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Liston Newton Advisory, a B2B financial service and accounting practice, was facing significant challenges in standardizing their services across their six offices in Australia, the Philippines, and India. As the company grew, they needed to onboard new staff quickly and efficiently. However, the use of Microsoft Word documents and standard procedure templates led to confusion and inefficiency. Updating procedures was a cumbersome process and it was difficult to establish a single source of truth for the most up-to-date procedures. The company tried several strategies to solve this issue, including creating a version history of procedures and designating a leader for procedures. Despite these efforts, they were unable to solve the problem, leading to wasted time and resources.

Location Accès Crédit, a Canadian company offering financing services for on-road and recreational vehicles, was facing a significant challenge in maintaining high standards of efficiency and attention to detail among its employees. The absence of standard operating procedures and proper documentation was a major issue, especially as the company expanded. The lack of consistency in following work instructions was causing inefficiencies and damage to the company's operations. The president, Michel Coutu, was in search of a workflow software that could streamline their business processes and secure their business data, given the sensitive financial nature of their operations.

Marc Nelson Oil Products, a supplier of oil products, was facing a significant challenge due to the absence of documented business processes, procedures, and policies. This lack of documentation created a knowledge gap among employees, affecting their performance and the overall efficiency of the organization. The company's president, Peter Nelson, was particularly concerned about the potential loss of knowledge and skills when experienced employees left the company. New employees struggled to settle in due to the absence of existing documents to consult for assistance, leading to operational inefficiencies and performance lapses. The company needed an effective system to document and streamline its business processes.

Maxwell Counters, a company specializing in the fabrication, installation, and replacement of countertops, was facing a significant challenge in enhancing employee efficiency. The company had implemented a system where employees were required to document their business procedures on paper, which were then compiled into binders for reference. Additionally, processes were also documented in Microsoft Word documents saved on a network folder. However, these methods proved to be inefficient as the paper documents would often fall apart and the digital documents were not readily accessible. This resulted in employees constantly searching for documents or asking questions, leading to a decrease in productivity. The General Manager, Austin Maxwell, recognized the need for a more efficient system to streamline their processes.

MiPA, a leading UK-based virtual personal assistant and call answering service, was facing challenges in managing its growing business needs. The company, which handles back-and-forth communications for business owners, was struggling with its existing workflow tools. The tools were not effective enough to keep up with the increasing demands of the business. The team needed to document their processes for efficiency, but the existing tools were falling short. Furthermore, given the unique needs of each business they served, they needed to offer a personalized service to each customer. However, their current systems made this a challenge as they were unable to log the various processes for different businesses.

MonteVista Homes, a family-owned home building company based in Oregon, was facing a significant challenge in its operations. The construction work, being highly technical, required a collective effort from all workers to achieve set targets. However, there was a disparity in the knowledge base of workers, which hindered uniformity in operations. The company recognized the need for Standard Operating Procedures (SOPs), but their initial attempts at manual documentation did not yield the desired results. The team created SOPs on loose-leaf documents and desk manuals for every position in the organization, but these were not being utilized effectively. The manuals were outdated and difficult to update, leading to inefficiencies in the workflow.

When Dave Meindl took up his position as Senior Advisor of Digital Technology and Performance at Mudd Advertising, he was faced with a significant challenge. There was no existing system in place to manage workflows or standard operating procedures. The lack of documentation and structure meant that the business processes were disorganized and inefficient. This lack of systemization posed a risk of chaos and inefficiency, which could potentially lead to financial losses. Furthermore, the absence of a structured system made it difficult for the organization to adapt to changes such as hiring new employees or dealing with unexpected situations. The challenge was to find an effective and cost-efficient solution to streamline the operations and improve efficiency.

Neave Group Outdoor Solutions, a company offering both B2C and B2B services in landscape maintenance, snow removal, holiday decorating, and high-end construction, faced significant challenges in refining their business model and field processes. The company struggled with creating systems that were too detailed, leading to a bottleneck in their operations. They had a limited number of people involved in creating and updating processes, and these processes were overly complex. This complexity made it difficult for the team to simplify and update the systems. Another challenge was getting their staff onboard to document and implement their own procedures. The responsibility for gathering feedback and documenting fell on the few who were involved in creating systems. The company used to document systems in Microsoft Word, but found it challenging to keep documents accessible, searchable, and centralized. The lack of workable systems led to a significant loss in productivity and time.

Neon Buddha, a Canadian clothing brand, was struggling with the management of its business processes. The company's workflow involved several processes from idea conception to production and marketing, which were serviced by a myriad of standard operating procedures (SOPs). However, these SOPs were created in Word documents and Excel sheets, leading to disorganization and inefficiency. Employees had to scramble to find the information they needed for work, wasting valuable time and resources. The lack of a centralized, accessible system for managing SOPs was hindering the company's growth and diverting attention from the high-level creativity needed to excel in the competitive fashion industry.

Network Doctor, a support service company offering technology solutions to small and medium businesses, was facing a significant challenge in accessing vital information needed to resolve customer support issues. The lack of a centralized system for documenting and streamlining business processes resulted in wasted time and elongated resolution times, negatively impacting customer satisfaction. The company's diverse client base required tailored procedures, but ineffective documentation led to complicated processes. The company was using Word documents and a ticketing system, which resulted in scattered work documents and hampered efficiency. The lack of orderliness threatened the company's reputation as a professional support service provider.

New Media Retailer, an online solutions company, was grappling with the fast-paced nature of the digital technology industry. The company was struggling to keep its employees updated with the latest trends and developments. The traditional method of documenting business processes and distributing them in print form to employees was proving ineffective, as the information would become obsolete within a week. Additionally, there was a significant knowledge gap between the in-office and remote employees, with the latter lacking access to certain information. These challenges were exacerbated as the company's remote workforce grew, necessitating a solution to ensure effective communication and knowledge distribution.

Next7 IT, a managed services provider, was struggling with an ineffective workflow system for documenting their processes. The team was using Microsoft Word, which proved inadequate for their needs, leading to operational setbacks. The company supports various organizations, each requiring custom procedures and processes. Managing these diverse processes in Word was a daunting task, with documents often getting lost or mixed up. Additionally, there was a lack of accountability, as it was difficult to track the tasks performed by team members. This made it hard to identify who was responsible for errors. The situation necessitated an urgent need for a better system to prevent further operational issues.

Onogo, an e-commerce business and elite Amazon seller, faced a significant challenge as it began to expand. The rising demands from customers and partners necessitated a more solid operational structure and a robust workflow system. The absence of such a system made it difficult for the company to keep up with the changes and manage its growth effectively. The company's fate hinged on how it would handle this situation. The primary task was to find an effective workflow software that would not only manage the change but also be a part of the company for the long haul.

Operoo, an organization that helps businesses, particularly schools, automate their paperwork, was facing challenges in managing its rapidly growing operations. As a startup, the company was constantly developing new processes for various departments and team members. The CEO, Troy Westley, found himself having to explain every process to every team member, which was time-consuming and inefficient. The manual processes they were using were prone to errors and missed steps, hindering their performance. The company had documented all its processes in Google Docs, but this was not sufficient as employees still needed guidance and had many questions. This situation was not only tedious for the CEO but also led to losses due to inefficiency.

Optiable, a company that aids law firms in streamlining their workflow through technology, was facing significant operational challenges. CEO Craig Bayer was spending a significant amount of time micromanaging employees and manually documenting processes, which was not only time-consuming but also inefficient. The lack of a systematic approach to operations was causing a lack of trust among the team regarding their efficiency. Tasks could not be completed without multiple verifications, and there was always a fear of something being missed. This situation was negatively impacting the business, as hours were spent fixing issues rather than focusing on growth and productivity.

Genel Energy, an independent oil and gas company operating in Kurdistan, Iraq, faced a significant challenge in managing its workforce of over 2,000 people spread across multiple sites. The company was seeking a solution to enhance its workforce visibility and safety. The global pandemic in 2020 added to the existing HSE challenges, putting the sites and operations at risk. Genel needed a solution that would enable them to monitor and track the movement of their workforce across sites, improve worker safety, and manage risk more effectively.

EdgeMesh, a web acceleration company, aimed to disrupt the mature 8 billion dollar content delivery market with a small team. The challenge was to build and deploy a service that was superior in both performance and breadth. They needed to deliver an ultra-low latency, global, edge native solution with sub 1ms core service response times, and scale it to handle tens of millions of messages per second. This required a solution that could provide high performance, scalability, and deep introspection capabilities without requiring any infrastructure changes.

ABS-CBN Corporation, a leading media and entertainment organization in the Philippines, was facing challenges in managing its streaming and digital media services. The Philippines, being one of the world’s biggest markets for online and digital media, has a highly competitive market that demands constant innovation and exceptional user experience. ABS-CBN was struggling with a volatile demand from event-driven spikes, such as live election coverage, which required a robust and stable tech stack. The company was using multiple tools for monitoring, error reporting, tracking resources health, and on-premise infrastructure, which created a siloed technology environment. This led to a reactive approach where problems weren’t identified until they had escalated and were impacting end-users. The engineers lacked sufficient information to pinpoint the problems.

Accedo, a global video solutions provider, faced a significant challenge when it began hosting its clients' video applications. The company's newly formed DevOps team struggled with monitoring, managing, and scaling the cloud environment for these applications. The team needed to ensure availability, scalability, and reliability, while also being able to react quickly to customization and adaptation requirements. This required full-stack observability, a capability they initially lacked. The challenge was further compounded by the need to preempt potential bottlenecks and deliver the level of service that their clients expected for their hosted video services. Additionally, Accedo needed a way to gather and analyze customer sentiment data from social media platforms to identify potential issues and inform the development of new features.

The Access Group, a leading provider of business management software, faced significant challenges in managing its hybrid, multi-cloud environment. With over 60,000 customers and a diverse range of products across multiple sectors, the company was struggling with constant alert noise from different environments. Software engineers were inundated with alerts, making it difficult to distinguish critical alerts from noise. This resulted in engineers spending hours sifting through past tickets and searching code, which detracted from their primary tasks such as scaling and shipping features. The company's goal was to become 100% SaaS within five years and to gain an end-to-end view of its business transactions. However, the constant alert noise and the lack of a centralized view across systems were major obstacles to achieving this goal.

Achievers, an award-winning platform for employee recognition and engagement, experienced significant growth over the past two years, serving more than 2,500 brands across over 150 countries. This growth brought about new and increased technical demands, including the need to support a global architecture while maintaining quality and reliability. The company needed to transition from a system of disparate Kubernetes clusters—with no communication between regions—to a single, unified system across the organization’s global footprint. The Site Reliability Engineers (SREs) and developers at Achievers faced the complex task of running a multi-region Kubernetes service mesh. Scaling the platform globally and making sense of all the distributed data was a significant challenge. It was difficult to understand what data was needed and how to use this data to solve their problems.

Benevity, one of the world's largest corporate purpose software providers, faced a significant challenge in maintaining platform reliability amidst rapid growth. The platform, which facilitates charitable donations, volunteer opportunities, and grants to nonprofits, processes tens of thousands of donation transactions daily. The challenge was not just about adding new customers but also accommodating sudden shifts in demand, especially during the holiday season, a period of dramatically increased giving. An outage of just 20 minutes on a high-demand day like Giving Tuesday could result in thousands of lost donations and up to hundreds of thousands in lost dollars. Surges in donations and volunteering could also come unexpectedly in response to natural disasters or other major social movements. To keep pace with these surges, Benevity needed to take a proactive approach to its monitoring, aiming to reduce its mean time to detection (MTTD) and mean time to resolution (MTTR).

Bigbasket, India's largest online food and grocery store, faced a significant challenge in scaling its operations to meet the rapidly growing demand for online grocery shopping. The company, which offers over 18,000 products across 1,000 brands, was experiencing a 20% month-on-month growth and needed to ensure reliable performance and system resilience, especially during peak demand periods. The company's system was schedule-based, and orders took two to three hours to fulfill. To enable quicker delivery, Bigbasket needed to empower its team to identify any delays in the delivery process. Additionally, the company was looking to launch new products, such as quick commerce service bbnow and subscription-based bbdaily, in record time while delivering infrastructure cost savings.

CaratLane, India's largest online jeweller, faced a significant challenge in scaling its operations to meet the explosive growth in demand for its products. The COVID-19 pandemic had led to a surge in jewellery purchases, intensifying competition among online jewellery brands. CaratLane needed to maintain its competitive edge and build digital infrastructure to cope with the increased demand and scale for future capacity. The company had aggressive expansion plans for North America and the Asia Pacific region in 2022. The pandemic also changed the team's working dynamics, with most people working from home full time, altering how new features were rolled out into production. CaratLane's core backend services, which manage most of its APIs, were taking around 450 to 500 milliseconds, and the company could only scale horizontally when the load increased.

Credit Sense, a platform that enables consumers to safely share their data and connect with services faster, was facing significant challenges in managing its cloud costs and diagnosing problems in its system. The company had developed a comprehensive data aggregation and analysis solution to solve key affordability, compliance, and risk management challenges faced by lenders when assessing customers for credit and other services. However, the company had no monitoring tools in place, which was affecting its ability to manage its Amazon Web Services (AWS) costs and quickly diagnose system issues. This was critically affecting their clients in the finance industry, who relied on Credit Sense for their customer on-boarding process.

Novo Nordisk, a large biopharma company based in Denmark, was grappling with an enormous and rapidly growing volume of content. The company needed to establish new ways of working to manage this content effectively and achieve its business goals. The challenge was not only to secure executive-level buy-in for initiating transformational change but also to ensure bottom-up commitment for early adoption and execution. The company also faced the challenge of managing expectations, particularly in terms of timelines for game-changing innovations. Additionally, Novo Nordisk had to navigate the mindset shift across stakeholders, especially with agencies, and manage the transition to new ways of working.

Pacira, a pharmaceutical company, was facing challenges in streamlining its promotional material submissions process. The company was using inefficient paper- and email-based approaches that were not only time-consuming but also lacked the necessary speed and efficiency. The situation was further exacerbated during the pandemic when remote workers did not have access to high-speed printers. Additionally, as Pacira's regulatory department grew, they needed to replace SharePoint with a secure, part 11 compliant system for collaborative authoring and submissions. The company was also looking for a solution that could manage promotional submissions together with their other regulatory submissions on the same platform.

Pfizer, a leading biopharma enterprise, was facing challenges in managing its content supply chain. The company was grappling with the need to provide more fluid and personalized content to its customers. The operations team was tasked with overseeing the creation, approval, and dissemination of marketing and medical content. They also had to manage the data ecosystem, which included capturing and managing information and stewarding healthcare professional interaction data. The shift from multichannel to omnichannel communication was a key priority, but it presented significant challenges. Integrating channels that had been operating independently was a daunting task, and the company had to either spend time stitching them together or start afresh. Additionally, the company had to bring new capabilities, like metadata, to the fore to inform data-driven decisions.

Roche, a large biopharma company based in Basel, Switzerland, was faced with the challenge of balancing a global content strategy with local needs. The company recognized the need for a global-to-local strategy for several reasons. Firstly, the company wanted to reuse content to limit duplication of effort and cost. Secondly, the global-to-local approach was deemed essential for setting up a modular content model. Thirdly, the strategy would help deliver a framework for personalized content and a consistent brand experience. The company wanted to ensure that patients and customers have the same brand experience regardless of their location. Lastly, operational efficiency was a priority, and the global-to-local blueprint was seen as a way to manage and drive change more easily internally than with external business partners.

UCB, a biotech company based in Brussels, Belgium, was facing challenges in its Medical Affairs department. The department was in the process of transforming to become a more strategic partner alongside the traditional pillars of R&D and Commercial. However, patient fragmentation, stakeholder diversification, and digital disruption were creating an added sense of urgency for medical to take on its new role. The head of global medical affairs at UCB, Catrinel Galateanu, identified the need for the department to become a strategic, active leader at the center of R&D and commercialization efforts. The department was also tasked with articulating the value of the science and solutions to patients and diverse stakeholders. To achieve this vision, the department needed to focus on mastering insights to further strategy development, servicing a diverse universe of healthcare stakeholders, and prioritizing impact and new skills.