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Ufone, a telecommunications company based in Pakistan, was seeking a more efficient workflow solution for its human resources/administration, finance, and network management teams. Despite having an ERP solution for core products, the company needed a solution that was easier to implement. The company's General Manager of IT Development and Governance, Asad Mohsin, was tasked with finding a solution that would facilitate smoother internal transactions, save time, and increase visibility. The company's Technical Project Management Office also faced challenges in tracking progress on mobile network rollouts due to limitations of their desktop-based legacy application.

The Norwegian Olympic and Paralympic Committee and Confederation of Sports (NIF), a government-funded organization, was facing significant challenges in managing its internal documents and streamlining the onboarding process for its staff and members. The organization, which manages sports organizations and clubs for all of Norway, had to maintain communications across 100 internet sites for its 3.5 million members, 90 percent of whom are children. Prior to the upgrade, NIF was using SharePoint 2003, last updated in 2006, and an old document system, Hummingbird, which was inefficient and posed a security risk as documents were often stored on hard drives, Dropbox, or email. The IT department was struggling with managing approximately 100 sub-companies with an equal number of email domains. The organization needed a solution that was consistent, easy to use, and did not require a lot of custom code or IT help.

The Abu Dhabi Department of Transport (DoT) was grappling with the challenges of rapid development and the need to protect the interests of local and international stakeholders. The DoT was using an outdated 2007 SharePoint server and an aging intranet portal for data sharing and information access. The 800-plus staff had to rely on paper documents and emails for various processes such as booking conference rooms, requesting visas, changing documents, or ordering office supplies. The approval process was cumbersome, involving printing and circulating documents through multiple approval cycles. This manual process led to unintentional errors and wasted time spent tracking the location and status of important documents, resulting in a significant drop in productivity.

The Eagle River Water & Sanitation District, a government organization based in Vail, Colorado, was struggling with inefficient paper-based processes. The District oversees public water and wastewater treatment systems across 54,000 acres in the eastern part of Colorado’s Eagle County, serving a customer base of 10,000 with a staff of only four in the Lab Department. The manual data entry, hand-written forms, and traditional phone and email communication were not only time-consuming but also expensive, consuming resources equivalent to a full-time employee annually. The District archived its paper documents in a remote warehouse, which was 18 miles away, necessitating a 30-minute drive each way. Locating specific documents in the warehouse was a daunting task, often requiring staff to sift through 10 years' worth of boxed-up paper. The manual nature of these processes led to delays, user errors, and quality assurance risks that the organization could no longer tolerate.

Consolidated Power Project (Pty) Ltd (CONCO), a South African energy company, was facing significant challenges in managing its operations. The company was struggling with manual-laden permission processes and reporting, particularly in areas with unreliable electrical and Internet infrastructure. This was a significant issue as CONCO's work involves designing and installing high-voltage power lines and substations in rural areas, where the danger of electrocution is always present. The company needed to ensure that employees were up-to-date on their certifications, which was a matter of life or death. Furthermore, the company was also dealing with the challenge of managing over 300 tenders a year using file servers and folders. Securing new projects required providing proof of the required certifications for any employees slated to do work, adding to the complexity of the process.

Landis+Gyr, a smart-grid and smart-metering company, was facing a significant challenge with its user provisioning process. The company's in-house IT system included forms for requesting new user accounts, but the manual entry of account provisioning led to inconsistent metadata in Active Directory accounts. The system also failed to address the back-and-forth communication with new employees, help desk tickets, and the various tasks involved in setting up a user account. These tasks could delay the onboarding of an employee, a critical issue given the company's growth and expansion into 30 countries. The company's help desk employees were also burdened with these tasks, diverting their attention from other important projects.

Rosetti Marino Group, a global provider of construction and engineering services for gas, oil, and ship-building companies, was facing challenges in managing large-scale, complex projects. The company was transitioning from Lotus Notes to SharePoint and realized the need for automated workflows to streamline project site permissions and document management. The process of creating project sites and assigning permissions was time-consuming and prone to errors. Moreover, the document approval process was inefficient, with documents often sitting on desks or in email inboxes for days or weeks awaiting approval.

Muntajat, a Qatar-based company responsible for the marketing, sales, and distribution of 10 million tons of chemicals and petrochemicals to 120 countries, was grappling with inefficient, paper-based, and partially digitized processes. The company was dealing with a challenging SAP interface and manual approvals, which were causing delays and inaccuracies. The manual processes were particularly cumbersome in the HR department, where employees had to use paper-based forms for various requests, including leave, exit permits, and travel authorization. The process was time-consuming and prone to errors, with employees often using outdated forms and having to restart the approval process. The company needed a solution to streamline these processes, reduce lead times, and enhance the customer experience.

The United Nations Development Programme (UNDP) Bangladesh was grappling with inefficient manual processes that were consuming a significant amount of employee time. The organization's procurement team was handling over 1,000 requests annually, with each request requiring up to 33 steps from initiation to approval. Additionally, staff had to manually update vendor information 10 to 20 times a day to ensure timely payments and service continuity. These time-consuming processes were diverting resources away from the organization's core mission of addressing gender inequality, poverty, and other challenges in Bangladesh. The organization realized the need for automated workflow processes but was deterred by the high costs associated with hiring an in-house developer or an external consultant.

SOHO Realty, a full-service boutique real estate brokerage, was facing challenges in managing its sales and marketing processes. The agency was already using dotloop, a transaction management tool, for managing electronic signatures and other documentation needs. However, it was not a complete solution. The agency needed a more comprehensive system to automate the delivery of documents, track the status of tasks in the home buying and selling process, and manage incoming leads from both buyers and sellers. The existing system was not efficient enough to ensure proper and fast follow-ups. Moreover, the agency wanted to make the home buying process less complicated and easier for its clients, who were mostly first-time buyers.

World Vision New Zealand, a non-profit organization dedicated to raising awareness and funds for children and families in need around the world, was facing a significant challenge in managing their processes and risks. Their processes were documented in multiple locations and their risk register was managed via Excel spreadsheets. This fragmented approach made it difficult to ascertain whether effective processes and controls were in place, and it hindered adherence and accountability. The organization needed a more efficient and centralized system to manage their processes and risks, and to ensure better visibility and accountability.

Villa Maria, New Zealand's most awarded wine company, faced a significant challenge in managing its operations across multiple sites and a fluctuating workforce. The company operates across five main winery sites, 14+ vineyards, domestic sales offices, and overseas markets with a growing team of export managers. The staff numbers range from 300 permanent staff up to 500 over vintage/harvest periods. The challenge was to move from quality control to quality assurance, focusing on individual teams, experts, and department ownership. This required a system that was easy to use and could capture not only the information but any changes required for audits. The company needed to ensure stress-free audits, ISO 9001 and health & safety compliance, improved process ownership and empowerment, and ease of process and change management.

Transdev Auckland, a transport company operating the rail service on behalf of Auckland Transport, faced a significant challenge. The company, which employs about 580 staff and serves thousands of Aucklanders weekly, needed an integrated, easy-to-use process management system that could be customized to suit its purposes and keep everything transparent. The company's processes and systems needed to be seamless to ensure staff and customer safety and manage numerous ongoing projects. Furthermore, the senior management had given the Transdev Auckland team a directive to achieve certification of five international standards within a one-year time frame. The company's existing system was described as messy, clunky, and not monitored, which posed a significant hurdle to achieving these goals.

The Tararua District Council was facing a significant challenge in managing their processes. They discovered discrepancies between their perceived processes and the actual ones. This was causing issues in compliance, risk management, and overall efficiency. The council was also struggling with the induction process for new councilors, which led to misunderstandings and errors. For instance, an issue arose when three councilors were not properly briefed on the council’s Iwi relationships. The council was also grappling with the need for frequent changes in legislation, which necessitated quick updates to their processes. Traditional flowchart systems were proving to be time-consuming and expensive for these updates.

Hillphoenix, a leading manufacturer of commercial refrigerated display cases and industrial refrigeration systems, was struggling with its line inspection process. The process was manual, paper-based, and relied heavily on the memory and experience of the inspectors. This resulted in a cumbersome process that was difficult to track, increased the risk of errors, wasted inspection time with paper forms, limited tracking records, necessitated hefty excel files, and delayed reporting. The lack of standardized terminology for defects and the reliance on handwritten notes further complicated the process. The company's First Pass Yield (FPY) goal was dependent on recognizing defects as quickly as possible, but the existing process posed a risk of inaccurate inspection data and inconsistency in the inspection process.

Fulton County School System, one of the oldest and largest school districts in Georgia, was facing a significant challenge in streamlining its operations. With over 14,000 full-and part-time employees and approximately 96,700 students across 105 schools, the school system was struggling with inefficient processes, particularly in the application process for its STEAM program. The application process was paper-based, which was not only time-consuming but also prone to errors and miscommunications. Parents had to fill out a two-page paper form and return it to the program coordinator, who then had to manually review all applications and individually contact parents regarding their child's acceptance status. This process was particularly burdensome for the program coordinator, who also held a full-time position as the school's assistant principal. Each year, more than 200 applications were submitted, and the review, approval, and parent correspondence were all managed manually.

Genesis Energy, a state-owned generator and retailer of electricity, gas, and LPG in New Zealand, faced a significant challenge when it decided to bring its externally contracted contact center in-house. The company was at risk of losing valuable corporate knowledge during this transition. Additionally, Genesis Energy was grappling with the complexity of its processes, which often included a mix of low and high-level steps with no clear divide. The company also had to deal with wide variations in processes across its multiple geographical sites, leading to inconsistencies and inefficiencies. The challenge was to capture and retain the corporate knowledge, simplify and standardize the processes, and eliminate regional variations.

Christchurch International Airport Limited (CIAL), New Zealand’s second largest airport, was faced with the challenge of maintaining daily operations while implementing a new ERP system. ERP implementations can often be disruptive to business and can cause a change management battle that lasts for months afterwards. CIAL had three major systems for property/retail, asset maintenance and finance, along with many ancillary ad-hoc solutions. Poor integration was causing operational inefficiencies across the business. The project had high expectations set, including tighter integration of processes and information across the whole business, improved visibility of business activity and reporting capability, and simplified business administration and operations.

Gippsland Water, one of the largest suppliers of high-quality water, wastewater, and waste recovery services in regional Victoria, Australia, was faced with the challenge of meeting the needs of 65,000 customers in 43 towns, including seven industries of national significance. The company was tasked with the question of how to provide the best service to customers while doing more with less. The ultimate goal was to enhance efficiency by lowering tariffs and reducing costs from the business while still maintaining high-quality services. The company also aimed to eliminate double handling and increase staff engagement. The challenge was to transform the way the company worked, improve processes, and increase efficiency.

McDonald’s New Zealand, with its 152 restaurants across the country and approximately one million weekly visitors, faced a significant challenge in managing the human resources requirements of its 9,000 employees. The Auckland-based human resources (HR) team was tasked with providing HR support and guidance to individual franchisees and restaurant managers for a range of employment-focused procedures and protocols. The team needed to ensure consistency across different locations and keep up with changing legislation. The challenge was to find a solution that could simplify and streamline these processes, decrease reliance on the HR team, and increase employee confidence.

Port Stephens Council, located in New South Wales, was facing challenges due to population growth, increasing development, and tourism. These factors were putting pressure on the environmental integrity, character, and attributes of the local government area. The council had adopted the Australian Business Excellence Framework (ABEF), a system designed to guide organizations to sustain high levels of performance. However, the council's existing Visio software was increasingly unable to support the scale required for ABEF. It also lacked a systematic approach to process management, making it difficult for teams to map, capture, and record both existing and new processes. The council needed a solution that could support their process management, improvement, and innovation needs.

St John, the largest primary care provider in New Zealand, faced a significant challenge in consolidating four regional business units under a national umbrella. The organization provides a range of care-related community and commercial services, including medical alarms and an emergency telephone response service to at-risk individuals nationally through their Telecare and Home Health division. The Telecare division is responsible for installing thousands of medical alarms in the homes of clients with diverse medical needs across the country and monitoring these alarms through a 24-hour telephone service. The consolidation of business units was further complicated by an upcoming requirement for a significant segment of the healthcare industry to gain accreditation to become an approved government supplier, a process that necessitated an independent audit of processes.

AsiaCell Communications PJSC, the largest telecommunications company in Iraq, was struggling with managing its complex product lifecycle. The process was managed using Excel spreadsheets, Microsoft Project, emails, phone calls, and in-person discussions. This method led to duplicated and/or lost work, and a lengthy time to market of five months. The process was considered one of the top 10 most important telecom processes, critical for any company that generates products. The product lifecycle management (PLM) process was broken down into five gated, or staged, sequences of actions, each requiring approvals to trigger the next set of actions for development. Some gates included as few as six steps of approval, and others included as many as 24. The complexity and inefficiency of the process were causing significant delays and inefficiencies.

SAI Global, a global provider of information services and solutions for managing risk, achieving compliance, and driving business improvement, faced a significant challenge in managing process variations across its global offices. With a workforce of over 1,000 staff, spread across different technology platforms and locations, implementing a single, global process management system was a daunting task. The global nature of SAI Global's business meant that there was a considerable amount of variation in processes across its offices. This lack of standardization and consistency was a major hurdle in achieving operational efficiency and accountability.

Rinnai NZ, a leading heating appliance manufacturer, was not facing any specific inefficiencies or issues. However, the company was always looking for ways to improve their products and business at every level. They wanted to maintain their global industry leadership by continually enhancing their processes. The company was also keen on ensuring their ISO 9001 compliance and making health, safety, and risk management an integral part of their day-to-day business. They wanted to make information easily accessible to all staff members, thereby reducing surprises and improving efficiency. Additionally, they wanted to streamline their auditing process and make staff onboarding faster and more efficient.

Ricoh Australia, a global technology company, had been experiencing significant growth due to acquisitions and expansion into new markets. This growth, however, led to a complex and disparate quality management system. The system, developed internally, had information stored in various places, leading to a lack of clear-cut ownership of processes. The company was also facing challenges in maintaining its commitment to quality and compliance requirements, including ISO 9001, ISO 14001, ISO 27001, and the CarbonZero environmental standard. To avoid problems with outdated or inaccurate processes, Ricoh needed a new tool that would enable them to impose dates for review of content and make process information accessible to all employees, including those working in the field.

Regional Australia Bank, a member-owned bank known for its flexibility and simplicity, was facing a complex challenge in its lending space. The bank was dealing with numerous organizational changes and had different lending processes for different loan products, users, and channels. This resulted in duplicate processes, each of which needed to be updated whenever something changed. This not only created an administrative burden but also led to a matrix of processes that were slightly out of date. As the number of processes multiplied and keeping them up to date became more complicated, staff trust in the processes, which should have been the single point of truth, started to erode. The bank needed a solution to streamline its processes, regain staff trust, and improve customer service.

Aioi Nissay Dowa Insurance Company Australia Pty Ltd (ADICA), a general insurance company in Australia, faced a significant challenge when it began underwriting operations as a locally incorporated subsidiary. The existing branch operations were scaled down and placed into runoff, prompting ADICA to seek a business process management tool. The company needed a solution that would enhance its risk management environment, integrate risk and compliance requirements directly into processes, and assist in meeting its obligations under various regulatory and prudential regimes. As a general insurance company, ADICA is authorized to carry on general insurance business within Australia and is supervised by the Australian Prudential Regulation Authority (APRA), which oversees Australia’s authorized deposit-taking institutions, life and general insurance companies, and superannuation funds. Therefore, it was crucial for ADICA to have a robust risk management and compliance system in place.

ClearView, an ASX-listed company managing over $6.9 billion in funds and $148 million in life insurance policies, faced a significant challenge in its operations. The company's senior management team identified that some of their existing processes had become unclear, leading to inefficiencies and reduced productivity. This situation was further complicated by the company's mix of long-term staff and recent arrivals. While some employees were accustomed to the existing processes, others brought different approaches to tasks, creating inconsistency and confusion. Recognizing the need for change, ClearView decided to explore the market for a better way to manage their business processes.

Colorpak, a leading packaging company, was facing challenges in managing risk and dealing with incidents in a highly competitive industry. The company had a robust product range but lacked a unified system to manage risk and log incidents. They were in the process of implementing a new ERP system and were also keen on improving customer service and increasing staff engagement. The majority of incidents were generated by customer complaints, which were often picked up late in the system, impacting customer service. The company also wanted to empower its staff at every level to take responsibility for mapping and improving their work processes.