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ANZ Bank, one of the top 50 banks in the world and the fastest-growing bank in Indonesia, was facing a challenge with its rapidly increasing transaction volume. The bank's existing business processes and workflow were becoming overwhelmed. Like most banks in Indonesia, ANZ was manually handling document submission and verification. Customers filled out paper loan applications and supporting documents, then delivered them to bank branches by mail or courier. Branch officers traveled to the bank’s headquarters or used postal mail, email, and phone calls to submit loan documents for verification. Lost or inaccurate documents created more emails and phone calls. Additionally, ANZ had to adhere to strict verification and financial regulations, including the Foreign Accounts Compliance Act. This act requires that all banks outside the United States provide key information about U.S. clients, including citizenship validation, to the Internal Revenue Service–a complex yet crucial process.

Strategic Growth, a top Salesforce Gold Consulting Partner in the US, was facing challenges with its case study production process. The process was slow, unreliable, and often failed to comply with the Salesforce template. After completing a Salesforce implementation for a client, a Strategic Growth consultant would manually fill out the case study slide template provided by Salesforce. This process was often delayed by weeks or months, and sometimes all relevant data was not captured. If consultants pasted data into a local template instead of downloading the latest one, additional time was required to recreate the case study in the correct format. The company was meeting Salesforce’s case study quota, but wanted to improve efficiency by eliminating these manual steps.

Lippuner has nearly 350 employees across four cities. Each employee orders new phones every two years. Their marketing department generates about 450 orders per year across 41 different items—for a total of 18,450 orders. In the past, these orders were processed using paper forms, causing slowdowns and adding time to the process. These outdated processes didn’t comply with the company’s high standards of efficiency.

Applied Technical Services (ATS), a leading testing, inspection, and consulting engineering firm in North America, was facing a significant challenge in managing its information. With a 20% year-over-year growth, 700 employees, and thousands of active projects, the company's existing information management approach was no longer sufficient. The information storage was inconsistent and fractured among departments, leading to inefficiencies in operations. The lack of a clear and consistent process and data workflows further compounded the problem. ATS wanted to overhaul its legacy internal portal, create a department-specific home page with centralized document storage, and establish a customer portal. However, to achieve these objectives, they needed a more intuitive and automated solution.

As a multinational technology provider, it is critical for Microsoft’s eCommerce team to keep their global website updated with information and content for all product lines. The content publication process is very complex, involving many levels of approvals and collaboration between resources from several teams to keep hundreds of pages updated across more than 240 regions.For many years, the publishing process was managed via Excel spreadsheets. Content, images, and other publishing information were tracked in different spreadsheets. In some cases, there were 200+ spreadsheets to track updates for a single page on the website. Content approvals were handled manually, often resulting in bottlenecks and delays in the publishing timeline

Northumbrian Water, one of the UK's largest water utilities, faced a significant challenge in extending workflow to remote environments, including underground and overground assets, as well as to suppliers and contractors not on its enterprise network. The company needed to track the physical condition of hundreds of chemical tanks, a task that was previously done using spreadsheets and paper forms. These methods were not searchable and did not facilitate analysis. Tanks that corrode can leak toxic chemicals that damage the environment and may seriously injure people. They can also expose the utility to tens of thousands of pounds in regulatory fines and even higher civil damages. The company needed a solution that would allow for prompt and accurate recording of tank conditions and facilitate easy analysis of the data.

MT Højgaard, a leading construction company in Denmark, faced a significant challenge when a subsidiary needed to retire several aging web applications and workflows used by over 400 field staff. The company had been using Lotus Notes, but the software hadn't seen development in three to four years, making the shift to online a significant challenge for the users. The company's subsidiary, Lindpro, had several outdated ASP.NET web applications running on Windows 2003 servers that needed to connect to the enterprise resource planning (ERP) system. Lindpro was also concerned about preserving the workflows staff used in the field. The existing forms were hosted in a central location that was slated for decommission, making it critical to improve the system while preserving their data for all projects.

The University of Maryland Upper Chesapeake Health (UCH) was facing a significant challenge in maintaining productivity due to cumbersome manual processes. These processes were not only slowing down operations but also making it difficult for the organization to comply with patient privacy and security regulations. The manual onboarding process for new employees and the process for closing accounts and access when an employee left the organization were particularly time-consuming. These processes, while compliant with the Health Insurance Portability and Accountability Act of 1996 and other patient privacy and system security regulations, were taking an inordinate amount of IT staff time and attention. The organization was in need of a solution that could streamline these processes and accommodate growth without compromising on patient care.

KBA, Inc., a Seattle-based construction management firm, was facing a significant challenge when its public-sector clients tightened their construction project budgets following the recession in the late 2000s. The firm needed to enhance its efficiency and client satisfaction to stay competitive. The company identified its document management processes as a key area for improvement. The existing paper-based processes were prone to delays and errors, and manually keyed spreadsheets were also error-prone, with a risk of version control problems as they were circulated within the organization. Even when business processes worked as intended, they drove up administrative costs. When they didn’t work as intended, they could also increase project costs and decrease client satisfaction. The company tried InfoPath forms and SharePoint Forms, but found them either too complex or not sufficiently customizable and mobile-friendly.

Adventist Health System, a healthcare organization with over 78,000 employees across 44 facilities in 10 states, was facing a significant challenge in managing their ordering processes. The system, which was primarily based on verbal and email orders, was proving to be inefficient and time-consuming. The IT department was spending excessive time handling a mix of paper form requests, verbal requests, and a flurry of follow-up emails for new equipment and business card requests. The process was not only cumbersome but also prone to errors and delays. The inaccuracies in the system often led to late deliveries of computer equipment and inaccuracies in business cards. The challenge was to find a solution that could automate this process, reduce errors, and free up the IT staff to focus on other critical tasks.

Hawke’s Bay Regional Council (HBRC) in New Zealand was facing a significant challenge in ensuring the safety of their waterways. The council needed to gather water testing results efficiently and accurately for decision-making purposes. The process involved field scientists collecting up to 50 samples in a single day from various locations. Along with the samples, the scientists had to manage stacks of paper forms that often ended up damp, muddy, or lost due to environmental conditions. The data from these forms then had to be manually entered into the system, a process that was prone to errors and inefficiencies. The council had previously attempted to digitize the forms using various data collection and management systems, but these attempts were unsuccessful, leading to inefficiencies and inaccuracies.

The Insurance Fraud Bureau of Massachusetts (IFB) was grappling with a paper-intensive process for handling insurance fraud cases. The bureau investigates approximately 4,000 potential fraud cases annually, managing numerous documents related to these investigations. Eighty percent of these documents were paper-based, and 20 percent were electronic. The process involved bundling up paper documents and printing out electronic documents related to a case, resulting in boxes of documents. These boxes would not reach the assigned investigator until someone visited the regional office where the investigator worked, causing delays of up to a week. The manual, paper-based review process also posed a risk of lost documents and wasted time spent tracking down documents. The limited visibility of relevant documents for others on the investigation team also delayed processing. Furthermore, the bureau's decision to keep documents for three years instead of one year created additional storage challenges.

Arizona Electric Power Cooperative was facing significant challenges in managing the engineering drawings that support its generation assets and Southwest Transmission Cooperative’s system. The process of making changes to these drawings was extensive and manual, often taking months to be incorporated into the system. This delay resulted in version control issues, as engineers could not be certain if a drawing on the cooperative’s SharePoint was the most up-to-date version. The cooperative maintains tens of thousands of drawings, and changes to a drawing meant a slow and manual change order process. The cooperative’s engineering records library contains about 50,000 records, including versioned, finalized documents, reference material, and unincorporated documents. The existing system was not effectively managing the versioning of these unincorporated documents.

ANZ Bank, one of the fastest-growing banks in Indonesia, was grappling with the inefficiencies and governance challenges of manual processes. The bank's rapidly increasing transaction volume was overwhelming its existing business processes and workflow. The manual handling of document submission and verification, particularly for loan and ATM applications, was slowing down customer service and making governance difficult. The bank was also struggling with the complexities of regulatory compliance, including the Foreign Accounts Compliance Act. The bank needed a scalable, standardized solution that could enhance operational efficiencies, provide workflow transparency, electronic collaboration, and document storage, and scale easily to support business growth.

BGC Engineering, a Canadian applied earth sciences company, was facing challenges with its traditional data collection model. The company, which provides consulting services to various industries, had to manually collect data at many of its remote project sites due to lack of connectivity. This process was not only time-consuming but also prone to transcription errors and missing data. The company's standard laptops were not durable enough for job site use, and while Toughbooks were used when electronic devices were needed, they were not an optimal solution. BGC needed a solution that would improve data collection efficiency, reduce the need for multiple site visits, and optimize its field information capture and customer reporting processes.

Buckman, a global leader in specialty chemicals, was facing significant challenges with its procurement processes. The company was heavily reliant on email-based, manual processes for purchasing, which resulted in a backlog in employee inboxes and procurement delays of up to five weeks. This not only slowed down the overall business operations but also affected the company's ability to respond to customer needs in a timely manner. The inefficiencies in the procurement process were costing the company both time and money, and there was a clear need for a solution that could streamline and automate these processes.

Bender Group, a global leader in monitoring systems for electrical safety, was grappling with inefficient internal processes that were largely paper-based. These processes were not only time-consuming but also prone to errors and delays, which affected the overall productivity of the company. The company's Quality Management team, responsible for maintaining the high-quality standards of Bender's products, was particularly affected by these inefficiencies. The paper-based process for submitting faults was error-prone and typically took three to four days. Additionally, Bender was facing the challenge of knowledge retention, with many of its long-serving employees nearing retirement. The company wanted to capture and retain the valuable knowledge and understanding of its systems and products that these employees possessed.

BC Ferries, a major transportation company in Canada, was struggling with a time-consuming and inefficient method of manually revising and distributing paper-based process and procedure information to its 35 ships and 47 terminals. This posed a significant risk as employees might not receive important safety updates in a timely manner. The company was also facing challenges in maintaining up-to-date printed policies and procedures across its vast network. The manual process of updating policies and procedures involved physical sign-offs, leading to version control issues and confusion about who needed to approve which changes. This laborious process was so time-intensive that updates were only provided once or twice a year.

Industry Fund Services (IFS), a leading Australian wealth management firm, was facing challenges in improving their IT and production processes for new employees and customer interactions. The firm was dealing with repetitive processes and was looking for a way to onboard new staff quickly and efficiently. The company also needed to increase staff and customer engagement to retain its competitive edge. IFS was dealing with complex security issues due to its staff working all over Australia. The company had a poor track record with poorly configured SharePoint systems in other companies, which hid some of the programs most useful features and functionality. This led to several IFS employees expressing concerns about the implementation of a SharePoint solution.

Lippuner, a Switzerland-based energy company, was grappling with an outdated, paper-based system for ordering supplies such as smartphones and marketing materials. This inefficient process was not only time-consuming for employees but also cost the company money. The process involved employees physically going to the HR department to fill out a paper form to order a new phone, which would then take two to three weeks to arrive. With nearly 350 employees across four sites in different cities ordering phones every two years, the paper-based forms were causing significant delays and adding unnecessary time to the process. Additionally, the company had to manage over 450 orders per year across 41 different marketing material items from four offices spread widely over Switzerland, which was challenging with the existing system.

University College (UCC), a Denmark-based educational institution, was grappling with a manual, paper-based payroll and expense reporting system. The process was not only cumbersome but also inefficient, leading to higher administrative costs, poor data quality, and an increase in support requests. The proctor staff members, who were paid hourly, had to fill out paper timesheets and expense reports, which were then manually approved by managers. This resulted in delayed paychecks and an increase in complaints and administrative roll-backs. The institution urgently needed to resolve the situation, but it lacked the necessary budget and skilled resources.

New Belgium Brewing Co., a leading craft brewer in the United States, faced significant challenges as it expanded from producing five beers a year to over 30. The company's existing communication and planning methods, which relied heavily on email, meetings, and SharePoint, were proving inadequate for the increased scale of operations. The brewery was concerned about potential communication gaps and missed details that could hinder its success. The process of launching a new beer involved multiple departments, dozens of employees, and several processes, making it a complex task. The company's reliance on email communication and SharePoint to track tasks was slowing down the launch schedule, a risk the company could not afford in a competitive market with new breweries opening every year.

Kaspersky Lab, a leading global IT security company, was facing a significant challenge in managing its internal processes. The company operates in almost 200 countries and serves over 300 million users, making it a highly process-driven organization. The Internal Automation team at Kaspersky Lab was tasked with developing a large number of workflows for its internal customer base. However, the team was struggling with a growing backlog of workflow automation projects. The need for speed was paramount, but the team didn't have the time to learn and implement a complex workflow tool. The core functions that required immediate attention included contracts management, consolidation of financial reports, business trip approval, intellectual property management, and marketing development funds distribution.

GBM Minerals Engineering Consultants Limited, a UK-based firm that designs and manages the construction of minerals extraction plants, was facing challenges with its legacy system used for managing complex project documentation processes. The system lacked functionality, was slow to use, and difficult to scale. This was a significant issue as the nature of GBM's business required strict attention to document management for proper project execution. Inefficient processes could lead to incorrect specifications, resulting in wrong materials and equipment being shipped to site, construction delays, and budget blowouts. Therefore, GBM needed to keep careful track of its documentation and closely manage transmittals—specific sets of version-controlled documents—sent to clients.

Klinikum Wels-Grieskirchen, the fifth-largest hospital in Austria, was faced with a significant challenge during a period of business transformation. The hospital, which cares for over 75,000 patients annually, was tasked with implementing and managing 100 projects simultaneously across its 30 departments and institutes. This was due to recent reforms in Austria that mandated healthcare centers to institute process and infrastructure changes throughout all departments. The hospital needed an agile, centralized project management tool to help organize and track company-wide efforts and help employees retrieve project-related information quickly. Prior to this, the organization had been using a SharePoint platform based on Microsoft SharePoint Foundation for document management.

KupiVip, an online fashion retailer based in Moscow, Russia, was facing a significant challenge in its legal department. The approval process for legal documentation was inefficient and time-consuming, leading to a growing backlog of files waiting to be processed. The department, responsible for regulatory compliance, resolving corporate legal issues, contract development and approval, organization of the legal workflow, and providing legal support for departments across the company, was struggling to streamline approvals due to the large backlog of files. The lack of a defined archive for storing and tracking documents as they moved amongst stakeholders further complicated the process. The team needed a more efficient process to improve the speed and quality of its processed documents, and a secure way to organize and store files that were in the approval process.

The MBIE NZ Companies Office, with a staff of 45, handles 400 calls and 4,000 transactions daily while maintaining 22 different registers. The office had adopted the ISO 9001 standard even before it was mandatory, emphasizing the importance of data accuracy and reliability. However, maintaining the ISO 9001 standard and ensuring quality manually was a significant challenge. Documenting processes from start to finish, including all complexities, was a daunting task. Despite having a team dedicated to keeping information up to date, tracking every process change was nearly impossible in such a large organization. The manual documentation of every process was time-consuming and costly.

Microsoft’s eCommerce team was facing a significant challenge in efficiently managing content and promotions across the company’s website and digital store. The content publication process was complex, involving multiple levels of approvals and collaboration between various teams to keep hundreds of pages updated across more than 240 regions. The process was managed via Excel spreadsheets, with content, images, and other publishing information tracked in different spreadsheets. In some cases, there were over 200 spreadsheets to track updates for a single page on the website. Content approvals were handled manually, often leading to bottlenecks and delays in publishing timelines. Furthermore, Microsoft’s legacy solution made it difficult to easily track publishing tasks and provide visibility into publication statuses. The company also faced challenges in managing merchandise promotions, which was a manual and time-consuming process.

The National Gallery Singapore, the country's most preferred museum, was faced with the challenge of optimizing processes across the museum, particularly for its front-facing employees who interact with thousands of visitors each day. The need for digitization and automation of processes became even more critical when the COVID-19 pandemic broke out. The museum had to quickly adapt to updated business contingency requirements, which included implementing a new visitor registration form to support contact tracing and ensure the health and safety of visitors and staff.

Red River Bank, the sixth largest Louisiana-based community bank, was faced with the challenge of rapidly processing and distributing Paycheck Protection Program (PPP) loans to support businesses during the COVID-19 pandemic. The U.S. Treasury had implemented the PPP and utilized banks to process and distribute the funds. Red River Bank needed a solution to onboard, process, and submit applications for Small Business Administration (SBA) approval. The bank was under immense pressure as the PPP funding was limited and would be exhausted before they could even get started. The business banking software providers they consulted with said their solutions would be ready at least one week after the government finalized PPP requirements, which was too long for Red River Bank.