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Alibaba Cloud, established in 2009, is a leading global cloud computing service provider serving businesses, individual developers, and the public sector in over 200 countries. Despite its success, Alibaba Cloud faced a significant challenge in ensuring robust, consistent security across its hybrid infrastructures. As organizations moved workloads and applications to the cloud, the digital attack surface expanded, making it harder to maintain consistent security across clouds and data centers. Alibaba Cloud needed a solution that would not only automate security processes but also apply consistent security policies throughout its hybrid infrastructures. This need was particularly pressing as Alibaba Cloud aimed to help organizations enhance their business operations online in a secure and efficient manner.

amazee.io, an open-source application delivery solution provider, was facing challenges in maintaining the seamless operation of its ZeroOps platform. The company's customer base was expanding, and with it, the need for more robust security measures and certificate management. High-profile customers were using the Lagoon platform for business-critical applications, which necessitated stringent security demands. The company was also dealing with issues of false positives and alert fatigue, which were frequent irritants. Traditional Web Application Firewalls (WAFs) were proving to be inadequate, often blocking legitimate traffic or requiring constant tuning and re-tuning. Furthermore, one of amazee.io's major customers had an active bug bounty, which led to constant scanning of the site and required a significant upscaling of the customer's database cluster to handle the load.

Thrive Skilled Pediatric Care (Thrive SPC) is a healthcare organization dedicated to providing exceptional clinical home care to medically fragile children. Their mission is powered by innovative technology and in-depth data insights. However, when Thrive SPC acquired two different types of healthcare organizations, they faced a significant challenge: managing multiple electronic medical record systems with different data reporting mechanisms. These complex and disparate systems were impossible to manage individually and manually. Thrive SPC needed a way to prepare and store data in a reliable and accessible manner. The organization was also struggling with competing and confusing spreadsheets, which hindered the efficiency and organization of their data projects.

E-CO Energi, a Norwegian power company, faced significant challenges in managing and tracking their chemicals in accordance with legal requirements. Prior to implementing EcoOnline's software, the company relied on traditional methods of tracking chemicals using ring binders. This manual process was not only time-consuming but also made it difficult for the company to keep their records up-to-date. The company needed to constantly obtain the latest safety data sheets, which was a daunting task. The lack of a streamlined process for managing chemicals posed a risk to the company's operations and compliance with safety regulations.

Glasgow City Council, the largest local authority in Scotland, was facing challenges with their paper-based methods for managing accidents and incidents across their large estate, which includes schools, care homes, garages, and offices. The traditional system relied on telephone calls or forms, which could take weeks to process and often resulted in loss of crucial information. The council needed a system that would allow immediate notification, especially in the case of serious incidents, and provide intelligence for continuous improvement. The council's primary goals were to identify and respond to a serious incident immediately and collect their incident data in a way that they could monitor trends and make appropriate improvements.

Mowi ASA, the world's largest producer of Atlantic salmon, faced a significant challenge in managing its chemical use and risk. The company, which employs over 12,000 people and has complete internal control over its entire supply chain, found it increasingly difficult to keep track of chemicals in accordance with current legal requirements. Prior to implementing a new solution, Mowi relied on a paper-based chemical list and used the company's health service to risk assess the chemicals for use. This process was not only time-consuming but also challenging to keep up-to-date. For instance, obtaining the latest safety data sheets was a task that consumed a significant amount of time.

United Living, a UK-based infrastructure, new homes, and property services group, was facing a significant challenge in managing health and safety risks across its operations. The company, which employs over 1,100 people and has a supply chain network of over 2,000 resources, was receiving a mere 250 'close call' reports per month. These reports, which are used to identify potential hazards and risks, were not sufficient for a company of United Living's size and scope. The company's Group Safety, Health, Environment, and Quality (SHEQ) Director, Sean Luchmun, recognized the need for a significant increase in these reports to better manage risks and improve safety across the company's operations. The challenge was to change the company's culture to encourage employees to report close calls and to implement a system that would make reporting easier and more efficient.

Suzuki, a renowned automobile manufacturer, was faced with the challenge of familiarizing the Channel 4 audience with their latest Swift range during the 13th season of Gogglebox. The company wanted to create a unique and engaging marketing strategy that would resonate with the viewers of the popular television show. Following the success of their initial campaign, Suzuki was tasked with creating a fresh batch of idents for the Celebrity edition of Gogglebox. The challenge was to maintain the traditional Gogglebox style while adding a new twist to the idents to keep the audience engaged and interested in the Suzuki Swift range.

A UK-based Private Equity firm with interests in the cinema industry was keen on understanding the role of loyalty programs, including an 'all-you-can-eat' subscription offer. However, they faced significant constraints on their resources, lacking access to sales data, internal staff information, or other marketing material. The firm also wanted to comprehend the impact of ticket pricing on driving footfall and optimizing revenue. The challenge was to gather relevant data and develop a strategy without access to internal resources.

Virgin Active, a premium health club, was looking to create a marketing campaign that would not only showcase the various facilities they offer but also evoke the emotions associated with working out at their clubs. The challenge was to create a campaign that would resonate with potential new members and communicate that Virgin Active is more than just a gym. The campaign needed to encapsulate the different emotions one could experience at Virgin Active, whether it's feeling fired up in a cycle class, tranquil in a yoga class, or totally relaxed in the spa. The campaign was to be global, going live in South Africa, Asia, Spain, Italy, Portugal, and the UK.

Volkswagen Commercial Vehicles (VWCW) was facing a significant challenge in a credit-crunched, deal-oriented market. The brand was struggling to overcome a price premium, which was acting as a short-term rational barrier for potential customers. The challenge was to neutralize this barrier and remind drivers of the long and trusted bond between owners and the world’s greatest van brand. The situation required a strategy that could connect with the audience on a deeper level and reinforce VW’s place in culture by evoking the era in which the brand became an icon.

In the face of escalating cyber threats, organizations are seeking the shortest path to ensure mission-critical continuity. However, 78% of security leaders lack confidence in their organization’s cybersecurity posture. This lack of confidence is further exacerbated by the fact that 60% of enterprise devices report unhealthy applications at any given time. Furthermore, 80% of organizations report connection interruptions or connectivity delays, which can significantly impact business operations and productivity.

Anand Rathi, a leading financial services firm in India, was seeking to diversify its customer base and engage a younger demographic. The firm aimed to educate and inform customers about investing and wealth management, and promote their products. However, the younger customer base sought a convenient and interactive experience over chat apps, a communication channel that Anand Rathi lacked. The firm faced challenges in providing prompt access to research reports, managing an overwhelmed contact center, re-engaging dormant customers, notifying customers about account updates and renewal dates, and optimizing conversions. The firm needed a communications technology partner to make vital information accessible on their customers’ preferred channel while reducing operating and messaging costs.

Bolt, a transportation platform providing ride-hailing, micromobility, and food delivery services, was facing a challenge in expanding its community of over 1.5 million registered drivers. The company's success hinged on the growth and scalability of this community. Bolt's existing driver registration process was a five-stage website form, which was seeing a high abandonment rate at the stage where drivers were asked to upload their identification and driver license documents. The company was using email and SMS to re-engage these drivers, but this strategy was not yielding a high return on investment and required significant manual effort from customer support agents. Bolt was keen to optimize the driver registration process to increase the conversion rate and wanted to use automation and an additional communication channel with wide market adoption to drive efficiencies.

The client, a global energy, environmental products and commodities firm, was faced with the challenge of digitizing and confirming their internally developed carbon footprint calculations and methodology. The goal was to deliver a robust and auditable Greenhouse Gas (GHG) footprint. The client's diversified business structure and varied assets made the initial task of data gathering quite complicated. Additionally, the data the client had consolidated to date had been in spreadsheets, a format that often causes version control issues, exacerbates manual errors, and drives delays from difficulties in obtaining reliable data. These challenges were further amplified by the need to repeat the process yearly, at a minimum, with increasing stakeholder pressure to deliver more frequent and specific reporting.

Misfits Market, an online grocer, is committed to making high-quality food more affordable and reducing food waste. The company is aware that 35% of food produced in the United States is wasted, contributing to a carbon footprint larger than that of the global airline industry. The challenge lies in sourcing and selling products that align with Misfits Market’s mission to reduce climate impact. This includes buying 'off specification' produce that is rejected by standard grocers for cosmetic reasons, such as size or discoloration, and selling products that are at risk of not finding a home due to reasons like nearing their expiration date or misprinted packaging. The company also aims to source products that promote better food systems, such as items with upcycled ingredients or those produced using regenerative agriculture.

Shopify, a global e-commerce platform, faced a significant challenge in accurately measuring its carbon footprint as it transitioned to a remote-first work model due to the COVID-19 pandemic. The company's traditional carbon inventory, which focused on emissions from physical offices and commutes, became nearly obsolete. The shift to remote work raised several questions about the real-world impact on carbon emissions. For instance, while closing large offices seemed beneficial for reducing emissions, the addition of over 7,000 employee home offices could potentially offset these gains. Other factors such as increased flights for in-person offsites, employees moving to larger suburban homes, and changes in home heating and cooling practices also complicated the carbon emissions picture. Furthermore, Shopify's old measurement tools did not account for the company's Scope 3 emissions, which include indirect emissions across the value chain and often make up to 80% of a product or service’s total carbon profile.

Square, a company with a vision to create an inclusive global economy, recognized the threat of climate change, especially to underserved communities worldwide. Despite their efforts to build products sustainably and reduce packaging, they realized that their purpose of economic empowerment needed to extend to their climate program. They aimed to achieve net zero carbon by 2030 and accelerate the conversion to renewable energy for bitcoin mining. However, achieving this ambitious goal required a comprehensive approach that went beyond merely offsetting emissions from their offices. They needed to reduce carbon across all business aspects and fund verified carbon removal for remaining emissions. Furthermore, they faced the challenge of addressing the high energy consumption associated with bitcoin mining, which they viewed as a pathway to a more participatory global monetary system.

Reno, the largest city in Northern Nevada, is experiencing a rapid rise in temperatures, posing a significant threat to its community and natural attractions. In response, the city has prioritized sustainability, creating a robust 2019-2025 Climate Action Plan with the goal of reducing greenhouse gas emissions by 28% from 2008 levels by 2025. However, Reno faced challenges in implementing effective carbon reduction initiatives due to the lack of accurate data. Traditional tracking methodologies based on emissions averages did not provide the strategic and operational insights required to reach these targets. Additionally, the city was struggling to capture its entire carbon footprint, across scopes 1, 2, and 3.

The private equity firm, a pioneer in impact investing, was committed to understanding and managing its environmental impact. This included understanding its operational carbon footprint and the impact of its vast portfolio investments. However, the firm faced challenges in calculating its carbon footprint. It relied on consultants for this task, but the process was complex and fraught with difficulties. The firm grappled with disparate data sources, the inability to manage vast quantities of data in a centralized way, and the inability to drill down into the primary drivers of emissions. It needed a solution that streamlined the complex carbon accounting process and provided visibility to make actionable decisions related to carbon.

The Access Group, a leading provider of industry-specific software solutions, faced significant challenges in hiring quality software engineers with relevant experience. The company's small in-house tech recruitment team was spending a considerable amount of time reaching out to and qualifying passive talent, many of whom did not possess the necessary technical expertise or had mismatched salary expectations. Additionally, the candidates' knowledge about The Access Group was often minimal, requiring additional time to drive engagement towards the company’s product offering and company culture. The team was also managing an increased number of software developer and quality assurance vacancies due to company growth. In a market where the average cost per tech hire can be as high as £15,000 via external sources, they were in search of a solution that would provide a positive return on investment without adding extra burden on their day-to-day operations.

adidas, a globally recognized sports brand, faced a challenge in changing the perception that it was more style than substance, particularly in the running sector. The company wanted to establish the UltraBOOST X as its premium performance franchise and illustrate the concept of 'Greater Every Run' for female running creators. The challenge was to effectively communicate the unique adaptive arch of the UltraBOOST X, which not only fits the foot of the runner but also adapts to their running style, thereby enabling transformation and evolution with every mile. The company needed a creative idea that would draw inspiration from architectural arches to reflect the unique silhouette of the shoe and build a stage for female running creators to transform, evolve, and triumph.

The world of football is riddled with inauthenticity, from fake influencer bots to counterfeit products and pretentious players. This situation was negatively impacting the perception of the sport and the products associated with it. Adidas, a leading brand in the football industry, was looking to launch its new 'Exhibit pack' of football boots. The challenge was to position Adidas as a brand for genuine creators in a market saturated with fakes and to encourage its footballing audience to embrace creativity and substance over style. The company needed a provocative campaign that would not only call out the fakers but also celebrate those who bring authenticity to the game.

adidas TERREX, one of the world's largest outdoor brands by revenue, was facing a significant challenge in raising awareness about its hiking shoes, particularly the latest iteration of the Free Hiker 2 and the WMN shoe, the brand's first shoe designed specifically for the female foot. Despite its ambitious growth plans, the brand was struggling to be perceived on par with its direct competitors in the outdoor market. Primary research through focus groups and quantitative surveys revealed that many hikers were unaware of adidas TERREX's existence or its product offerings in the category. Furthermore, it was found that fellow hikers were the main source of product recommendations, rather than the brands themselves. The challenge was to create a global campaign around these two franchises that not only raised global awareness but also supported local markets in achieving their sales objectives.

Adidas, a globally recognized sports and fashion brand, was facing a significant challenge in positioning itself as a credible outdoor brand. Despite having high-performance product lines in snow/ski, mountaineering, hiking, and trail running, it was not perceived in the same light as other established outdoor brands like North Face or Arcteryx. The primary challenge was to bring to life its new platform 'United By Summits' and position Terrex, an Adidas product line, as a credible outdoor brand. The task was to break away from the 'sea of sameness' in the outdoor category, which was characterized by similar visuals, narratives, and expectations, and to paint a realistic and inclusive portrait of the outdoors.

Adidas, a globally recognized sports brand, has been launching its iconic football boot brand, the Predator, since 2002. However, the challenge in the recent launch was to break away from the traditional male-dominated narrative and spotlight the growing influence of women in football. The company recognized that women's football is filled with stereotypes and perceived impossibilities. The task was to shatter these stereotypes and position the Predator Edge boots as a change agent. The challenge also included ensuring that the campaign was largely made and run by female creators, a significant shift from the usual practice.

Alight, a leading provider of integrated benefits, payroll, and cloud solutions, faced a significant challenge in 2021. With new leadership and M&A in preparation for their IPO, the company was transitioning from selling HR products to adding value to the C-suite through a happier, healthier workforce. This shift was particularly crucial amid a global health crisis where the health, wealth, and wellbeing of workers became a top priority for every leader. The company aimed to address one of the most pressing problems of our time: The Great Resignation. However, reaching and influencing the C-suite, a total addressable market of 1.4 million, was a daunting task. The challenge was to create a bold, provocative campaign that would resonate with this audience and position Alight as a solution to the workforce crisis.

Lamborghini, a luxury car brand, faced a unique challenge in marketing its new Huracan model. The brand's high-end status and the exclusivity of its customer base meant that traditional, broad-scale communication strategies were not suitable. Lamborghini needed a marketing approach that would uphold its brand stature while effectively reaching and engaging its niche target audience - the affluent few who could afford its products. The challenge was to create a unique, innovative, and personalized experience that would not only maintain the brand's prestige but also meet the high expectations of potential buyers. The company aimed to encourage its target audience to see the new Huracan at Monterey Car Week, a significant event in the automotive industry.

In celebration of Singapore's jubilee, LEGO sought to create a unique and engaging campaign that would not only reflect on the city's growth but also resonate with the local community. The challenge was to devise a strategy that would allow LEGO to tap into the nostalgia and national pride associated with the jubilee, while also promoting their brand and products. The company wanted to involve the younger generation in this process, to see their vision of the city's future and to bring families closer together. The campaign needed to be innovative, engaging, and impactful to achieve the desired results.

Pampers, a leading brand in the baby care industry, was facing a significant challenge in retaining customers as their babies grew and transitioned between different nappy sizes. The growth and development of every baby is unique, and Pampers needed to play a unique role in helping parents navigate these changes. The brand was struggling to maintain its position as the definitive choice for every parent during the early years of their child’s life. The challenge was to develop a new CRM strategy that would increase loyalty to Pampers products at key transition stages in a baby's life.