Before the inception of Dune Analytics in 2018, there was a significant challenge in the Ethereum community regarding the analysis of Ethereum activity data. There were limited resources to answer arbitrary questions about Ethereum activity with data or to track how that data evolved over time. A few sites reported specific metrics, but they lacked transparency and flexibility to interact with the metrics and data provided. This lack of comprehensive and interactive data made it difficult to benchmark metrics across different dApps in a meaningful way. Consequently, community discussions and product decisions were often based on inconsistent comparisons or made without considering data at all.

The case study revolves around a global shipping company, one of the largest in the world, with over 135 years of experience in the industry. The company manages around 600 vessels and employs 20,000 people on shore and at sea, through nine ship management centres worldwide. The company was aware of the potential damage cybercrime could inflict on its operations, finances, and reputation, especially after the NotPetya malware attack on Maersk in 2017. The company had some security controls in place, but these did not provide visibility across its complete hybrid cloud infrastructure, including Office 365. They also lacked confidence that attacks would be identified quickly enough to minimise potential damage and disruption. With a relatively small number of IT specialists for its size, the company sought a third party to help with day-to-day threat detection, enable a more proactive approach to cyber security, and mitigate future security risks. They also needed to ensure that appropriate controls and processes were in place to meet all its data protection obligations, including the ability to detect and report breaches in line with the GDPR.

A private healthcare organisation in the UK, which processes large volumes of sensitive patient data, was targeted by a sophisticated type of malware. The malware aimed to harvest employee credentials and exfiltrate data. The organisation was already using Redscan’s Managed Endpoint Detection and Response service to protect its data beyond the level of security offered by traditional perimeter solutions. However, the malware attack posed a significant threat to the organisation's operations and the security of patient details. The challenge was to quickly identify, investigate, and respond to the attack to minimise operational disruption and prevent patient details from being stolen.

Sogegross, a large-scale Italian retailer, was faced with the challenge of managing a complex supply chain and financial planning process. The company needed an operational and organizational information system that could align their business needs with IT requirements within their intricate retail chain. The complexity of their operations required a planning solution that could transform an unstructured information system into a more standardized and functional one. Sogegross' supply chain includes seven platforms dedicated to specific types of products, including fresh food, fruit and vegetables, fish, meat, dry and fresh discounters, packaged food, and frozen products. Annually, they manage over 65,000 tons of fresh products and more than 33,000,000 boxes of packaged goods.

OTC Industrial Technologies, a rapidly growing industrial solutions provider, faced significant challenges in managing its financial processes across 65 branches and 54 service/repair locations. The company had grown through the acquisition of 30 companies, each with its own ERP system. OTC's initial strategy was to patch together these disparate ERP systems to manage their financial processes, particularly financial consolidation. However, this approach resulted in a lengthy and inefficient consolidation process. The company had to deal with multiple General Ledger (GL) systems and detailed financial and sales reports coming from various dimensions across the business. The consolidation process was not only time-consuming but also lacked the efficiency and accuracy required for effective financial management.

Jacobs Douwe Egberts (JDE), a global agribusiness group specializing in coffee and tea, was facing challenges in managing its commercial steering and financial management. The company, which operates in over 80 countries and generates annual sales of more than €5 billion, needed a tool that could consolidate the progress of negotiations in relation to the initial budget and analytically manage all customer investments by category. The tool also needed to support the S&OP process, manage product/customer mix, pilot pricing strategy, and ease the exchange of information between different services. On the financial control side, JDE required a solution that could value plans by segment, brand, and customer, steer profit up to full P&L (real + forecast), and facilitate budget comparisons and reporting.

COTA, a healthcare company founded in 2011, specializes in combining oncology expertise with advanced technology and analytics to organize real-world medical treatment data for cancer research and care. They have access to millions of electronic oncology patient records, a data volume unmatched in the oncology healthcare industry. One of their products, the Real World Analytics (RWA) solution, helps clinicians and researchers make sense of fragmented and often incomplete electronic health records (EHR) data. However, COTA faced challenges with their existing off-the-shelf solutions like Qlik and Tableau, which required heavy customization and specialty configuration knowledge. They sought a more developer-friendly ecosystem that could handle their vast data and provide a single source of truth.

StarKist, a leading food company in the United States, was facing significant challenges in managing its supply chain. The demand planning function and the financial planning and analysis team were using separate sets of spreadsheets to track inventories and orders for 100 key accounts and 200 product SKUs. This disjointed approach was not only inefficient but also prone to errors, especially when dealing with new SKUs, discontinued SKUs, and customer allocations. The supply chain's reliance on an SAP ERP for production planning resulted in a massive amount of data accumulating in a complex spreadsheet that was becoming increasingly difficult to maintain. Furthermore, the lack of real-time data between the supply planning and demand planning functions made it impossible to conduct in-depth analysis of SKU traffic or to quickly respond to volatile market conditions.

Ternary, a FinOps platform provider for Google Cloud (GCP) customers, was facing the challenge of managing and analyzing the large volume of cost-related data generated by its rapidly growing customer base. The platform, which aids cloud engineers, IT finance, and business teams in optimizing public cloud costs, had to deal with the complexities of providing a SaaS platform at scale. The challenge was to break down costs by projects and other dimensions across a time series for users with many values in a given dimension. The company was frequently running into issues with Cube’s response limit of 50,000 rows, which could result in incomplete datasets and inaccurate total cost calculations. The challenge was to present complete, accurate data to users, enabling them to perform multidimensional analysis of vast volumes of cost data.

sublimd, an award-winning medical software platform based in Switzerland, was facing a significant challenge in early 2019. They had received a request for a new module, sublimd Analytics, from a client. At that time, they had an open-source business intelligence server solution in their product. However, they were struggling with preconfiguring their analytics dashboards and delivering them ready-to-use to their non-technical customers. They needed a solution that would allow them to have full control over the customer configuration, which would be tracked in a version-control system. The challenge was to find a solution that would fit their technology stack, which included Node.js, MySQL, and Redis, and allow for a simpler deployment process.

Gadsme, an advertising platform designed for the gaming and e-sports industries, was faced with the challenge of efficiently exposing data insights to their clients. As an AdTech company, Gadsme collects millions of events every day, all of which are stored in BigQuery. The company was in need of a tool that could help them manage and expose this vast amount of data in a meaningful and efficient way. They were also looking for a solution that could help them maintain complete control of analytics costs. The challenge was further compounded by the need to keep innovating and bringing new brand experiences to the gaming and e-sports industries.

Licores de Guatemala, a leading producer and distributor of aged rums and other high-quality spirits, was facing challenges in its purchasing cycle. The company was struggling with administrative tasks and repetitive procedures that were time-consuming and inefficient. The purchasing process, which spanned from purchase requests to complete order traceability, lacked integral control. The company was also grappling with the need to adapt to the new demands of its internal customers. The initial digital transformation project was limited to a series of measures aimed at optimizing the purchasing process within its ERP SAP ECC 6.05. However, the management team at Licores de Guatemala realized the need to expand the project across the entire process, which consisted of eight phases.

Lacoste, a globally recognized fashion brand, faced significant challenges with its reimbursement process, particularly in its Brazilian e-commerce operations. The surge in online sales due to the Covid-19 pandemic led to an increase in customer return requests, which required a quick and error-proof reimbursement process to ensure optimal customer experience. For debit card purchases, the Finance team had to initiate a lengthy process of collecting and running the client’s information through internal approvals until it could be handed off to the Accounts Payable team. This process was organized through email, spreadsheets, and printed documents, with the approval flow being the most manual part. The Finance team had to gather physical signatures before processing the reimbursement payment. The increase in online sales and remote working began to impact the deadlines for customer reimbursements directly. The Finance team needed to find a digital and agile solution to gain efficiency in this process and replace their manual workflow.

Fluidra, a global leader in pool and wellness equipment, faced significant challenges in managing their new product development process. Despite having a project management tool, it lacked the flexibility and visibility required for efficient operations. One of the main issues was the inability of the tool to allow different teams to run parallel processes simultaneously. This limitation meant that one department could only commence a step after another had finished, leading to an extended new product development cycle. Additionally, the previous solution was inflexible and high-code, necessitating the involvement of the IT team whenever any changes were required by the Fluidra teams.

Sofisa Bank, a leading credit analysis company in Brazil, was facing challenges in managing customer requests due to unstandardized solutions. The bank's commercial department, which directly connects with customers, and the operations team, which fulfills all service requests, were struggling with communication. The exchange of requests between these departments was conducted entirely through email, without any standard or oversight. This lack of standardization often led to missed deadlines and complicated exchanges, negatively impacting the customer experience.

Asseco SEE (ASEE), one of the largest IT service providers in South-Eastern Europe, was facing challenges with its outdated CRM solution. The legacy on-site solution was no longer able to support the required level of sales automation and operational efficiency. The company was also looking to establish a single market approach among multiple group companies with different cultural and technology backgrounds. This was particularly challenging due to the company's complex organizational structure, which consists of multiple business units across 23 countries. Each unit has its own profit center and users allocated to it. Additionally, ASEE also manages cross-unit sales, which added another layer of complexity to the situation. The company was in need of a flexible, advanced solution that could minimize development efforts, easily scale, and support its digital transformation journey.

Vynova, a leading European PVC and chlor-alkali company, was grappling with a fragmented IT infrastructure that consisted of various disconnected solutions. This lack of integration resulted in an absence of end-to-end visibility of the customer journey, hindering the company's ability to provide a high-end customer experience. The company sought to connect its sales and marketing units and equip them with tools that would enhance both cross-departmental and customer interactions. Furthermore, the company was dealing with the challenge of managing multiple applications, which often resulted in fragmented or duplicated data. Vynova needed a solution that would ensure data alignment and facilitate large-scale process automation and harmonization.

The British Multinational Insurer, a leading global provider of risk management, insurance, and reinsurance brokerage, was facing significant challenges in managing subscriptions and redemptions of pension funds. The existing system was heavily reliant on insecure email and spreadsheets, which not only lacked visibility and traceability but also posed a risk to compliance with the Financial Conduct Authority (FCA). The process was time-consuming and inefficient, with complex tasks taking longer than necessary. The company was also struggling with risk mitigation, a key aspect of their operations. The lack of integration with the company's core systems, including Eagle and Charles River OMS, further complicated the process.

Motorola Solutions, a global leader in public safety and enterprise security, was facing several operational challenges. The company was struggling with poor process visibility due to the use of multiple tools for similar use cases, which resulted in data silos. The leadership team was in dire need of a system that could provide a comprehensive view of the enterprise's business operations. Another challenge was the lack of integrations. As the users frequently interacted with, inputted, or pulled data, a system that supported integrations with multiple tools was necessary. Additionally, the company was experiencing a lag in business process updates. As business processes evolve over time, Motorola Solutions needed a system that could keep pace with these changes.

BNP Paribas, a leading bank, recognized the urgent need to address the environmental impact of human activities, particularly the carbon footprint of individuals. The bank understood that without a significant reduction in greenhouse gas (GHG) emissions, the global surface temperature could rise by 2°C to 3.5°C by 2100, leading to an increase in extreme weather events and negative consequences for human health and development. The bank also acknowledged the Paris Agreement's commitment to limit CO2 emissions to keep global warming below 2°C. However, the average carbon footprint of a French person in 2018 was 11.2 t CO2eq per year, significantly higher than the target of about 2 tonnes of CO2 per year per capita. BNP Paribas realized that in addition to structural changes in production patterns, individual commitment to decarbonizing consumption and lifestyle was crucial to achieving these reduction targets.

Bump, a company committed to building electrical charging stations, was faced with the challenge of understanding and reducing its environmental footprint. The company was aware of the significant climate crisis and the role of mobility in contributing to CO2 emissions, which account for more than 30% in Europe. Bump's mission was to reduce these emissions by deploying charging stations without any financing to democratize the electric vehicle. However, to effectively work towards this mission, Bump needed to understand its main emissions and devise strategies to reduce them as much as possible.

Emlyon business school, a globally recognized institution with over 9,020 students and 125 nationalities across six campuses, was facing a significant challenge in managing its carbon footprint. The school's carbon emissions were at a staggering 11,000t CO2 per year, equivalent to 6100 round trips from Paris to New York. The main contributors to these emissions were travel (49.1%), services purchase (28.7%), energy (6.3%), and fixed assets (6.1%). Given the alarming IPCC reports and the growing interest of students in socio-ecological issues, it was crucial for the school to adopt a strong environmental strategy. The school was committed to achieving Net Zero by 2050, in line with the Paris Accords, but needed a structured plan to reduce its emissions over the long term.

Collectiv Food, a company committed to building an efficient and sustainable food supply chain, was faced with the challenge of accurately measuring and reducing its carbon footprint. The company was aware of the importance of sustainability but lacked the necessary tools and expertise to establish their emissions baselines across Scopes 1-3. This was crucial for them to support their Net Zero goal set for 2030. The company needed a robust methodology to measure their company-wide carbon footprint, including direct and energy emissions (Scope 1 & 2) and indirect emissions caused by service providers and services used by the company (Scope 3).

FoodChéri, a 2.0 restaurant, is committed to providing healthy, authentic cuisine to city dwellers at affordable prices. However, the company is aware of the environmental impact of food production and distribution. In an effort to limit its carbon emissions, FoodChéri decided to conduct a comprehensive carbon assessment. The results revealed that the company's total carbon emissions amounted to 7689t CO2 per year, with food and beverages accounting for 47%, freight 22%, and product purchases 16%. This level of emissions equates to 7689 round trips between Paris and New York, or the annual emissions of 687 French people. To offset this, 3417 hectares of growing forest would be required. The challenge for FoodChéri was to understand the impact of its activities and engage its ecosystem in reducing emissions.

Metsys, a cybersecurity, infrastructure, and cloud solutions integrator, was keen on committing to the environment by conducting a simple Greenhouse Gas (GHG) assessment. The company was particularly interested in evaluating the contribution of digital technology to its carbon footprint. As part of its Corporate Social Responsibility (CSR) policy, Metsys aimed to balance economic efficiency, social equity, and environmental quality. However, to reduce GHG emissions, it was crucial to measure them first. This posed a challenge as Metsys needed a reliable, simple, and intuitive solution to calculate its carbon footprint and structure its environmental policy effectively.

Kalray, a leading semiconductor company, recognized the need to reduce its carbon emissions and lower its carbon footprint. However, the company faced the challenge of not having a clear understanding of its current greenhouse gas (GHG) emissions. They needed to measure their emissions and identify areas for improvement. The challenge was not only to calculate the carbon footprint but also to involve the entire business in the process of reducing emissions. The company wanted to earn its first badge towards its Net Zero trajectory, but it needed a comprehensive and intuitive solution to measure and manage its carbon emissions.

Sêmeia, a company that designs and implements services for patients and doctors to extend the medical time dedicated to monitoring and patient relations, was looking to commit itself and its ecosystem to reducing its carbon footprint. However, to reduce its greenhouse gas (GHG) emissions, it was essential to measure them first. The company needed a solution that would allow it to calculate its carbon footprint accurately, structure its environmental policy, and draw up an action plan to reduce its emissions in the long term. The challenge was to find a simple, intuitive, and recognized solution in the market that could help them achieve these objectives.

OCUS, a company that provides smart visual content to enterprise companies through a global network of 35,000 photographers, was keen to assess its Greenhouse Gas (GHG) emissions. The company was aware of the environmental impact of its operations, particularly in the digital world, and wanted to involve its clients in its sustainability efforts. The challenge was to accurately measure the company's carbon footprint, which was essential for structuring an effective environmental policy and creating a long-term action plan to reduce emissions. The company's carbon footprint was largely due to photographer travel, which accounted for 87.5% of its total emissions. Other significant contributors were the purchase of services and digital operations, each accounting for 4.6% of the total emissions.

The enterprise client, a leading global telecommunications provider, was facing a significant challenge in their process improvement and automation initiatives. In 2021, they decided to switch from their current RPA tool, Automation Anywhere, to Microsoft's Power Automate solution, aiming to produce better quality bots at a lower cost. However, this transition presented a daunting task of manually re-coding 15,000 bots or outsourcing the re-platforming, which was proving to be time-consuming, costly, and prone to errors. Furthermore, the lack of data and understanding of their current process estate made it difficult for them to make informed decisions about the value of any automated process and whether it was worth the time, effort, and money to re-platform. They were facing years in process platform limbo, poor quality processes, and the potential of an 8-figure bill to recreate their existing processes.

Steffen Quistgaard, a Senior Marketing Specialist at re:member, a trademark of Entercard, one of Scandinavia’s leading credit market companies, noticed an unusual increase in users bouncing off re:member’s credit card application form. Despite having traditional analytics tools like Google Analytics and their custom data warehouse, these tools were not providing a complete picture of the user journey. The main challenge was that these tools could not visually show what went wrong. The issue was particularly noticeable with traffic arriving from affiliates, which are sites that compare different types of credit cards. Despite being a significant traffic source for re:member, the high bounce rate from these users was a concern. Google Analytics could show what was happening on re:member’s application form, but it couldn’t explain why affiliate traffic was bouncing.