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Ashland Manufacturing, a $5 billion US-based provider of specialty chemical solutions, was facing a series of challenges. The company was shifting its focus from construction materials to pharmaceuticals, a transition that brought about new challenges. This shift required higher added value, lower product throughput, and more control over production processes. The company was also dealing with seemingly 'unsolvable' production issues and a need for operational efficiency to boost quality and profitability. There was also pressure to increase Good Manufacturing Practice (GMP) production throughput. Furthermore, the company had to navigate the new territory of strict GMP standards relating to pharmaceutical product quality.

Australian Unity, a leading provider of health, wealth, and care products and services, faced several challenges. The company had a directive to migrate critical on-premises applications to the cloud. They also needed a single source of truth across their complex, diverse business portfolio. The company desired to automate their complex membership rules process and felt the pressure to enable secure file transfer across the business. The company's diverse range of products and services necessitated an investment in IT to deliver what matters to its customers and members. Australian Unity needed a solution that could unlock data held in silos across numerous legacy systems and connect it to release its true value.

Autosen, an online sales platform for sensor and automation solutions, faced several challenges in its quest to digitalize SMEs and the industrial sector. The company aimed to create a sensor-to-cloud process that was quick, easy, and cost-effective. They wanted to enable entry to the Industrial Internet of Things (IIoT) for all industries and provide access to new digital business models. Additionally, they sought to expand the potential for sensor data in the cloud. Traditional methods of transferring sensor data into the cloud involved high costs and extensive technical effort, posing a significant dilemma for many industrial companies.

AXA Cooperative Insurance, a subsidiary of AXA Group and one of the largest insurance providers in Saudi Arabia, faced several challenges. The company was dealing with an ambitious back-end transformation, growing demands from regulators, an increasingly competitive insurance marketplace, and a legacy integration system in need of modernization. The company's success was increasingly tied to its ability to harness data to instantly generate quotes for new customers and keep on top of ever-stringent regulations. However, its IT systems were not up to the task. The complex and ever-growing application landscape was barely held together by a web of rigid point-to-point connections. Legacy applications frequently went down due to lack of maintenance, and new ones lacked the ability to share data with industry partners in a secure, efficient manner. Furthermore, AXA’s data wasn’t even stored inside the country, instead, it was scattered across servers in Dubai, Spain, and France.

Bank Rakyat Indonesia (BRI), the largest national bank in Indonesia and the world's largest microfinance institution, faced several challenges in its quest to digitalize transactions and meet rapidly changing customer needs. The bank's complex architecture, which included over 200 different systems and multiple middleware platforms, made it difficult to integrate, operate, and monitor new applications. This complexity also hindered the bank's ability to quickly bring new services to market. Furthermore, BRI needed to reduce costs on smaller, shorter-term loans, a key component of its microfinance offerings. The bank's existing technology had limited capabilities and performance, and could not support its new digital banking initiative.

Sichuan Languang Development Co., Ltd. (BRC), a company with over 20,000 employees and 390+ enterprises, was facing significant challenges in managing its vast documentation. The company had over 8,000 documents about systems, processes, specifications, and guidelines that were not updated in a timely manner. This lack of organization and timely updates impacted the implementation of systems, affecting workers' efficiency. Additionally, training new employees was a time-consuming process due to the scattered and unorganized training materials. The company needed to coordinate the participation of business personnel from multiple departments, which was difficult to control. This often resulted in confusion and a slow start for new employees.

Carnival Cruise Line, a leading global cruise company, faced several challenges in managing its worldwide travel partner integrations with reservation systems and shipboard service partner integrations with onboard property management and POS systems. The company also struggled with synchronizing data from shore to ship pre-cruise and ship to shore post-cruise. The need to decouple and empower integrations to minimize turnaround time was also a significant challenge. The company's operations spanned across multiple hosting environments, applications, and platforms, making the integration process complex. The company also faced unique maritime challenges, such as costly and less reliable satellite connectivity, which required the ships to operate as autonomous IT centers.

Clal Insurance, a leading insurance and pension company in Israel, was facing a multitude of challenges. The insurance industry in Israel had become extremely competitive due to the influx of new InsurTech startups aiming to disrupt the market. This put Clal, a 34-year industry veteran, in a position where it needed to react quickly to outpace these startups, a task made difficult by the vast amount of data tied up in older systems. Additionally, Clal was grappling with a global financial crisis, aggressive changes in the regulatory landscape, and the challenge of low-to-zero interest rates. The company was also dealing with manual applications, growing SLA compliance risks, and rising business costs. To stay competitive and meet SLA requirements, Clal needed to innovate and adapt to these changing market conditions.

The Council of Australian Governments (COAG) reformed the provision of disability services across Australia in 2011, resulting in a high-performing organization that supports almost 467,000 affected people across two territories and six states with personalized services. However, the organization faced several challenges. There was a lack of digitalized process documentation, and the processes varied across all six states. The IT department was under pressure to have a process architecture fit for the new purpose. There was a need to improve and scale process efficiency, but the inability to define the future state due to lack of visibility of the current state was a significant hurdle. The organization also needed to focus on the business need for a better client experience.

The Department of Seine-Maritime, the fifteenth largest in France, was facing challenges in automating its financial and human resources processes. The department, which is responsible for social action in the region, was struggling with manual processes such as the transmission of checks, bundles of documents, and liquidation statements. The department was also looking to implement an interface between its financial management solution and the human resources management solution to automate document processes and payments. The department was seeking a solution that could create interfaces between the different business applications to streamline and secure its financial and payment processes, simplify human resources processes, and reduce its environmental impact.

Dürr, a leading mechanical and plant engineering firm, faced several challenges in its operations. The company was under pressure to meet customer demand for secure monitoring of production data and self-service predictive maintenance capabilities. There was also a need to avoid painting faults caused by materials or equipment wear. Dürr was also grappling with growing ESG requirements to cut energy use and emissions. The company was in the process of transforming from traditional manufacturing to a digital business, which presented its own set of challenges.

The Dürr Group, a leading mechanical and plant engineering firm, faced several challenges in aligning its IT with its company-wide OneDürrGroup strategy. The company's consistent expansion and diverse customer base resulted in a complex IT infrastructure, characterized by different integration solutions and a hybrid application landscape. The company aimed to implement its OneDürrGroup strategy across all locations and divisions, which naturally impacted its own IT. The diverse range of solutions—on-premises, Integration-Platform-as-a-Service (iPaaS) and Software-as-a-Service—meant more cost and effort and required more expertise in different technologies, as well as a mass of redundant interfaces. The company believed that an integrated architecture could achieve significant streamlining in the HR landscape alone.

EDHEC, a leading international business school, faced a significant challenge in teaching Business Process Management (BPM) to its students. The school's professor of Information Systems, Mohamed-Hédi Charki, initially attempted to expose students to a wide variety of BPM tools. However, this approach proved to be overwhelming for students, who struggled to gain in-depth knowledge of any specific tool. The wide range of quality and access among the tools further complicated the learning process. Grading became a frustrating task as students attempted to use multiple tools to analyze the same process. The school needed a solution that would simplify the learning process, provide a consistent and high-quality tool for students, and enable effective teaching of BPM.

EFG Hermes Holding, a universal bank based in Cairo, was facing several challenges as it sought to expand into the non-bank financial product market. The company was developing a new consumer financing platform that required greater digital agility. They needed to provide a connected customer experience, modernize their legacy integration, and minimize disruptive back-end changes. The company's novel BNPL platform, valU, had grown in popularity since its launch in 2017. However, as the suite of applications expanded, the IT systems became less agile due to rigid point-to-point connections. This lack of agility led to service interruptions when replacing applications and delays in updates to the valU mobile app. To ensure an exceptional customer experience, EFG Hermes Holding recognized the need for a more agile, secure, and easy-to-maintain services architecture.

Enerjisa Üretim, a leading private sector electricity generation company in Turkey, faced several challenges in its operations. The company was struggling with data silos that hindered operational insights, leading to a lack of operational efficiency. The static diagnostics they had in place were insufficient for understanding the root causes of issues. With increasing pressure to meet sustainability goals, Enerjisa Üretim needed an affordable solution that would empower its operators to improve efficiency and performance. The company's diverse portfolio of power plants, including wind, hydroelectric, solar, natural gas, and lignite, added to the complexity of the challenge. The ongoing devaluation of the lira also made it crucial for the company to provide affordable clean energy, making better asset management a key factor for operational efficiency and cost savings.

The Electric Racing Academy (ERA) was faced with the challenge of modernizing the motorsport industry by making it more sustainable, equitable, and accessible. The organization aimed to bring racing into a tech-driven, green era by providing real-time insights for live coaching to drivers. ERA also desired to create a cost-efficient racing platform to boost junior e-racer careers. The mission was to use technology to lower barriers of entry and promote accessibility. There was also pressure to find a robust IoT platform that would ensure the cars operate at peak performance and provide insights to evolve design.

HeartFlow, a medical technology company, is revolutionizing the diagnosis and treatment of heart disease with its non-invasive HeartFlow FFRct Analysis. This technology uses deep learning to create a personalized 3D model of the heart, allowing clinicians to better evaluate the impact of a blockage on blood flow and determine the best treatment. However, the company faced a significant challenge. Cardiovascular disease, the world’s leading cause of death, claims more than 17 million lives each year. The most common type, coronary artery disease (CAD), reduces blood flow to the heart, causing chest pain, heart attack, and death. Clinicians need to know if and where there is a blockage, and how it is affecting blood flow. This information is crucial in choosing the best treatment pathway for the patient, such as medical management, stenting or bypass surgery. However, the diagnostic coronary angiogram often used to detect CAD is invasive, expensive, and potentially risky. More than half of patients who undergo the test have no significant blockages, and the procedure can be associated with serious complications.

AIA Hong Kong & Macau, a leading insurance company, was faced with the challenge of providing a secure and trusted digital experience for its customers. The company had opened its digital platform, AIA Connect, to its customers, offering a single platform for managing all insurance needs. However, the company was faced with the responsibility of ensuring that this platform was secure and trustworthy. The company was committed to protecting its customers from complex sign-in processes and potential online fraud risks and security threats. However, the growing user demand and the need for constant innovation around AIA Connect created a trifecta of issues—a longer and less reliable customer sign-in process, a growing risk of security fraud incidents, and the slow rollout of new features and innovations. The core cause was the aging legacy in-house platform that managed user identity and sign ins, which was struggling with scalability and a lack of compliance to modern standards.

Airbus, a leading producer of aircraft and helicopters, was facing challenges in meeting the needs of its aerospace and defense customers due to complex and cutting-edge solutions. The company had to comply with highly restrictive regulations that precluded the use of public clouds, especially for its military and government sector customers. Additionally, many countries have strict data nationalization rules that also required a non-public option. Another challenge was the increasing complexity of aircraft, which escalated the volume of pilot training material to more than 6,000 pages of technical information. Pilots had to master all this during intensive multiple-week courses and recall it accurately for as long as they were certified for that aircraft.

Anheuser-Busch InBev (AB InBev), a global beverage company, was facing challenges in managing its technology platforms across more than 50 countries. The company had divided its business into six different zones, each managing its own IT processes, and had 16 corporate datacenters. This resulted in siloed information and operations, duplication of research efforts, and difficulty in embracing innovation company-wide. The company wanted to centralize its IT functions and move away from managing core infrastructure to focus on innovative services. Additionally, AB InBev was looking to develop a global analytics platform to gain valuable insights into the vast amounts of data harvested from each step in its manufacturing process.

The Arizona Department of Transportation's Motor Vehicle Division (MVD) was grappling with a 40-year-old system that was becoming increasingly difficult to maintain due to technical obsolescence. The outdated system lacked flexibility and was hindering the agency from delivering greater value to its customers. The MVD was keen on transforming its tools from being a roadblock to becoming a highway for delivering value. Another challenge was the siloed transactional model of ServiceArizona, which led to high degrees of inaccuracy, high risk of fraud, and the inability to detect fraudulent activities. The MVD was also faced with the challenge of securing state-appropriated funding for a large IT project.

Arla Foods, the fifth-largest dairy company in the world, faced significant challenges with its data management. The company had a complex, spaghetti-like structure of data systems, each with unique upkeep and management challenges. The cost of maintaining these systems was growing, and employees were spending more time managing the systems than gaining insights from the data within them. The company had thousands of different applications, but none were transferable, creating a highly inefficient set of siloed solutions. Furthermore, the company was using Microsoft Power BI as a visualization tool, but without proper data architecture, the tool quickly became overloaded and began to fail. The company recognized that its current process was not working and set out to find a solution that would both save it money and move its business forward.

Aberdeen City Council, serving over 227,000 residents, embarked on a digitalisation project with Microsoft to improve service delivery and achieve time and cost efficiencies. The council supports more than five thousand workers who use either a desktop or laptop computer. Prior to the digitalisation project, these users had a mix of nearly 100 different makes and models of devices. This diversity of devices posed a challenge in terms of management and efficiency. The council needed to streamline this to a handful of optimal devices that would not only improve productivity but also simplify the management process for the IT team.

The increasing space activity has led to a surge in the amount of debris in Earth’s orbit. This debris poses a significant threat to the satellites that power much of modern life and future space exploration. The challenge lies in accurately monitoring and analysing orbiting space debris and junk in real-time, especially the small fragments that can pose a threat to satellites and astronauts. The current methods of monitoring, which include using second-hand sources, computer models, and optical detectors, are limited in their effectiveness and scope. The need for a more efficient and accurate system to track and analyse space debris is evident.

Tire’s Warehouse Incorporated, a leading tire wholesaler in California, was facing significant challenges with its inventory control, warehouse performance levels, and space utilization across multiple locations. The company, which boasts over 19,000 SKUs and a growing number of locations, was struggling to manage the increasing transaction volume with their existing system. The situation was further complicated by the need to maintain high levels of customer service, a cornerstone of the company's philosophy. Garrett Webb, the Logistics Manager, recognized that the existing system was inadequate for the company's growing needs and that the only way to continue delivering exceptional service was through the effective use of technology. The challenge was to find a system that could streamline operations, improve inventory accuracy, and integrate smoothly with their existing Navision ERP system.

Atlantia Holdings, a Canadian wholesale manufacturer and distributor of digital accessories, was facing significant challenges with their legacy ERP system. The system was prone to crashes, failed to consistently bring in orders from their multiple websites, and lacked API connectivity capabilities. To address these issues, Atlantia decided to replace their legacy system with NetSuite, known for its ability to integrate with EDI, multiple web stores, and iQmetrix. However, the initial integration provider they chose to connect their Shopify webstore with NetSuite was unable to sync product information correctly between the systems. With a looming go-live deadline, Atlantia selected Deloitte for their extensive implementation and integration expertise to quickly implement a reliable iPaaS solution.

Oxford Energy Solutions Inc., a Canadian company, has been designing and building refrigeration equipment for various sectors since 2006. The refrigeration sector is relatively conservative, with many facilities still running systems that were installed 50 years ago. Maintenance is usually done reactively by replacing broken parts like valves and compressors without addressing bigger issues. Oxford Energy wanted to change the way refrigeration systems are built and maintained in line with its ethos of energy conservation and sustainability. The company was looking for a flexible, holistic platform that would enable it to bring its vision of control and integration to the market.

Renault Group, a multinational automobile manufacturer, is transforming its Flins, France factory into the first European circular economy plant dedicated to mobility. The goal is to achieve a negative CO2 balance at the plant by 2030. However, the company faces challenges such as power reliability and cybersecurity. Any power supply failure can cause a major critical event that can have serious consequences for the site’s activity. An outage can cause safety risks, halt the manufacturing process, which can lead to vehicle damage, cause financial losses due to the vehicle damage, and result in late deliveries to customers. In addition, Renault Group must focus on improving cybersecurity because a cyber breach could be devastating to the Flins factory’s operations.

Tanishq, a leading Indian jewelry retail chain, was looking to modernize its store infrastructure to better accommodate a growing surge in high-end customer traffic. They needed a new edge computing solution that could be managed remotely without disturbing staff workflow or the customer shopping experience. The store’s supporting IT infrastructure had to be reliable and running at all times, providing staff members with the product information they need at their fingertips, and without delay when a customer is ready to purchase. The company also wanted to incorporate more efficient IT and physical infrastructure equipment across their hundreds of retail stores. Their digital transformation and renovation efforts focused on improving the in-store customer experience while increasing operational savings.

Leading Edge Data Centres wanted to bring stable, reliable, cost-effective connectivity to regional Australia. The company needed a technology partner that could design and build a reliable prefabricated and certified edge data centre, which could be replicated quickly in multiple regional sites around Australia. The team was also looking for a company that could provide a network of engineers to support these sites into the future. A huge challenge for Leading Edge Data Centres is that the distance between its sites makes cost-effective, in-person monitoring almost impossible. Furthermore, most of its sites are greenfield locations, and as a result, power infrastructure is limited. For these reasons, it needed a reliable solution, backup redundancies, and remote access. Leading Edge Data Centres also required an energy monitoring system to accurately track and report in real time the usage of hundreds of customers.