First Quantum Minerals, Ltd., a global copper company, was facing challenges with its procurement processes. The company's Electrical and Instrumentation (E&I) department was responsible for extensive procurement for projects worldwide. The procurement process was manually tracked through emails, spreadsheets, and physical paperwork, making it complicated and prone to errors. The team had to source materials from all corners of the globe, compare quotations from suppliers in different currencies, and deal with assorted units of measure. The manual process was not only time-consuming but also resulted in delays and pressure on the team to deliver accurately and on time.

The University of Pittsburgh School of Medicine was grappling with an outdated, manual, paper-based faculty evaluation system. This system was not only cumbersome but also lacked an efficient way to track forms, conduct audits, or extract data insights from the evaluations. The process required a full-time employee to manage 2,000 annual evaluations captured on 10-page paper forms. The system had no mechanism to track incomplete and missing forms, no overall audit process, and no data insights into trends arising from the evaluations. This inefficient system was costing faculty members hundreds of thousands of hours annually, which could have been better utilized for teaching, clinical care, and research.

KBR, a technology and government industry player, was grappling with the challenge of managing employee travel safety in an increasingly risky global environment. The company's existing system, which was paper-based, was inadequate for recording and approving travel requests, thus failing to optimize safety and provide insights into employee travel. The system was particularly deficient in managing travel to high-risk countries, where employees could be exposed to threats such as kidnapping, civil unrest, weather disasters, and personal medical emergencies. The paper forms, which recorded employees' itineraries, were only completed by about 70% of travelers. These forms were then filed and rarely used, making it difficult for KBR to deliver customized guidance to employees or analyze aggregate data on global travel. As global risks escalated, KBR needed a more efficient solution.

ITAC, a top-ranked design-build company, was facing a significant challenge in managing its processes. The company had a wealth of institutional knowledge and a multitude of processes, but lacked a centralized and digital solution for process management. This was particularly problematic when it came to onboarding new hires and ensuring that the company's proprietary Assured Project Management (APM®) process was consistently followed. The APM® process, which is a key differentiator for ITAC, drives risk out of capital projects by systematically eliminating unknowns that can derail the project execution plan. However, the company's processes were scattered across various mediums - some were documented in binders, others in emails, and some were simply retained in the minds of long-term employees. This lack of a standardized and centralized repository made it difficult to train new hires quickly and ensure consistent application of the APM® methodology.

When the COVID-19 pandemic hit, Swiss Hospital, a large healthcare provider in Switzerland, faced an unprecedented demand for daycare services for its employees' children. With public and private sector daycare centers closing, the hospital had to expand its onsite daycare centers from one to five to accommodate the increased demand. However, the existing system for managing daycare services, which involved a mix of phone calls, emails, and spreadsheets, was no longer practical due to the increased complexity and volume. The hospital needed a more efficient, digital solution to handle the registration and management of its daycare services.

Busy Bees Asia, a rapidly growing early education provider, was grappling with an inefficient manual IT provisioning process. The organization, which has expanded to over 80 locations since its inception in 2014, was struggling to standardize and improve processes across its various locations. The IT team, led by IT Director Jordan Yap, was responsible for managing the company’s IT needs for over 2,000 employees, including infrastructure, enterprise apps, e-learning, security, and more. One of the most critical processes was the company’s IT provisioning needs, which ensured employees had access to the technology they needed to do their jobs. As the organization continued to grow, so did the demand for technology tools. The organization needed more powerful and comprehensive solutions to help it scale its digital workplace solutions.

A regional US bank in the financial services industry was faced with the challenge of supporting its aggressive growth targets. The bank aimed to double its assets to $10 billion over five years and sought to use process automation technology to boost productivity and customer satisfaction. However, the bank's existing workflow tool lacked automation capabilities, essentially functioning as a checklist. The bank needed a more comprehensive solution that could automate key processes such as wire transfers and Paycheck Protection Program (PPP) loans. The bank's enterprise automation team began researching options to fuel and support the bank's growth successfully.

The City of Karratha in Australia experienced a population boom due to the mining resources in the area. This rapid growth posed significant challenges to the city council, which was under pressure to serve the expanding population. The council had to hire new staff, many of whom were unfamiliar with public sector responsibilities. The council also had to add services that even experienced staff hadn't dealt with before. The Western Australian state government was pushing councils to find efficiencies in their operations. The City of Karratha's remoteness and large land area meant they couldn't amalgamate with other councils for efficiency – they needed to look internally. The council was also facing risks due to staff relying on incorrect process information or not following approved procedures.

Kuwait International Bank was facing challenges with its manual workflow creation process in SharePoint. The bank was seeking a more efficient and faster way to support complex business processes across all its departments including accounts payable, help desk, legal, human resources, security, retail banking, finance, customer service, operations, real estate, corporate banking, and IT. The existing process was not only time-consuming but also lacked the flexibility to handle intricate business operations. The bank was also struggling with slow response times to customer applications for credit cards and loans, and customer service requests. On the employee side, the bank was looking for ways to automate internal processes to reduce effort and increase accuracy.

Environment Southland, a local government organization in New Zealand, was facing challenges in managing their processes due to growing staff numbers and changing legislative requirements. They were using Visio to record standard operating procedures, but the staff found it clunky and time-consuming. The lack of a centralized system for process management led to confusion and inefficiency, as staff often didn't know if a process existed or where to find it. The organization needed a single source of truth where users could create, edit, review, improve, and access organizational processes. They were also struggling with engagement from third-tier management to drive the process culture.

A leading solar energy systems manufacturer was grappling with the challenge of managing its commercial projects more effectively and at a lower cost. The company had around 500 active projects at any given time, involving project managers, procurement personnel, buyers, contractors, and other team members. The project management software they were using was proving to be both too expensive and inadequate. The high licensing costs were a burden, and the software failed to integrate its workflows with other essential applications in the company's internal platform, such as Salesforce, Box, and Qlik Sense. This lack of integration was causing inefficiencies and hindering the smooth progress of projects.

Coca-Cola Beverages Florida, a start-up company, faced significant challenges in integrating its business processes after acquiring its operating territory in three phases. The company's operations, spanning manufacturing, sales, and distribution, were not fully integrated, leading to inefficiencies. The transportation operations, in particular, were largely manual, relying on paper-based forms and processes to track critical information on assets and their locations. This manual approach was time-consuming, cumbersome, and prone to errors. Similarly, the company had over 600 processes housed in a legacy process repository, which was mostly a collection of PDFs, videos, pictures, and spreadsheets. This made it difficult to access, manage, and maintain the repository, leading to high costs and reduced visibility and control over key processes.

First Solar, a leading producer of high-performance thin film photovoltaic (PV) modules, was facing challenges in automating and modernizing work across its business. The company was operating in a startup mode, with a significant portion of work being conducted via email or Excel spreadsheets. As the company grew, it realized the need to automate processes to eliminate manual work and enhance operational efficiency. The company initially considered using SharePoint’s built-in workflow tools, but this did not provide a single platform to manage all the different workflows. Another challenge was the complexity of the company's change management process, which was managed by a 21-tab Excel spreadsheet. This manual and time-consuming process needed an upgrade. Additionally, the company needed to centralize and streamline document management, but purchasing enterprise document management systems for every department could have been extremely costly.

New Belgium Brewing Co., a prominent craft beer company in the US, faced a significant challenge when California passed the California Consumer Privacy Act (CCPA) in 2018. The law included provisions that required out-of-state companies, like New Belgium Brewing, to comply with privacy regulations for California consumers. The specifics of the compliance requirements were not available until July 2019, leaving the company with only five months to develop a compliance system by the law’s deadline in December 2019. Failure to meet this deadline could have resulted in substantial fines. The company needed to devise an accurate, standardized method to respond to privacy requests from California residents swiftly and efficiently.

The Hernando County School District, located on Florida’s central-west coast, was facing a threefold challenge. The district, which comprises 29 schools and facilities, 23,000 students, and 3,100 staff, needed to boost productivity, retain informal knowledge, and minimize risk. The Facilities and Construction Department was particularly at risk due to employee turnover, which threatened the loss of district-specific knowledge and processes that had not been formally recorded. This was not just an operational issue, but also a statutory requirement. The district was responsible for ensuring that all its building permits met building, fire, and life safety code requirements. The challenge was further compounded in 2016 when the district's budget for deferred maintenance work increased tenfold after voters approved a tax fund. The department needed a solution that could support both its construction and operational processes without breaking the budget.

The Accident Compensation Corporation (ACC) in New Zealand is a complex organization that undertakes a range of interrelated processes. In an effort to support continuous improvement, ACC wanted to enhance its process documentation and management. The organization was seeking a solution that would ensure its employees could easily access and find the information they required for their roles. Additionally, ACC wanted to ensure that the information was up-to-date and understandable. In 2016, ACC conducted a survey of all its staff to identify opportunities for improvement. The organization was also keen on promoting a positive process culture and consistent decision making.

A major U.S. law firm faced a significant challenge in managing its vast inventory of client files. The firm had identified over 100,000 boxes of client files that could potentially be returned or destroyed, but lacked a practical process to do so. The firm's off-site records storage had grown exponentially, leading to escalating costs and liabilities. The firm also recognized the considerable risk to both the client and the firm when client records are retained beyond the legal and statutory requirements. The firm had adopted a new client records retention policy in 2018, allowing for the destruction of client records 10 years after a case is completed, pending client notification. However, implementing this policy was a daunting task due to the sheer volume of files and the need for efficient and accurate client notification.

Flight Centre Travel Group, one of the world's largest travel agency groups, was facing challenges in improving productivity across its business groups and operations. The company needed an easy-to-use tool for workflow automation. One of the major challenges was the manual and time-consuming process of building HUB sites for its corporate customers. These sites store a traveler’s profile in a secure environment, including frequent flyer information, seat and meal preferences, credit card number, and identification documents. The process could take up to 16 weeks to build and required collecting information for each legal entity in each of its customers’ regions. This could mean Flight Centre had to manually create dozens, hundreds, or even upwards of a thousand HUB sites for just one customer. The company struggled with maintaining transparency and consistency as information was spread across spreadsheets, forms, and third-party tools, with no single source of truth. The implementation team members were spending too much time managing this complex process rather than focusing on the customer experience.

Michigan State University's Infrastructure and Planning Facilities (IPF) unit was facing significant challenges with its hiring and onboarding process. The process was plagued with issues such as lost paperwork, unclear job requirements, and time-consuming scheduling. These issues often led to lost candidates and reduced morale among the existing staff. The IPF unit, responsible for construction and maintenance across the main campus’s 5,200 acres and 550 buildings, and managing IPF’s 1300 employees, needed an efficient hiring process to keep their operations moving at peak efficiency. The goal was to reduce the time it took to post job openings, schedule interviews, clarify job requirements, maintain paperwork more efficiently, and enhance the onboarding process. However, achieving this was complicated by competing processes that had arisen independently over the course of 50 years, contractual obligations to various unions, and operational differences.

E.T. Browne Drug Co., a leading manufacturer of treatment-oriented beauty products, faced a significant challenge in its label and packaging process. The company continually designs and redesigns its labels and packaging for new products, new formulations of existing products, and to meet new regulatory requirements in the 100 countries it operates in. This process involves multiple departments, including research and development, marketing, legal and compliance, and manufacturing. The review and approval process was manual, leading to delays and lack of visibility into the status of ongoing reviews. Documents could sit on a manager’s desk for days or weeks, delaying time to market. There were constant issues around whether someone had the correct version for review and no reminders to perform tasks. As the company started to automate the workflow, another issue emerged. The company was routing visual data and content, including the size, shape, color, and positioning of label and packaging materials. However, the Adobe Illustrator files in which that content was created weren’t supported by SharePoint, and the pre-rendering into PDFs lacked the precision needed for meaningful approvals.

The National Gallery Singapore, one of the most visited attractions in the country, was grappling with a manual and lengthy process for publishing request for proposals (RFPs) and tender documents. The process was prone to errors and time-consuming, often requiring IT intervention to train department users on how to upload requests and publish them on the website. The Gallery, being a government agency, had to issue these requests publicly whenever they needed a specific product, service, or vendor. The existing process involved manual approval from the relevant department head and finance, after which finance would provide a reference number, and the user would create the supporting RFP or tender documents. The user would then manually upload the documents and publish the notice on the Gallery’s website. The challenge was to streamline this process while complying with security and governance requirements.

Quaker Houghton, a global leader in industrial process fluids, faced a challenge in their customer service process. Their sales and service personnel would send customer samples to their labs for analysis to resolve customer problems. However, they lacked an efficient method to determine which of their nearly 20 labs worldwide should receive the samples. The process was further complicated by the need for tracking, approving, and reporting on the work activities. The existing process was driven by email, which was notoriously uneven in efficiency. It also required additional time from lab managers to locate and organize data to fully understand the overall demand. Quaker Houghton needed a better, faster way to streamline this process to enhance the customer experience.

EZLynx, a leading insurance software provider, was facing a significant challenge in managing the large volumes of documents required for each new policyholder. The process was time-consuming and inefficient, leading to delays in policy turnaround time. The company's agent users and their end-consumers were in need of an eSign experience that could streamline document intake and expedite the overall policy issuance process. EZLynx was also in the process of promoting its ONE PRODUCT solution, and it was crucial to find an eSignature provider that could seamlessly integrate into their product. Other important considerations included customer experience, ease of use (Single Sign-On), reporting status of the document, and security.

The U.S. Olympic Committee (USOC) was faced with the daunting task of manually processing thousands of forms for athletes visiting their Olympic Training Centers (OTCs) in Colorado Springs, Colorado and Lake Placid, New York. Each visit required extensive paperwork, including waivers, codes of conduct, and demographic surveys. Additionally, to avail the insurance coverage provided by the USOC, athletes had to receive, complete, and return paperwork within a tight deadline. The USOC was also responsible for sending legally binding documents, known as Games forms, to every athlete, coach, and staff member attending the Olympic, Paralympic, PanAmerican, or Parapan American Games, resulting in thousands of documents each year. Furthermore, the USOC hosted youth camps requiring consent forms and waivers with signatures from both parents and camp participants. With no central repository of information, handling all this paperwork became an inefficient model for the USOC.

United BioSource Corporation (UBC), a pharmaceutical support enterprise, was facing significant challenges with its patient consent process. The paper-based system was not only costly but also time-consuming, often taking between 4-11 days for completed forms to arrive back at UBC. This delay was detrimental to UBC's ability to swiftly deliver services to patients. Additionally, the cost of printing and shipping the consent forms was adding up, with UBC spending upwards of $47 to obtain a traditional patient’s consent. The paper-latent consent process was not only causing extraneous costs but also impeding UBC's ability to serve patients promptly.

Junior Achievement (JA) USA, one of the largest non-profit organizations in the United States, was facing significant challenges with its volunteer registration process. The organization, which serves nearly 128,000 classrooms and after-school locations across the country, relies heavily on volunteers to deliver its programs. However, the process of registering volunteers was laborious and inefficient, involving the distribution and collection of paper forms in-person or via scanned email attachments. This disjointed process often resulted in delayed responses, incomplete documents, non-binding signatures, and wasted time, leading to fewer volunteers. The JA of Dallas office alone wasted upwards of 30,000 pieces of paper each school year on volunteer registrations and various student programs. These antiquated processes were draining time and resources, hindering the organization's ability to fulfill its mission.

Grange Insurance, a Columbus, Ohio-based company, was facing a significant challenge in its agent onboarding process. The process involved sending paper forms back and forth through the mail, which required manual follow-ups and prolonged the onboarding process to a month, from start to finish. This was particularly problematic as Grange Insurance’s independent partner insurance agents provide auto, business, home and life policies to individuals and businesses of all sizes across 13 states along the U.S. eastern seaboard. When onboarding new partner agencies across the country, Grange had to collect the required licensing documents via paper, requiring both sides to snail mail and fax papers to and from the home office. This not only slowed down the process but also increased the chances of incomplete documents, further delaying the onboarding process.

Firehouse Subs, a fast-casual restaurant chain, was facing challenges with its existing signing process for franchise agreements and other related documents. The process was manual, costly, and prone to errors. It involved printing franchise agreements, tabbing where each signatory was to sign, and shipping the documents to the recipient. The franchise owners would then call the recipients to advise them to only sign the receipt page and not the franchise agreement until the seven-day disclosure period had passed. This process required extensive follow-up to comply with FTC requirements and was time-consuming and expensive, largely due to shipping requirements.

The Jacksonville Jaguars, a professional football franchise, faced a challenge in their season ticket renewal process. Each year, the sales team sent out season ticket agreements to previous holders, which took a week or more to return signed. This delay hindered the team's ability to quickly engage with prospective season ticket holders. The Jaguars sought a solution to expedite this process, allowing them to gain immediate knowledge of fans who chose not to renew. The solution needed to provide on-demand sending capabilities based on customer information in their CRM system. The team began seeking an electronic signature solution that could improve internal efficiencies by enabling quicker executions of season ticket agreements through a paperless process. The solution had to integrate seamlessly with their existing Microsoft Dynamics CRM and allow bulk sending and document management for thousands of agreements at a time.

Tropical Smoothie Café, a rapidly growing restaurant franchise, was facing challenges with its franchise agreement process. The process was heavily reliant on paper contracts, which were not only costly to mail but also time-consuming to manage. The franchise agreement process was subject to Federal Trade Commission (FTC) mandates, which required specific time intervals between stages of the transaction. This meant that the company had to wait for physical contracts to be returned, manage missing signatures or omitted information on returned contracts, and then file and store these documents. This laborious process was straining the company's resources and complicating the timeline for opening new franchises.