Customer wanted a real-time, seamless, cloud based integration between the existing on premise and cloud based application using SOA technology on Oracle Fusion Middleware Platform, a Contingent Worker Solution to collect, track, manage and report information for on-boarding, maintenance and off-boarding of contingent workers using a streamlined and Integrated business process, and streamlining of integration to the back-end systems and multiple SaaS applications.

The client wanted to implement a robust PLM Solutions using Enovia Matrixone. The client also wanted to integrate its PLM Application with other applications like Engineering Design Tools, third party applications and enterprise-wide ERP tools.

The client wanted to reduce operating costs while increasing efficiency and consistency within the IT and quality assurance organizations. Executive management mandated continuous process improvement, but the environment lacked consistent processes or tools to manage. A cost-effective software testing was needed.

The client was running a legacy material flow tracking system and wanted to replace the system with a more effective one as the system was increasingly expensive to maintain and support and also was not extendable. The client's IT landscape was filled with modern applications and it was difficult to interface the material flow tracking system with modern applications.

A global security, storage, and systems management software provider planned to demerge into two separate companies. To prepare, it undertook a major overhaul of its IT infrastructure and operations strategy. A key requirement: streamlining the Hosting Group, which handled compute, storage, and middleware operations. These functions had grown complex and had a wide geographic distribution. The company planned to bring them under closer in-house management.The company looked to increase its business agility so it could quickly and creatively respond to customer demands with improved internal collaboration and optimized go-to- market and IT service delivery capabilities. Modernizing IT functions, and making them more responsive, was critical to achieving these goals.

Lower oil prices compel oilfield operators to increase efficiency. The client, a leading oilfield services provider, sought to significantly reduce the costs of pumping oil. The client owns and operates tens of thousands of electric submersible pumps (ESPs) for its global oil-and-gas customers.

A large U.S. heavy equipment manufacturer and logistics company sell its vehicles to dealers who, in turn, rent or sell them to individual customers. An antiquated, on-premises data center made maintaining and managing its 400,000 pieces of heavy equipment a challenge.This outdated environment also made it difficult to scale its vehicle monitoring capabilities, assess vehicle health proactively and capture analytics for insights into performance across the company. With its legacy data center at capacity and the high licensing fees associated with available marketplace solutions, the manufacturer needed a partner to help transform its business operations.

The company with little presence in the fast-growing business-to-business (B2B) digital marketing space wanted to tap into its powerful data assets to quickly enter this new market. The data-rich company asked Cognizant to help it leverage its core data assets.

A multibillion-dollar technology firm, with more than 140,000 employees across 180 countries, was struggling with multiple customized, outdated HR systems. Maintenance costs were high. Processes were cumbersome and riddled with heavy paperwork. And data was inaccessible in real-time.The company needed a modern HR system to standardize and simplify processes, reduce maintenance costs and empower employees with easy access to data. 

A global digital payments provider was looking to consolidate its design group in California, aiming to create a central hub for the company’s product, engineering, and design talent. The goal was to accelerate product development by providing strategic and flexible user experience (UX) design services, ensuring consistency and continuity of project resources. The company also aimed to establish last-mile design support to global product design and engineering teams and create governance for efficient coordination across projects. The major challenge was to staff the new hub with 35 UX design consultants and make it operational within 30 days. The client chose Cognizant Digital Experience, one of the largest design services groups in the industry, to take on this challenge.

A prominent US-based software company was grappling with bandwidth issues in resource allocation, managing various partners, and executing its product roadmap. The company's disjointed management approach led to the release of generic campaigns that lacked personalization. Balancing work priorities among different stakeholders resulted in increasing dependencies and delays. The company aimed to migrate to the cloud for scalability and improved data-driven decision-making capabilities. It also sought to reduce overall infrastructure costs, centralize disparate smaller teams, and deploy a third-party personalization and experimentation platform. To achieve these goals, the company partnered with Cognizant for a digital marketing transformation and the selection and deployment of a personalization platform.

The company wanted to revamp its IT and infrastructure operations strategy. It wanted to bring the functions of the hosting group in charge of computing, storage, and middleware operations under closer in-house management.However, the provider didn’t have the necessary visibility into its operations to determine the scope of these critical processes, which when disrupted would result in huge revenue losses and negatively impact its technology strategy.External management of the provider’s IT infrastructure also left users dependent on manual delivery and provisioning mechanisms, rather than benefitting from automated and self-service processes.

A leading cloud-based software company was facing difficulties in achieving the desired efficiencies and scale needed to support consistent growth in terms of accounts payable (AP) and accounts receivable (AR) functions from its facilities in South America and Central Europe. The company's previous IT service providers' collections data was consistently low, around 60% based on historical records. This led to a cash flow problem and an increase in the aging of outstanding receivables. The company was also seeking standardization across geographies. To address these issues, the company set a goal of achieving 70% collections and reached out to Cognizant, their strategic partner of seven years, for assistance.

A global business information company was facing challenges with its new customer onboarding process, which is a crucial gateway to its product offerings. The company needed to speed up this process, boost sales through new partnerships, and ensure seamless integration with any partner. The company's match application, which connects each customer's data with a unique identifier, was at the heart of its business process and required modernization and migration to a cloud environment. The company sought the help of Cognizant, with whom it had a long-term relationship, to re-architect and modernize its match application.

The company needed a trusted and long-term strategic partner to provide technical and engineering support to its video engineering unit. It wanted to focus on investment and resources to develop new product concepts for next-generation offerings while continuing to deliver high-quality service to its existing customer base in Europe. The company turned to Cognizant.

With its high initial cost and ongoing expense, is becoming harder to defend in a market increasingly reliant on software-as-a-service (SaaS). One major technology player saw an opportunity to increase its revenue by adding a subscription payment model to its traditional on-premises licensing.Adding subscriptions meant changes to product and solution pricing, support, and billing as well as the underlying technology for these processes. A new technology platform would be required to support these business model changes.