Fino Payments Bank, a pioneer in the financial inclusion space in India, faces the challenge of operating at scale with a relentless focus on operational efficiency. Payments banks differ from retail banks in that they can't offer credit or loan services, removing a vital revenue stream. The bank's success is built on smart, efficient IT infrastructure management and a digitally enabled financial services distribution platform spread across the country. The bank needed to protect profit margins by enabling high-throughput, business-critical applications, and strengthening data management.

Federation University Australia, a leading regional university, was determined to get itself on a stronger IT footing. It wanted to accommodate new applications and new environments, and it wanted to do so quickly and efficiently. In a data-heavy world, it wanted to give itself the headroom to scale up. The previous approach to IT infrastructure was no longer fit for purpose. With hardware coming to end of life, and capacity needing to be addressed, there was an opportunity to rethink their approach.

Staples Solutions, a leading provider of office products and services to businesses in Europe, was facing challenges with its data systems. The company had six outsourced data centers spread across Europe, all using different solutions, making them difficult and costly to manage. The company wanted to make its data systems more flexible, modern, and cost-effective. To achieve this, the company decided to centralize and standardize its IT infrastructure at its data centers and branch offices. The company decided to centralize its data centers, reducing them to two and moving these on-premises. It also wanted to upgrade its infrastructure at its branch offices to accelerate the performance of its applications.

ENAM Asset Management, one of India’s premier wealth management and financial advisory firms, was facing challenges with its outdated IT infrastructure. As the company expanded and onboarded new clients, its IT systems had not kept pace with its growth. Their legacy networks using Dell’s Blade Server Technology were inefficient and posed a real threat of equipment failure that could potentially impair IT services and restoring critical applications could take hours or even days. Moreover, the IT team relied on many, isolated backup and replication tools for data protection and recovery. Overnight system backups required users to log off from their systems, causing major disruptions and resulting in loss of productivity for four to five hours at a time. ENAM was looking to upgrade to a solution that would offer operational efficiency, expanded storage capacity, ensure superior performance, and put the organization on the fast track to lasting digital transformation.

Medico, a pioneer in the development of electronic health records in Indonesia, needed a strong data center solution to launch a private cloud-based Hospital Information System (HIS) for its customer, Mayapada Healthcare Group. The Group operates three hospitals and plans to scale their operations by adding several new hospitals in the near future. Medico needed a platform for centralized data synchronization to support at least seven hospitals within the next two years, and it needed to be seamless. The team auditioned technology from all the major vendors, looking for that perfect combination of value, performance, and scalability.

Princeton Holdings Limited, a company specializing in insurance, risk management, and wealth management solutions, was facing a challenge of improving performance and reducing server sprawl while supporting future growth. The company wanted a secure and reliable infrastructure that could match its reputation for strength and stability. They were looking for a solution that could consolidate and run significantly more workloads, eliminate as many servers as possible, and provide disaster recovery and backup capabilities.

Samsung Electronics, a major international consumer electronics manufacturer, was struggling with a slow, expensive, and inefficient method of delivering data to corporate stakeholders. The company was using static crosstab reports that often didn’t include the necessary data points, and each new report requested was costly and slow to produce. The team was reliant on an outside vendor that struggled to interpret the data. As a result, the answer to just one question from an executive team member could take weeks to deliver. By the time the data was ready, it was no longer pertinent or necessary. Their reliance on PowerPoint decks, created by agency teams to convey insights, left stakeholders with merely a static view - unable to further query the data.

Flight Network, the largest Canadian-based online travel company, was facing a challenge with the increasing shift of booking travel to mobile platforms. Consumers were demanding better services and convenience from the travel companies they do business with. Flight Network felt they needed to improve the entire travel experience and increase convenience in order to cement their status as Canada’s largest locally-owned online travel agency. The company's data was originally only accessible to a select group of analysts, which limited the company's ability to quickly respond to data queries and make data-driven decisions.

Sanoma, a leading consumer media and learning company in Europe, was facing the challenge of tracking and managing metrics for its new online streaming and web-based content. The new content distribution channels created complexities for tracking and metrics management. The online streaming generated a large amount of data about viewership behaviour and content consumption patterns that needed to be effectively tracked and analyzed. In addition, Sanoma had recently signed a lucrative content deal to live stream Finnish Elite League - Liiga hockey games. This deal created a significant need within the management team to track viewer behaviour and feedback up-to-the-minute, to ensure they were generating a solid return on investment. Previous viewership statistics were tracked using Excel spreadsheets, which were difficult to compile and provided a disjointed view of what was really happening online.

A well-known consumer publisher needed to communicate personalized content performance metrics to their network of 200 affiliated content providers. These affiliated contributors submitted articles and videos for publication on the client’s mobile apps and website, and each contributor needed a filtered dashboard view showing only their KPI charts and graphs in Klipfolio. The team not only needed to put together an effective overall content performance dashboard; they also needed to deliver personalized views of engagement metrics such as page views by user device, user demographics, and top content categories and views to each unique stakeholder. The client had been using standard, out­of­the­box Google Analytics reports for tracking its website as well as its iOS and Android apps. Additional dashboard data was sourced from the client’s Microsoft Azure database.

Ekstra Bladet, the largest tabloid newspaper in Denmark, needed a way to monitor and analyze their content performance in real-time. They wanted to make informed decisions about what content should be prioritized on the front page, measure results on every area of the front page, and monitor their competition's page views, visits, and time spent on page. The challenge was to find a solution that could provide these insights and be used across the organization, from editors and journalists to the UX/design team and executives.

Efficient Foundations, an Australian company, was facing challenges in managing the information flow and performance of its field staff, including technicians and electricians. The company was using a paper-based system, which led to inefficiencies such as missing paperwork, improperly filled forms, and delayed information flow. This resulted in missed appointments and lost business opportunities. The company estimated that it was wasting 25 to 30 percent of a technician’s time due to inefficient monitoring and deployment.

Pixable, a digital media publisher and content creator, primarily uses Facebook to engage with its Millennial audience. While Facebook provides default metrics through its dashboards, Pixable wanted a more granular look at how its media is consumed and distributed through the platform. The company's revenue comes from sponsored content, and in order to maintain and grow this revenue, Pixable needed to confirm that the sponsored content was delivering traffic and return on investment to its sponsors.

Cervino Marketing’s client base is made up of marketing agencies servicing clients of all kinds and sizes. These agencies need to provide regular activity and performance reports to their clients. However, gathering the data from multiple online sources, such as Facebook, Google Analytics, Google AdWords, Twitter, and more, is very time-consuming. Once they have the correct data, the agencies need to put that information into Excel spreadsheets and/or PowerPoint presentations. On average, each report takes two or more hours; multiplied across the client base, that turns into a significant amount of time and energy spent on monthly reporting. Additionally, once the report is created, the data becomes stale. While a client may review the report within a day, they may also let it languish for weeks. This can often result in a client reacting to data that is out of date. The options then are to wait for the next monthly report, or to ask the agency to create a new report – increasing the administrative costs of the account.

LiveData wanted to deliver custom dashboards for a wide range of businesses without developing its own software – a process that would be time-consuming and cost-prohibitive. Since the business would be working with many different types of organizations, it needed to find a solution that could easily integrate data that looks very different—and comes from very different sources.

Iotum’s sales and marketing departments were faced with a great deal of data from different sources, and that provide valuable information for different sales and marketing funnels. The types of information includes the previous day’s conversions, website signups, ratings for calls and other services, and details on telecom services versus online/webbased services. Adding to the complexity was the fact that Iotum had made several business acquisitions over the last few years –bringing even more sources of different types of data into the mix. The sales and marketing team wanted one unified view of this data.

Jebbit, a Boston-based marketing technology company, wanted to create an environment of transparency by integrating various sources of information into one easily understood dashboard. The goal was to provide real-time data to employees, executives, and investors for a continually up-to-date snapshot of individual, departmental, and company performance. This initiative was led by Jebbit’s director of marketing, Nicholas Lemieux, who had previous experience at a startup and understood the time and resources that could be wasted building a custom dashboard in-house. After evaluating 12 dashboard technologies, Lemieux decided to go with Klipfolio, as many of the other solutions lacked the level of customization that Jebbit wanted.

The Dallas Cowboys Merchandising division, led by COO Bill Priakos, was in need of a more comprehensive view of their data to increase profitability. Microsoft was chosen as the platform for this upgrade, along with several other sales, logistics, and ecommerce applications. The Cowboys anticipated that this new information architecture would provide the necessary analytics and reporting. However, this was not the case, leading to a search for a robust dashboarding, analytics, and reporting tool to fill this gap.

Princeton University's Office of Development, responsible for initiating and nurturing donor relationships, was struggling with time-consuming, error-prone manual reporting processes. Staffers had to dig through several different reports to answer questions, a process that was not only time-consuming but also prone to mistakes. Viewing data in Excel made it difficult to notice results that didn’t quite make sense—data entry errors or outliers that could indicate significant risks or opportunities. The major gifts team each managed a pool of approximately 200 prospects—far too many people to rely on memory to manage contacts. With no dedicated tools to visualize overall engagement, the office relied on large list reports and manual review of individual records to make sure prospect and donor relationships were adequately tended. The research analytics team was responsible for reporting high-level campaign metrics to university trustees and other top executives, but this was another time-consuming, manual effort.

Supervalu Inc., one of the largest grocery and pharmacy companies in the United States, was facing numerous challenges and was in a state of turnaround. The company recognized the need to look at their data in new ways and seek out opportunities to improve efficiency, productivity, and revenue. They required an agile business intelligence tool that could support mobile data access to improve day-to-day operations, align the organization around a single, comprehensive view of data, quickly define and iterate on new metrics, draw simultaneously from multiple in-house and third party data sources, assess data opportunities without extensive up-front IT investment, and accelerate the work of analysts and business users with self-service functionality. Before Tableau, Supervalu had ten different business intelligence tools. Their primary tool was unable to build new reports rapidly or iterate in a timely fashion. It was also unable to reach into disparate data sources and create mash-ups without significant IT overhead and complexity.

Vertex Services, a global distributor of flooring products, faced challenges in accessing and sharing data stored in disparate sources due to its worldwide operations. The company did not have a centralized data warehouse, but rather diverse, discrete applications located across the globe. Many systems, including accounting and order processing, were duplicated or split between the US and Hong Kong offices. Vertex also operates a number of different portals through which partners share data; data from this partner portal was maintained in its own discrete database. This added time to the decision-making process. Another challenge was that the primary analytics and reporting tool for the company was Microsoft Excel, which did not lend itself to the iterative questioning process that leads to true insight. As a result, often decisions were made based on assumptions or educated guesses.

Audience Audit, a company that provides unique research to agencies, wanted to make its services more accessible to a wider range of clients. This required lowering the cost of its projects and delivering results more quickly without compromising the quality of the research. The company's projects involved designing and delivering targeted online surveys, performing statistical analysis of the data, and creating customer-facing presentations to communicate the findings. This process was time-intensive and manual, and any changes to the data required updating everything individually. Furthermore, the owner of Audience Audit, Susan Baier, had to work through the data herself to parse out key insights and share its story with her clients. The challenge was to find a way to make the work more accessible to agency clients, which would require major changes.

FINN.no, Norway's largest online marketplace, was struggling with a fragmented assortment of business intelligence (BI) tools, including spreadsheets. These tools provided a narrow view of intelligence into advertising sales, unique users, and other metrics, but couldn't provide a holistic view of the business. Reporting was primarily an IT department affair: business users would request reports and wait sometimes days for the results to arrive. The company needed a solution that would allow for ad hoc reports, standard, drill-through reporting on KPIs, and self-service reporting for their customers.

The French Red Cross, with its 54,000 volunteers and 18,112 employees, provides a range of services across more than 1870 locations in the country. However, the organization faced a significant challenge in terms of data analysis. They had no means of easily analyzing or making sense of all the data arriving in the organization. The focus had been on transactions and support, but the emphasis shifted to data analysis, leading to the launch of a new business intelligence architecture. The new model comprised a decision support system, data integration, and reporting. The organization needed an intuitive, user-friendly business intelligence tool that enables dynamic performance and results in real time.

Swedish Medical Center (Swedish) was facing challenges in understanding and communicating physician and hospital performance across various areas. Traditional reporting solutions were proving to be cumbersome to implement and expensive to maintain. The healthcare provider was looking for a way to drive improvements in quality care, improve patient experiences, and enjoy substantial savings through process improvements and improved efficiencies. The organization was also preparing for value-based reimbursement and wanted to improve other areas like operating room efficiency, physician engagement, and financial performance.

Pandora, the leading internet radio service, wanted to increase its use of data to drive business decisions. However, the company’s many silos of data storage created barriers. Only a few people knew how to write scripts to query the data, which meant most people couldn’t get the information they needed to make better decisions. Pandora had dozens of data analysts on staff, but their time was being used running reports instead of providing higher-value analysis. Pandora’s dramatic growth made enabling data-driven decision making a high-priority project.

Lucky Voice, a leading U.K. provider of karaoke services, was facing challenges with its outmoded booking system for reporting. The company was in need of a solution that could introduce live reporting on karaoke bars performance throughout the business. The developers were spending a significant amount of time on report generation, which was slowing down the company's progress. The company was looking for a solution that could provide real-time, detailed reporting to meet the increased demand due to the company's growth.

China Eastern Airlines, the second-largest carrier in China and the ninth-largest worldwide, was struggling with data analysis. The airline had a vast amount of data to share with management, sales, pricing, and other departments. However, the existing system, an Oracle database and IE browser, was slow and made it difficult to utilize the data effectively. The airline needed a tool that was not only easy for IT to use but also for business people.

HomeRepair, a company that repairs residential property damage claims on behalf of one of Australia’s largest general insurers, was facing increasing competition. The company needed to understand its performance metrics quickly to retain and build its market position. HomeRepair had the majority of its data stored in GClaim, a web-based repair administration and management solution. However, the company could not use that information in a timely manner due to the lack of an in-house IT department. HomeRepair management relied on IT vendors to run queries and reports from the SQL database, a process that was too slow for the company's needs. HomeRepair management was able to pull some data out of the SQL database and into Excel pivot tables, but the resulting reports were not very helpful. To truly understand productivity and cost-effectiveness, HomeRepair would need to look at data stored in other sources in concert with its GClaim data.

Stardoll, a Swedish online community for girls who love fashion, faced a significant challenge with data management as its user base grew. The company had a wealth of data about its users, their preferences, and their behaviors, but extracting meaningful insights from this data was a slow and labor-intensive process. Traditional reporting methods, such as spreadsheets or HTML tables, took up to three days to produce and were often outdated by the time they reached the decision-makers. This delay in data reporting hindered the company's ability to make accurate and timely decisions, adapt its services, target new audiences, and increase revenues.