PayNet, a leading financial services company in Malaysia, was grappling with cumbersome internal processes that were diverting time and resources away from customers. The basic leave management system (LMS) for employees was creating difficulties for HR and supervisors in tracking leave records and their statuses, affecting resource allocation. Major workflows such as the incident management system (IMS) and change management system (CMS) were also affected. PayNet’s helpdesk team and change management secretariat had to consolidate, monitor and analyze all the different information needed to manage customer requests. The challenge was to deliver a simplified process for all of this manual work.

PT Berlian Sistem Informasi (BSI), a large IT solution and consulting company based in Jakarta, Indonesia, was grappling with a number of manual, paper-based processes that were causing significant delays and inefficiencies. These processes included employee leave, business travel requests, and overtime pay approvals for its 150 consultants. The approvers were often unaware of new requests or were away from the office, working onsite with clients. On the client side, paper-based documents for discounts and sales proposals had to be hand-delivered and manually tracked. The absence of a centralized document management system led to proposals and related documents being easily misplaced, resulting in delays, duplication of work, and the creation of additional work. This not only impacted BSI’s clients but also led to internal frustration and negatively impacted cash flow. BSI needed a solution to manage client-related documents and automate manual internal processes to streamline efficiency and better serve clients.

Potter Clarkson, a rapidly growing intellectual property law firm, faced several challenges due to its expansion across Europe. The firm had to manage a higher volume of new business daily, with each new piece of work, such as a patent request or litigation case, requiring a unique reference number. The process of opening a new matter in the central records management system and sharing the relevant documentation with the appointed attorney and paralegal teams could take up to three days. There was also a lack of consistency in the way different teams handled this process. Additionally, the firm had to make around 6,000 changes to its central matter records every month due to the nature of intellectual property law. The firm was seeking a standardized approach that brought efficiencies to this process. Lastly, the firm received over 1,000 items of mail weekly, which needed to be shared efficiently among employees and teams. The manual distribution of these documents was time-consuming and became more challenging as the business expanded.

North of England Commissioning Support (NECS), a healthcare service provider in the United Kingdom, was grappling with outdated administrative processes that were heavily reliant on paperwork. This was a significant challenge as it was slowing down operations and reducing efficiency. Hospitals, clinical commissioning groups, and GP practices that outsourced services to NECS required highly efficient, patient-centric services. However, the paper-based administrative processes were a hindrance to achieving this goal. NECS needed a solution that could automate these processes and improve efficiency.

Guy’s and St Thomas’ NHS Foundation Trust, a UK-based healthcare provider, was facing a significant challenge in managing its emergency response system. The organization, which serves two million patients a year across three hospitals and over 50 sites, needed to be able to mobilize quickly with immediate, consistent, and intelligent action plans in the face of evolving threats ranging from pandemics to acts of terrorism. The existing system, which relied on a range of spreadsheets and Windows-based files, was found to be unwieldy and lacked transparency. The organization needed a solution that could meet the stringent requirements of the Civil Contingencies Act, provide visibility into which parts of the business were affected during an incident, and prioritize resources to maintain patient care. The desired solution needed to have three core elements: the ability to leverage the enterprise-wide license they already had with K2 Software, support from an in-house development team, and integration with Everbridge.

IMPULS-LEASING Slovakia, a vehicle and equipment leasing company, was grappling with an outdated and slow contract lifecycle process. The company had to manage around 10,000 active contracts for current clients at any given time and typically created or amended over 2,000 contracts every year. The company's previous document and process management solution was many years old, difficult to maintain, and no longer supported by the vendor. This legacy software lacked the functionality and flexibility that IMPULS-LEASING Slovakia needed to deliver future business improvements. The company was also governed by strict national, EU, and financial industry legislation, making it essential for the business to demonstrate that its processes were clear, well-documented, and consistent. During audits, it had to provide evidence that all financial checks on customers had been undertaken and that all new contracts had been approved correctly.

Golding Contractors, a privately-owned civil construction and mining services company based in Melbourne, Australia, faced a significant challenge in managing their manual processes. As a project-based operation with distributed teams and key roles often filled by new staff, the company identified a need for better control and measurement of processes during rapid project mobilization. This included providing consistent induction and training for new hires. The company was experiencing sporadic and opportunistic improvement rather than the planned, systemic improvement program they desired. Improvements within manual processes were not locked in, and the degradation of those processes was inevitable without constant attention. The lack of process control and measurement was a significant issue that needed to be addressed.

The Communications and Information Technology Commission (CITC) was grappling with an outdated set of tools, technology, and legacy systems that were unable to keep up with the frequent regulatory changes the organization faced. The need for a modern automation tool was evident. The organization had to quickly update solutions to reflect modifications to existing or new laws. These changes had a significant downstream impact on users, causing frustrations due to time-to-market delays. CITC's IT processes required each solution to be built from scratch, even if only slight variations were needed. This was so time-consuming that CITC had to hire outside contractors to build and maintain updates, draining resources to conduct unnecessary work.

Shine Lawyers, an Australian law firm, was facing a significant challenge with its client onboarding process. The process was time-consuming and relied heavily on manual tasks such as information gathering and appointment setting. When prospective clients reached the call center, representatives would engage in a lengthy Q&A session to determine if the client had a viable lawsuit. These sessions could last up to 30 minutes, a substantial time commitment that the firm could not bill for. Additionally, if a case passed the initial Q&A stage, further information had to be manually gathered. Call recordings were passed on to personnel for manual transcription and appointment setting with the relevant legal professional. This increased the manual workload and costs associated with client onboarding. Shine Lawyers decided to move to a digital solution to improve internal processes around client onboarding.

Keoghs, a leading provider of claims-related services to insurers, businesses, and other suppliers in the insurance sector, was facing a significant challenge. The legal services market in the United Kingdom was undergoing rapid changes due to market consolidation, globalization, and regulatory changes. These changes were leading to greater corporatization, new legal structures, and an increased role of technology. Keoghs, being a forward-thinking organization, recognized the need to transform their business early to support their specialist teams and drive efficiencies through advanced technology. However, their existing Windows client-based legal case management solution had become a ‘rusty ball and chain’, preventing rapid changes and limiting Keoghs’ ability to scale to meet customer demands. Keoghs required a level of process excellence typically associated with advanced business process management tools. They needed an adaptive, flexible solution that could quickly scale – and grow alongside Keoghs – to meet ever-evolving client demands.

Roche Diagnostics, one of the fastest-growing pharmaceutical companies in Singapore, was facing challenges due to its rapid growth. The company needed to digitize its processes for better visibility and efficiency. The growth brought on a set of challenges to scale appropriately and the company needed flexible solutions that would evolve with the fast-paced company and clear the way for important research and advances in the field of diagnostics. Roche was looking for business process rationalization, end-user efficiency, mobile integration, better process compliance and visibility. The company was dealing with mounds of paperwork and was in need of a solution to streamline its operations.

Ballast Nedam, a Netherlands-based construction and development company, was grappling with the inefficiencies of paper forms and manual processes in managing its multi-million-euro construction projects. The company had to collect, analyze, and act upon a large amount of data from construction sites daily, including reporting potential safety issues, checking regulatory compliance, and recording deviations between plans and the actual build. This data collection was done using a variety of paper-based forms and manual processes, supplemented by a few isolated apps built using different IT packages from multiple vendors. This disjointed approach was hindering efficiency and the company sought to replace it with a single business process automation platform that could support all necessary registrations across all job roles and construction projects.

FMG Support, the UK’s largest fleet incident management company, was facing a significant challenge in managing its high volume of customer service requests. The company's manual process of handling these requests through emails and phone calls was prone to errors and delays. This was particularly problematic as the company's services are often time-critical, such as providing immediate roadside assistance at the scene of a traffic accident. The process involved a complex convergence of many parties including the customer, insurance providers, law enforcement, and various service and parts vendors. The information required to fulfill a request often came from various parties and not always in a timely or orderly way. This led to slow service and mistakes at critical moments.

The County Court of Victoria, which hears about 12,000 cases a year, was struggling with an overwhelming amount of paperwork. The existing legacy case management system was not comprehensive and was difficult to use. The court needed to modernize its high-volume paperwork management but was unsure of where to start or which technology to use. The first process that needed attention was the directions correspondence workflow, which generated hundreds of pieces of correspondence that had to be individually printed and assigned. The next challenge was the convoluted manual process of auditing and compliance, which required pulling files from different locations and was difficult to manage due to lack of a top-down view of all activities. Lastly, the court faced the challenge of collecting information for cases that had a plea or trial which may not be recorded in the case management system. The existing method was antiquated and fragmented, requiring hard copy questionnaires to be transposed and typed into spreadsheets.

ALPLA, a global plastic packaging producer, introduces a large number of new products annually for various industries. Each product undergoes a robust development process involving design, testing, and approval before production. Given that most of ALPLA’s customers are global businesses, many product development projects are global, involving multiple locations. This makes the product development process exceptionally complex and thorough, taking between six and twelve months to bring a new product from concept to production. ALPLA had been using SharePoint and InfoPath-based forms to automate information exchange between global teams and support the product development process. However, this legacy system was outdated, incomplete, and inflexible. It lacked a workflow engine and couldn't offer the data integration needed for an efficient, end-to-end solution. Moreover, it didn't provide the flexibility needed for continual enhancement of the product development process and adaptation to business change.

Orion Registrar, an internationally accredited provider of auditing services, was facing a significant challenge with its existing certification process. The process, built using Microsoft Access and a custom-built CRM solution, was not providing the scalability and flexibility needed to meet the company's growth trajectory. As the company expanded, it became clear that the existing system was not equipped to handle the increasing volume of work and the need for real-time updates for customers and auditors. The company needed a solution that could not only handle the growing business but also continue to provide a high level of customer service.

A leading commercial real estate company in the UK was facing challenges in winning and retaining clients in a highly competitive market. The company was struggling with inefficient client relationship management, marketing research, and legal processes. The process of gaining authorization for changes to standard terms and conditions (T&Cs) was slow and relied entirely on email exchanges, with no way of tracking the progress of approvals. This often resulted in delays of up to three weeks. Additionally, the company had 35 teams of market researchers across Europe, each presenting market intelligence in different formats. This led to a time-consuming process of collating, standardizing, and verifying data to create market research reports. The company also faced difficulties in managing client relationships due to limited information about key clients and the services delivered to them.

PD Ports, a leading provider of port-centric logistics and warehousing solutions, was facing challenges in improving the efficiency and cost-effectiveness of its internal processes. The company was seeking ways to enhance its market position and customer satisfaction. One of the challenges was managing a mobile workforce that often worked away from the office, making vehicle safety checks difficult to handle. Another challenge was handling short-term contracts that required efficient contract and order management over short periods of time, typically handled by employing additional staff. Lastly, the company was dealing with inefficient customer service investigations that required warehouse staff to spend several hours a week investigating to identify and solve issues.

An Australia-based industrial services company was struggling with slow, labor-intensive processes that were hampering its growth. The company had attempted to automate its workflows using traditional .NET development, but the results were unsatisfactory. The existing systems were not only time-consuming but also prone to errors and difficult to troubleshoot. For instance, employees had to individually submit training requests, chase approvals, and gather additional supporting information for each step. After six months of unproductive efforts, the company decided to abandon its .NET attempts and look for a better solution.

GG Group, a global manufacturer of cables, wires, and cable harnesses, faced significant challenges in its budget allocation and process standardization. The company relied heavily on spreadsheets and paper forms to prepare budgets and allocate resources, which resulted in a lack of visibility and wasted time in status meetings. The company's operations were fragmented due to various methods of project management employed by its employees. Additionally, GG Group faced the challenge of ensuring consistency across its 4,500 employees worldwide. The company's key engineering process, Variant Development, was heavily dependent on individual employees and their personal knowledge of various processes. This resulted in a process that took six to 12 months and required more than 100 employees across multiple locations.

The Fisheries Research and Development Corporation (FRDC) in Australia, a co-funded partnership between the Australian Government and the fishing industry, was facing a significant challenge with its funding application process. The process was managed by a bespoke tool built by a local software developer, which was not only slow but also prohibitively expensive for even minor changes. The FRDC, which plays a crucial role in the sustainability of Australia’s oceans, needed a more efficient and cost-effective way to manage and track the high number of research funding applications it received. The existing system was rigid and expensive, and the stakeholders were looking for an innovative and dynamic solution that would allow users to quickly make changes without excessive coding.

Westbury Street Holdings (WSH), a parent organization for a group of companies operating in the food services and hospitality sectors, was heavily reliant on outdated processes that were too dependent on spreadsheets and manual work. The company was providing centralized business administration for eight separate companies and was constantly seeking ways to improve its services. After an internal IT review, WSH decided to migrate from Microsoft SharePoint 2010 to SharePoint Online and transition all its core business systems to the cloud. This decision had significant implications as WSH had around 60 automated processes for HR, finance, legal, health & safety, and purchasing that needed to be transitioned to the new cloud environment. These processes were built over eight years using a combination of a competitor’s forms and workflows, InfoPath forms, and standard SharePoint functionality.

The leading transporter of natural gas in the United States was facing challenges with its workflow automation tool based in Microsoft SharePoint. The tool was not efficient enough to support its safety, HR, and other processes. The company needed a solution that could ensure proper tracking, auditing, and reporting, which are vital for its operations. The company also had to deal with heavy regulations due to the nature of the natural gas industry. They needed solid processes to back up any steps taken throughout business and operations processes. The company has approximately 6,000 miles of natural gas transmission pipelines across several states and is committed to providing safe, reliable, and efficient service.

Chris O’Brien Lifehouse, a leading cancer hospital based in Sydney, Australia, was grappling with the challenge of improving its legal processes. The hospital had several systems in place for visibility and consistency, but a large number of manual processes were still being relied upon. The hospital had turned to SharePoint and InfoPath to improve these processes, but found that they still required more speed in delivering the end product and more visibility into the processes. They needed a robust, flexible solution that could integrate with, and pull data from, several systems simultaneously. Additionally, they needed forms and workflows that were simple enough for end users to utilize.

WALK, an Ireland-based charity, was facing challenges in managing the risks associated with supporting a growing number of people with disabilities across a wider geographic area. The organization needed to produce, share, and update a large number of personal risk assessments for the vulnerable adults it supported. These assessments, along with person-centered plans, were crucial in helping the charity to assist people with disabilities in becoming as independent as possible. Initially, WALK opted for a pre-built risk management solution, but it did not meet their needs. The charity was then faced with the decision of whether to try another off-the-shelf package or hire a developer. After evaluating several options, WALK discovered K2 Software and decided to test its cloud solution against two other similar solutions.

LifeFlight, an Australian aero-medical retrieval service and charity, faced a significant challenge as their flight missions increased annually. The organization had many necessary processes in place to save lives, but there was room for improvement, particularly in technology. Different departments within LifeFlight began seeking their own ways to enhance efficiency, including purchasing individual software. This led to a situation where siloed systems blocked visibility, and a lack of integration slowed down processes. The need for an organization-wide change was evident, as a few lost seconds could mean the difference between life and death in their line of work.

Metro Pacific Investments Corporation (MPIC), an infrastructure investment holding company with extensive projects in water, power, toll roads, and healthcare services, was facing significant challenges with its expense/reimbursement and contract management processes. The company's reimbursement and expense management processes were paper-based, manually completed, and labor-intensive, which impeded finance and accounting operations. There were instances of misplaced or duplicate applications, leading to slow turnaround times. Additionally, due to the stringent requirements of 3rd party audit firms, MPIC was also in need of a solution that enables instant review and retrieval of contracts. Newly signed contracts did not have a proper workflow for the legal department’s review and retrieving these contracts for update or audit purposes were a chore.

Tipsport, the largest betting agency in the Czech Republic, was facing multiple challenges in its quest to maintain its leadership position in the industry. The company was in dire need of a tool to support intelligent process automation to enhance operational efficiency and business growth. One of the key challenges was the time-consuming invoice management process. This process, which was crucial to the company's financial operations, took several days or even weeks to complete and offered little visibility into its status. Another challenge was the need for a platform that could easily integrate with line-of-business (LOB) systems. The company was already using Microsoft SharePoint Online for data sharing, but the SharePoint workflow development tools were not providing all the functionality needed to create integrated workflows and were too inflexible to accommodate process changes. Furthermore, due to government oversight and shifting internal priorities, the platform needed to be adaptable to business changes at any time.

Matchis Foundation, the Dutch center for stem cell donors, was facing a steady increase in donor requests due to the expansion of its register of potential donors. The foundation holds the details of over 326,000 potential stem cell donors and expects to grow its register by 30,000-40,000 new volunteers each year. This growth was leading to a 20% annual increase in requests for stem cell donations, thereby increasing the workload for the team managing the donation process. The process involved a series of steps, tightly controlled by regulations, including discussing the donation procedure and risks with the matched donor, setting up medical examinations, and hospital appointments. The existing processes were rigorous but time-consuming and involved a lot of manual data entry. The foundation needed an automated solution to manage and process donor requests and donations efficiently when a match was found.

Computer Services, Inc. (CSI), a leading provider of financial technology and regulatory technology solutions, was heavily reliant on legacy paper and spreadsheet-based workflows. This included a cumbersome process for the allocation of equipment for both customers and employees, which required constant updates to a centralized spreadsheet, making it prone to errors. Additionally, CSI’s Managed Services team identified a need for a digital process automation solution to integrate with its cloud-based ticketing system, Autotask. The process, referred to as MAC (Move/Add/Change), had numerous steps integrated with both Autotask and Microsoft SQL Server. Lastly, as a 50-year-old company, CSI had numerous simple workflows that represented busy and often repeatable work, with roughly 30 identified that could function with no human interaction.