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Southeast National Bank (SENB) was relying on a time-intensive paper-based system for their accounts payable department. The process involved making copies and shipping documents between branches for approval. This was not only laborious but also slowed down the invoice approval process significantly. The bank was ready to improve their accounting processes and streamline their workflow. They were looking for a solution that offered flexibility, security, and a quick onramp time.

The metal manufacturing company was previously storing all their important documents in paper folders, which were sometimes archived multiple times in different departments. The space needed to handle this growing flood of paper and the time needed to carefully file around 100 orders a month became increasingly problematic. The company needed a solution that would not have interface problems with other software solutions in the company.

United Family Services (UFS), a nonprofit organization in Arkansas, was struggling with a paper-driven system for managing their services. The process of file management and sharing was slow and cumbersome, especially when a client moved and the paper files had to be manually transferred to the new office location. UFS wanted to implement an electronic database that would allow documents to be securely accessed and shared digitally. The main driving factors for this change were cost and ease of use.

The HIT provider is responsible for setting up electronic medical records for health care providers. To do this, teams would have to manually parse through a number of different applications and spreadsheets that are set up in different formats, and can even be on paper, making it error-prone, which leads to costly rework. Getting clients online was also inefficient, taking an average of 20 business days to get one client online. As a result, they began their automation journey. They understood that in order to effectively scale their automation initiative, they needed a tool that could easily extract data from legacy software and documents from Excel, decompose that data into easy-to-understand models, and be optimized for automation.

The insurance organization had acquired over 15 companies over the last 20 years and was using over 350 platforms to perform their day-to-day activities. This resulted in over 15,000 workflows, which required staff to spend countless hours performing repetitive, manual, and error-prone tasks. The organization realized that this method was not sustainable in the long run, especially if they wanted to keep up with the constant changes happening in the marketplace. They set a two-year transformation goal that would eventually relieve them of their reliance on outdated legacy systems and improve the security and satisfaction of both customers and employees.

The insurance provider was looking for an effective solution to make the reconciliation process more streamlined and efficient. This process previously has been a source of significant stress for employees because it was manual, repetitive, and prone to costly errors. The organization tried to hand off the manual work to more junior members, in hopes that senior employees can focus on more value add tasks. However, this was not the case - supervisors ended up spending countless hours performing rework to fix errors. It became absolutely critical for the organization to look at other work management methods to effectively support teams and reduce costly errors.

The Bank, a top 5 global bank, was struggling to achieve compliance in an environment of ever-changing and complex regulations. This was proving to be a challenge as teams were spending too much time doing manual work. Business units were relying on a highly manual, labor intensive, spreadsheet-driven process that was prone to errors and oversights, cumbersome, expensive and static. It also made it impossible to generate reporting to provide an executive view of compliance progress. Because the process was essentially manual, it was dependent on the availability of key stakeholder participants to provide input. This made it extremely difficult to collaborate and reliably incorporate interpretive feedback. Regulations were changed frequently. The lack of a tool to enable detailed mapping and analysis of anticipated regulatory changes left the Bank exposed to material risk.

The customer, a large telecommunications provider in the United States, had implemented Robotic Process Automation (RPA) to automate many business tasks and drive their digital transformation. However, they were dissatisfied with the RPA vendor they initially chose due to underwhelming ROI, the high degree of technical skill needed to navigate the platform, and the sub-optimal quality of automations that kept experiencing break-fix cycles. They considered Microsoft Power Automate as an ideal alternative that could address all their challenges. However, switching to Microsoft Power Automate meant that they had to rebuild each of their thousands of bots from scratch, a prospect so time-consuming and expensive that it was difficult to justify.

Avanade, a global professional services company, was facing challenges in managing and executing their clients' business processes. They were struggling with restrained scale and speed in managing their customers’ automations. The core business processes were changing frequently and it was difficult to keep automations optimized, innovative, and aligned with the changing business at the rate needed. Many of their digital workers were built on legacy technology, which were implemented on first-generation platforms at the time of implementation. This resulted in a real opportunity to convert existing automations to a newer generation RPA platform like Microsoft Power Automate, and convert micro-tactical automations to broader end-to-end process automations. Another challenge was poor customer experiences due to legacy automation deficiencies. The automations were challenging to optimize and update, leading to a deficiency in delivery excellence.

24 Hour Fitness was facing challenges with their existing system. Their orchestration, transformation, and business rules were buried in Java code, making it time-consuming to understand how their systems operated, bring new hires up to speed, and answer use case questions. The complexity of their business rules and the general mistakes that naturally occur in human communication made it time-consuming and error-prone to translate information from the product owners to developers and vice versa.

DB Cargo, the most productive freight railway in Europe, faced a significant challenge in long-distance, cross-border traffic - ensuring the reliable and on-schedule transport of cargo. As part of the European production alliance Xrail, DB Cargo aimed to optimize cross-border interoperability through a central broker and agreed process models. However, the initial architectural approach to connect DB Cargo to the Xrail production alliance proved inefficient. The business logic and technical functions required for the Xrail processes had to be distributed across all involved systems, leading to increased complexity in service orchestration and transformation functionalities.

Deutsche Bahn, one of the largest transport and logistics companies in the world, was facing a challenge with its document-heavy process of providing reports on compensation obligations to the federal railway authority and other national authorities. This process was manually controlled and involved employees of various Deutsche Bahn subsidiaries as well as external consultants. The aim of the project was to shorten processing times and establish a uniform group-wide approach, including compensation commitments. The requirements for the project evolved during development, necessitating an agile approach.

Zalando, Europe's largest online platform for fashion, was facing a challenge with the processing of its customer orders. The process included business logic and numerous service integrations, such as the coupon service, the stock service, the payment service, the partner service, and integration with the logistics system and SAP. The logic of this process was extremely complex and covered many special cases, which depended on factors like the location of the customer, the method of payment, or shipping address. The process had initially been automated via a self-developed 'process framework'. However, this was not optimally designed and difficult to understand for the product managers. The process documentation and the actual code diverged again and again and the process logic was spread across multiple systems. As a result, it was almost impossible to understand the actual operation of this strategically important core process.

Helvetia, a successful and international insurance group, was facing a challenge in the context of digitalisation. A central system for customer management had to be opened up to further channels. Extended, automated and manual review processes had to be implemented for changes made to personal data. Specific information and processes that were dependent on how certain data was changed were also required. In order to manage the processes during different types of events, a wide range of technical rules were required. Helvetia wanted to build a new central application that would store all assignment processes. These processes would review information and communicate with mailboxes according to the organizational structures in place. The department also required detailed reports on the processes and their tasks, for instance on throughput times.

Sparta Systems, a provider of enterprise quality management solutions (EQMS), was looking for a technology to manage workflows for its next-generation cloud-based products. The company wanted to offer a role with its software that enables business or compliance analysts to create and deploy business processes. While this could have been built internally, Sparta preferred to leverage third-party technology to take advantage of new features and functions without dedicating development resources to the effort. The company evaluated several BPM products, using criteria such as open source/OEM friendly license, wide community adoption, open standards and native support for BPMN 2.0, designer/modeler tooling availability, exposed APIs, embeddability within their application or consumable as a service, database support, scalability and performance, and process versioning.

The Swiss Federal Institute of Intellectual Property (IPI) was facing challenges with their proprietary solution for the execution of business processes. Communication between the business side and IT was very difficult. The complexity and cost of process implementation was very high. The operation of the processes and the development of changes and improvements were difficult and depended on the expertise of specific persons. They have complex business processes that change frequently and generally very complex security requirements. Their compliance was difficult to monitor. In order to achieve a more business-driven development, they opted for the use of Business Process Management (BPM).

LVM Insurance, one of the leading insurance groups in Germany, was facing challenges in managing its internal administrative processes and inventory management. The company had two different systems for order and processing, which were operated in parallel with no integration interface except for the user. The data was transferred manually using copy/paste, and the process was not controlled but based on a central document accessible to all employees involved. The actual process was in the employees' minds, and everyone knew when it was their turn and what they had to do. In the 'inventory management life' project, parts of the existing life-contract system were replaced by a new development. Asynchronous single processing was used, which had already been proven successful in other sectors. However, a lightweight solution was needed to reduce complexity for both developers and operations.

freenet.de, a subsidiary of freenet Group, aimed to efficiently support key sales processes with software solutions. These processes were in the areas of contracting, upgrading, and termination of services of the product lines freenetMail, single.de, and portal (freenet.de). While these processes were largely automated, the solution for process support had to be reevaluated due to the outsourcing of billings for the offered services to a specialized service provider. The existing solution, which had been developed individually for a decade, was efficient and offered many features. However, the expenses for maintenance and modification of the solution were high, necessitating a more cost-saving model. In this context, OPITZ CONSULTING was commissioned to select an appropriate architecture and support with its implementation.

Zymergen, a molecular technology company, was facing challenges in expediting the process of onboarding new projects while maintaining process efficiency and customizability. With an increase in clients, the company needed to reduce the time required to onboard new projects while still guaranteeing efficient and customizable processes. This required a solution that could integrate with its automation and digital systems while providing a flexible interface for scientists and other non-programmers to create, update, and execute these complex workflows.

In 2010, Generali Infrastructure Services introduced a monolithic cloud solution to provide IT services such as servers or platforms on demand. However, integration with the existing IT service management system and non-automated services was difficult and required considerable adjustments to the cloud solution. Complex processes could only be mapped rudimentarily in a proprietary process control system. The organizational and technical integration was very difficult in terms of operation and maintenance. For this reason, in late 2013 they decided to take an integrated approach to providing an integration platform with a focus on automation by means of business process management and a service-oriented architecture in the infrastructure services area.

T-Mobile Austria operates in a highly competitive telecommunications market, serving around 7.5 million customers. The company needs to regularly deliver new products and services to meet high consumer expectations. Business teams at T-Mobile Austria design new products, services, and promotions, and it's up to IT teams to implement these ideas as quickly as possible. Slow delivery risks products becoming irrelevant in a fast-moving space. Implementing new products involves a significant amount of complexity for the more than 100 developers who are responsible for implementation. T-Mobile Austria needs to integrate with more than 40 different back-end systems to ensure that customers have a seamless experience when using new products, and the company adheres to strict service level agreements to deliver best-in-class quality.

Visana, a Swiss health and accident insurer, processes around 32,000 documents daily and pays out up to CHF 12 million in treatment costs. The company prides itself on its customer service, promising to deliver policies within 20 minutes and agreed benefits within an average of eight working days. However, in 2015, Visana decided to further develop its technical infrastructure to accelerate workflows and improve the customer experience on its digital channels. The company needed a solution that could efficiently manage and optimize its workflow processes, identify resource bottlenecks, and aid in capacity planning.

Deutsche Telekom IT, the internal IT service provider of Deutsche Telekom AG, was facing several issues with its monolithic Oracle BPEL engine that was used to build and run BPM workflows and process automation. The monolithic system resulted in a lengthy time-to-market, lasting more than 12 months. Vendor lock-in limited the implementation of new features and it took five days to set up or make changes to environments. Releases took, on average, 1000 people-days or roughly three months to realize, and regression testing took around two days to process all test cases. In 2017, Deutsche Telekom IT adopted a ‘partially agile’ development approach, working in three-month sprints. However, all fixes had to be delivered together with larger change requests, which took considerable people-hours to accomplish. In addition, they were still struggling with the monolithic BPEL system, which didn’t allow for true agility.

Atlassian, a global software company with over 4,000 employees, was seeking to support its enterprise-wide business process automation initiatives. These initiatives spanned various departments including finance, commerce, marketing, and customer support. One of the initial projects involved integrating a new SaaS-based accounting platform to centralize finance workflows and revenue recognition processes. Several other projects were also in the pipeline, including process automation for Salesforce lead management and routing customer support cases.

Vodafone Germany faced several issues with its OTELO and branded reseller IT system. The system ran a vast number of different services, supporting an array of customer-facing channels – from campaigns and product offers to POS. However, it was impossible to separate the channels and, without an effective API layer in the infrastructure, Vodafone couldn’t establish an important online partner channel that was urgently required within its branded reseller and second brand segments. This legacy services technology wasn’t just ineffective to use and difficult to maintain, it created high maintenance and operating costs, a slow time-to-market for new products and an inconsistent customer experience. Vodafone needed to develop a truly agile, transparent and scalable approach. But with processes distributed everywhere imaginable within its system landscape, Vodafone needed to discover where its processes were and how they were performing, before it could migrate to a modern cloud-based infrastructure.

Babylon Health, one of the largest National Health Service (NHS) practices in the UK, was confronted with a significant management challenge. Each consultation with a patient triggers a complex, personalised workflow combining human and automated tasks to ensure each patient receives the right treatment and doesn’t require any further support. With personalised workflows for every single consultation, managing these processes was a significant challenge. Additionally, the safety of patients is a consistent consideration throughout – losing track of a patient during a process can have a catastrophic effect on their personal health and cannot occur under any circumstances.

Sony DADC New Media Solutions was using a proprietary workflow engine based on Oracle PL / SQL, which was originally designed for the physical production of disks. The company wanted to provide business analysts and operations with a better insight into the implemented processes and their current execution, while also increasing the flexibility to address customer demands. They were considering developing a new workflow engine, but then weighed up a ‘make or buy’ decision. The company was expecting a very high number of simultaneously running processes or events to be processed, which is why they were eager to understand the Camunda Process Engine in detail.

Helsana, Switzerland’s largest healthcare insurer, was struggling with legacy, paper-based processes that were hindering its operations. The company had no easy way for customers to buy and approve products online, a feature that has become commonplace in the insurance industry. There was resistance to making the necessary process changes due to past negative experiences with monolithic, centralized process engines. These past process automation projects were associated with long hours of additional work, brittle code, and expensive consultancy fees. The challenge was to change the mindset about modern, lightweight, and flexible process automation and to demonstrate how it could benefit the business as a whole.

Global telecommunication companies are facing enormous pressure from new market entrants with cutting-edge business models, ever-changing government regulations, and a hypercompetitive landscape. These factors are forcing market leaders to rethink their operating models and discover ways to cut time and friction from their processes. Legacy tech and long-proven ways of doing business quickly become the biggest barriers preventing monetization. Some telcos bear a too-costly burden of keeping outmoded systems online to maintain revenues from existing business units, which makes it harder to innovate and transform. One critical area where Amdocs is helping telcos companies transform the customer experience is order fulfillment. Engaging customers at the moment of need with precisely the right experience or offer can have a dramatic impact on sales. However, too often legacy services are supported by a large patchwork of legacy systems and loaded with manual and paper-intensive tasks.

The U.S. Department of Veterans Affairs (VA) was facing a growing backlog of claims due to manual processing, specialized domain expertise requirements for claims processors, and competing priorities for key knowledge resources. Factors such as new legislation and the COVID-19 pandemic increased the urgency for a solution that could be delivered quickly. The VA needed a new, highly modern solution to shorten benefits claims processing and clear the claim backlog. The solution needed to integrate machine learning and business process automation to expedite pension, Dependency and Indemnity Compensation (DIC), and burial claims processing.