Europcar Mobility Group, a global mobility service provider operating in 130 countries, was facing challenges in accurately predicting fluctuations in demand for car rentals at airports based on market changes. The International Air Transport Association predicted an increase of 2.35 billion annual passengers by 2037, particularly in the Asia-Pacific region, which would significantly impact Europcar's operations. To address this, Europcar aimed to build an application using data from various sources, including fleet traffic, passenger volume, reservation and billing data, and data on new airline routes. However, the data was scattered across different locations, in different formats, and was massive in volume, posing a significant challenge.

Allianz Managed Operations & Services SE (AMOS), the shared service provider for Allianz Group, was faced with the challenge of facilitating compliance by rolling out new, standardized processes to accelerate reporting workflows and streamline quarter- and year-end closing processes. The company was seeking a more robust and efficient way to provide accurate reports in a timely manner. The aim was to build a best-practice approach that could meet the current reporting requirements and deliver the scalability to support future business growth. The challenge was to replace multiple processes with a single, integrated solution that could connect more than 80 source systems to the local SAP ERP and SAP Business Warehouse applications.

Amadori Group, a leading food company in Italy, was facing the challenge of keeping pace with the changing culinary preferences and dietary needs of young people aged 25–35. The company wanted to evolve its marketing to dynamically align with these changes and sought to create engaging ways to target this segment by exploiting the potential of online marketing and social media. The goal was to boost brand visibility, encourage customer loyalty, and gauge consumers’ reactions to products and marketing campaigns. The company also wanted to monitor marketplace perceptions of the Amadori brand and maintain brand integrity and consistency across product lines. Another challenge was to keep the content current and engaging to diverse audiences.

AMB Sports and Entertainment Group (AMBSE), a subsidiary of AMB Group LLC, is responsible for managing the Atlanta Falcons Football Club, the New Atlanta Stadium project, and a future Atlanta Major League Soccer team. The group faced a significant challenge in attracting fans to the stadium, as they had to compete with high-tech, at-home, and other viewing experiences. The group needed to deploy technology that could enhance the traffic and parking experience, provide faster food and beverage service, and offer equal or better Wi-Fi connectivity than at home. The ultimate goal was to create an immersive, one-of-a-kind stadium experience that would draw fans away from their screens at home and into the stadium seats.

AUDI AG, a leading global car manufacturer, was facing stiff competition from low-cost manufacturers developing their own brands. To stay ahead, Audi aimed to create super-efficient business processes. The company had implemented SAP® ERP to manage various aspects of its business operations, from human resources and cost control to supply chain and plant maintenance. Over time, the SAP environment had expanded to around 100 separate systems, running on 12 HP servers with Oracle databases and an additional 24 HP blades. Audi wanted to improve its IT efficiency to reduce capital and operational costs and create a greener infrastructure, aligning with the company’s sustainability strategy. The company also aimed to increase the availability and performance of its SAP systems, making them more scalable and flexible. The IT Services Department at Audi was tasked with helping the company face several broad business challenges, including increasing demands from employees, customers, and suppliers; the need to support new technologies; rising cost pressures; and growing competition.

Banco Galicia, one of Argentina's top three private banks, faced a significant challenge in improving the time-to-market for new financial products and services. The bank's legacy IT applications and systems were unable to support the rapid changes required to stay competitive in the market. The bank's existing software, which had been in place for over 20 years, was largely developed in-house and designed to meet past banking needs. However, the proposed new services required a customer-focused approach, and the older software could not be extended or adapted rapidly enough to provide the necessary capabilities. The bank serves a large client base, from individuals to large corporations, each with specific requirements. The existing IT systems were not flexible enough to differentiate the bank's approach to each client. The challenge was to modernize the IT infrastructure to meet the requirements of a 21st-century bank and compete with the world's major banking corporations.

A Benelux bank, providing banking, savings, investment, and pension products and services, was facing a significant challenge due to the increase in malware-based attacks in its region. The bank was particularly concerned about man-in-the-browser and man-in-the-middle attacks against its customers. While the bank had not experienced a fraud loss from these attacks, the executives were worried about the potential damage these attacks could cause to the bank and its customers. The bank had previously invested heavily in perimeter security, such as intrusion prevention systems, to prevent criminals from accessing the bank's network. However, as fraudsters began targeting bank customers through malware attacks, the bank executives realized the need to expand their security capabilities to the endpoint. The bank was only able to learn about a fraud attempt when a customer reported an issue with their account balance. Therefore, they sought an additional layer of security to gain an early warning of malware-driven attacks.

Brazil’s Ministry of Justice, specifically the Department of Assets Recovery and International Legal Cooperation, was tasked with the challenge of identifying and investigating the illicit proceeds of criminal activities such as corruption, organized crime, drug trafficking, and money laundering. The department created the Technology Laboratory Against Money Laundering (LAB-LD) to support complex investigations into corruption and money laundering. As of 2014, there are 43 laboratories across Brazil, which make up the Federal Laboratory Network Against Money Laundering (REDE-LAB). These laboratories analyze a vast amount of data to uncover and freeze illicit assets. However, the process of analyzing the data was complex and time-consuming, often taking months and thousands of person-hours. The challenge was further compounded by the fact that 60 percent of the data came from structured sources such as databases and spreadsheets, and the remaining 40 percent from unstructured sources, such as social media and email.

Bugaboo, a Dutch company known for its trendy pushchairs, was facing challenges in generating accurate financial and sales forecasts in a timely manner. The company's rapid growth had led to changes in planning and forecasting requirements, and the existing system, IBM Cognos Planning, was reaching its limits. Performance-related issues were causing disruptions, and any changes to the planning model required the entire system to be halted. The model was split into four geographic regions to facilitate management outside office hours, but this meant that each change had to be implemented four times. Furthermore, Bugaboo wanted to broaden its planning and forecasting to include more than just financial and sales forecasts. For instance, the Innovation Department wanted to monitor costs at every stage of a project, from development through to production.

The California Franchise Tax Board (FTB), a part of the California Government Operations Agency, was faced with a daunting task. They had a list of over three million delinquent or non-filing taxpayers and were struggling to determine where to start the collection process. The traditional methods of relying on experience and anecdotal evidence were no longer effective, and state revenue was suffering as a result. The board was grappling with a multibillion-dollar gap between the amount they collected and the amount they were owed. The challenge was to find a more efficient and effective way to prioritize nonpayment cases and increase revenue collection.

Canadian National Railway Company (CN), a major economic player transporting over CAD250 billion worth of goods annually, faced a significant challenge in its financial reporting process. The company's accounting team was burdened with increasingly complex accounting standards and internal demands, making financial reporting labor-intensive. The team was responsible for generating a variety of reports, including quarterly and annual regulatory reports, internal monthly statements, and executive analysis. However, many of these processes were spreadsheet-based and had reached their limits. The team was spending more time on low-value activities such as data collection and performing repetitive tasks, which was inefficient and took away from more value-added tasks like analysis.

CarrefourSA, a leading multinational retail group, set an ambitious revenue goal of USD 2.7 billion by 2016 in Turkey. To achieve this, the company aimed to more than double its retail footprint by opening at least one new store every day for an entire year. However, the existing processes and systems meant it took an entire month to set up a new store. The company faced the challenge of expanding its store landscape rapidly to connect with prospects ahead of its competitors. The process of making a new retail store operational involved onboarding new employees, installing and connecting the point-of-sale systems, adding new delivery points to the stock distribution network, and more. The company relied on multiple different business systems to manage these business processes, which were complex and time-consuming due to limited integration between the systems.

CERN, the European Organization for Nuclear Research, is tasked with managing an enormous data archive of 100 petabytes, a volume that nearly doubles as 13 large data centers worldwide receive partial copies of the data. The data is generated by the Large Hadron Collider (LHC), the world’s largest and most powerful particle collider, which is used to reconstruct the first moments of the universe to gain a better understanding of physical laws. The LHC generates more than 25 petabytes of data in the four main LHC experiments, even with drastic data filtering protocols in place. CERN does not have the computing capacity required to analyze the data, so it relies on a distributed environment consisting of 160 different computer centers located in 45 countries to distribute data to its scientists. The biggest challenge is the constant influx of data, more than a gigabyte per second, which needs to be stored, preserved in the long term, and made accessible to several thousand physicists worldwide.

Chamberlain Group, Inc., a leading connected products company, recognized a gap in the market where consumers wanted to use their smartphones to control and monitor their garage doors from anywhere in the world. The company developed an innovative solution, the MyQ smartphone app, which quickly gained popularity with a monthly growth rate in user numbers hitting 15 percent. However, the existing system architecture was not robust enough to withstand the pressure of this growth rate for long, and the risk of impact on performance and availability was constantly rising. The company needed to ensure that the app was highly reliable and responsive for consumers, especially when it controls something as important as the security of peoples’ homes. The challenge was to make the existing architecture more robust and scalable, so that it could support future peaks of up to one million concurrent consumer actions.

ABT Power Management, a family-owned company that provides engineered solutions for DC powered applications, was facing a significant challenge. As the company grew and took on new customers, it realized the need to increase its headcount. However, the transfer of technical knowledge to new employees, essential for delivering exceptional customer services, posed a significant hurdle. In the early days, institutional knowledge was stored in the minds of company experts, who had vast experience working in the industry. As the company expanded, it needed a new way to store and share institutional knowledge effectively with new members of its team. The challenge was to find a solution that could bridge the gap between classroom learning and professional learning, enabling new employees to get up to speed on the industry faster and more efficiently.

Marty Rollinger, the Director of Flight Operations at a small, privately held company based in the United States, was faced with the challenge of ensuring the company's Dassault Falcon continued to have access to US airspace in 2020 amidst looming mandates. His role involved overseeing all flight department activities, including scheduling, maintenance, training, security, and customer satisfaction. The challenge was to find a comprehensive solution that would not only meet the mandates but also provide additional safety features for the aircraft.

Going to hospital can be intimidating for young patients, whether going in for a routine examination or major surgery. Alder Hey Children’s Hospital wanted to use technology to reduce patients’ anxiety about their hospital experiences. The hospital considered this when it built its new facility, taking care to keep the architecture and décor light and whimsical. But the organisation wanted to do more than make its facility welcoming—it wanted to make the entire hospital experience less stressful for patients and their families. The hospital aimed to keep surprises to a minimum for young patients by providing them with information tailored to their needs.

SHS Group, a leading FMCG company, wanted to empower its sales teams with timely, accurate information on all aspects of product performance, sales activity, and market trends. However, slow reporting was dulling business insight and threatened to put the group at risk of losing out on opportunities to boost sales and business volumes. As SHS Group grew through acquisition and expanded its brand portfolio, the group found that existing systems were struggling to cope with the corresponding increase in data volumes. The group's entire sales and marketing division, and its drinks division all run on an integrated SAP ERP instance. These areas generate an immense amount of data, and it was becoming more and more of a challenge to provide business users with timely access to the information they needed to perform analysis and reporting.

Factor-y S.r.l., a web portal developer, was faced with the challenge of migrating its development infrastructure to a reliable cloud services provider with highly responsive technical support. The company needed a solution that would not only provide a secure and reliable environment but also support its expansion by providing resources to create and deliver innovative offerings.

The leading chemicals manufacturer was facing challenges in gaining fast insight required to boost business performance and profitability due to staff and systems spread across many different business units. The company was also experiencing availability problems, often having to take the system offline for software upgrades, back-ups and patches. The company's SAP application user base was expected to grow by several thousand users due to internal reorganization, making capturing operational insights even more difficult. The company recognized the need to reduce downtime, and ensure high availability and reliability for users, and looked for a stable platform it could rely on to keep operations running smoothly around the clock.

Vestel Elektronik, a leading producer of consumer electronics, was looking to expand into the fast-growing Central European markets. However, the company faced challenges in minimizing cost, risk, and time-to-market when opening new business units. The company's operations in Italy, Spain, and the UK were managed independently within the group, each with its own separate business processes and systems. This siloed approach was identified as costly, complex, and time-consuming, especially when establishing new operating units. Vestel Elektronik decided to create standardized business processes that could act as a template for operations in new markets.

The pharmaceutical industry is heavily regulated, and manufacturers must maintain strict quality controls to ensure the safety of their products. One producer of pharmaceutical packaging was experiencing the costs of outdated production processes firsthand. With four manufacturing sites to manage, corporate headquarters found the remote process increasingly unsustainable. The manufacturer required a means of centralizing the management of all process visualization applications so that key adjustments could be performed remotely at its headquarters, thus saving on the firm’s limited IT resources while still ensuring the required traceability and regulatory compliance.

Nebraska Lifestyles Property Management, a local establishment based in Omaha, Nebraska, has been managing over 900 units for over 50 years. The units primarily consist of single-family homes and some smaller multifamily apartment complexes. However, as the company's business objectives became more focused on growth, they found their existing software, Yardi, was holding them back. The software lacked the capabilities to support their growth path and was not user-friendly. The company needed a software solution that could grow with their portfolio and streamline their processes. They also faced challenges in onboarding new property owners, which involved a lot of data entry and operational tasks. The process was time-consuming and prone to errors, which could negatively impact the customer experience.

Detecting and containing infection clusters and controlling community transmission is vital to alleviating the impact of the COVID-19 pandemic on human health. Isolating affected populations and restricting social interaction, travel, and the intermixing of people have long been used as remedies to the spread of contagious illnesses. Today, local, state, and federal initiatives are using similar approaches with cutting edge technology to gather and share data and decrease the toll of COVID-19. Public health officials need quick and accurate information to identify cases and they control transmission using strong, clear, and effective communications.

Executing the pick and place processes for simultaneous delivery and quality control of raw materials and finished components on the production line.

Meeting Mission-Critical ServicesMany services offered by companies to their clients are critical and must be available 24/7/365 to meet quality standards. Teldat offers the 5Ge and the new M10-Smart as router or 5G gateway solutions that adapt to all client scenarios and meet their technical requirements. In addition, there is the “last mile problem” for service providers. They can find a solution with Teldat’s fixed wireless access (FWA) products.Teldat has a physical presence in several countries, especially in Europe and Latin America. It has collaboration agreements with partners that allow it to participate in projects worldwide.

Keltour Controls, a company specializing in control panel manufacturing, faced several challenges in their operations. The company was struggling with time-tracking limitations that required accounting and payroll to re-enter staff hours after they were submitted. This process was not only time-consuming, resulting in several hours of additional work every week, but also caused a one-week lag in job labour costing and reporting. Additionally, Keltour needed a better system for tracking and real-time monitoring of their manufacturing data. The company also sought to improve their visibility of Work in Progress (WIP) and project invoicing by integrating it with their accounting data.

A leading service provider in North America was grappling with inefficiencies in their field service operations. Approximately 60% of their installation orders necessitated a site survey, and out of these, 18% required repeat surveys. The manual collection of field data was leading to numerous errors and incomplete information. The traditional methods of sharing information, such as emails, printouts, spreadsheets, phone calls, and text messages, were proving to be time-consuming, error-prone, and repetitive. The lack of field information, intelligence, and insights during site surveys resulted in poor performance, repeat site visits, and extended delivery times. The client needed to transition from a traditional to an intelligent and connected field service approach to enable field technicians to deliver significant business value.

Timed deliveries are a core part of Office Essentials’ service offering, and its customers rely on the business to supply products in a timely and efficient manner.Office Essentials made the decision to bring on a telematics provider in order to gain more control over its vehicles, in particular delivery vehicles, to ensure deliveries were running as efficiently as possible and time was not being wasted on unnecessary trips.The company’s sales reps had previously been using call sheets to record daily visits, often missing information, so there was also a requirement for a more effective way to collate and manage these reports.

Agriauto Stamping Company, a Pakistan-based manufacturer of die and sheet metal components, was facing a significant challenge. The company wanted to capitalize on a surge in demand for sheet metal parts and seize a larger market share. To do this, they aimed to offer speedy delivery options to their customers. However, their existing manual systems and processes were not adaptable enough to accommodate rapid changes in production to meet new orders. The company's reliance on manual calculations and spreadsheets for production planning was causing delays, bottlenecks in obtaining raw materials, and wastage of spare capacity. The manual processes also increased the risk of human error, leading to mistakes in data and potentially incorrect parts being manufactured and sent to customers.