FUNAT Laboratories, a leading Colombian company in the manufacturing and retail of natural products, faced significant challenges in managing their business processes. The company lacked a business process management system, leading to manual processes, loss of information, and lack of control and traceability. The company's existing information systems, including the ERP and custom software developments, were not addressing these issues. The main challenges included lack of process definition, resistance to change, lack of purchase approvals, need for definition of roles and tasks, zero traceability of activities, excessive usage of paper, and lack of quotation controls. These issues were affecting the company's productivity, customer satisfaction, sales, and response times.

The Technical University of the North (Universidad Técnica del Norte - UTN) in Ecuador, with its growing student population and expanding academic programs, faced several challenges in managing its academic, research, engagement, and management fields. The university lacked a means to perform virtual procedures such as the issuance of online registration certificates, generation of work certificates, and electronic issuance of event certificates. There was no immediate communication channel, leading to delays and excessive use of paper. The university also struggled with repetitive and unnecessary tasks, and inadequate security measures such as electronic signature or QR code. These challenges affected the university's main stakeholders - students, teachers, officials, and the community in general.

Infotic S.A., a Colombian company providing operational, administrative, technological and IT services to public and private entities, was facing challenges in managing its growth and maintaining its market leader position. The company's main objective was to increase its capacity for innovation and productivity. However, all their internal processes were manual, leading to task duplication, human errors, loss of information, lack of internal management control, no established execution times, process inefficiency, and disparate information. The company needed a vast change in organizational culture and a strategy to automate processes, increase efficiency across their activities and manage customer service promptly. To achieve these goals, Infotic selected the AuraQuantic LCAP solution, a customizable and intuitive platform that allows creating new applications without the need for programming.

SISA, a leading insurance company in El Salvador, was grappling with the challenge of managing two different workflow systems for policy issuance and claims processes. This fragmented approach was causing delays, reducing responsiveness, and making it difficult to monitor tasks effectively. The company was also dealing with the inefficiency of manual data input, as customers had to write information on physical forms, which then had to be copied into the system. To address these issues, SISA decided to migrate to an integrated tool that could drive continuous improvement across all processes. The company also sought to decentralize operations and involve all participants in the processes, enabling information to be uploaded on electronic forms at each point of contact with clients, insurance intermediaries, and suppliers.

ATIS Ketchum, a strategic communications and public relations agency, faced a significant challenge when the COVID-19 pandemic hit. The company needed to transition its workforce of over 800 employees to remote work as quickly as possible to ensure the safety of its employees and maintain business continuity. The challenge was to implement a remote work solution that was not only powerful, simple, and safe, but also profitable. The solution needed to enable the employees to collaborate and communicate online between different teams. The urgency of the situation was heightened by the fact that the company decided to implement remote work even before the Ecuadorian authorities put measures in place to contain the virus and before the city of Quito reached a high-level of alert.

IBR Latam, a financial services company specializing in collections, sales, and loyalty, was facing a significant challenge in managing its growing operations. The company was expanding rapidly, and its operational control was primarily manual, relying heavily on Excel sheets. This method was not only time-consuming but also lacked efficiency. The absence of online dashboards meant that the financial companies they worked with could not directly access the necessary documentation, leading to frequent phone calls to check the status of their operations. The work of supervisors and area managers was also complex, with each case requiring personal review with each employee in lengthy work meetings. With between 3000 and 5000 running operations, it was clear that continuing to work in Excel was not feasible if the company wanted to promote new business, provide better service, or offer value propositions to its clients. The company's main objectives were to eliminate manual processes, automate processes, prevent loss of information, gain control of cases, increase productivity, and ensure meticulous follow-ups.

SISA, an insurance and investment company based in El Salvador, embarked on an ambitious digital transformation project in 2017. The company aimed to optimize its business processes using the AuraQuantic no-code platform. However, the COVID-19 pandemic significantly impacted SISA's plans, forcing the company to implement many of its projects within a tight timeframe of just three months. The company's top priority was to ensure optimal service levels for its customers and its extensive network of agents across the country. The pandemic also necessitated a shift to remote work, which presented additional challenges in terms of maintaining productivity and meeting new market needs.

Alianza Insurance, a leading multinational insurance company in the Andean states, faced significant operational challenges due to the COVID-19 pandemic. The enforced confinement measures disrupted their traditional business operations, causing issues such as supply chain interruptions, changes in consumer habits, increased production costs, and difficulties in import/export. The company was also unable to work on-site, which further complicated their operations. The deputy manager of Alianza’s Customer Services and Human Risk department, Rosario Velázquez, identified the need for digital tools to continue their daily operations and meet customer demands. The company also faced challenges in monitoring internal tasks, managing supplier payments, follow-ups, and customer reimbursements. These processes involved approvals from different departments, which was difficult to manage remotely and increased the risk of human error.

CardNET, a company dedicated to processing online and offline payments, faced a significant challenge during the COVID-19 pandemic. The increase in online transactions led the company to make a technological leap in terms of the service portfolio it offers its customers. However, the pandemic also drove the company to initiate an organizational introspection process to identify internal processes that needed to be automated and digitized, in order to adapt to the new digital world. Before implementing AuraQuantic, CardNET did not use any automated internal system, so the work methodology was based on the use of traditional tools such as paper documentation, handwritten signatures, phone calls and there was no system for monitoring internal operations or detecting potential errors. Another problem detected in the company was that many internal process policies had become obsolete.

ATIS Ketchum, a strategic communications and public relations agency, faced a significant challenge in managing its information monitoring process. This process was crucial for the agency as it supported the management by generating results reports at the end of each campaign or month, measuring the impact of the Public Relations management for each of the campaigns. The agency needed a well-structured process that could systematize the information generated by the Monitoring team, organize it into categories, and provide the customer with a daily product in a uniform and corporate presentation. The agency also aimed to offer its customers the best service by implementing software that would give complete control of the entire information monitoring process, covering all aspects such as the input of material to monitor newspapers, magazines, radios, TV channels and online sites, the organization of information in a corporate form, the backup of information on servers that allow you to store information in an orderly manner with easy search function, and controlling a database of media that serves as the basis for ATIS monitoring.

Certero, a vehicle financing company based in Ecuador, had quickly gained a solid market position with its programmed vehicle purchase system. However, the rapid growth of the company necessitated the implementation of business process management (BPM) software to streamline workflows, provide real-time visibility and control over processes, and digitally manage the large volume of documentation generated by the company. The main goals identified by Certero were related to the digitization and automation of all document processes related to data input, generation of electronic documents, digital signatures, and alerts. The company also aimed to offer real-time traceability of the daily activities carried out by the staff, thereby improving vehicle delivery times and increasing customer satisfaction. Reducing the volume of operational work and achieving effective process execution in the shortest time possible and with the fewest number of resources were other major goals set by the company.

Grup Heracles, a leading construction enterprise in Andorra, was facing challenges due to its exponential growth. The company's business and administration department identified the need to digitize work reports that contained daily information regarding workers, goods, and resources. Prior to implementing AuraQuantic, Grup Heracles managed its client portfolio, policies, goods, and monitoring of the different phases of the construction process, using standard office software without any digitized document management. This resulted in long delays when managing different types of procedures, customer dissatisfaction, and a loss of competitiveness compared to other companies in the same sector. Employees were burdened with an increased workload, as they were responsible for monitoring processes and checking and rectifying errors in manual processes. The company's first challenge was the digitization of the project reports, which used to be 100% paper-based processes. The second challenge involved the creation of a centralized unit where the data needed to complete the sales process could be stored and accessed in real time.

Banco de los Trabajadores, also known as Bantrab, a leading financial institution in Guatemala, was facing significant challenges with its manual purchase order and requirement management system. The process involved users printing and filling out documents for each purchase request, which were then sent via internal correspondence to various managers for approval. This system not only led to high paper consumption and associated costs but also resulted in a slow and inefficient process. The bank was seeking a solution to automate this process, but faced several challenges. These included a limited timeframe for implementation, the need for the platform to comply with the institution's regulations and internal processes, and the fact that such platforms were not widely used in the banking sector.

ATIS Ketchum, a strategic communications and public relations agency, faced a significant challenge in managing its information monitoring process. This process was crucial for the agency as it supported the management by generating results reports at the end of each campaign or month, measuring the impact of the Public Relations management for each of the campaigns. The agency needed a well-structured process that could systematize the information generated by the Monitoring team, organize it into categories, and provide the customer with a daily product in a uniform and corporate presentation. The agency also aimed to offer its customers the best service by implementing software that would give complete control of the entire information monitoring process, covering all aspects such as the input of material to monitor newspapers, magazines, radios, TV channels and online sites, the organization of information in a corporate form, the backup of information on servers that allow you to store information in an orderly manner with easy search function, and controlling a database of media that serves as the basis for ATIS monitoring.

UNITECO, a leading insurance brokerage in Spain, was facing significant challenges in its operations. The company was heavily reliant on an ERP solution, Visual Seg, which was not integrated with any process methodology, resulting in a lack of automation. This led to large amounts of data and information being input manually, causing errors, misinformation, loss of documentation, and significant delays in procedures. The lack of a standardized flow or channel to monitor the entire process and the differences in working methods between various offices added to the complexity. The company's main requirement was to centralize information and access data easily, enabling efficient work without unnecessary time investment, and focus their efforts on the most valuable parts of their work.

The MBIE NZ Companies Office, with a staff of 45, handles 400 calls and 4,000 transactions daily while maintaining 22 different registers. The office had adopted the ISO 9001 standard even before it was mandatory, emphasizing the importance of data accuracy and reliability. However, maintaining the ISO 9001 standard and ensuring quality manually was a significant challenge. Documenting processes from start to finish, including all complexities, was a daunting task. Despite having a team dedicated to keeping information up to date, tracking every process change was nearly impossible in such a large organization. The manual documentation of every process was time-consuming and costly.

Microsoft’s eCommerce team was facing a significant challenge in efficiently managing content and promotions across the company’s website and digital store. The content publication process was complex, involving multiple levels of approvals and collaboration between various teams to keep hundreds of pages updated across more than 240 regions. The process was managed via Excel spreadsheets, with content, images, and other publishing information tracked in different spreadsheets. In some cases, there were over 200 spreadsheets to track updates for a single page on the website. Content approvals were handled manually, often leading to bottlenecks and delays in publishing timelines. Furthermore, Microsoft’s legacy solution made it difficult to easily track publishing tasks and provide visibility into publication statuses. The company also faced challenges in managing merchandise promotions, which was a manual and time-consuming process.

The National Gallery Singapore, the country's most preferred museum, was faced with the challenge of optimizing processes across the museum, particularly for its front-facing employees who interact with thousands of visitors each day. The need for digitization and automation of processes became even more critical when the COVID-19 pandemic broke out. The museum had to quickly adapt to updated business contingency requirements, which included implementing a new visitor registration form to support contact tracing and ensure the health and safety of visitors and staff.

Red River Bank, the sixth largest Louisiana-based community bank, was faced with the challenge of rapidly processing and distributing Paycheck Protection Program (PPP) loans to support businesses during the COVID-19 pandemic. The U.S. Treasury had implemented the PPP and utilized banks to process and distribute the funds. Red River Bank needed a solution to onboard, process, and submit applications for Small Business Administration (SBA) approval. The bank was under immense pressure as the PPP funding was limited and would be exhausted before they could even get started. The business banking software providers they consulted with said their solutions would be ready at least one week after the government finalized PPP requirements, which was too long for Red River Bank.

Saudi Electricity Company (SEC), the largest provider of electric power in the Middle East, faced significant challenges in managing construction and maintenance projects across its vast network of remote sites. The company's previous mainframe-based management system relied heavily on manual processes, which made it difficult for contractors to submit project updates from the field. This resulted in limited visibility for managers based at the company's headquarters. SEC considered solutions from a range of first-tier ERP suppliers and a solution based on SharePoint, but these either lacked the functionality that SEC required or were too costly to develop and maintain.

The State Library of New South Wales, Australia's largest library, embarked on a long-term project to digitise its vast collection of over five million heritage items. The goal was to preserve these historic items while making them accessible to the public. However, the library faced a significant challenge in managing the digitisation process. Initially, they used a workflow solution called TeamTrack to log and track items through the process. However, this solution reached its end-of-life in 2017, necessitating a quick replacement. The library needed a comprehensive, location and device independent workflow platform that could integrate the entire digitisation process, meet the functional requirements of every team, align with the library's IT security policies, and include auditing and reporting capabilities.

Trinity Grammar School, an independent boys school in Sydney, Australia, faced a significant challenge during the COVID-19 pandemic. With the suspension of in-person classroom teaching, the school had to quickly pivot to a remote learning program. This transition necessitated an efficient and effective way to check the attendance of over 2000 students at the start of each school day. The school's existing digital tools used for marking attendance in classrooms were evaluated, but configuring them for online use was not practical. The school needed a solution that could be implemented swiftly and accurately to ensure students were participating in online activities each day.

TLC for Kids, a leading Australian charity, was grappling with the challenge of streamlining the creation and management of patient letters and service confirmations associated with its services. The organization, which operates in 405 hospitals in Australia and five in New Zealand, provides a range of services to sick children and their families. These services include supplying innovative ‘distraction boxes’ to hospitals, operating the Rapid TLC Service which delivers timely support to hospitalized children and their families, and the TLC Ambulance service for children in palliative care. The organization's support staff had been relying on a series of Google Docs templates into which information from received request forms was cut and pasted as required. This manual process was time-consuming and inefficient, diverting staff attention from other critical activities.

Thrifty New Zealand, a car rental company owned by the National Roads and Motor Association (NRMA), was facing operational challenges due to outdated, paper-based processes. The company, with around 150 staff across 30 locations, recognized the need to upgrade their car rental management system. The existing system was not only time-consuming but also lacked easy access to processes for the staff. The management team understood the need for a process champion to drive process improvement efforts and appointed Jackie Reid for the role. The challenge was to ensure a smooth transition to the new car-rental system with minimum effort from the already-busy teams. The teams needed to understand what was changing and how that would impact them.

Williams Engineering Canada (WEC), a multidisciplinary firm offering consulting engineering services, was seeking to digitally transform its business. The company wanted to leverage process automation to drive greater efficiencies and free up its employees to focus on innovation and customer service. The challenge was to standardize and improve efficiency across all areas of the business. WEC also faced the challenge of attracting and retaining top-level technology talent, which is in high demand across various sectors. The company needed a solution that would provide agility and scalability to implement their multi-year digital transformation strategy. Additionally, WEC had to ensure a strong safety program to protect its staff and the teams they work with, which included various forms that were previously completed on paper or an editable PDF. This paper-based process was time-consuming and created tracking and reporting challenges.

Willoughby Council, a medium-sized local government body in Australia, was facing several challenges that required immediate attention. The council was eager to improve its efficiency and effectiveness, and enhance the customer experience for the people interacting with it. However, the existing process mapping tools were proving to be time-consuming and inconsistent, leading to processes being ignored by teams. The council was also facing a potential merger with two neighboring councils, which would mean role changes, a new structure, and the sharing of all new processes. Although the merger did not happen, the council spent 18 months focusing on process improvement in preparation for the change. Additionally, a newly appointed general manager was keen on improving processes overall and introduced the role of business improvement and customer experience manager.

WISE Employment, a not-for-profit employment services provider in Australia, was grappling with outdated, non-standardized process management and minimal continuous improvement. The organization was experiencing significant growth due to changes in government rules around Disability Employment Services (DES), which allowed job seekers to choose their provider. However, this growth highlighted the need for a more efficient and consistent approach to process management. WISE's processes were documented in a mix of Microsoft Word, Excel, and Visio, leading to inconsistencies, errors, inefficiencies, and duplication of work. Many of these processes were out of date, mapped in non-standard formats, and stored in various locations, with no specific individual responsible for them. This lack of centralized process management led to inconsistent customer experiences and hindered continuous improvement.

Zoom Video Communications was faced with a significant challenge when the COVID-19 pandemic hit. The company, already experiencing a rise in demand for its video communication services, saw an unprecedented boom in business as organizations worldwide moved their activities online. This surge in demand, termed 'the Zoom Boom', led to a 30X increase in daily meeting participants and a 354% increase in customers with more than 10 employees compared to the previous year. The company's channel market, serving enterprise customers via distributors and partners, saw new orders increase fivefold. However, processing and tracking these new orders to the point of provisioning had been a challenge for Zoom even before this surge. The bottleneck was a set of manual processes based around email and spreadsheets, which required Zoom personnel to handle each order six or more times, including follow-ups to the sales team and the provisioning team.

Character Cabinets, a part of the Character Group, is a manufacturer and distributor of cabinetry and stone benchtops for about 2,000 homes a year in Western Australia. The company mass-produces its products, but each kitchen and house they cater to is unique, requiring customized planning to meet demand on time and within budget. The building industry, where Character Cabinets operates, is driven by strict timelines. With the industry downturn and struggles of mid-range builders, it was crucial for Character Cabinets to meet demand on time without compromising on quality. However, the company was facing challenges in keeping to the schedule due to gaps in their operations. The company needed better processes to manage the risk and improve their service delivery.

The Canadian public agency, dedicated to promoting worker health and safety, faced a significant challenge during the COVID-19 pandemic. With 3,500 employees spread across 15 offices, the agency had to quickly transition to remote working and then manage the safe return of employees to the office. The agency needed an efficient mechanism to handle requests to return to the office and to track which employees were onsite, where they were, and why their work required them to be onsite. Furthermore, the agency aimed to create a data-driven hybrid work model for the long term, which required a better understanding of its employees' work patterns. Commercial, off-the-shelf (OTS) software would have required lengthy scrutiny from the agency’s security, legal, and procurement teams, and in-house custom development would have been a potentially lengthy and expensive process.