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The Infringement Management and Enforcement Services (IMES) unit at the Department of Justice in Victoria, Australia, was facing significant challenges in managing and maintaining their data and processes. The unit, which is responsible for improving road safety, reducing road trauma, civil compliance, collecting on debts, and dealing with the assets of crime, was using Word and Visio to capture and manage data. This led to a lack of cohesion and consistency in their processes. There were multiple ways to follow procedures, often developed by individuals not directly involved in the day-to-day work. The staff had to work with complex systems, and information was hard to find. The ownership of the processes and procedures was unclear, and many were rarely updated. The induction process was also lacking, creating an environment where processes were not well communicated and often not followed.

Adelaide City Council, like many local government organizations, was grappling with a multitude of responsibilities including staff management, service provision, asset maintenance, and meeting external controls. The financial services department, in particular, was facing challenges due to legislative changes that required the establishment of internal financial controls for council auditors. They needed an automated system to monitor and report on internal controls, auditing, and risk management. With 89 separate risk management processes to follow, the finance team was overwhelmed with external audits and controls. The processes were primarily managed in Word documents or spreadsheets, making them difficult to access and update. Prior to the implementation of Nintex Promapp, auditing, analysis, and reporting were done manually, which was time-consuming and challenging.

Lumo Energy, a subsidiary of Snowy Hydro Limited, faced a significant challenge in documenting its business processes. The company's efforts were hampered by a fast-paced environment, high staff turnover, and ownership issues. The result was a wastage of substantial resources, both time and money, with only 50 completed processes documented in physical folders. The executive leadership lacked confidence in the process documentation and sought a new model for capturing and improving their processes. The company needed a solution that would not only help them document their processes but also promote collaboration and standardization across the organization.

The Ministry of Health Denmark, a government body responsible for the national healthcare policy and services for the elderly, faced a significant challenge. With over 2,000 employees, the Ministry needed to update and migrate more than 30 business processes running on outdated platforms like SharePoint 2003 and Lotus Notes to the cloud. The migration was crucial to maintain the agency's productivity and effectively serve the citizens of Denmark. The IT department was in search of a new workflow automation tool that could facilitate the migration of its existing Lotus Notes workflows to the cloud. The tool needed to be flexible and scalable to help the organization grow and maintain their automated processes.

Participate, the largest teacher exchange sponsor in the U.S., faced significant challenges in managing the extensive paperwork required for recruiting and relocating international teachers. The process involved manually pulling, cutting, and pasting data into multiple documents, including virtual resumes, visa applications, and benefit enrollment forms. This labor-intensive process was not only time-consuming but also prone to errors. Furthermore, the requirement for physical signatures meant that documents had to be mailed overseas and then mailed back, causing further delays. The entire process could take months, creating headaches and endless delays for the organization. Over time, Participate outgrew its homegrown system’s capabilities and needed a more efficient solution.

Naylor Love Construction, a New Zealand-based company, was facing a significant challenge in maintaining its excellent safety record as the company expanded in size and complexity. With more employees and projects spread across various cities, the potential for accidents increased. The company had a system in place to track jobsite hazards and address them before they resulted in injury. However, the process was cumbersome and time-consuming. Workers had to obtain the right form from a job office, take them to the hazard site, record the problem, and then return to the office to file the form. This process was not only inefficient but also increased risks to coworkers, Naylor Love, and its clients, especially considering the stringent safety regulations. The company needed an automated health and safety management solution that could work at remote jobsites, enable hazards to be reported thoroughly, accurately, and quickly, and automate workflows to get hazards addressed promptly. The solution also needed to integrate with the company’s Microsoft Office 365 deployment.