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Rebel Refrigeration, AC & Plumbing, a service provider based in Las Vegas, was already partially paperless with its contractors using iPads and digital invoicing in some business areas. However, certain aspects of the operations still required printing invoices on paper. When the lockdown order due to the coronavirus pandemic was issued, the company's office had to close. The employees were working from home, but they couldn’t access the paper documents in the office, and processing fell behind. The company needed a solution to switch to digital to ensure business continuity and operational integrity.

Interlázaro, a family business producing fresh fruit in the Saragozza region of Spain, faced logistical challenges due to the geographical distance between their fields and administrative office. They had to handle up to 60 invoices and delivery notes per day, which were sent back and forth between the office and the orchards. Documents were often forwarded with a time delay or were lost completely, especially when several people were involved. This posed a significant challenge for internal approval processes, as the employees responsible were also working in various fields.

Horizon Underwriting Managers, a leading insurance company in South Africa’s marine and shipping industry, was facing challenges with its document management process. The company had to deal with individual insurance issues in shipping, which meant that the time and effort required to prepare each contract was high. Employees had to repeatedly rework drafts, print them out, sign them, and then send them to the customer. In addition, many customers requested copies of the contract, which meant that the printed documents had to be scanned and sent to the customer by email in addition to the actual contract being stored in a fireproof archive. The double burden of managing a high volume of email on the one hand and meeting involved statutory requirements on the other proved to be untenable for the company in the long run. Plus, the workload for employees was barely keeping pace with the strong growth of the company.

A.B. Martin Roofing, a fast-growing building supply company, was facing challenges in managing its supplier chain. The company deals with multiple vendors from whom they regularly purchase steel, hardware, lumber, machine parts, nails, screws, and other materials. The paper invoices that arrived from these vendors were hard to track or verify that the merchandise billed for had already been delivered. The company had no system in place to know where an invoice was or on whose desk it was. This lack of organization led to a time-consuming process of sorting out the invoices.

EquiPro Investments, a firm that buys account receivables and recovers money owed to credit card companies, was struggling with its old software which was too slow to handle the volume of transactions. The company needed a faster setup to keep up with the fast-paced industry. The complex operations required swift and precise communication between EquiPro and vendors involved in the recovery process. The company was also dealing with a large volume of work that required a lot of manual labor in document distribution.

Beachcomber Tours, a South African subsidiary of Beachcomber Resorts & Hotels, had been using a cloud-based document management system to support its various departments. However, as the company grew, the existing system could not keep up, especially in terms of email archiving and shared document access. The company tried switching to a file sharing platform integrated into the Office suite, but this did not yield any improvement. The company was unable to find a satisfactory solution for email archiving, which was a critical task for them.

EBB Truck Center, a specialist in the commercial vehicle sector, was facing challenges with its accounting processes. The company's decentralized structure, with several branch offices, meant that receipts were often in transit for days and sometimes even lost. This led to delays and inefficiencies in the processing of incoming invoices. The company was also looking to digitize its entire sales process, which was typically accompanied by more than 100 pages of documents and records. These were previously collected in 30 binders, making the process cumbersome and time-consuming.

The Company wanted to be more data-driven. The executive team demanded more analytics and reporting. End users were tired of waiting around for IT to deliver reports. Objectives were to provide executives with a holistic view of company metrics, enable organization with self-service analytics to make data-driven decisions, and scale analytics with minimal IT resources. The technical challenges included hundreds of disparate metrics and reports spread across the organization and the need to replace Oracle OBIEE solution.

The Company is a rapidly growing online publisher serving the wedding market. It offers wedding-related content, planning tools, and online registry services through its various websites. The Company also produces branded video and mobile content and magazines. The Company needed an agile way to support both internal employees and external clients across multiple revenue streams. The objectives were to support self-service analytics for both internal users and clients across all lines of business and understand the performance of advertising and registry transactions across different web properties. The technical challenges included distinctly different data models and calculated metrics across multiple lines of business, strict performance SLAs for data processing & incremental loads, and UX requirements: dashboards, pixel-perfect reports, embedded analytics, and Tableau integration.

The company, a leading sales and marketing services provider in the consumer packaged goods (CPG) industry, wanted to provide value-added data services to its clients. It aimed to offer analytics on product types, brands, regions, campaigns, inventory, and sales. The objectives were to create value-added services for its clients, give manufacturers visibility into sell-thru rates, and give retailers visibility into product sales, fit, propensity to buy, etc. The technical challenges included managing data relationships between various factors for 1000+ brands across 10,000 stores, the need for near real-time intraday data processing, and catering to 1000+ end users who need easy-to-consume information.

The company, which sells diagnostic and medical equipment to veterinary offices and labs, as well as information management and EMR software, faced a challenge in integrated billing and financial reporting due to the diversity of its product lines and sales models. It struggled to measure customer value and product profitability across three different business units. The company aimed to deliver a simplified billing process so that each clinic, lab, or veterinary facility receives one bill, gain roll-up of revenue metrics as well as drill down across disparate sales channels, and understand lifetime value by customer.

The Company was unable to react quickly to changes in production rates, labor and down times. It relied on disjointed data warehouses to manage multi- million dollar well sites. After 35 acquisitions, the company needed to integrate its acquired systems and applications to more efficiently manage its operations. The objectives were to provide analytics on well management such as production rates, downtimes, labor productivity, forecast vs. actual, etc. and to fully integrate data across all acquisitions. The technical challenges included multiple disparate acquired systems and applications from 35 acquisitions and 7 disjointed data warehouses.

The company faced a significant challenge in gaining visibility into purchasing analytics across more than 200 ERP systems. This was due to its growth through mergers and acquisitions, which resulted in data being siloed across these disparate systems. The company aimed to consolidate and optimize $10B in spend on products, components, and raw materials. It also sought to build a Global Analytics Platform to identify savings opportunities and enable more regular and accurate negotiations with suppliers. However, the company faced technical challenges such as the need for a rapid go-live in a highly complex environment against 200-source ERP. The company's global M&A agenda was also expected to drive further data complexity. Furthermore, the company required true self-service with centralized governance across a complex data landscape.

The Company has grown at a tremendous rate over the years. With hundreds of offices worldwide, it needed consistent and maintainable metrics and definitions across the global organization. Additionally, it wanted to provide advertisers with individualized, value-added insights from their respective ad campaigns. The objectives were to have consistent metrics and definitions across a worldwide network of agencies and sub-agencies, provide individualized, value-added insights to advertisers, and scale analytics with current IT resources with end-user self-service data analytics. The technical challenges included the complexity of global and local disparate data sources and the need to replace IBM-Cognos while augmenting Tableau and Excel.

The Company underwent a significant transformation from print to digital, with a new business model focused on subscription revenue replacing advertising revenue. The Company sought a solution to democratize Business Intelligence (BI) across the organization and drive the Company in new directions. The objectives were to transition from an ad revenue-based business to a subscription revenue model, enable a deep understanding of the subscriber base, and provide the organization with self-service analytics to make data-driven decisions. However, the Company faced technical challenges, including a highly customized “spaghetti” of legacy applications in place and the need to replace SSRS and Jaspersoft reporting solutions.

The Company, a top 10 financial data services company, was facing a challenge with its sales forecast due to its large sales organization of over 1,000 reps and an ever-growing selection of products. The executive team had difficulty aligning and agreeing on priorities due to the lack of a clear outlook on the sales forecast. The company had hundreds of reports on sales, product performance, orders, deals, products, etc. for over 1000 sales people. They were looking to replace their existing BOBJ and Cloud9 reporting solutions.

American Express Global Business Travel (GBT) wanted to increase its market share by differentiating its core services through a strategic investment in smart analytics for travel booking. The company aimed to show its clients how booking directly through the system instead of personal cards could lower costs. It also wanted to offer buyers, such as the head of finance and department managers, insights on employee spend and travel savings. Another challenge was to increase sales win rates and shorten sales cycles.

Before deploying networked business intelligence (BI) from Infor® Birst, the information needed to manage finance, sales, and manufacturing processes was locked in multiple systems and only accessible to technical experts. Decentralized analytics teams pulled data directly from source systems, generating islands of information that could not be shared. Further, executive-level reporting was manual, and it was very time-consuming to not only access information but also to reconcile inconsistent metrics. These manual processes greatly increased the time it took Miller Industries to make decisions and were a huge drain on the productivity of the management teams.

Midwest Wheel, a large truck parts distributor in the Midwest, was facing challenges in managing its complex operations as the business continued to grow. The company was delivering to 95% of its customers every day, but it aimed to provide the same service level to the remaining 5% of customers. To scale quickly and meet customer demand, Midwest Wheel needed a fully integrated system that could manage inventory across its six warehouses, enable complex workflows and alerts, and facilitate more online business. The company was also dealing with manual processes and system modifications that reduced productivity, and a lack of data visibility and reporting that created silos within the business and increased errors.

Diane von Furstenberg (DVF) wanted to shift its focus from partner sales to direct sales, driving all online traffic and sales directly to dvf.com. This required maintaining the right content, products, pricing, and inventory levels. Margins also had to be monitored closely to ensure online price reductions didn’t negatively impact profitability. Having KPIs that provided visibility across stores and online was critical to making the adjustments needed for optimal inventory and pricing. And complete visibility into customer interactions meant DVF could better identify customer segments and target them with the right offers.

Pilot Flying J, the largest operator of travel centers in North America, embarked on an IT modernization program to replace 25 different IT systems. The company wanted to replace its existing disparate systems with a suite of cloud-based Infor applications. The goal was to spend more time with its guests and for team members to spend less time on administrative or infrastructure-related activities. Once many of the Infor applications were live, Pilot Flying J turned its attention to analytics. The company wanted to replace a large and complex landscape of old, difficult-to-use legacy analytics tools, which had previously caused data analysis to be performed in silos. Pilot Flying J also wanted to integrate all of its Infor data with non-Infor sourced data to provide a more complete view of business performance and share that information with all 28,000 employees via a company portal called “PFJ Today”.

As Eastern Bank's assets approached the ten billion dollar mark, the bank initiated a strategic focus on risk management and regulatory compliance. The bank needed a solution to centrally manage documents and expedite the creation of reports related to the Financial Modernization Act, a law requiring financial institutions to make their information-sharing practices available publicly and safeguard sensitive customer data. The bank also wanted to move away from its previously siloed approach and implement a common, consistent taxonomy across the entire organization.

du, a telecommunications service provider in the UAE, was tasked with contributing to the country's Vision 2021, which aims to make the UAE a global leader in various sectors, including telecommunications. As part of this vision, du was chosen as the Strategic Partner for the Smart Dubai Platform, a smart city initiative. To ensure the protection of customer data, a critical aspect of their business, du created the Technologies, Security, and Risk Management Department (TSRM). TSRM needed a global risk and compliance (GRC) software solution to enhance labor efficiency, monitor adherence to regulatory standards, evaluate, assess and mitigate risk, and report all of this information to senior management.

Evalueserve, a global professional services provider, handles a lot of its clients’ strategic, business-critical data, which exposes both Evalueserve and its clients to security and data privacy risks. The company needed a solution to manage these risks and maintain compliance with global regulations and internal policies. The company was looking for a solution that offered a modular, use case-based approach, allowing them to select and deploy the use cases best suited to their most pressing risk management and compliance challenges. They also wanted a solution that offered tight integration among the different use cases and the ability to customize workflows in each of the use cases.

In 2015, business leaders at Grupo Financiero Banorte—the second largest bank in Mexico— began looking for a GRC application to replace the various spreadsheets and homegrown systems the bank was then using to manage risk and compliance across its extensive business. The bank needed a solution that could provide a consolidated, real-time view of risk and compliance across its commercial banking, personal banking, investment banking, insurance, and leasing and storage businesses. The bank also wanted to develop a common understanding across the company of what constitutes high or low risk.

Türkiye Vakıflar Bankası T.A.O., one of the largest banks in Turkey, faced the challenge of efficiently executing a multitude of distributed processes and procedures associated with risk management. Given the size and diversity of its offerings and operations, the bank needed a solution that could consolidate these processes on a single platform and enable a streamlined, efficient approach. The bank also had to comply with regulations for management of third parties published by the Banking Regulation and Supervision Agency (BRSA), which oversees and regulates the Turkish banking sector.

This financial services company that offers a variety of products and services, has leveraged robotic process automation (RPA) within certain aspects of their business. However, their claims processing was labor-intensive and inefficient. In the wake of COVID-19, the team responsible for processing claims became overwhelmed as they could not keep up with the sudden and significant increase in the volume of submissions, leading to a 2x increase in errors during processing and frustrated customers that was increasing the risk of churn. The company considered hiring more claims processors or outsourcing to help meet the demand, but this would lead to a significant increase in costs for full time employees (FTEs). They also looked at how they could take tedious, mechanical processes that are excellent candidates for RPA and automate them. They considered targeting their most labor-intensive processes to reduce the current strain on their employees. In the end, they decided to focus on increasing their use of robotic process automation.

The insurance provider was mandated to move from their current process of using BRD/FSD documents to PDD documents to define automated processes, which is only available as a word document. On average, it took a full working day to finalize a PDD and even then, they struggled to get process screenshots in line with steps. The screenshots, which were critical for improving developer understanding of what was required, would show up as attachments at the end which was not useful because the developers still would have to flip back and forth through the documents. They quickly realized that their current documentation processes were flawed and prone to error, necessitating a more scalable way to translate business process requirements into technical requirements for their RPA development teams.

This Fortune 100 company is one of America’s top 10 largest banks based on assets, and as a result, they process an average of 5 million payments per day and deal with consumer data. The method for processing these payments has historically been painstakingly manual, slow, and prone to error which means money lost—one error can be calculated at $1,000 lost due to the fees and labor associate with investigating and rectifying the error. Beyond that, customers wanted their payments processed faster and with greater accuracy. The bank understood that in order to maintain a sustainable competitive advantage in the marketplace, they must cut costs, eliminate errors that pose serious regulatory risk, and enable employees to focus on work that is driving more value to the business.

The bank was looking for an effective solution to make its mortgage approval process more streamlined and efficient for customers. There were a number of international teams involved in the mortgage approval process, spanning from the United States all the way to India. The global team could not efficiently manage the changing requirements related to mortgage processing. Mortgages are federally regulated and the impact of these changes is significant, especially when teams are separated globally. Accounting for new and changing regulations is normally 10-15% of a bank’s operating costs. The bank needed to make this percentage smaller by automating its mortgage approval process with a more efficient governance model and removing non-compliance risks from the manual, time-consuming procedures it was using.