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Buffalo Wild Wings, a growing restaurant chain, faced two challenges in its quest to provide the best beer experience and better connect with their fans. The first challenge was monitoring to ensure that the Perfect Pour guidelines were being followed. The second challenge was managing the growing assortment of beers available in the market. Both challenges prompted the need to better leverage technology for operational efficiency. Buffalo Wild Wings needed a real-time monitoring technique and a better understanding of inventory. This was an IT challenge considering that the company needed to configure all new beer items in more than 1,200 restaurant POS systems before a restaurant can begin selling a new beer to a guest. Additionally, it was a business challenge to ensure restaurants gained an understanding of the actual beer inventory usage across all restaurants to help drive future purchasing decisions.

GANT, a global fashion retailer, wanted to provide a consistent experience across channels to keep up with changing customer preferences. However, they identified a major missed opportunity when customers found items out of stock online that were available in stores. This resulted in a negative customer experience and lower profits for the company. GANT sought to optimize orders across channels, but this initiative proved complex since data was siloed across systems, preventing real-time inventory updates. The retailer wanted to establish more control across its application landscape. And when it came to innovative new projects like the OSSC initiative, it was hard to make informed judgments about how long the project will be, and how much it would cost.

Service NSW, a government initiative in New South Wales, Australia, was conceived as a 'one-stop-shop' for citizens needing to interact with state government departments. However, executing on the program's broad vision provided a thorny challenge for the organisation's IT team. Delivering new digital services required that manual back-end processes be automated; doing so required access to data spanning over 40 government departments and agencies. The sensitive nature of the data involved made security an imperative, complicating things further. Recognizing the need for a connectivity platform that could not only handle complex data integration, but also orchestrate, expose, and govern data access through APIs, Service NSW adopted MuleSoft's Anypoint Platform to anchor the program.

Hologic, a leading global healthcare and diagnostics company, decided to adopt Salesforce's sales cloud, service cloud, and marketing cloud products to provide their growing sales and support teams with 360-degree customer views populated with real-time data. The executive team set an aggressive six-month timeline for the company to bring a pilot group into production. However, the Information Systems (IS) team was constrained with a heavyweight integration stack that slowed development time. They needed a faster way to deliver integrations to keep pace with the growing needs of the business. The project required real-time integration across multiple hosted and cloud systems, demanding new tools to make development faster and more agile.

Big Bus, the world’s largest owner-operator of hop-on hop-off open-top sightseeing tours, was facing a decline in traditional “on-street” sales using paper vouchers and a growing market demand for online sales options. The company needed to transform its sales strategy and customer experience. However, it lacked a unified integration strategy to support all these channels. Data was locked in monolithic legacy systems, and the company had to establish disparate, inefficient point-to-point connections with each new partner that was added to their ecosystem. This slowed and even prevented new partner onboarding. Big Bus needed a new technology to effectively and efficiently integrate internal sales systems with digital channels and partners.

Airbus, a leading aviation company, was facing the challenge of meeting the growing needs of the aviation industry, which is expected to double in the next 15 years. The company needed to significantly increase aircraft production while reducing costs and improving efficiency in a sustainable manner. However, Airbus's legacy systems were not equipped to support this massive growth. As a result, Airbus needed to revolutionize its approach to IT, transforming from a manufacturing company into a technology company. This required a complete overhaul of its IT strategy, including implementing an enterprise-grade API platform to enable digital transformation at scale, building a library of reusable APIs to speed up development time, leveraging APIs to unlock data in backend systems and expose it to suppliers, employees, and internal and external stakeholders, streamlining the supply chain to meet growing production pressures, and delivering self-service mobile applications to improve manufacturing team efficiency.

Pilot Flying J, the largest operator of travel centers in North America, was facing a challenge with its IT systems. The systems were either siloed or connected via one-to-one integrations, making critical data inaccessible. This was hindering the company's ability to provide a fully personalized and frictionless guest experience. To overcome this, Pilot Flying J needed to adopt an omnichannel strategy, backed by fully integrated systems, that allowed guests to engage with the brand through multiple channels - whether it is checking parking availability and reserving showers on the mobile app or redeeming offers on the web portal.

LuxairGroup, a key aviation company in Luxembourg, was facing stiff competition in a market dominated by global alliances and low-cost airlines. The company needed to differentiate itself by driving innovative experiences through technology. However, LuxairGroup’s complex IT environment was already supporting 1,500 users with 120 applications that were mainly connected with tightly coupled, point-to-point integrations. This made it difficult to connect new systems, replace old applications, and pursue innovation. The result was high maintenance costs, specifically due to IT’s limited visibility into the application landscape, application interfaces, and security standards. To address these business challenges, IT needed to establish a higher level of control and security when connecting to third-party applications, get a holistic view of existing integrations, and increase the speed of delivery for innovative projects.

SES is a communications satellite company that has 65 satellites covering 99% of the world population. It distributes over 7,700 digital TV channels to 325 million homes globally. As part of a new business strategy, SES needed to transition from a wholesale, infrastructure provider to an end-to-end service provider to customers across the world. This includes providing access to Netflix for a crew on a ship in the Pacific to direct-to-home platforms that want to better understand how their customers use their services. The challenge was to transform its digital landscape and establish closer relationships with its customers by building a customer portal to unify their experience.

Unilever’s IT team faced numerous challenges, due to their infrastructure size, which encompasses 1,000 applications, 10,000 interfaces, and 500 IT projects per year. Unilever had multiple global teams and was looking to find more efficient solutions to deploy new products and services.

HSBC, one of the world's largest banks, was facing the challenge of technological disruption in the financial services space. This disruption brought new regulations, higher customer expectations, and increased competition. To stay ahead, HSBC needed to become the disruptor, which required the use of APIs to securely unlock data from thousands of applications and make core banking services available to internal and third-party developers. The bank aimed to improve the customer experience and open new revenue channels by launching an API developer portal, increasing customer loyalty, and partnering with third-party platforms to deliver new HSBC products and services.

BP, one of the largest energy companies in the world, is facing the dual challenge of meeting the increasing global demand for energy while reducing emissions. The key to achieving these goals is to leverage digital solutions, big data, and advanced technologies. The BP IT&S team is tasked with accelerating the pace of technology delivery, securing data access, and reducing dependencies on costly and time-consuming legacy systems. The team needed to modernize legacy systems to speed up access to applications and data, shift the role of IT from simply delivering technology solutions to enabling the business to take advantage of digital technology, and develop a Center for Enablement (C4E) to drive the adoption of BP’s API strategy.

Legal & General (L&G) is the United Kingdom’s largest provider of individual life assurance products and a top 20 global asset manager. The insurance industry has changed dramatically with increasing pressure to reduce costs and engage customers through digital channels. To remain competitive, L&G’s insurance arm, General Insurance (GI), has a goal to become a market leader in providing digital access to insurance. However, developing digital experiences for customers and advisers requires connectivity between various systems, surfacing claims, policy, billing, and other data in a quick and scalable manner. But behind the scenes, the company’s IT systems were connected via point-to-point integrations, which exacerbated operational inefficiencies and forced teams to reinvent the wheel each time they needed to develop a digital experience or release a new product or service.

Australian workers' compensation insurance company, icare, protects 3.6 million people across 326,000 businesses and 193 government agencies. The company needed to improve its customer experience by delivering a digital, machine learning-driven system that makes submitting and processing claims quick and easy. However, icare's customer data were siloed in SaaS and legacy systems, creating a disjointed, slow process in which customers had to fill out paperwork and visit multiple websites to submit claims, choose a policy, and more.

Tic:Toc, an Australian fintech company, was launched with the aim of transforming the traditional home loan process. The company wanted to eliminate the inefficiencies in the home loan approval and fulfillment process, allowing customers to easily submit loan applications online and receive instant decisions. However, the challenge lay in the complexity of the traditional process. For instance, validating a property purchased via a home loan involved multiple steps and parties, making it a time-consuming process. To provide customers with a seamless, instant home loan application experience, Tic:Toc needed to integrate data from various sources, offer real-time document generation and home loan decisions, and deliver their new product to market quickly to gain a competitive advantage.

New South Wales Health Pathology (NSWHP) is an Australian statewide health organization that provides services to various local government bodies. The organization operates more than 60 laboratories, 150 pathology collection services, and conducts over 100,000 clinical tests per day. However, NSWHP's IT systems were siloed, making it difficult to deliver on key initiatives that would improve patient outcomes, maximize taxpayer benefits, and build a foundation for change. The organization sought to efficiently integrate data to deliver time-critical initiatives, including digitizing pathology results to speed up access to patient data and make clinical decisions faster, reducing cost and effort associated with transportation and testing, and building a foundation to rapidly respond to change and emerging, urgent demands, including COVID-19.

The Indiana Department of Child Services (INDCS) manages over a quarter million child cases per year, requiring the collaboration of over 4,000 staff members. The department needed to digitize its processes to scale with the case volume, streamline staff member collaboration, and improve the entire child services journey. The objectives were to modernize legacy systems, implement a national electronic system to exchange case data with courts, families, and other state agencies, create a single view of the over 20,000 children in its care, and ensure caseworker and child health safety by creating a comprehensive view of health data in response to COVID-19.

RBC Wealth Management, a division of RBC Capital Markets, was facing challenges in delivering a world-class customer experience. The company, which has over $379 billion in total client assets and more than 2,000 financial advisors operating in 179 locations across 42 states in the US, needed to further embrace digital to remain competitive. However, achieving these goals proved difficult as RBC needed to unlock critical customer and financial data in siloed legacy systems and integrate that data with modern cloud and on-premises applications across the organization for a single customer view. The company's objectives included automating and connecting siloed legacy systems to digitize paper-based onboarding processes, building a single customer view and improving financial advisor productivity by integrating legacy data with cloud and on-premise systems, and launching a client service portal that streamlines the customer experience.

Revolution Beauty, one of the fastest-growing beauty brands in the UK, was facing challenges with its eCommerce platform. The website could not keep up with the brand’s pace of continuous innovation and new product releases. It was difficult and time-consuming to update and add pricing, images, product descriptions, and other critical information. To maintain market leadership, Revolution Beauty also needed to integrate its eCommerce platform with on-premises applications for a single customer view — enabling customer service reps to resolve inquiries faster and deliver a seamless customer experience.

AXA Luxembourg, part of the AXA Group, aimed to become the #1 preferred insurance company by embracing digital transformation to outpace competition and better serve their policyholders. However, the company faced challenges in leveraging their data due to the need to connect different homemade systems on-premises and external systems in the cloud. The custom-coded integrations made it costly and slow to connect systems, apps, and data. The company aimed to reduce operational costs, eliminate manual labor by automating key business processes such as claims management, create a single customer view of policyholders to resolve their queries faster, and build an architectural foundation that enables the team to launch future customer innovations more quickly through reuse.

Ahold Delhaize, a global food retail group, is striving to stay ahead of the competition in the rapidly evolving retail world. The company is implementing an omnichannel strategy, blending the best of brick-and-mortar, delivery, and pick-up. However, to future-proof its business, Ahold Delhaize needed a way to quickly incorporate new technologies and respond to changing consumer demands.

Salesforce, a global leader in CRM, has grown rapidly over the years, acquiring over 70 companies. This growth has resulted in thousands of systems and massive amounts of data. The company had leveraged MuleSoft's Anypoint Platform well before acquiring the company. After the acquisition, Salesforce initiated an effort to adopt API-led connectivity to better integrate systems and data, aiming to provide connected experiences to their 150,000 customers and 49,000 employees. The company wanted to move away from point-to-point connectivity to unlock and integrate critical data across the enterprise, create a single view of their employees, automate manual HR processes, and integrate Salesforce customer accounts with the accounts of acquired companies to build a 360-degree customer view for sales teams.

WatchBox, a leading company for buying, selling, and trading pre-owned luxury watches, wanted to scale its business internationally via eCommerce. The company's success relied on exposing its inventory to as many customers as possible for quick resale. This required creating a powerful eCommerce experience that not only allows for rapid expansion but also pulls critical inventory data from legacy and homegrown systems. The objectives were to create an eCommerce platform that allows for rapid expansion into new regions, unlock and unify data from legacy and homegrown systems, and build standardized eCommerce processes that support quick inventory turnover.

Invesco, a global asset management firm, was facing challenges due to the existence of over 200 siloed IT systems. These systems were preventing business users from quickly accessing valuable customer and market data. The lack of data access was also impeding the development process at Invesco, as teams had little transparency into other team’s work or projects currently in development, leading to inefficient and repetitive processes. Invesco needed to enable data sharing between multiple business units and 1,700 tech employees worldwide.

SMCP Group, a French luxury retailer, aimed to build a single view of the customer across its in-store and online channels to better understand shopping habits, increase touchpoints with customers, and provide a more personalized experience. The company also wanted to deepen relations with wholesalers by allowing real-time data exchange. However, SMCP's aging IT infrastructure, underpinned by legacy systems, made it difficult to unlock critical data, preventing them from building a single view of the customer and sharing data across different functions and with partners. The team was forced to manually batch upload information such as orders to disparate systems of record at regular intervals throughout the day. These manual uploads were not only time-intensive but led to data duplications.

Liberty Holdings, a South Africa-based financial services and insurance group, was facing a challenge due to its outdated and inefficient claims process. The company had its claims, customer, and underwriting data information stored in multiple monolithic back-end systems. This resulted in a suboptimal insurance claims process that required claims processors to manually extract data from seven different systems and enter it into a spreadsheet. They then had to log into several other systems in order to process a claim. The operation was slow, prone to human error, and did not provide the level of support that Liberty’s customers expected. Liberty needed to digitally transform its operations, modernizing legacy systems to streamline the claims process and provide a better customer experience.

INSEAD, a leading global graduate business school, was struggling with a complex tech ecosystem comprising over 100 siloed applications. This complexity made it difficult for the institution to meet the expectations of students and faculty, leading to a depreciated experience, especially during enrollment and scheduling. The situation also resulted in an overload of manual work for staff and increased IT operations costs. INSEAD needed a new integration approach to break down information silos, connect multiple mission-critical systems, and deliver an industry-leading education experience for students and faculty worldwide.

The City and County of Denver (CCD) aimed to bring a digital experience to Colorado residents and businesses, allowing them to conduct government-related services online. This involved connecting legacy IT systems and critical data to new cloud-based services across over 50 agencies, implementing new technologies to enhance the delivery of law enforcement services, and streamlining key government services such as licensing and permitting. Before MuleSoft, the CCD team used Oracle’s ESB solution, which slowed down innovation and required frequent, time-consuming updates, custom integrations with multiple single points of failure, and very little documentation or reusability.