The City of Billings, Montana, the largest city in the state, provides reliable water distribution, wastewater collection and treatment, and garbage collection to its population of 110,000 people. The city was facing challenges in meeting evolving customer expectations and delivering a high-quality customer experience. Their initial attempt at an online payment platform was limited in functionality, focused solely on bills, and was cumbersome to use. The platform was not user-friendly and did not meet the needs of a wide range of customers, some of whom were tech-savvy while others preferred more traditional solutions. The city was receiving a high number of customer calls and complaints related to bills and payment issues. Therefore, they were in need of a platform with self-service solutions to help resolve these common customer issues online.

The global HealthTech company, with over 35 manufacturing facilities worldwide, faced a significant challenge due to its complex IT landscape. The company's growth, both organically and through strategic acquisitions, led to a scattered supply chain data across various ERP systems. This complexity hindered the company's ability to gain crucial business insights and answer critical questions such as prioritizing product lines or SKUs, identifying 'lazy inventory' in the supply chain, and optimizing inventory allocation across distribution centers. These challenges became even more critical during the peak of the COVID-19 pandemic, particularly for the company's respiratory ventilator products.

 The Utah Department of Transportation (UDOT), a Socrata customer, had struggled to use data and analytics in its daily work because only a small group of employees had access to their business intelligence (BI) software.The organization needed to consolidate different systems and give more people access to the information and basic analytic tools.

Digital transformation is driving the distribution of services and controls closer to customers, employees, partners, and ecosystems worldwide, in government as well as in business. With the goal of improving efficiency, adding flexibility, and gaining value for money, the UK government is undertaking a digital transformation. Like other government agencies, DVSA is transitioning away from long-term contracts, minimizing vendor lock-in, and moving to open source and cloud where possible—making fast, reliable connectivity essential.

The client, a leading luxury store chain with a global presence, was facing challenges with their online platform. They wanted to enhance the shopping experience and boost sales by making it easier for customers to find the right products. The existing search engine on their online shopping website was not meeting the client's speed and accuracy requirements. Furthermore, the client was unable to customize the search engine to effectively match their evolving needs. The client was in need of a new, flexible solution that could improve the customer experience on their online platform.

Germany-based company, cleverbridge, provides comprehensive e-commerce and subscription management solutions for monetizing digital goods, online services, and SaaS across various industries. The company was faced with the challenge of providing one of their largest customers with more precise and visually informative data analytics reports. As an all-in-one e-commerce provider, cleverbridge is continuously looking for solutions to meet every customer need. Therefore, to satisfy the request of their largest customer, cleverbridge began improving the analytics solution and looked for assistance from a tech partner with the right expertise. The main task was to enhance the tool that provides reports on client’s subscription (i.e., revenue, number of new customers) and complement it with more visually informative data.

The client, a Switzerland-based media group operating in over 15 countries, was seeking to enhance the popularity of their news platform. They wanted to identify relevant and trending topics more effectively to attract a larger audience. The challenge was to monitor and analyze competitor content to identify topics that were either partially covered or not covered at all by their own platform. The goal was to use this information to adjust their content strategy and present more relevant and engaging content to their audience.

In jam and fruit spread manufacturing, there is a process to eliminate foreign objects and impurities contained in the materials. Until now, that inspection has been conducted by human eyes, however, there were several issues such as the heavy physical burden on employees and inconsistent detection accuracy. Due to the wide variety of raw materials and differing shapes of fruits, it was considered extremely difficult to automate this inspection process.

AIG, one of the world's largest financial and insurance companies, faced significant challenges in delivering a seamless customer experience. Despite promoting a 'one call does it all' approach, their call center representatives had to manually enter data from their call center application into their core insurance system. Their IBM i applications, while reliable, were difficult to integrate with other systems in the technical stack. This made it nearly impossible to provide users with instant calculations of car insurance exchanges, a process that would have taken a year of development with the existing tools. This delay could potentially lead to the loss of clients and increased costs. AIG had invested heavily in streamlining their call center processes, but implementation proved challenging and the long-term approach was still far from achieving a fully online, fully digital workflow. Additionally, AIG needed a better way to pay insurance claims without redundant, monthly manual effort. The process took eight days of work every month and could not be done on the legacy system, leading to frustration and a sense of wasted time and effort for the insurance agents.

ENGIE, the world's largest power producer, was faced with the challenge of implementing an enterprise-wide digital transformation and establishing a center for IoT excellence. This transformation was to span across various sectors including customer service, metering, energy management, and maintenance. The project was to be implemented across 24 business units in 70 countries, requiring a significant staffing investment. The first applications to be developed and deployed on the ENGIE digital platform included performance optimization for gas power plants, efficiency optimization of heating and cooling plants, energy analysis and management for enterprise and consumer customers, and anomaly detection of wind turbines.

A prominent US-based software company was grappling with bandwidth issues in resource allocation, managing various partners, and executing its product roadmap. The company's disjointed management approach led to the release of generic campaigns that lacked personalization. Balancing work priorities among different stakeholders resulted in increasing dependencies and delays. The company aimed to migrate to the cloud for scalability and improved data-driven decision-making capabilities. It also sought to reduce overall infrastructure costs, centralize disparate smaller teams, and deploy a third-party personalization and experimentation platform. To achieve these goals, the company partnered with Cognizant for a digital marketing transformation and the selection and deployment of a personalization platform.

A multibillion-dollar technology firm, with more than 140,000 employees across 180 countries, was struggling with multiple customized, outdated HR systems. Maintenance costs were high. Processes were cumbersome and riddled with heavy paperwork. And data was inaccessible in real-time.The company needed a modern HR system to standardize and simplify processes, reduce maintenance costs and empower employees with easy access to data. 

Pricemoov, a yield management solution provider, faced a significant challenge in handling and cleaning data from old SI systems, Oracle, or MySql. The data was dirty and required a full-time developer to perform long ETL (extract-transform-load) steps in PHP for cleaning. Once cleaned, the datasets were painstakingly entered into a model, as they were custom-built pipelines. The replication and deployment process for the next customer was taking weeks. This slow and inefficient process was hindering Pricemoov's ability to provide optimal pricing suggestions and solutions to its customers in a timely manner.

Veeco Services, a full-service logistics provider, was facing significant challenges with its warehouse lighting system. A lighting audit conducted in January 2019 revealed that the high-intensity discharge (HID) fixtures lighting Veeco’s 615,000 square feet warehouse were inefficient, costly to maintain, and emitted poor levels of lighting. The warehouse, which has 117 dock doors and more than 34,000 pallet locations, had recently upgraded to a new racking system that added more rows and narrow aisles. This change necessitated a revamp and retrofit of the existing HID lighting system to improve safety and efficiency. The challenge was to find a solution that would not only enhance lighting quality but also integrate with IoT technology for real-time adjustments based on environmental and occupancy changes.

British American Tobacco (BAT), a leading tobacco group, was facing a challenge in identifying and employing the best candidates for its management-level vacancies. The company was heavily reliant on third-party recruiters, contracting more than 70 separate agencies each year worldwide. This resulted in a diverse level and quality of candidates, with some regions falling below BAT's expectations. To support its long-term competitiveness, BAT aimed to implement a consistent approach to recruitment across its global operations, enabling it to identify and select the best candidates. The challenge was to encourage the best candidates to apply and to identify top performers in a large pool of applicants, especially in markets where BAT's brand was perceived less favorably.

The frozen food supplier, a leading provider of bakery solutions, was grappling with two major challenges. Firstly, the company was heavily reliant on paper-based processes to record machine downtime and the reasons for it. This method was often inaccurate and difficult to aggregate, leading to a lack of visibility into the plant's metrics. Consequently, line supervisors and plant management lacked the critical information needed to prioritize and address issues impacting throughput. Secondly, the company had to perform cumbersome and time-consuming audits to comply with the stringent requirements of the food and beverage industry. These audits ranged from PPE audits, pre-production checks on equipment, and periodic checks on the metal detector. The combination of these problems resulted in a lack of visibility into the plant's performance and the issues that needed to be mitigated.

Techedge, a company that aids organizations in accelerating their digital transformation, was facing a challenge with its Kubernetes-based services and solutions. The use of public cloud platforms, while initially beneficial, was proving to be costly and barely scalable when operating on a large scale. As their new line of business began to grow, it became necessary to move from the public cloud to a larger platform with more containers. This new platform required special customization, not just for the apps but also for the container-based model in general, in terms of both security and optimization settings, and customer preferences. This level of customization was not possible in the public cloud.

A global manufacturer of aircraft engines, avionics, and other aviation products was grappling with the complexity of managing its supply chain. The company maintains 90 major product lines that require tens of thousands of parts from hundreds of manufacturers spread across the globe. The costs of maintaining inventory were significant, with just two components of its aircraft engines accounting for $600 million in parts inventory, including $400 million in fast-moving inventory. The company was seeking ways to optimize inventory levels to mitigate supplier delays and improve gross margins and revenue.

The mass rapid transit system, with over 20 lines spanning nearly 1,500 kilometers, transports billions of passengers annually across urban and suburban districts. The system relies on specialized industrial networks for railway electrification, signaling, communications, and an extensive building management system (BMS) for station and tunnel ventilation, lighting, and physical security. The rail operator faced challenges in maintaining visibility and control across these networks while adhering to stringent international safety integrity level (SIL) standards. The digitization and connectivity demands of passengers and vendors, who require timely updates and access to OT, IoT, and IIoT assets, posed a significant challenge. The legacy OT systems, designed with isolation in mind, were not equipped to connect and communicate with IT systems and the internet. The rail operator had no visibility into their industrial networks, making response and remediation of system failures difficult. Compliance with SIL standards was mandatory, and any third-party equipment introduced into the network had to work independently from safety-critical systems or integrate without affecting these systems and triggering recertification. The multiple layers of legacy OT systems, designed for a lifespan of 25 to 50 years, added further complexity to modernization efforts.

AgustaWestland, a leading helicopter manufacturer, was faced with the challenge of developing a new safety-critical avionics display for a military helicopter upgrade program. The military helicopter had previously used avionics display control units within the cockpit and cabin of the aircraft. However, the new project aimed to enable the implementation of additional functionality to meet new operational requirements. The challenge was to adopt an innovative approach that would not only meet the current needs but also allow for future upgrades using a standards-based approach. The traditional turnkey black-box approach used by traditional suppliers was not suitable for this project due to its lack of flexibility and adaptability to changing requirements.

Ikon Science, a global provider of knowledge management solutions for subsurface discovery, faced a challenge with its homegrown license generator. The company wanted to offer its customers a wider range of licensing models, including usage or pay-per-use, token-based models, and the option to use cloud-based license servers. However, the existing license provisioning process was outdated and did not deliver the experience that Ikon envisioned for its customers. The homegrown solution was difficult to maintain and required significant engineering resources to improve. Ikon Science wanted its engineers to focus on its core products and decided to retire its homegrown solution and leverage a standard product.

Yieldmo needed to deploy this solution quickly because it wanted to include sessionization capabilities in its soon-to-be-launched data platform.Plans for the capabilities of the new platform included in-depth insights into customer engagements, making campaigns more effective for advertisers, more profitable for publishers, and, ultimately, more relevant for consumers.

Barclays, a global bank operating in over 50 countries and serving nearly 60 million customers, faced a significant challenge in improving and streamlining the customer experience. The bank's relationships with customers were multifaceted, with customers engaging with the bank through various channels such as mobile, online, and branch locations. The bank had identified 400 different customer journeys, and the challenge was to align these across the enterprise and improve them in a way that positively impacted customers quickly. The director of operations at Barclays, Mike Gamble, recognized the need to transform the bank's processes around customer journeys. He aimed to enhance the understanding of how various functions contribute to delivering customer experiences and then expedite the rollout time of these new processes to achieve the end goal for the customer.

In the modern digital era, enterprises and military organizations are facing the challenge of integrating and orchestrating vast amounts of data from various sources such as sensors, computer vision, wearable devices, and other streaming data sources. This data, if properly harnessed, can create situational awareness, improve decision-making, and enable intelligent automation. However, the challenges of interoperability, resiliency, and complexity often hinder the effective utilization of this data. Furthermore, the use of Generative AI and IoT devices often results in data that only ends up on a dashboard, which according to McKinsey, is a sign of failure. The challenge, therefore, is to turn this data into actionable insights that can trigger comprehensive business processes and workflows.

There are endless ways to configure Montana modules. Whatever the room, the customer is able to find the perfect solution and thus fulfill the company’s slogan of ‘creating space for individuality’. The sheer number of available options used to be a challenge for Montana, because in practice the salespeople had to provide considerable guidance. The time from initial interest to final sale was long and involved extensive use of physical catalogs.But according to Jan Axelsen, store manager of Montana Store in Copenhagen, the biggest challenge was that the customer could only imagine what the assembled solution might look like in their own home. Would the color be right? And how would the modular configuration actually work in practice? There are without doubt some customers who were a little surprised when they opened their boxes.

Termotex S.A., an international company specializing in the design and assembly of industrialized insulating construction systems, was facing challenges in coordinating crews, deciphering blueprints, and matching 2D blueprints to the 3D construction at the site. The company had to rely on a project engineer and a quality control inspector on site, but this was often insufficient to avoid mistakes and clashes resulting from incorrect or outdated information. To overcome this, Termotex started creating Building Information Modeling (BIM) designs and switched to tablets instead of paper blueprints on the job site. However, the CEO, Andres Casanova, realized that a good BIM model alone was not enough to increase speed and precision in their construction projects. He sought a combination of technologies and new workflows that would enable automation and data-sharing from start to finish, and wanted to leverage mixed reality to better utilize their BIM models in the context of the actual job site throughout the entire construction process.

The consumer goods arm of a global conglomerate, manufacturing a wide range of products, faced significant challenges in securing its operational technology (OT) environment. The company's manufacturing sites are spread globally, with some being decades old and others relatively new. The company had to manage a multitude of devices and systems, along with remote access for numerous third-party contractors, which added to the complexity of its industrial cybersecurity posture. The company was relying on traditional, IT-centric security tools that were incompatible with its OT environment. This, along with the prevalence of legacy systems, inconsistent documentation of OT assets, and diverse geographies and local practices, made gaining full visibility into its OT environment a daunting task. The company also struggled with unmonitored remote access and misconfigurations, which led to downtime. Furthermore, the company's growth through acquisitions resulted in a patchwork of systems from multiple vendors, complicating its IT and OT security. The company also lacked OT anomaly detection capabilities, which are crucial for quick response to operational disruptions.

A leading cloud-based software company was facing difficulties in achieving the desired efficiencies and scale needed to support consistent growth in terms of accounts payable (AP) and accounts receivable (AR) functions from its facilities in South America and Central Europe. The company's previous IT service providers' collections data was consistently low, around 60% based on historical records. This led to a cash flow problem and an increase in the aging of outstanding receivables. The company was also seeking standardization across geographies. To address these issues, the company set a goal of achieving 70% collections and reached out to Cognizant, their strategic partner of seven years, for assistance.

AmerisourceBergen, a leading global provider of pharmaceutical products and supply chain services, was facing a challenge with its office expansion at the Fort Mill, South Carolina facility. The expansion included a new parking garage that required the deployment of 23 security cameras and 15 “code blue” emergency phones to enhance the safety of parking garage users. These devices were all Internet protocol (IP) enabled and Power over Ethernet (PoE) capable. The initial plan was to include four intermediate distribution frame (IDF) telecom rooms in the parking garage to support the connectivity requirements for the PoE devices. However, this approach presented a financial and logistical challenge as each IDF would require network equipment, power, HVAC and an uninterruptible power supply, while also consuming valuable space in the parking garage.

Teradici, the creator of the PCoIP® remote display protocol, faced a significant challenge in transitioning from a hardware-based business model to a software subscription model. The company's initial offering was workstation cards that converted high-performance towers, blade servers, or rack workstations into a workstation that delivers high-end images to any remote location over affordable IP networks. However, as CPUs and GPUs became more robust, the company saw an opportunity to port its solution to run on software, offering more flexibility for customers and recurring revenue. The challenge was to implement a flexible licensing system across multiple products, centralize entitlement management for automation and data gathering, and integrate with Salesforce.com and the cleverbridge ecommerce platform. The company also aimed to improve order processing, increase operational efficiencies, and offer an ecommerce channel.