existing control tests, and developing incentives for adopting the new platform.

SLB, a global leader in the oil and gas industry, was facing challenges in its People Analytics team. Despite being a technology-centric company, the benefits of technological advancements were not reaching all business units. The People Analytics team, created in 2018, was struggling with scalability issues. Data scientists and engineers were working in isolation, preparing and transforming the same data without sharing insights, leading to a delay in project completion. The lack of a common platform for project recycling was causing a loss of time to market, discovery, and high-value projects. The team was also grappling with the challenge of applying machine learning to their vast talent pool, which required investment in learning and training, compliance monitoring, and stakeholder engagement.

AramisAuto, a leader in France’s new and second-hand automotive sales industry, was keen on developing its own competitive advantage with data-driven projects. The company decided to internalize the design, development, and deployment of their own data-driven solutions and products. This decision was driven by the need to develop analytics projects internally using newly hired expertise such as business intelligence engineers and data scientists. Due to data sensitivity issues, outsourcing data analysis teams was not a viable option. These new team members needed to quickly get up-to-speed in terms of creating highly-scalable predictive models and applying that knowledge to a wide array of business case scenarios, including real-time deployment of data products.

BlaBlaCar, the world's first online carpooling booking service, faced a significant challenge in accessing and utilizing their data. The company's Business Intelligence (BI) teams were heavily dependent on IT teams for reporting and analytics. The process of data retrieval was time-consuming and repetitive, often taking days to deliver the requested data. The company's data sources were heterogeneous and scattered, making it difficult for the BI teams to access the data on demand. The challenge was to find a solution that could clean, consolidate, and centralize these data sources for easy and immediate access by BI teams globally.

Chronopost International, a member of the La Poste group, is a global provider of express shipping and delivery services. The company promises that all parcel deliveries in France will arrive by 1pm the following day after an order is placed. However, as demand continues to grow, especially during peak periods such as Christmas or Mother’s Day, Chronopost faced the challenge of ensuring they can always keep their promise and deliver parcels on time. The company needed a solution that would help them use and analyze historical data to optimize delivery operations and ensure delivery deadlines are met.

L’Oreal, the world’s largest cosmetics company, wanted to optimize the effectiveness of its teams worldwide by improving knowledge transmission at all levels of the group. To achieve this, L'Oreal deployed 'Yammer,' a social web platform developed by Microsoft, for its employees in 2012. Three years later, 23,000 L’Oreal employees were using the internal social network on a voluntary basis. However, to intensify the qualitative aspect of conversations within Yammer, L’Oreal Operations wished to identify conversation leaders and incite actions for business knowledge transmission.

PagesJaunes.fr, the French equivalent of the YellowPages, is a leader in local advertising and information on web, mobile, and print, generating hundreds of millions of queries each year. The quality and relevance of results is a top priority for PagesJaunes. Category managers are responsible for maintaining the quality and relevance of the directory by creating the pertinent associations between terms and categories. The challenge was to improve user experience without increasing workload. The client wanted a solution that would help them measure and improve customer satisfaction, help Category Managers automatically detect and correct problematic queries, and optimize the quality of results to improve customer satisfaction.

Insurance organizations are constantly exposed to fraud risks, including false claims, false billings, unnecessary procedures, staged incidents, and withholding of information. Santéclair, a subsidiary of several supplementary health insurance companies, was struggling with fraudulent reimbursements from both opticians and patients. They lacked a system that could effectively analyze the right data and adapt to increasingly sophisticated fraudsters. Instead, they relied on “if-then-else” business rules to identify likely fraud cases, which resulted in the manual audit team spending their time on too many low-risk cases. With the increase of reimbursement volume (more than 1.5M a year), they needed to improve their efficiency and productivity.

Showroomprive, a leading e-commerce player in Europe, was facing a challenge with customer churn. The company was using static rules to trigger marketing actions, which were common to all customers and did not take into account the individual value of each client. This approach was not effective in preventing churn and improving customer loyalty. Showroomprive wanted to refine its client qualification process to anticipate, prevent, and reduce churn rates. The company aimed to detect clients with a high potential of no longer buying from the website based on individual purchase rates and refine the targeting of marketing campaigns for each potential churner to improve customer loyalty.

Trainline, Europe’s leading independent train travel platform, was facing a challenge in monitoring and improving their marketing acquisition. With paid campaigns running 24/7 and users interacting with those ads around the clock, static dashboards were no longer sufficient. The company needed a dynamic, real-time data tool for accurate marketing insights. They had invested in many different services and solutions to sustain their growth, but these were not always easy to manage. The company decided to build a centralized, global, real-time dashboard to get a global understanding of their marketing acquisition. The challenge was to start a big data project from scratch, ensuring that the technical team ended up with a tool that allowed them to improve and upgrade their own skills while also satisfying the marketing department’s requests quickly and efficiently.

Voyage Privé, a boutique vacation retailer, faced the challenge of creating personalized offer displays for its customers. The company needed to expand the range of customer signals that could be captured and analyzed to offer travel options that were appropriate for their members. This required a software solution that could capture and make sense of large amounts of data, develop effective customer segmentation, and implement a new non-rule-based approach for analyzing incoming and historical data. The end goal was to increase customer satisfaction by providing users with personalized offer selections while simultaneously boosting the total transaction value by customer.

The healthcare industry is grappling with a high rate of patient no-shows, with studies indicating that 5-10% of scheduled patients miss their appointments. This has a significant impact on the financial health of healthcare organizations and their ability to care for other patients. Primary care physicians lose an average revenue of $228 for every no-show, and the lost revenue for specialists is even higher. When a patient misses an appointment, overhead costs including staffing, insurance, and utilities are not reimbursed. Cancellations with primary care physicians also impact the number of necessary specialist referrals those physicians can make. Combined, these factors contribute to significant revenue loss for physicians. To help minimize the occurrence of no-shows and thus reduce associated costs, Intermedix decided to develop and operationalize a no-show predictor that would assist office managers in scheduling appointments.

A large national media organization wanted to provide high-quality recommendations for users of their app. Their goal was to target consumers with content that they would actually be interested in based not only on what they previously consumed, but how exactly they interacted with topics in which they previously expressed interest. For example, if someone chose to listen to a report on Topic A but then fast forwarded through much of the piece (as opposed to actually listening to the piece in its entirety), the app should take that activity into account for future recommendations. However, with a very small team and limited resources, the organization wanted to accomplish this in a scalable way. Not only would the system have to be mostly or entirely automated, but the team itself would have to be able to build the recommender easily in a way that would allow for quick tweaks and adjustments in the future.