The United Nations Development Programme (UNDP) Bangladesh was grappling with inefficient manual processes that were consuming a significant amount of employee time. The organization's procurement team was handling over 1,000 requests annually, with each request requiring up to 33 steps from initiation to approval. Additionally, staff had to manually update vendor information 10 to 20 times a day to ensure timely payments and service continuity. These time-consuming processes were diverting resources away from the organization's core mission of addressing gender inequality, poverty, and other challenges in Bangladesh. The organization realized the need for automated workflow processes but was deterred by the high costs associated with hiring an in-house developer or an external consultant.

SOHO Realty, a full-service boutique real estate brokerage, was facing challenges in managing its sales and marketing processes. The agency was already using dotloop, a transaction management tool, for managing electronic signatures and other documentation needs. However, it was not a complete solution. The agency needed a more comprehensive system to automate the delivery of documents, track the status of tasks in the home buying and selling process, and manage incoming leads from both buyers and sellers. The existing system was not efficient enough to ensure proper and fast follow-ups. Moreover, the agency wanted to make the home buying process less complicated and easier for its clients, who were mostly first-time buyers.

World Vision New Zealand, a non-profit organization dedicated to raising awareness and funds for children and families in need around the world, was facing a significant challenge in managing their processes and risks. Their processes were documented in multiple locations and their risk register was managed via Excel spreadsheets. This fragmented approach made it difficult to ascertain whether effective processes and controls were in place, and it hindered adherence and accountability. The organization needed a more efficient and centralized system to manage their processes and risks, and to ensure better visibility and accountability.

Villa Maria, New Zealand's most awarded wine company, faced a significant challenge in managing its operations across multiple sites and a fluctuating workforce. The company operates across five main winery sites, 14+ vineyards, domestic sales offices, and overseas markets with a growing team of export managers. The staff numbers range from 300 permanent staff up to 500 over vintage/harvest periods. The challenge was to move from quality control to quality assurance, focusing on individual teams, experts, and department ownership. This required a system that was easy to use and could capture not only the information but any changes required for audits. The company needed to ensure stress-free audits, ISO 9001 and health & safety compliance, improved process ownership and empowerment, and ease of process and change management.

Transdev Auckland, a transport company operating the rail service on behalf of Auckland Transport, faced a significant challenge. The company, which employs about 580 staff and serves thousands of Aucklanders weekly, needed an integrated, easy-to-use process management system that could be customized to suit its purposes and keep everything transparent. The company's processes and systems needed to be seamless to ensure staff and customer safety and manage numerous ongoing projects. Furthermore, the senior management had given the Transdev Auckland team a directive to achieve certification of five international standards within a one-year time frame. The company's existing system was described as messy, clunky, and not monitored, which posed a significant hurdle to achieving these goals.

The Tararua District Council was facing a significant challenge in managing their processes. They discovered discrepancies between their perceived processes and the actual ones. This was causing issues in compliance, risk management, and overall efficiency. The council was also struggling with the induction process for new councilors, which led to misunderstandings and errors. For instance, an issue arose when three councilors were not properly briefed on the council’s Iwi relationships. The council was also grappling with the need for frequent changes in legislation, which necessitated quick updates to their processes. Traditional flowchart systems were proving to be time-consuming and expensive for these updates.

Hillphoenix, a leading manufacturer of commercial refrigerated display cases and industrial refrigeration systems, was struggling with its line inspection process. The process was manual, paper-based, and relied heavily on the memory and experience of the inspectors. This resulted in a cumbersome process that was difficult to track, increased the risk of errors, wasted inspection time with paper forms, limited tracking records, necessitated hefty excel files, and delayed reporting. The lack of standardized terminology for defects and the reliance on handwritten notes further complicated the process. The company's First Pass Yield (FPY) goal was dependent on recognizing defects as quickly as possible, but the existing process posed a risk of inaccurate inspection data and inconsistency in the inspection process.

Fulton County School System, one of the oldest and largest school districts in Georgia, was facing a significant challenge in streamlining its operations. With over 14,000 full-and part-time employees and approximately 96,700 students across 105 schools, the school system was struggling with inefficient processes, particularly in the application process for its STEAM program. The application process was paper-based, which was not only time-consuming but also prone to errors and miscommunications. Parents had to fill out a two-page paper form and return it to the program coordinator, who then had to manually review all applications and individually contact parents regarding their child's acceptance status. This process was particularly burdensome for the program coordinator, who also held a full-time position as the school's assistant principal. Each year, more than 200 applications were submitted, and the review, approval, and parent correspondence were all managed manually.

Genesis Energy, a state-owned generator and retailer of electricity, gas, and LPG in New Zealand, faced a significant challenge when it decided to bring its externally contracted contact center in-house. The company was at risk of losing valuable corporate knowledge during this transition. Additionally, Genesis Energy was grappling with the complexity of its processes, which often included a mix of low and high-level steps with no clear divide. The company also had to deal with wide variations in processes across its multiple geographical sites, leading to inconsistencies and inefficiencies. The challenge was to capture and retain the corporate knowledge, simplify and standardize the processes, and eliminate regional variations.

Christchurch International Airport Limited (CIAL), New Zealand’s second largest airport, was faced with the challenge of maintaining daily operations while implementing a new ERP system. ERP implementations can often be disruptive to business and can cause a change management battle that lasts for months afterwards. CIAL had three major systems for property/retail, asset maintenance and finance, along with many ancillary ad-hoc solutions. Poor integration was causing operational inefficiencies across the business. The project had high expectations set, including tighter integration of processes and information across the whole business, improved visibility of business activity and reporting capability, and simplified business administration and operations.

Gippsland Water, one of the largest suppliers of high-quality water, wastewater, and waste recovery services in regional Victoria, Australia, was faced with the challenge of meeting the needs of 65,000 customers in 43 towns, including seven industries of national significance. The company was tasked with the question of how to provide the best service to customers while doing more with less. The ultimate goal was to enhance efficiency by lowering tariffs and reducing costs from the business while still maintaining high-quality services. The company also aimed to eliminate double handling and increase staff engagement. The challenge was to transform the way the company worked, improve processes, and increase efficiency.

McDonald’s New Zealand, with its 152 restaurants across the country and approximately one million weekly visitors, faced a significant challenge in managing the human resources requirements of its 9,000 employees. The Auckland-based human resources (HR) team was tasked with providing HR support and guidance to individual franchisees and restaurant managers for a range of employment-focused procedures and protocols. The team needed to ensure consistency across different locations and keep up with changing legislation. The challenge was to find a solution that could simplify and streamline these processes, decrease reliance on the HR team, and increase employee confidence.

Port Stephens Council, located in New South Wales, was facing challenges due to population growth, increasing development, and tourism. These factors were putting pressure on the environmental integrity, character, and attributes of the local government area. The council had adopted the Australian Business Excellence Framework (ABEF), a system designed to guide organizations to sustain high levels of performance. However, the council's existing Visio software was increasingly unable to support the scale required for ABEF. It also lacked a systematic approach to process management, making it difficult for teams to map, capture, and record both existing and new processes. The council needed a solution that could support their process management, improvement, and innovation needs.

St John, the largest primary care provider in New Zealand, faced a significant challenge in consolidating four regional business units under a national umbrella. The organization provides a range of care-related community and commercial services, including medical alarms and an emergency telephone response service to at-risk individuals nationally through their Telecare and Home Health division. The Telecare division is responsible for installing thousands of medical alarms in the homes of clients with diverse medical needs across the country and monitoring these alarms through a 24-hour telephone service. The consolidation of business units was further complicated by an upcoming requirement for a significant segment of the healthcare industry to gain accreditation to become an approved government supplier, a process that necessitated an independent audit of processes.

AsiaCell Communications PJSC, the largest telecommunications company in Iraq, was struggling with managing its complex product lifecycle. The process was managed using Excel spreadsheets, Microsoft Project, emails, phone calls, and in-person discussions. This method led to duplicated and/or lost work, and a lengthy time to market of five months. The process was considered one of the top 10 most important telecom processes, critical for any company that generates products. The product lifecycle management (PLM) process was broken down into five gated, or staged, sequences of actions, each requiring approvals to trigger the next set of actions for development. Some gates included as few as six steps of approval, and others included as many as 24. The complexity and inefficiency of the process were causing significant delays and inefficiencies.

SAI Global, a global provider of information services and solutions for managing risk, achieving compliance, and driving business improvement, faced a significant challenge in managing process variations across its global offices. With a workforce of over 1,000 staff, spread across different technology platforms and locations, implementing a single, global process management system was a daunting task. The global nature of SAI Global's business meant that there was a considerable amount of variation in processes across its offices. This lack of standardization and consistency was a major hurdle in achieving operational efficiency and accountability.

Rinnai NZ, a leading heating appliance manufacturer, was not facing any specific inefficiencies or issues. However, the company was always looking for ways to improve their products and business at every level. They wanted to maintain their global industry leadership by continually enhancing their processes. The company was also keen on ensuring their ISO 9001 compliance and making health, safety, and risk management an integral part of their day-to-day business. They wanted to make information easily accessible to all staff members, thereby reducing surprises and improving efficiency. Additionally, they wanted to streamline their auditing process and make staff onboarding faster and more efficient.

Ricoh Australia, a global technology company, had been experiencing significant growth due to acquisitions and expansion into new markets. This growth, however, led to a complex and disparate quality management system. The system, developed internally, had information stored in various places, leading to a lack of clear-cut ownership of processes. The company was also facing challenges in maintaining its commitment to quality and compliance requirements, including ISO 9001, ISO 14001, ISO 27001, and the CarbonZero environmental standard. To avoid problems with outdated or inaccurate processes, Ricoh needed a new tool that would enable them to impose dates for review of content and make process information accessible to all employees, including those working in the field.

Regional Australia Bank, a member-owned bank known for its flexibility and simplicity, was facing a complex challenge in its lending space. The bank was dealing with numerous organizational changes and had different lending processes for different loan products, users, and channels. This resulted in duplicate processes, each of which needed to be updated whenever something changed. This not only created an administrative burden but also led to a matrix of processes that were slightly out of date. As the number of processes multiplied and keeping them up to date became more complicated, staff trust in the processes, which should have been the single point of truth, started to erode. The bank needed a solution to streamline its processes, regain staff trust, and improve customer service.

Aioi Nissay Dowa Insurance Company Australia Pty Ltd (ADICA), a general insurance company in Australia, faced a significant challenge when it began underwriting operations as a locally incorporated subsidiary. The existing branch operations were scaled down and placed into runoff, prompting ADICA to seek a business process management tool. The company needed a solution that would enhance its risk management environment, integrate risk and compliance requirements directly into processes, and assist in meeting its obligations under various regulatory and prudential regimes. As a general insurance company, ADICA is authorized to carry on general insurance business within Australia and is supervised by the Australian Prudential Regulation Authority (APRA), which oversees Australia’s authorized deposit-taking institutions, life and general insurance companies, and superannuation funds. Therefore, it was crucial for ADICA to have a robust risk management and compliance system in place.

ClearView, an ASX-listed company managing over $6.9 billion in funds and $148 million in life insurance policies, faced a significant challenge in its operations. The company's senior management team identified that some of their existing processes had become unclear, leading to inefficiencies and reduced productivity. This situation was further complicated by the company's mix of long-term staff and recent arrivals. While some employees were accustomed to the existing processes, others brought different approaches to tasks, creating inconsistency and confusion. Recognizing the need for change, ClearView decided to explore the market for a better way to manage their business processes.

Colorpak, a leading packaging company, was facing challenges in managing risk and dealing with incidents in a highly competitive industry. The company had a robust product range but lacked a unified system to manage risk and log incidents. They were in the process of implementing a new ERP system and were also keen on improving customer service and increasing staff engagement. The majority of incidents were generated by customer complaints, which were often picked up late in the system, impacting customer service. The company also wanted to empower its staff at every level to take responsibility for mapping and improving their work processes.

The Infringement Management and Enforcement Services (IMES) unit at the Department of Justice in Victoria, Australia, was facing significant challenges in managing and maintaining their data and processes. The unit, which is responsible for improving road safety, reducing road trauma, civil compliance, collecting on debts, and dealing with the assets of crime, was using Word and Visio to capture and manage data. This led to a lack of cohesion and consistency in their processes. There were multiple ways to follow procedures, often developed by individuals not directly involved in the day-to-day work. The staff had to work with complex systems, and information was hard to find. The ownership of the processes and procedures was unclear, and many were rarely updated. The induction process was also lacking, creating an environment where processes were not well communicated and often not followed.

Adelaide City Council, like many local government organizations, was grappling with a multitude of responsibilities including staff management, service provision, asset maintenance, and meeting external controls. The financial services department, in particular, was facing challenges due to legislative changes that required the establishment of internal financial controls for council auditors. They needed an automated system to monitor and report on internal controls, auditing, and risk management. With 89 separate risk management processes to follow, the finance team was overwhelmed with external audits and controls. The processes were primarily managed in Word documents or spreadsheets, making them difficult to access and update. Prior to the implementation of Nintex Promapp, auditing, analysis, and reporting were done manually, which was time-consuming and challenging.

Lumo Energy, a subsidiary of Snowy Hydro Limited, faced a significant challenge in documenting its business processes. The company's efforts were hampered by a fast-paced environment, high staff turnover, and ownership issues. The result was a wastage of substantial resources, both time and money, with only 50 completed processes documented in physical folders. The executive leadership lacked confidence in the process documentation and sought a new model for capturing and improving their processes. The company needed a solution that would not only help them document their processes but also promote collaboration and standardization across the organization.

The Ministry of Health Denmark, a government body responsible for the national healthcare policy and services for the elderly, faced a significant challenge. With over 2,000 employees, the Ministry needed to update and migrate more than 30 business processes running on outdated platforms like SharePoint 2003 and Lotus Notes to the cloud. The migration was crucial to maintain the agency's productivity and effectively serve the citizens of Denmark. The IT department was in search of a new workflow automation tool that could facilitate the migration of its existing Lotus Notes workflows to the cloud. The tool needed to be flexible and scalable to help the organization grow and maintain their automated processes.

Participate, the largest teacher exchange sponsor in the U.S., faced significant challenges in managing the extensive paperwork required for recruiting and relocating international teachers. The process involved manually pulling, cutting, and pasting data into multiple documents, including virtual resumes, visa applications, and benefit enrollment forms. This labor-intensive process was not only time-consuming but also prone to errors. Furthermore, the requirement for physical signatures meant that documents had to be mailed overseas and then mailed back, causing further delays. The entire process could take months, creating headaches and endless delays for the organization. Over time, Participate outgrew its homegrown system’s capabilities and needed a more efficient solution.

Naylor Love Construction, a New Zealand-based company, was facing a significant challenge in maintaining its excellent safety record as the company expanded in size and complexity. With more employees and projects spread across various cities, the potential for accidents increased. The company had a system in place to track jobsite hazards and address them before they resulted in injury. However, the process was cumbersome and time-consuming. Workers had to obtain the right form from a job office, take them to the hazard site, record the problem, and then return to the office to file the form. This process was not only inefficient but also increased risks to coworkers, Naylor Love, and its clients, especially considering the stringent safety regulations. The company needed an automated health and safety management solution that could work at remote jobsites, enable hazards to be reported thoroughly, accurately, and quickly, and automate workflows to get hazards addressed promptly. The solution also needed to integrate with the company’s Microsoft Office 365 deployment.

LifeGuardian Technologies, a California-based company that distributes life-saving emergency medical alert devices, was facing a significant challenge with its communication systems. The company had a complex and expensive telecommunications system that involved multiple vendors for different services, including a PBX provider, local service, toll-free numbers, long distance, and voicemail. Each service had its own vendor, making the system not only costly but also difficult to manage and operate. The company was spending at least $800 per month on these services. Furthermore, the system was not meeting the company's business needs, particularly in terms of routing mission-critical calls seamlessly across multiple locations and scaling to fit their growth and expanding needs.

Organic By Nature, a premium whole food supplement manufacturer, faced a significant challenge when they decided to consolidate their operations into a single building. The main issue was the relocation of their legacy PBX phone system, which was housed in the main building they were vacating. The new building lacked the necessary infrastructure to support the heavy hardware of the PBX system. Tom Merz, the director of IT and facilities, found that not only would the hardware be difficult to physically move, but the new building did not have enough copper lines to support the system. The estimated cost of reinstalling the old PBX in the new building was between $60,000 to $80,000. Additionally, the old PBX system was limited in functionality and required a specialized technician for routine tasks such as creating an extension for a new employee, which was both time-consuming and expensive.