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.

Captorra, a leading case and client intake software solution provider for the legal industry, faced a significant challenge in their client intake process. The process required signatures on various documents from both parties, which were traditionally printed and mailed. This method was not only time-consuming but also put Captorra at a competitive disadvantage, as the delay often resulted in losing business to competing firms. Additionally, Captorra needed a solution that could seamlessly integrate with their existing CRM, Dynamics 365. Their initial choice, DocuSign, proved to be a limitation due to its off-the-shelf integration with Dynamics. The need for a simple, robust, and quick eSignature solution that could integrate seamlessly with their CRM led Captorra back to the drawing board.

Landsbankinn, the largest bank in Iceland, was grappling with outdated, manual, and paper-based processes that were slowing down its operations and affecting customer service. The bank's back-office banking processes had remained unchanged for years, relying heavily on paper forms that had to be physically moved around the organization. This was particularly evident in the loan authorization process for employees, which involved multiple departments and took up to five days to complete. Additionally, the bank's reliance on handwritten signatures for loan applications was inconvenient for customers and slowed down the process. The HR department also faced challenges managing requests from over 900 employees, as the paper-based system was prone to loss and delays. Lastly, the bank needed to ensure strict compliance with national and international financial regulations, including the GDPR.

Knight Insurance Group, a regional insurance agency, was grappling with the challenge of manually processing client paperwork across all its locations. This traditional method was not only time-consuming but also increased the likelihood of customer fall-off due to the lengthy process. On average, it would take new clients two weeks to fill out and return applications. This situation was far from ideal as it kept administration times higher than the company desired. The company recognized the need to digitize all administration to streamline the paperwork process and improve customer experience.

Yamaha, a leading supplier of musical instruments and audio equipment, faced a significant challenge in managing its legal contracts and agreements. The company's growth led to the creation of different divisions, each with its own set of legal exhibits and agreements dictating how products could be marketed and sold. These divisions sold to retailers with multiple store locations, making the manual creation of documents a complex and time-consuming task. The process was further complicated when a national account carried products from multiple Yamaha divisions, requiring a Master Dealer Agreement and legal agreements for each division. The volume of emails and documents often confused retailers, leading to overlooked or incomplete documents. Despite being a Salesforce and DocuSign user, Yamaha had to step outside these environments to complete documents, leading to a desire for a document automation solution.

The International Executive Service Corps (IESC), a non-profit organization that spurs economic development in developing countries, was facing a significant challenge with its workflow management. After migrating from Lotus Notes to Microsoft Office 365, the organization found that the out-of-the-box SharePoint was difficult for its employees and volunteers to use. The uptake was low, and users were resorting to email workarounds to avoid the workflows, creating an audit risk that IESC wanted to avoid. This was a significant issue as the organization is largely funded by government contracts and grants, which come with stringent compliance and accountability requirements. The challenge was to find a workflow solution that was user-friendly, efficient, and could meet the organization's compliance needs.

Hamra Enterprises, a rapidly growing company that owns over 163 franchise restaurants across five states and employs over 5,000 people, was faced with a significant challenge. The company needed a simple, scalable solution to comply with new overtime regulations. Their existing manual timesheet collection and entry process was unable to keep pace with the new rule's requirements. The legacy process involved employees filling out hardcopy timesheets, which were then sent to HR for manual entry into an import file. This labor-intensive process added an extra five hours to an already busy work week. Furthermore, the company was in the process of deploying a new payroll system, but the time and attendance module would have cost an extra $30,000 and taken months to implement.

STIEBEL ELTRON, a German manufacturing company, was facing challenges in managing shared data and eliminating paper-based processes. The company, which designs and manufactures energy-efficient solutions and operates in 120 countries, needed to protect customer and internal data while keeping a clear track of project details. As a private company, STIEBEL ELTRON was reluctant to share product development and other information via public cloud services such as Dropbox, Google Drive or OneDrive for Business. They were in need of a self-hosted, secure file-sharing solution that would allow them to share large video and image files with external partners and customers. The company attempted to develop collaboration sites using SharePoint 2013, but found it to be cost-prohibitive, time-consuming, and lacking in transparency.

iCap Equity, a Pacific Northwest equity firm, was facing challenges with manual processes and disparate content platforms that were slowing down their field project managers during site inspections. The firm was dealing with 40-50 active projects each month, with site inspection reports and images being captured on tablets. These reports were then uploaded to Box for organizational visibility. However, the same data had to be copied into Microsoft Dynamics CRM for the executive leadership team to monitor investments. This dependence on multiple disparate systems was a significant obstacle, preventing the firm from fully leveraging the benefits of digital business. The manual processes were not only time-consuming but also made it challenging to carefully monitor critical real estate development projects.

Strategic Growth, a top Salesforce Gold Consulting Partner in the US, was facing challenges with its case study production process. The process was slow, unreliable, and often failed to comply with the Salesforce template. After completing a Salesforce implementation for a client, a Strategic Growth consultant would manually fill out the case study slide template provided by Salesforce. This was often done weeks or months later, and sometimes all relevant data was not captured. If consultants pasted into a template on their local PC drive instead of downloading the latest template, someone would have to recreate the case study in the correct format. The company was meeting Salesforce’s case study quota, but wanted to improve efficiency by eliminating these manual steps.

Fremantle Ports, a strategic manager of one of Australia’s largest general cargo ports, was facing challenges in managing large capital projects. The complexity and expense of these projects were growing due to lengthy lead times. The projects had to comply with ever-changing laws and regulatory requirements, fit within budgets, and continue to meet changing customer requirements. The port had numerous stakeholders, drawing input to major projects from its four divisions, each participating as appropriate to ensure project success. The use of manual templates and decentralised project development processes resulted in additional complexity and challenges for tracking progress.

The Metropolitan Redevelopment Authority (MRA), a government agency in Australia, was grappling with a lack of visibility into its contract approval process. This made it difficult to identify and address bottlenecks, leading to time-consuming and costly processes. The agency oversees hundreds of active contracts worth about AU$500 million a year, and getting MRA authorized staff to approve a contract could take up to 100 steps, depending on the contract’s size and complexity. The agency needed to know where each contract was in the workflow at any given time to address bottlenecks and keep the process efficient. They also needed the agility to implement workflow changes quickly and cost-effectively to meet new requirements and mitigate new risks.

IMS Electronics Recycling, a US-based company that plays a crucial role in helping manufacturers reduce their carbon footprints through responsible recycling of e-waste, was facing a significant challenge. The company was grappling with the need to comply with an ever-growing range of state, local, and federal regulations, as well as voluntary certifications such as ISO 9001, ISO 14001, OHSAS 18001, and the R2 (Responsible Recycling) standard. This compliance required substantial time and effort from employees throughout the company. The Director of Compliance, Robert Benavent, was tasked with ensuring that IMS Electronics Recycling complied with these regulations, but he also wanted to reduce the administrative burden on his staff and increase their productivity. The challenge was to find a way to meet increasing compliance requirements while decreasing the involvement of employees.

MAN Energy Solutions, a leading supplier of large diesel engines and turbo machines, was grappling with a complex, hardware-intensive workflow system that was prone to failure. The system was built with a single point of failure, which meant that when it went down, it caused widespread productivity issues. Repairs and maintenance were not only expensive but also required intervention from a UK-based team, adding to the complexity and inefficiency. The intricate workflow design intimidated many of the company's users, which further impacted company-wide adoption and efficiencies. MAN Energy Solutions needed a less complex workflow solution that would optimize its investment in SharePoint technologies, reduce overhead, improve productivity, and enhance business process automation.

Schnitzer Steel Industries, Inc., one of the largest recyclers and manufacturers of metal products in the United States, was grappling with complex and time-consuming corporate processes. The company's HR processes, including hiring and performance reviews, were particularly cumbersome, involving spreadsheet files, Microsoft SharePoint Designer-based workflows, InfoPath forms, Excel tracking documents, manual email approvals, and paper signatures. Onboarding an employee could require six types of approvals and coordination among five managers. Forms included several hundred fields with lengthy drop-downs. This resulted in poor visibility into processes and consumed significant time, slowing down the overall productivity of the organization.

Cartelligent, a professional automotive services company based in the United States, was facing significant operational inefficiencies. The company's employees were manually correcting thousands of service agreements before they could be sent to clients. Additionally, purchasing agents were using third-party software to calculate monthly lease payments, extract the data as a PDF, and manually upload the PDF as an attachment into Salesforce. This process was not only time-consuming but also prone to errors. Furthermore, the company was limited in its ability to merge data and present information in a customized and intuitive format. While Cartelligent had been a Salesforce and DocuSign user for more than a decade, these limitations were hindering their productivity and efficiency.

Scottish Fire and Rescue Service (SFRS), the world’s fourth largest fire and rescue service, was facing a significant challenge in managing employee and payroll data for its full-time, part-time, and volunteer staff. The process was manual and cumbersome, with hours logged on paper and then inputted into a spreadsheet. This data was used to determine pay calculations, call out fees, bank holiday payments, etc. This process was replicated across each of the 274 stations in Scotland, generating a monthly spreadsheet per station. All tracking, updating, and verification of crew data was manual, resulting in a time-consuming and frustrating process. Each year, station managers, watch managers, and payroll teams spent an estimated total of over 10,000 hours handling more than 3,000 spreadsheets. Additional time was also spent correcting human errors and responding to crew members’ requests about their pay. SFRS needed a solution to improve this process and make their staff more efficient.

A Boston-based financial services firm was struggling with manual and paper-based internal processes that were inefficient and insecure. These processes included administrative workflow tasks such as time off and work-from-home requests, internal documentation, and calendar scheduling. The firm was already using SharePoint to store information, but still relied on paper forms for many requests, which were manually managed via email, Excel, and physical delivery. This meant that requests had to be physically written on a paper form and delivered to the relevant colleague, before being manually entered in SharePoint. The firm sought to optimize these processes by leveraging workflow automation.

The San Francisco Municipal Transportation Agency (SFMTA) was facing challenges with its paper-based business processes. The agency was struggling with coordination and efficiency due to the manual nature of these processes. One of the major projects that highlighted these issues was the extension of SFMTA’s subway system. The supply chain processes for this project were managed manually through email, leading to a complex and time-consuming process. Important stakeholders were often left out of conversations, communication threads risked dropping off without warning, and important items would sometimes go missing, all of which created problems and delays. The agency needed a solution that would ensure every process and task assigned was trackable, so contractors could be held accountable for their work.

Ashland Credit Union, a banking institution based in the USA, was facing a significant challenge in managing payroll conversions. The process required them to manually alter a large subset of members’ payroll information, which was both time-consuming and costly. The manual nature of the process also introduced the risk of errors, which could have serious implications for both the credit union and its members. The challenge was to find a way to automate this process, ensuring accuracy and efficiency while reducing the time and cost associated with manual data handling.