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The V Foundation for Cancer Research, a nonprofit organization based in the United States, faced a significant challenge in delivering customized annual letters to its recurring donors. The organization was unable to include custom tables that listed and totaled the annual contributions of these donors. This was a significant issue as these comprehensive year-end statements were highly desired by donors for recordkeeping purposes and for claiming charitable deductions on income tax returns. The existing tools in the Salesforce solution that the V Foundation used did not support this need. Moreover, the organization had a small Donor Services department with only three staffers, making it impractical to manually produce these letters for a large and growing donor base.

De Heus, a leading feed producer in the Czech and Slovak Republics, faced significant challenges with its accounts payable process. The company lacked a defined system for effective document management and integration with other internally used systems like Integra and ABRA Gen. The process was largely customary, with electronically received invoices being printed and physically circulated for approval, similar to paper invoices. This led to frequent delays in approval, loss of invoices, and damage to De Heus's reputation among suppliers. Data from received invoices were manually transcribed into the ERP, placing increased demands on the accountants' time and attention. Contracts, after being signed, were scanned and stored in a shared drive, leading to issues of traceability and confidentiality. Issued invoices generated from multiple systems lacked a centralized repository, making it difficult to manage and track them.

Christchurch City Council, a local government body in New Zealand, was undergoing a transformation initiative with a focus on moving to the cloud as part of a modern workplace initiative. The council, with over 2800 staff, provides a wide range of community services, from maintaining local parks to managing water supply. However, the council faced challenges with manual and outdated processes, lack of process documentation, and risk of losing institutional knowledge due to staff turnover. These issues posed a risk to the quality of service delivery and the retention of critical organizational knowledge. The COVID-19 pandemic further accelerated the need for a modern work environment that could adapt to changing working conditions.

Framework Housing Association, a UK-based charity, supports over 18,000 people annually who are either homeless or at risk of becoming homeless. The charity had set an ambitious goal to raise £3 million in five years to build 200 additional homes and extend its support services through a campaign called Building Better Futures. However, the charity's employees were spending a significant amount of time on repetitive manual tasks, which was hindering their ability to focus on communicating with supporters and organizing fundraising events. They needed a solution that would automate these tasks, freeing up their time to focus on their core mission. Additionally, they were struggling with managing and analyzing the large volume of data related to donations, campaigns, and fundraising events.

CEZ Group, a Czech energy industry giant, was committed to improving business processes across its 40+ companies and business units. The group faced the challenge of streamlining over 3,000 workflows to increase business efficiency, improve health and safety, and comply with fast-changing COVID-19 legislation. A key workflow was a health and safety improvement solution that allowed employees to report safety concerns and suggest measures to address them. This solution was used daily by employees throughout the group. Additionally, when the COVID-19 pandemic emerged in 2020, CEZ Group had to create a new process for collecting and storing COVID-19 test results for over 28,000 employees, to comply with national legislation. The process also helped top management monitor the health condition or vaccination rate of key employees.

Wawanesa Insurance, a leading Canadian mutual company, was grappling with the increasing demand to deliver superior member experiences. The challenge was to enable brokers and employees to spend less time on manual and repetitive tasks and more time delivering value to members. The rapid changes in technology, the rise of Insurtech solutions, and the demand for a better member, broker, and employee experience, especially in a post-COVID world, necessitated innovative solutions. Wawanesa Insurance was continually seeking to improve processes and deliver a better member experience.

In 2018, Wyndham Hotels and Resorts acquired the La Quinta brand, adding 900 hotels to its portfolio. The challenge was to rapidly onboard these hotels and train their employees on Wyndham's company-wide procedures, policies, and computer systems. The onboarding process needed to be completed as quickly as possible since these hotels were already operational. Wyndham's franchise model heavily relies on a computerized property management system used by all its hotels to ensure a consistently high-quality customer experience. Therefore, training each hotel's employees to use this system and adhere to company policies and procedures was crucial. However, identifying the right processes to automate for efficient onboarding was a challenge. The conventional, manual approach to finding these processes was time-consuming, expensive, and vulnerable to employee bias.

Long Term Care Group (LTCG), a leading provider of business process outsourcing for the insurance industry, was facing a significant challenge in managing its day-to-day operations. A large proportion of LTCG’s work was based on handwritten documents such as notes and faxes, which required labor-intensive, manual efforts to process. These tasks were not only repetitive and time-consuming but also prone to human error. Furthermore, LTCG uses a proprietary software solution to interface with corporate insurance clients, adding an extra layer of complexity to the situation. Compatibility with this solution was a key prerequisite for LTCG when adopting new technologies. The company was in dire need of a solution that was straightforward to implement, very reliable, and easy to scale up at a later date.

Amber Beverage Group (ABG), a rapidly growing international producer, distributor, exporter, and retailer of beverages, was facing challenges in streamlining work processes for its team of over 2,100 employees. Despite using a comprehensive ERP system, the company found that frequent, cumbersome, manual tasks were still preventing workers from reaching their full potential. For instance, each time an employee created a purchase order within the ERP system, the system would immediately email the employees who were responsible for approving it. This process would frequently disrupt many team members in the office throughout a typical workday, while those traveling abroad would need to open their computers and access a VPN in order to approve a purchase order. The company’s ERP system is divided into 12 different databases due to the variety of languages and regions in which it operates, adding to the complexity of the situation.

AgriFutures Australia, a government organization that invests in research and development to sustain and grow rural industries, was facing challenges with its on-premise project management software used to manage the research grant process. The process was manual, time-consuming, and difficult for both staff and research applicants. The situation was further complicated by the 2019 bushfires in Australia, which highlighted the need for a better disaster recovery strategy. The existing platform was hard to develop on, making it difficult to add new enhancements. Additionally, there was a high demand for IT helpdesk support to assist people in submitting applications.

Blender Financial Technologies, a fintech startup based in Israel, aimed to build an automated technology platform devoid of manual work processes. The company, which started in 2014, had the goal of creating a consumer lending platform that was fully integrated, driven by automation, and housed exclusively on the cloud. The challenge was to build an online platform that was efficient, fast, and easy to use, with no manual or offline processes. Being a fintech startup, Blender had the advantage of not having to deal with legacy systems, but the task of creating a platform that was both consumer-friendly and compliant with the regulations of the financial services industry was still a significant challenge.

Sime Darby Industrial, a leading supplier of heavy machinery to the construction and resource industries, was facing challenges in scaling its operations due to manual processes and a lack of digitization. The company was using multiple different form solutions to capture and input data, which was not only inefficient but also increased their tech debt. Safety and compliance processes, which are critical to the company's operations, were also heavily reliant on manual paperwork. Employees had to fill out paper forms to confirm it's safe to start work, which were then manually entered into a spreadsheet. This process was time-consuming and prone to errors. The company needed a solution that could automate these processes, reduce tech debt, and allow them to scale rapidly in a fast-moving environment.

MISL Limited, a UK-based insurance company, embarked on a digital transformation project to support multiple brands under a shared service model. The project began with a focus on enhancing the web experience for customers of a single brand. However, as the website was being prepared for launch, it became clear that extensive manual testing was required to ensure its readiness. This process was time-consuming, with some teams spending three days on testing and two days on project closure. The manual processes were also concentrated among a few staff members, posing a potential risk to the business. MISL was already using Nintex RPA for claims processing, and it was identified as a potential tool for automating the testing process.

The Tel Aviv Stock Exchange was grappling with a manual and time-consuming process for registering securities, including Initial Public Offerings (IPOs), secondary offerings, rights offerings, and private placements. The process involved multiple internal and external stakeholders, making it complex and prone to human errors. The registration process for an IPO, in particular, involved several parties including lawyers, underwriters, the company, the stock exchange, and the stock exchange clearing house. The manual process was not only inefficient but also lacked transparency and security, posing operational risks. The exchange was handling over 1,000 applications for the registration of securities annually, making the need for a streamlined and automated process imperative.

Apex Energies, a pioneer in solar power in France, was experiencing rapid growth and had ambitious plans for the future. The company was looking for a collaborative, scalable tool to map, document, share, and improve its processes. The company's quality, health, safety, and environment (QHSE) department had been using free process modeling software, but these tools had several drawbacks. Mapping and updating processes was a complex and time-consuming endeavor, and users were unable to share information in-house, link documents, and collaboratively describe processes, give feedback, or make changes. The company needed a more collaborative, user-friendly application that could support its continuous process improvement program and help it achieve its target of increasing its installed capacity to 1 GWp by 2025.

Harvey Performance Company, a leading provider of high-quality precision tooling, experienced significant growth through the acquisition of five companies. This expansion brought together a diverse range of brands, locations, and IT systems, leading to a complex and fragmented operational environment. The company was faced with the challenge of integrating multiple ERP systems and standardizing operating procedures across the organization. The existing processes were inconsistent and varied across different locations due to the diverse IT systems inherited from the acquired companies. The company needed a solution that would not only consolidate and streamline its standard operating procedures (SOPs) but also foster a culture of continuous improvement.

Virgin Australia, the second largest airline in Australia, faced a significant challenge in managing its large and mobile workforce. The airline industry is characterized by significant compliance requirements, a massive amount of forms, and a large workforce that is often remote or in constant motion. Virgin Australia's workforce, which included 3,000 cabin crew members and 1,100 pilots and flight crew, needed to submit safety reports, leave requests, check flight status, and complete various other tasks on a daily basis. The data collection required manual processing across multiple teams, which was time-consuming and inefficient. The challenge was to find a solution that could automate these processes, reduce the workload on HR staff, and provide cost-effective access to data and systems.

Colep Consumer Products (Colep CP), a leading global manufacturer in the Cosmetics, Personal Care, and Home Care market segments, sought to leverage its focus on innovation to drive efficiency gains across its operations. With over 1000 employees and five strategic locations across Brazil, Germany, Mexico, Poland, and Portugal, the company faced challenges in ensuring consistent, efficient, and centralized processes. The first project to be automated was one of the most complex processes at Colep CP – investment requests. Despite the promising outcomes and tangible improvements projected, the team initially encountered apprehension towards the project, a common occurrence in organizations embarking on large-scale transformation projects. Some users found the system's simplicity underwhelming, and robust change management strategies were required to successfully deliver the project.

The Catholic Education Diocese of Parramatta (CEDP), a non-profit organization, was grappling with the challenge of streamlining the education-compliance full audit process that its school staff underwent every five years, as well as an annual self-monitoring process across its 78 schools. The workload associated with responding to this audit placed significant pressure on teaching staff, administrators, and principals. The process was time-consuming, requiring manual filling out of spreadsheets and emailing them to the education office. Additionally, compliance requirements were ambiguous and often interpreted differently. With 78 Catholic schools in the Diocese, four early learning centers, and a total student population of over 43,000, managing schools and delivering student outcomes was complex and expensive. CEDP needed a solution to reduce staff stress levels, save time, and improve accuracy.

DMS Health Technologies, a provider of medical equipment and diagnostic imaging services, was grappling with paper-based processes that were causing significant delays in productivity. These processes were related to core business functions such as HR, inventory management, accounting, and scheduling. The approval process for large capital expenditures was time-consuming, often taking weeks, and stakeholders were uncertain about the consistency and accuracy of the information they received. Confidential patient data was circulated via fax and manually input into the DMS database, leading to data input errors that needed to be rectified later. The paper-based processes for tracking assets and inventory were cumbersome, resulting in further delays and inaccuracies. DMS had previously attempted to automate processes using Microsoft SharePoint Designer but found it difficult to use and ultimately abandoned the effort. The company was in dire need of an easy-to-use workflow solution that could securely automate paper-based processes, save time, and reduce or eliminate data input errors.

Ferring Pharmaceuticals, a biopharmaceutical company based in Switzerland, was grappling with an inefficient, paper-based travel approval process. The company's employees found the process stressful and time-consuming, often leading to backlogs and delays in approvals. The manual process was not only slow but also prone to errors, causing further delays. Managers could only approve travel requests when physically present in the office, leading to last-minute approvals, sometimes just hours before the scheduled travel. Additionally, the administrative staff faced difficulties in producing documentation for reports or compliance audits as all travel paperwork was stored as hard copies. The company needed a solution that would digitize and automate its travel approval workflows, enable remote approvals, and simplify the process of searching for and accessing documentation.

FEGRO/SELGROS, a retail company based in the United States, was grappling with inefficient paper-based processes that lacked central control over procedures. This made it challenging for employees to ascertain if they were using the most recent version of a process. Moreover, tracking the progress of a process or ensuring its timely completion was virtually impossible. The company had developed a set of standard operating procedures (SOPs) to cover various employee activities, but it lacked a system for updating these procedures. Many of the procedures required employees to print out forms and circulate them to managers for approval. These paper-based approval processes were slowing decision making and decreasing productivity.

The National Metrology Institute of South Africa (NMISA) was grappling with a significant workflow challenge. The organization was dealing with a vast number of processes and a severe shortage of available resources. The Head of IT, Jayesh Jina, was in search of an efficient way to automate processes and empower employees to create their own workflows easily and independently. NMISA was struggling with a lack of IT resources, automated systems, and risk and compliance solutions. The organization found that out-of-the-box SharePoint workflows were very tedious to build and manage. NMISA was in need of an integrated solution that would speed up the development of workflows, and provide a more professional email interface for tasks and approvals.

Mitchells & Butlers, the UK’s largest operator of managed restaurants and pubs, was facing a significant challenge with its paper-based system. The company’s retail business managers (RBMs) were spending between 30 and 60 hours every three months reviewing safety paperwork for each of the company's 1,700 restaurants, pubs, and bars. This paperwork included forms for pre-opening checks, closing checks, health and safety inspections, cleaning schedules for storerooms and kitchens, general manager’s checklists, corrective action lists, and more. This process was not only time-consuming but also took the RBMs away from their primary responsibilities of interacting with customers and ensuring the quality of food and service. In total, they were inspecting 3 million pieces of paper per year, which was a significant drain on their time and resources.

Premier Oil, a global oil and gas company, was grappling with the complexity and inefficiency of their existing document management process. The company's document controller was inundated with a constant flow of requests for permission, information, and documents, and was tasked with managing document numbers listed on a master document. The document coding was neither intuitive nor understood by the offshore workforce who needed access. The document controller also spent countless hours sending permission requests up to management in several departments. Additionally, the company needed to improve document security to ensure that proprietary information was not shared more widely, especially considering that Premier Oil employs up to 100 contractors and vendors offshore on a typical day.

Home Group, a UK-based social enterprise and charity, was facing inefficiencies within its call center processes. Non-specialist staff were at risk of sending incorrect information to customers, leading to unnecessary repair visits. The training time for new employees was also ineffective and relied heavily on face-to-face meetings. The organization was struggling with managing the logistics of servicing over 120,000 customers and dealing with over 24,000 repair calls every month. The lack of a standardized and efficient system led to multiple visits from maintenance vendors, even when there was nothing to be fixed, resulting in unnecessary costs.

Grupa LOTOS, a rapidly growing oil and gas producer in Europe, was facing challenges in managing its brand assets. These assets were used extensively in marketing materials, online, on gas stations, sponsorships, and more. The company wanted to establish a consistent brand identity, including a logo and brand voice, that would express the essence of the rapidly expanding firm. However, the complexity of Grupa LOTOS, a combination of 14 companies in Poland, Norway, and Lithuania, made the previous paper-based brand management system of 48 printed brand identity books impossible to manage. These books changed frequently, leading to rising paper costs and management difficulties. The company needed a solution that could handle a multitude of requests in a broad range of situations, from displaying the logo on a race car in a high-profile sports event to using company graphics in a sales brochure.

The New Zealand Fire Service (NZFS), an organization with 450 stations and up to 8,000 full-time and volunteer staff, was struggling with manual, paper-based processes that were causing errors and delays in their operations. The management of critical information was a significant issue as documents and essential data were being routed by hand for input and approvals, then stored by a variety of people on a wide range of network drives, on computers and in physical locations. This system was not only inefficient but also siloed, making it difficult to manage, share, organize, and access life-saving information. The need for workflow automation had become both a necessity and a priority for the organization.

Applied Technical Services (ATS), a leading testing, inspection and consulting engineering firm in North America, was facing a significant challenge in managing its data and information. With a year-over-year growth of 15-to-20 percent, more than 700 employees dispersed among 28 locations, and thousands of active projects, the company's information management approach was no longer serving its needs. Information storage had become fractured and inconsistent among departments, and the lack of clear, consistent process and data workflows were impeding operating efficiency. The firm also wanted to overhaul its legacy internal portal, building a home page for each department with document storage centralized within the system, and to create a customer portal.

Wataniya Mobile, a telecommunications provider in the Palestinian Territories, was struggling with a cumbersome and inefficient process of handling various business operations. These operations ranged from complex HR approvals to marketing requests and finance needs. The company was relying on a combination of emails, phone calls, and in-person conversations, which proved to be time-consuming and unwieldy. The endless string of process-related emails and phone calls was interfering with serving Wataniya’s clients effectively. The company was also spending a significant amount of time and money on these processes, which was affecting its bottom line. The challenge was to streamline these processes and improve efficiency without compromising on quality, security, and user satisfaction.