Matmut, a major player in the French insurance market, hosts its 600 servers and their compliant copies in two data centers which are accessible by the company’s 6,000 employees. The daily objective is to maintain and exceed Matmut’s standard for high quality of service. In order to do so, the Matmut IT team has built its security portfolio around a strategy based on load balancing. Therefore, it’s crucial for its two datacenter sites to communicate efficiently with each other so that critical data can be accessed at all times.

The Law Enforcement agency's mission is to safeguard the United States from a variety of national security and criminal threats. This mission generates an extreme amount of data, of all different types and formats, that is used during investigations and as evidence in prosecuting court cases. This data must be securely captured, analyzed, managed, stored, and available to stakeholders when and where needed. The agency's overarching goal is to modernize its technology infrastructure in support of the mission. Part of this goal is to enhance information sharing both within the agency and with other agencies and organizations. One challenge inherent in the need to efficiently and securely share information is the sheer amount of data that needs to be shared – all with different formats, types, and sensitivities. All data collected, analyzed, and shared by this agency has the added challenge of becoming evidence in complex legal proceedings that can be governed by many different regulations.

Cellcom Israel Ltd., the leading cellular provider in Israel, faced a significant challenge when a serious data leak occurred. The company realized that their sensitive data needed to be better identified, monitored, and protected from potential misuse. As a result of this high-profile security breach, Cellcom assessed its data security situation and decided to look for a data loss prevention solution that would ensure valuable company data was identified and kept inside the organization.

The College of Paramedics of Nova Scotia (CPNS) was struggling with a legacy database system that was inflexible and expensive. The data collection points in member application and renewal processes were not aligned with what CPNS needed, and repairs to broken processes took too long to fix. The service provider was expensive and it took months to make changes. This inflexibility impacted regulatory compliance. CPNS spent six months investigating a replacement solution.

Streebo Inc., a developer of mobile technology solutions, conceptualized a new chatbot accelerator solution but needed the right technology and support to bring this new tool to market. Many of the company’s existing customers had already approached the business, requesting digital transformation apps that included chatbot and messaging functionality. However, the process of delivering on these requests was less than ideal. To bring this breakthrough accelerator to market, Streebo needed the right technology and the right partner.

Before implementing the SINE, DINARDAP processed all its notifications for judgments through letters sent to 237 property registries in different jurisdictions of Ecuador. This process that previously took 90 days, today is done online, thus reducing time, paper, state costs, and increasing legal security. This technological tool allows public entities exercising coercive or judicial actions to send notices online to various registry institutions nationwide for requesting transfer bans, prohibitions cancellation, official reports, among other things.

Bloomington Public Schools District 87, serving over 5,600 students in Bloomington, Illinois, was faced with a challenge when Illinois Senate Bill 7 required them to rapidly adjust to the “paradigm shift” of state required staff appraisals. The manual process that was in place was not sufficient to meet the requirements. The district needed a solution that would allow them to complete the evaluation processes electronically. The manual process was not only inefficient but also posed a risk to data security. A lot of time and resources went into backup and security of documents for evaluations. The district needed a solution that would ensure the data and documents are secure both in-transit and at-rest.

Before the implementation of ProcessMaker, BanRegio was operating on a blend of manual processes and minimal software applications. The lack of automation technology during the workflow process prevented BanRegio from delivering its highest customer satisfaction potential. The bank needed to migrate data from an Excel spreadsheet and individual workstations to a central location and more robust application. BanRegio’s processes and calculations needed to be organized and managed more efficiently, then incorporated into newly defined workflows. The bank needed to build out a plan for standard operating procedures for evaluating process performance and efficiency. The institution wanted to provide its customers with the ability to track the progress of its claims. Finally, BanRegio wanted to reduce its response times to customer inquiries to improve the customer experience.

School districts in the U.S. have well established processes that they have used over many years. While these processes are mature, the cost of ERP and other commercial work flow software did not allow for the school districts to obtain a sufficient Return on Investment. While the need was great, the cost was prohibitive. Too much time was required to find and fill out paper forms, by staff that should be working with students. Paper forms data was taking days to enter into data systems, or the forms data was never entered, resulting in loss of information available to manage the school district. Errors and lost documents plagued the district, resulting in additional lost time for all staff.

Before the implementation of ProcessMaker, Telefónica CAM was manually re-entering data between Microsoft Excel and its legacy software. This manual input left room for human error, delays in service, and expensive labor costs. For instance, Telefónica Guatemala was manually processing over 100 new business account subscriptions every day. Each of these produced 20 new accounts that needed to be created. All of this was completed manually, meaning that activating new accounts often took more than three days to complete. Telefónica realized both money and time was lost during the account opening process on a massive scale. At the time, Telefónica CAM was unable to determine the cost and ROI with its new subscriptions. It also had limited visibility into its organization’s workflows and the efficiency of its processes.

Serving over 50 local markets across the United States of America, Kaiser Permanente is tasked with organizing critical financial processes amongst three interdependent groups positioned in geographically diverse regions. Processes like evaluating requests for equipment and capital, or the reorganization of staffing resources were riddled with inefficiencies, leading to protracted approval and review timeframes, frequent miscommunication, and a severe lack of visibility. Several of Kaiser Permanente’s internal processes began with a spreadsheet, sprinkled with cells carrying complex instructions. Tricky templates made it hard to identify errors along the way as team members manually passed spreadsheets up the food chain, frequently moving data back and forth between users. The informal structure made it challenging to pinpoint a pending project’s precise progress, leaving unchecked files languishing in inboxes. Clunky spreadsheets were challenging to decipher and lacked a crystal clear audit log.

CNT’s nationwide contact center had grown in both staff and systems. There were 7 different solutions in place for the process of receiving and processing customer issues. These solutions involved several back office systems and various customer facing systems. The most important system was the central Avaya telephony platform. CNT had a large investment in all of these different systems and was not necessarily looking to rip and replace. Rather, CNT wanted a solution that could integrate with all the systems and provide a single interface to coordinate both the systems and the people involved in the process. Due to the fact that so many systems were involved, it was also impossible for CNT to efficiently and effectively provide service SLAs and ensure the quality of their call center service. CNT was looking for a solution which would help them increase the agility of their agencies, provide greater clarity and enforceability of SLAs, and allow technical and commercial issues to be solved more quickly.

Spring High Digital, a ProcessMaker OEM partner, provides e-commerce, project management, mobile app development, and advanced business process workflow integration solutions to a diverse set of clients. Their clients' industries range from engineering to banking. Financial workflow management is a particularly important solution that requires a high level of oversight for budgetary allocations. Spring High needed a robust solution that allowed for advanced integration with third party systems from WordPress to Apache Camel. Seamless integration was a necessity so that Spring High could build processes on a massive scale with minimal limitations. Prior to using ProcessMaker, they used Bizagi and developed some custom applications around the tool. However, the solution was pushed to its limits because of the integrations Spring High required for their clients.

The company faced several challenges in managing the competitive tendering process on behalf of Telecom Companies. These included varying bidding processes adopted by different telecom service providers, putting together RFPs with all supporting documents, inviting the right bidders based on governing rules and suitability for the job, conducting the bidding process, analyzing data submitted by service providers, generating reports and recommendations, and managing customer relationship data and business process connection from a workflow point of view in the entire bidding process.

Tulsa Community College (TCC) is a multi-campus institution that was heavily dependent on paper applications and request forms. Their staff struggled with timely approvals as their paper forms had to go from one campus to another for various sign-offs and permissions. This caused its administrative workflows to become very tedious. The college’s processes were 100% manual, making paperwork a hassle and the approval process time-consuming. TCC was relying on an interoffice mail system that ran twice a day, meaning forms had a four to five hour delay at best. Tulsa’s multicampus organization, departments, faculty, and database administration needed a workflow solution strong enough to power its entire enterprise.

Maury, Donnelly and Parr Inc. (MDP), a leading American specialty insurance company, was facing challenges due to its outdated proposal creation processes, manual workflows, and immature software infrastructure. The company was deeply rooted in conducting business with an outdated management suite, which resulted in inefficiencies and frequent human errors. The manual processes involved in coordinating data between conducting analytics, presentations, and preparing briefs were time-consuming and prone to mistakes. The company needed to digitize its processes to continue providing the best possible value for clients and to stay competitive in the market.

Lenovo, a global technology company, was facing challenges in its customer fulfillment department. The department was relying on unstructured email communication, which was inefficient and led to unnecessary correspondence. The company also recognized the need for inter-department collaboration within a cloud environment to further streamline communication. With over 26,000 employees serving customers in more than 160 countries, the company needed a Business Process Management (BPM) solution to address these pain points.

The main issue was that the Peruvian government relied heavily on paper-intensive, manual solutions with this registry. Before ProcessMaker, registration was a manual process that stored information in Microsoft Excel spreadsheets. Time was wasted in determining the status of each registration application. The lack of automation and digitization made evaluating registration applications difficult and tedious. In addition, an audit trail didn’t exist to enforce filing requirements with applicants. The lack of reporting tools in place, along with access to centralized information, proved that evaluating the environmental performance of applicants was nearly impossible.

KPN, a leading telecom company in Europe, was struggling with the management of a large volume of contracts. The contracts were stored in back-office filing cabinets or on hard-to-navigate shared drives. This disorganized storage system made it difficult and time-consuming to find the most up-to-date contract when needed. The challenge was to eliminate the disorganized storage system and create a central contract repository.

Adams County/Ohio Valley School District (ACOVSD) serves over 3,800 students from Adams and Highland counties in South Central Ohio. ACOVSD services their students from 7 schools and 2 administrative/business buildings covering an area of 489 square miles. The large geographic area presented a problem for paper-based processes. ACOVSD was looking for a solution that allowed for the online routing and approval of employee purchase requests. The district was previously using a paper-based requisitioning process, which was inefficient and time-consuming due to the large geographic area the district covers.

The Jamaican government’s department of Land Administration was tasked with managing how land title rights are transferred from the deceased to their beneficiaries. The process was paper-based and required many forms, photocopies, and notarizations to be submitted. Once submitted, these cases were very difficult to track and were often misplaced. In other scenarios, the information submitted in the applications was incorrect or incomplete and would require that the applicant begin the process again. As the volume of physical client files increased, the requirements for physical storage space for the files was becoming difficult to manage. The amount of time spent processing paper documents for approval increased the overall lifecycle time of the application.

California Resources Corporation (CRC), the largest oil and natural gas producer in California, was facing a significant challenge in managing its vast inventory. The company had a 60,000 square foot inventory using a network of vendor suppliers with different descriptions and item numbers. This made it difficult to automate the part inventory systems and consolidate them into a single search. CRC only had their parts inventory cataloged by description, a field with lots of variability. Procurement was difficult, with CRC vendors rapidly searching inventory to locate needed parts. Off-catalog requests were too high and parts procurements was 20% over budget.

The Human Resources division of Colombia’s National University was struggling with managing a high volume of requests related to human resources. They were handling approximately 20 requests per day, including employment certificates, absence requests, management reports, and processes related to the hiring and onboarding of new staff. The division was using printed documents and controlled them with Word documents and Spreadsheets, which led to loss of control over the requests, time wastage in searching for physical documents, and dissatisfaction among their clients due to slow response times. The division also faced challenges with security and integrity of information due to the number of participants involved in the process and the method of storage of the spreadsheets.

Before the implementation of ProcessMaker, GTBank’s internal business processes operated on an outdated management suite. The previous vendor’s product architecture and point solutions weren’t delivering the level of customization nor scalability for customers that the bank needed. The rising cost of the previous system became harder to justify. GTBank needed a central processing department at corporate to handle tasks like demographic changes and maintenance. Originally, this was happening at individual branches. Departmental silos and communication lags became a negative effect that contributed to the inefficiencies in cross-collaboration. GTBank also wanted to use the system for foreign exchange transactions—or exchanges involving money moving in and out of the country. Specifically, it needed to integrate ProcessMaker with the Swift Financial Messaging Service. This service generated Telex messages to notify banks when money transfers have been completed. Those requests would then be received and approved in the ProcessMaker system before initiating the transfer.

Co-operative Bank of Kenya, a leading commercial bank in Kenya, was operating on a software suite that wasn’t able to deliver a comprehensive solution that the bank required. The bank needed to integrate legacy systems with their workflow solution. For example, the bank needed to simplify the account management process without losing the information from its existing investments. A workflow solution that could extend the value of its current software was preferred, especially one that could take information from prior systems and incorporate the data into processes that can then connect to point solutions, cloud solutions, and more. Co-operative Bank also wanted to improve the security and efficiency of its identification verification processes for uploading documentation. The bank did not have proper technology to support mass digital identification efforts and had to resort to manual processes.

Before the implementation of ProcessMaker, HyperCube was broadly a paper and spreadsheet-based company for purposes of core processing. They had built a homegrown system that did not allow efficient workflow management. Lack of flexibility and difficulty adapting to changes were main characteristics of the system. The inability of visually representing the organization’s processes was also a considerable pain point. Process stakeholders also faced particular pain points such as inefficient record keeping, lack of document routing and management, and poor involvement of employees in process-related tasks.

CUNY School of Law needed to eliminate the manual and paper-intensive tasks that were causing bottlenecks and redundancy in essential decision-making workflows. The school fields administrative requests across a number of offices that are slowed by manual steps — notably in Admissions, Financial Aid, and Human Resources. Staff and students rely on human-driven info entry, manual paperwork, email follow-ups, and physically walking between offices to notify process stakeholders. Without a centralized, transparent way to track and assign responsibility, processes ran densely with obscured bottlenecks and repetitive communications. Ultimately, error-prone inefficiencies absorbed time, money, and hours of labor — running counter to CUNY Law’s pride in delivering exceptional student services.

HSU-VKU, a merger between Howden Specialty Underwriters and VK Underwriters, is an international underwriting agency focused on the specialty liability insurance markets in the U.S., Puerto Rico, and Latin America. They signed a contract with Liberty to manage their underwriting operation in the US for a number of specialty products. However, they faced challenges in automating their operations due to budget constraints as a startup. They also wanted to avoid traditional problems in brokering and underwriting such as delays in data entry, errors and lost documents, and lack of timely access to key KPIs.

AgroTechnology Transfer and Commercialization Center, a joint venture promoting advanced technology in the agroindustrial sector of Kazakhstan, was struggling with an increase in paper-based processes. These processes, which included developing project descriptions, establishing cooperation with external experts, and evaluating projects, were generating a vast amount of information that was difficult to analyze for process efficiency. The paper-based business processes were leading to duplicated effort and errors in documentation, and needed immediate automation.

UNE is a leading telephone company in Colombia that had many processes running out of control and needed automation. The company was struggling with paper-based processes that were difficult to track and manage. There was also a lack of timely information to improve business performance. The company was using the community version of ProcessMaker, which was not performing optimally for their 60 concurrent users. The company needed a solution to streamline and control their processes, improve performance, and provide the right information at the right time.