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Saudi Electricity Company (SEC), the largest provider of electric power in the Middle East, faced significant challenges in managing construction and maintenance projects across its vast network of remote sites. The company's previous mainframe-based management system relied heavily on manual processes, which made it difficult for contractors to submit project updates from the field. This resulted in limited visibility for managers based at the company's headquarters. SEC considered solutions from a range of first-tier ERP suppliers and a solution based on SharePoint, but these either lacked the functionality that SEC required or were too costly to develop and maintain.

The State Library of New South Wales, Australia's largest library, embarked on a long-term project to digitise its vast collection of over five million heritage items. The goal was to preserve these historic items while making them accessible to the public. However, the library faced a significant challenge in managing the digitisation process. Initially, they used a workflow solution called TeamTrack to log and track items through the process. However, this solution reached its end-of-life in 2017, necessitating a quick replacement. The library needed a comprehensive, location and device independent workflow platform that could integrate the entire digitisation process, meet the functional requirements of every team, align with the library's IT security policies, and include auditing and reporting capabilities.

Trinity Grammar School, an independent boys school in Sydney, Australia, faced a significant challenge during the COVID-19 pandemic. With the suspension of in-person classroom teaching, the school had to quickly pivot to a remote learning program. This transition necessitated an efficient and effective way to check the attendance of over 2000 students at the start of each school day. The school's existing digital tools used for marking attendance in classrooms were evaluated, but configuring them for online use was not practical. The school needed a solution that could be implemented swiftly and accurately to ensure students were participating in online activities each day.

TLC for Kids, a leading Australian charity, was grappling with the challenge of streamlining the creation and management of patient letters and service confirmations associated with its services. The organization, which operates in 405 hospitals in Australia and five in New Zealand, provides a range of services to sick children and their families. These services include supplying innovative ‘distraction boxes’ to hospitals, operating the Rapid TLC Service which delivers timely support to hospitalized children and their families, and the TLC Ambulance service for children in palliative care. The organization's support staff had been relying on a series of Google Docs templates into which information from received request forms was cut and pasted as required. This manual process was time-consuming and inefficient, diverting staff attention from other critical activities.

Thrifty New Zealand, a car rental company owned by the National Roads and Motor Association (NRMA), was facing operational challenges due to outdated, paper-based processes. The company, with around 150 staff across 30 locations, recognized the need to upgrade their car rental management system. The existing system was not only time-consuming but also lacked easy access to processes for the staff. The management team understood the need for a process champion to drive process improvement efforts and appointed Jackie Reid for the role. The challenge was to ensure a smooth transition to the new car-rental system with minimum effort from the already-busy teams. The teams needed to understand what was changing and how that would impact them.

Williams Engineering Canada (WEC), a multidisciplinary firm offering consulting engineering services, was seeking to digitally transform its business. The company wanted to leverage process automation to drive greater efficiencies and free up its employees to focus on innovation and customer service. The challenge was to standardize and improve efficiency across all areas of the business. WEC also faced the challenge of attracting and retaining top-level technology talent, which is in high demand across various sectors. The company needed a solution that would provide agility and scalability to implement their multi-year digital transformation strategy. Additionally, WEC had to ensure a strong safety program to protect its staff and the teams they work with, which included various forms that were previously completed on paper or an editable PDF. This paper-based process was time-consuming and created tracking and reporting challenges.

Willoughby Council, a medium-sized local government body in Australia, was facing several challenges that required immediate attention. The council was eager to improve its efficiency and effectiveness, and enhance the customer experience for the people interacting with it. However, the existing process mapping tools were proving to be time-consuming and inconsistent, leading to processes being ignored by teams. The council was also facing a potential merger with two neighboring councils, which would mean role changes, a new structure, and the sharing of all new processes. Although the merger did not happen, the council spent 18 months focusing on process improvement in preparation for the change. Additionally, a newly appointed general manager was keen on improving processes overall and introduced the role of business improvement and customer experience manager.

WISE Employment, a not-for-profit employment services provider in Australia, was grappling with outdated, non-standardized process management and minimal continuous improvement. The organization was experiencing significant growth due to changes in government rules around Disability Employment Services (DES), which allowed job seekers to choose their provider. However, this growth highlighted the need for a more efficient and consistent approach to process management. WISE's processes were documented in a mix of Microsoft Word, Excel, and Visio, leading to inconsistencies, errors, inefficiencies, and duplication of work. Many of these processes were out of date, mapped in non-standard formats, and stored in various locations, with no specific individual responsible for them. This lack of centralized process management led to inconsistent customer experiences and hindered continuous improvement.

Zoom Video Communications was faced with a significant challenge when the COVID-19 pandemic hit. The company, already experiencing a rise in demand for its video communication services, saw an unprecedented boom in business as organizations worldwide moved their activities online. This surge in demand, termed 'the Zoom Boom', led to a 30X increase in daily meeting participants and a 354% increase in customers with more than 10 employees compared to the previous year. The company's channel market, serving enterprise customers via distributors and partners, saw new orders increase fivefold. However, processing and tracking these new orders to the point of provisioning had been a challenge for Zoom even before this surge. The bottleneck was a set of manual processes based around email and spreadsheets, which required Zoom personnel to handle each order six or more times, including follow-ups to the sales team and the provisioning team.

Character Cabinets, a part of the Character Group, is a manufacturer and distributor of cabinetry and stone benchtops for about 2,000 homes a year in Western Australia. The company mass-produces its products, but each kitchen and house they cater to is unique, requiring customized planning to meet demand on time and within budget. The building industry, where Character Cabinets operates, is driven by strict timelines. With the industry downturn and struggles of mid-range builders, it was crucial for Character Cabinets to meet demand on time without compromising on quality. However, the company was facing challenges in keeping to the schedule due to gaps in their operations. The company needed better processes to manage the risk and improve their service delivery.

The Canadian public agency, dedicated to promoting worker health and safety, faced a significant challenge during the COVID-19 pandemic. With 3,500 employees spread across 15 offices, the agency had to quickly transition to remote working and then manage the safe return of employees to the office. The agency needed an efficient mechanism to handle requests to return to the office and to track which employees were onsite, where they were, and why their work required them to be onsite. Furthermore, the agency aimed to create a data-driven hybrid work model for the long term, which required a better understanding of its employees' work patterns. Commercial, off-the-shelf (OTS) software would have required lengthy scrutiny from the agency’s security, legal, and procurement teams, and in-house custom development would have been a potentially lengthy and expensive process.

First Quantum Minerals, Ltd., a global copper company, was facing challenges with its procurement processes. The company's Electrical and Instrumentation (E&I) department was responsible for extensive procurement for projects worldwide. The procurement process was manually tracked through emails, spreadsheets, and physical paperwork, making it complicated and prone to errors. The team had to source materials from all corners of the globe, compare quotations from suppliers in different currencies, and deal with assorted units of measure. The manual process was not only time-consuming but also resulted in delays and pressure on the team to deliver accurately and on time.

The University of Pittsburgh School of Medicine was grappling with an outdated, manual, paper-based faculty evaluation system. This system was not only cumbersome but also lacked an efficient way to track forms, conduct audits, or extract data insights from the evaluations. The process required a full-time employee to manage 2,000 annual evaluations captured on 10-page paper forms. The system had no mechanism to track incomplete and missing forms, no overall audit process, and no data insights into trends arising from the evaluations. This inefficient system was costing faculty members hundreds of thousands of hours annually, which could have been better utilized for teaching, clinical care, and research.

KBR, a technology and government industry player, was grappling with the challenge of managing employee travel safety in an increasingly risky global environment. The company's existing system, which was paper-based, was inadequate for recording and approving travel requests, thus failing to optimize safety and provide insights into employee travel. The system was particularly deficient in managing travel to high-risk countries, where employees could be exposed to threats such as kidnapping, civil unrest, weather disasters, and personal medical emergencies. The paper forms, which recorded employees' itineraries, were only completed by about 70% of travelers. These forms were then filed and rarely used, making it difficult for KBR to deliver customized guidance to employees or analyze aggregate data on global travel. As global risks escalated, KBR needed a more efficient solution.

ITAC, a top-ranked design-build company, was facing a significant challenge in managing its processes. The company had a wealth of institutional knowledge and a multitude of processes, but lacked a centralized and digital solution for process management. This was particularly problematic when it came to onboarding new hires and ensuring that the company's proprietary Assured Project Management (APM®) process was consistently followed. The APM® process, which is a key differentiator for ITAC, drives risk out of capital projects by systematically eliminating unknowns that can derail the project execution plan. However, the company's processes were scattered across various mediums - some were documented in binders, others in emails, and some were simply retained in the minds of long-term employees. This lack of a standardized and centralized repository made it difficult to train new hires quickly and ensure consistent application of the APM® methodology.

When the COVID-19 pandemic hit, Swiss Hospital, a large healthcare provider in Switzerland, faced an unprecedented demand for daycare services for its employees' children. With public and private sector daycare centers closing, the hospital had to expand its onsite daycare centers from one to five to accommodate the increased demand. However, the existing system for managing daycare services, which involved a mix of phone calls, emails, and spreadsheets, was no longer practical due to the increased complexity and volume. The hospital needed a more efficient, digital solution to handle the registration and management of its daycare services.

Busy Bees Asia, a rapidly growing early education provider, was grappling with an inefficient manual IT provisioning process. The organization, which has expanded to over 80 locations since its inception in 2014, was struggling to standardize and improve processes across its various locations. The IT team, led by IT Director Jordan Yap, was responsible for managing the company’s IT needs for over 2,000 employees, including infrastructure, enterprise apps, e-learning, security, and more. One of the most critical processes was the company’s IT provisioning needs, which ensured employees had access to the technology they needed to do their jobs. As the organization continued to grow, so did the demand for technology tools. The organization needed more powerful and comprehensive solutions to help it scale its digital workplace solutions.

A regional US bank in the financial services industry was faced with the challenge of supporting its aggressive growth targets. The bank aimed to double its assets to $10 billion over five years and sought to use process automation technology to boost productivity and customer satisfaction. However, the bank's existing workflow tool lacked automation capabilities, essentially functioning as a checklist. The bank needed a more comprehensive solution that could automate key processes such as wire transfers and Paycheck Protection Program (PPP) loans. The bank's enterprise automation team began researching options to fuel and support the bank's growth successfully.

The City of Karratha in Australia experienced a population boom due to the mining resources in the area. This rapid growth posed significant challenges to the city council, which was under pressure to serve the expanding population. The council had to hire new staff, many of whom were unfamiliar with public sector responsibilities. The council also had to add services that even experienced staff hadn't dealt with before. The Western Australian state government was pushing councils to find efficiencies in their operations. The City of Karratha's remoteness and large land area meant they couldn't amalgamate with other councils for efficiency – they needed to look internally. The council was also facing risks due to staff relying on incorrect process information or not following approved procedures.

Kuwait International Bank was facing challenges with its manual workflow creation process in SharePoint. The bank was seeking a more efficient and faster way to support complex business processes across all its departments including accounts payable, help desk, legal, human resources, security, retail banking, finance, customer service, operations, real estate, corporate banking, and IT. The existing process was not only time-consuming but also lacked the flexibility to handle intricate business operations. The bank was also struggling with slow response times to customer applications for credit cards and loans, and customer service requests. On the employee side, the bank was looking for ways to automate internal processes to reduce effort and increase accuracy.

Environment Southland, a local government organization in New Zealand, was facing challenges in managing their processes due to growing staff numbers and changing legislative requirements. They were using Visio to record standard operating procedures, but the staff found it clunky and time-consuming. The lack of a centralized system for process management led to confusion and inefficiency, as staff often didn't know if a process existed or where to find it. The organization needed a single source of truth where users could create, edit, review, improve, and access organizational processes. They were also struggling with engagement from third-tier management to drive the process culture.

A leading solar energy systems manufacturer was grappling with the challenge of managing its commercial projects more effectively and at a lower cost. The company had around 500 active projects at any given time, involving project managers, procurement personnel, buyers, contractors, and other team members. The project management software they were using was proving to be both too expensive and inadequate. The high licensing costs were a burden, and the software failed to integrate its workflows with other essential applications in the company's internal platform, such as Salesforce, Box, and Qlik Sense. This lack of integration was causing inefficiencies and hindering the smooth progress of projects.

Coca-Cola Beverages Florida, a start-up company, faced significant challenges in integrating its business processes after acquiring its operating territory in three phases. The company's operations, spanning manufacturing, sales, and distribution, were not fully integrated, leading to inefficiencies. The transportation operations, in particular, were largely manual, relying on paper-based forms and processes to track critical information on assets and their locations. This manual approach was time-consuming, cumbersome, and prone to errors. Similarly, the company had over 600 processes housed in a legacy process repository, which was mostly a collection of PDFs, videos, pictures, and spreadsheets. This made it difficult to access, manage, and maintain the repository, leading to high costs and reduced visibility and control over key processes.

First Solar, a leading producer of high-performance thin film photovoltaic (PV) modules, was facing challenges in automating and modernizing work across its business. The company was operating in a startup mode, with a significant portion of work being conducted via email or Excel spreadsheets. As the company grew, it realized the need to automate processes to eliminate manual work and enhance operational efficiency. The company initially considered using SharePoint’s built-in workflow tools, but this did not provide a single platform to manage all the different workflows. Another challenge was the complexity of the company's change management process, which was managed by a 21-tab Excel spreadsheet. This manual and time-consuming process needed an upgrade. Additionally, the company needed to centralize and streamline document management, but purchasing enterprise document management systems for every department could have been extremely costly.

New Belgium Brewing Co., a prominent craft beer company in the US, faced a significant challenge when California passed the California Consumer Privacy Act (CCPA) in 2018. The law included provisions that required out-of-state companies, like New Belgium Brewing, to comply with privacy regulations for California consumers. The specifics of the compliance requirements were not available until July 2019, leaving the company with only five months to develop a compliance system by the law’s deadline in December 2019. Failure to meet this deadline could have resulted in substantial fines. The company needed to devise an accurate, standardized method to respond to privacy requests from California residents swiftly and efficiently.

The Hernando County School District, located on Florida’s central-west coast, was facing a threefold challenge. The district, which comprises 29 schools and facilities, 23,000 students, and 3,100 staff, needed to boost productivity, retain informal knowledge, and minimize risk. The Facilities and Construction Department was particularly at risk due to employee turnover, which threatened the loss of district-specific knowledge and processes that had not been formally recorded. This was not just an operational issue, but also a statutory requirement. The district was responsible for ensuring that all its building permits met building, fire, and life safety code requirements. The challenge was further compounded in 2016 when the district's budget for deferred maintenance work increased tenfold after voters approved a tax fund. The department needed a solution that could support both its construction and operational processes without breaking the budget.

The Accident Compensation Corporation (ACC) in New Zealand is a complex organization that undertakes a range of interrelated processes. In an effort to support continuous improvement, ACC wanted to enhance its process documentation and management. The organization was seeking a solution that would ensure its employees could easily access and find the information they required for their roles. Additionally, ACC wanted to ensure that the information was up-to-date and understandable. In 2016, ACC conducted a survey of all its staff to identify opportunities for improvement. The organization was also keen on promoting a positive process culture and consistent decision making.

A major U.S. law firm faced a significant challenge in managing its vast inventory of client files. The firm had identified over 100,000 boxes of client files that could potentially be returned or destroyed, but lacked a practical process to do so. The firm's off-site records storage had grown exponentially, leading to escalating costs and liabilities. The firm also recognized the considerable risk to both the client and the firm when client records are retained beyond the legal and statutory requirements. The firm had adopted a new client records retention policy in 2018, allowing for the destruction of client records 10 years after a case is completed, pending client notification. However, implementing this policy was a daunting task due to the sheer volume of files and the need for efficient and accurate client notification.

Flight Centre Travel Group, one of the world's largest travel agency groups, was facing challenges in improving productivity across its business groups and operations. The company needed an easy-to-use tool for workflow automation. One of the major challenges was the manual and time-consuming process of building HUB sites for its corporate customers. These sites store a traveler’s profile in a secure environment, including frequent flyer information, seat and meal preferences, credit card number, and identification documents. The process could take up to 16 weeks to build and required collecting information for each legal entity in each of its customers’ regions. This could mean Flight Centre had to manually create dozens, hundreds, or even upwards of a thousand HUB sites for just one customer. The company struggled with maintaining transparency and consistency as information was spread across spreadsheets, forms, and third-party tools, with no single source of truth. The implementation team members were spending too much time managing this complex process rather than focusing on the customer experience.

Michigan State University's Infrastructure and Planning Facilities (IPF) unit was facing significant challenges with its hiring and onboarding process. The process was plagued with issues such as lost paperwork, unclear job requirements, and time-consuming scheduling. These issues often led to lost candidates and reduced morale among the existing staff. The IPF unit, responsible for construction and maintenance across the main campus’s 5,200 acres and 550 buildings, and managing IPF’s 1300 employees, needed an efficient hiring process to keep their operations moving at peak efficiency. The goal was to reduce the time it took to post job openings, schedule interviews, clarify job requirements, maintain paperwork more efficiently, and enhance the onboarding process. However, achieving this was complicated by competing processes that had arisen independently over the course of 50 years, contractual obligations to various unions, and operational differences.