Grupo Multimedios, one of Mexico's largest media and entertainment companies, was facing challenges in creating effective executive performance management dashboards. The company had been using spreadsheets, pivot tables, and other BI tools for several years, but the dashboards they created were visually cluttered with lots of numbers. This made it difficult for the end-users to effectively understand and manipulate the data. The company was in need of a new BI tool that would be both easier to use and visually appealing. The goal was to provide a graphical representation of the key data to top management in a way that was easy to understand and manipulate.

Baleària, a leading shipping group in Spain, was facing challenges in managing its ship and crew procedures. The company was heavily reliant on manual tasks involving physical documents, which was not only time-consuming but also prone to errors. The company needed to control the validity of the ships’ mandatory certificates based on current legislation, which was a complex task due to the vast number of ships under its management. The traditional methods of operation were hindering the company's efficiency and productivity. Furthermore, the company was seeking ways to improve its work methodology in terms of developing its maritime operations and control of the ships’ documentation.

Four Consulting, a B2B technology consulting firm, was on a mission to modernize its business processes. As part of its Strategic Plan 2021-2026, the company aimed to digitize its various functional areas to gain real-time information, increase efficiency, and make strategic decisions to enhance its market competitiveness. The challenge was to automate all HR-related processes, a critical step in the company's modernization journey. The processes that needed automation included selection and recruitment, file creation and updates, holiday and leave management, certificate and permit requests, personnel management, and management of business agreements. The company needed a solution that could be implemented quickly and efficiently, without disrupting the ongoing operations.

Jyske Bank, one of Denmark’s largest banks, was facing challenges in adhering to strict anti-money laundering regulations and fraud prevention practices. These regulations added pressure on banking processes and the employees who worked to ensure compliance. The bank was also striving to provide a frictionless user experience to its customers, freeing them from tedious and repetitive forms and tasks. The bank was required to perform a fraud-prevention process known as 'Know Your Customer' under the regulation of the European Banking Authority and the Danish Financial Supervisory Authority. This process created several extra steps and tasks for customers, eroding their experience while generating additional administrative work for employees.

Quimtia, a company specializing in the production and distribution of chemical products, was facing significant inefficiencies in its export processes. The process was not functioning optimally due to the high level of manual tasks involved, causing numerous disadvantages in the daily operations of foreign trade. The entire process, from order placement in SAP, order planning, packing list generation, internal and external management, to the final delivery to the customer, was cumbersome and time-consuming. The management team recognized the need for a technological solution that could streamline and control the entire process, reducing the manual workload and accelerating management times.

Personal Paraguay, a multiservice provider of mobile telephony, fiber optics, IPTV, satellite television, and mobile financial services, was grappling with an overload of administrative procedures. Initially, all information management was carried out manually using office automation programs or printed documents. To reduce paper usage, the company developed an in-house solution to facilitate document collection and accessibility, along with another tool to manage their authorization process. However, the need to reduce the number of tools used, incorporate new technology functionalities, increase productivity, reduce time, and have greater control over activities led the company’s managers to explore the software market in search of a solution that would meet their requirements.

BeerOrCoffee, Latin America’s largest coworking platform, faced significant challenges as a 100% remote organization. The company, which has over 1,100 spaces in over 170 Brazilian cities and other global locations, struggled with managing its remote teams and standardizing internal processes. The lack of a centralized tool for managing processes led to difficulties in standardizing internal processes, as different teams used different platforms. Data storage was another challenge, as the use of various cloud services hampered interactions between coworkers and departments. Marcelo Bogobil, IT and Integrations Manager, was particularly affected by the lack of centralization and standardization of data, given his location in a different time zone from his coworkers.

Company Combo, a provider of accounting, taxes, and company formation services, faced a complex operation due to the diverse legislation and particularities of the 50 states in the US. Their main workflow involved opening new companies, which required adapting to different scenarios based on the state's legislation. The company also managed around 80 other processes, including opening legal accounts and internal company processes. Prior to implementing Pipefy, Company Combo used a project management tool that made processes hard to visualize and customize. The tech team often needed to create custom code to adapt the software to their unique needs. Managers lacked autonomy to create and improve their processes, and visual tracking of each process’ status was nonexistent. The method they used for tracking was too densely packed with data and offered no real insight. Communication with customers was manual and repetitive, via email or the customer support team, which made it difficult to scale the company’s services.

Adventures, a rapidly expanding Latin American brand ecosystem, faced the challenge of standardizing its processes without stifling creativity. As the company grew, it became increasingly difficult to manage customer accounts and maintain operational efficiency. The back office departments, including Purchasing, Finance, People, Management, Culture (Human Resources), IT, and Legal, were receiving requests through various channels, such as Slack, email, and verbal communication. This lack of structure led to several issues, including incomplete information in requests, inability to measure the Service Level Agreement (SLA) of each request, risk of losing or forgetting requests, and lack of clarity for requesters about the status of their requests. To address these issues, Adventures formed a committee to evaluate market platforms that could streamline and automate their processes.

Coplacana, the São Paulo State Sugarcane Farmers Cooperative, was facing significant challenges in managing its processes. The cooperative was experiencing rapid growth and needed to improve its operations. The administration teams were using a variety of unconnected tools such as email, Excel, ERPs, and Google Drive to manage their workloads and data. This led to general inefficiency in workflows, repetitive non-scalable manual activities, lack of process visibility and monitoring, and poor communication regarding status updates or request conclusions. The company was also dealing with missed deadlines, bottlenecked processes and subprocesses, and a lack of reports, which reduced visibility over process improvement opportunities. The management was reactive to events and incidents, which further exacerbated the situation.

Capgemini Brazil's HR department was struggling with inefficient manual processes and a lack of standardization in handling employee requests. The HR team was receiving an average of 2,500 requests per month through various channels, without any categorization or prioritization. This led to a significant amount of time being spent on triaging and processing these requests, with five full-time employees dedicated to this task. The process also involved bottlenecks such as the need for physical paperwork and manager signatures, leading to employee dissatisfaction. Despite their efforts, the HR team was unable to meet their goal of triaging 95% of tickets within the correct Service Level Agreement (SLA), with a success average of only 38%.

Animal Humane New Mexico, a nonprofit animal welfare organization, had been considering automating their Accounts Payable (AP) process for years. The organization's goal to go paperless in 2019 was hindered by their paper-heavy AP process. The process involved receiving invoices either through email or direct mail, printing out the document, stamping it, and taking it to another building for coding. After coding, the document was sent back for approval. This process was time-consuming and involved a lot of physical movement of documents between different buildings and departments. The onset of the COVID-19 pandemic and the shift to remote work further complicated the process, necessitating a more streamlined and automated solution.

CTA Smart, a national leader in the control and management of internal fuel supply, was facing significant challenges in scaling their sales and managing their operations efficiently. Despite having a lean structure of about 60 employees, they were handling a high volume of customers, supply points, and fuel loads. In 2019, the lack of standardization and the use of about eight disconnected systems were preventing the commercial team from being agile enough to scale their sales. This lack of connection between systems also impacted other departments’ work, such as finance, customer support, and production. These teams didn’t receive all the information they needed to manage their respective processes efficiently, often delaying deliveries for contracts and services. Furthermore, CTA Smart's top leadership was struggling to consult and control the company's operational metrics due to the lack of integration and clarity of information flows.

Pequeno Príncipe Hospital (HPP), Brazil's largest children's hospital, faced significant challenges in managing its donation and fundraising operations. The hospital, which provides care for children and adolescents who do not have free access to healthcare, relies heavily on community support and donations. However, the New Projects department, responsible for fundraising, was struggling with outdated processes and systems. For the first decade, they used an outdated CRM, and most internal processes were managed manually. Processes like sales (donations) funnel management, accounts receivable, and customer onboarding were managed separately through spreadsheets, email, and paper documents. As the hospital's operations and the number of donors grew, the decentralized and manual management of these processes became a major bottleneck, causing rework and communication challenges.

Tempo Assist, the largest specialized services company in Brazil, was facing challenges in achieving digital efficiency. One of their main objectives was to invest in technology to improve the experiences of their customers, vendors, and employees. A significant issue was their Accounts Payable to Vendors process, which was manual and handled over email, leading to delays and problems due to the high volume of around six thousand requests monthly. The company was also using an inflexible and unintuitive process management tool, which required the IT team's intervention for any changes or creation of new workflows. As a result, most internal processes were managed over email and spreadsheets, leading to inefficiencies and bottlenecks.

BluePrint Automation (BPA), a global leader in end-of-line packaging automation, was facing challenges with its sales and marketing operations. The company was relying on Excel spreadsheets for data storage and email for lead tracking, which was not only inefficient but also led to unsatisfactory outcomes. The lack of a centralized customer data system was hindering effective customer interactions and relationship building. Manual data entry was consuming more working hours than the actual selling process. BPA, which primarily uses a relationship-based selling approach, realized the need to rethink its operations. The company aimed to reduce human error, optimize customer communication, and automate all stages of the buyer’s journey.

School Populo, a private school offering professional online and offline tutoring services, was facing challenges with its manual processes. The school was managing payments via Excel and storing customer data in spreadsheets. However, as the school grew, this approach was no longer practical or sustainable. The school was dealing with a vast amount of data, numerous student applications from various sources, and complex learning schedules. These required automation and coordination. The school needed a solution that would support its ambitious growth aspirations. Therefore, the school prioritized system flexibility and scalability during the vendor selection process.

Upward Sports, the world's largest Christian sports league, was facing challenges with its outdated, complex, and code-based CRM solution. The organization, which partners with churches across the U.S. and Canada to bring youth sports ministry to local communities, was struggling with a CRM system that was difficult to operate and required a significant amount of time for process automation. The system was only operable by a limited number of employees, which further complicated matters. The need for a more advanced solution was also driven by the company's desire to improve its time to market.

Royal Exchange General Insurance Company (REGIC), one of Africa’s oldest and largest insurance companies, was facing several challenges due to its paper-based system. The company was struggling with paper-based approvals, which required employees to follow up with stakeholders for approvals on paper-based forms. This led to delays in approvals, especially when approving authorities were not present in the office. Additionally, the company was facing issues with tracking budgets, with departments often overspending their allocated funds. The lack of structure in handling high volumes of claim requests was leading to low turn-around times (TATs), causing a decrease in customer satisfaction. The company was taking several weeks to respond to their customers, which was not sustainable in the long run.

RENU Contracting and Restoration, a third-generation business providing contracting, restoration, and emergency response services, was facing significant challenges with their manual processes. The IT department was spending countless hours setting up special email accounts to trigger work, which was not only time-consuming but also hampered productivity. The team was struggling to manage complex processes using the existing system of emails and spreadsheets. This system was not only inefficient but also made it difficult to track and process issues. Process administrators had to manually log issues on spreadsheets and track them over hundreds of emails, which was a cumbersome and error-prone process.

Nika Solutions, a facilities services company, was grappling with several operational challenges. The company was heavily reliant on manual data entry, which was not only time-consuming but also made accessing real-time data nearly impossible. The risk of misinformation was high due to the manual updating of high volumes of information, leading to errors and missing data. Furthermore, the company was facing a collaboration and integration gap. Information was scattered across thousands of emails, making it difficult for employees to align on strategy and objectives. These challenges were hindering the company's efficiency and productivity.

The Ramco Group, a conglomerate of over 40 companies operating within East Africa, faced several challenges in managing their business operations. The group used multiple tools for different operations, which instead of providing a unified structure, created silos. This lack of process uniformity made standardization difficult, with overlapping functions causing confusion over the right tool for the right job. The use of multiple tools also led to poor process visibility, preventing the leadership team from gaining a clear understanding of the enterprise’s business operations. Additionally, the group faced challenges in getting timely approvals due to the difficulty in tracking requests spread across different tools.

Lima Cargo City, one of Latin America's most modern logistics hubs, was facing significant challenges due to its reliance on manual processes. Employees were using emails, forms, and spreadsheets to manage processes, which made it difficult to track and maintain customer and supplier information. This lack of a centralized system led to information redundancy, with duplication of information and a high risk of errors. Furthermore, the communication with customers and suppliers was often delayed due to the difficulty in tracking information. These challenges were hindering the efficiency and effectiveness of Lima Cargo City's operations.

GHB Farms, a family-owned and run farm since 1955, faced significant challenges due to their paper-based processes. Despite having structured processes, they were carried out over large volumes of paper, making them hard to track. The approval process was manual and paper-based, requiring approving authorities to be physically present at the farms to approve requests. This led to a significant amount of extra time and effort being put in by the approving authorities to keep the process running. The paper-based system also led to delays in processes such as purchase orders, overtime approvals, and loan approvals, which would get stuck if the approving authority wasn’t around. The farm was in need of a solution that could streamline and automate their processes, reducing the time and effort required and eliminating the need for physical presence for approvals.

JDREL, a Brazilian software company with 20 years of experience, faced significant challenges in standardizing their day-to-day processes. These processes, including onboarding, shopping, commercial, and ticketing, were largely handled manually, either through paper forms or email. This manual processing led to a high rate of errors, with many items needing to be restarted. Additionally, the processing time was slow, leading to inefficiencies in the company's operations.

United Motors Group (UMG), a major player in the Saudi automotive market, faced several challenges in its operations. The company was heavily reliant on manual data entry, particularly in the procurement department, which had to manually enter customer data and purchase order requests. This not only caused delays but also led to errors. Tracking purchase orders was another significant challenge as they were paper-based, making it difficult to keep track of them. Additionally, UMG had disjointed systems that resulted in a lot of duplication of work and made it even harder to track information. The company was processing 150-200 purchase requests every week, and the manual approach was proving to be taxing and error-prone. Approval steps were often overlooked due to a lack of visibility for other stakeholders and approving authorities into the requests.

In 2019, Concord, a leading global independent metals and minerals trader, aimed to pioneer Scope 3 carbon footprinting in the commodities sector. However, the company faced the daunting task of analyzing over 10,000 trades, identifying key upstream assets, and bridging the notorious data gap for extractive emissions. Concord's supply chain emissions were the most significant, especially in the carbon-intensive commodities industry. The company wanted to take a market-leading approach, defining best practice in carbon accounting for commodity trading. Concord needed to quantify its total Scope 3 CO2 output, benchmark its performance, break down the emissions sources, and compare trades, suppliers, and assets. The company required accurate, verifiable, and comprehensive emissions calculations that all stakeholders could trust, covering all of its approximately 10,000 annual trades and the end-to-end supply chain for each one. The in-house execution of this task seemed impossible due to the volume of manual data collection and analysis required and the shortage of reliable emissions data for the extraction, production, and transport of commodities.

Societe Generale, a leading European financial services group, was facing a challenge in understanding the carbon footprint of its commodity trade finance portfolio. The company needed granular, actionable data to analyze its trade loan portfolio’s emissions and comprehend the carbon footprint of complex individual supply chains it finances globally. The commodities financed, such as oil, gas, metals, and agricultural materials, are some of the most carbon-intensive products. Therefore, understanding the embedded emissions in these financed trades was a critical first step towards reducing them in line with Societe Generale’s sustainability goals. However, obtaining accurate, asset-level emissions data for extractive and agricultural commodity supply chains was complex. The company sought to support its clients, like Concord Resources Limited, in their journey towards carbon neutrality, but lacked the necessary data to do so effectively.

Gunvor Group, one of the world's largest independent commodities trading houses, faced a significant challenge when a key customer requested greenhouse gas (GHG) emissions data for all their naphtha trades. This data was to cover the entire supply chain, from the extraction of crude oil and condensate to the delivery of naphtha at the customer gate. However, Gunvor had limited information about their supply chain emissions. They had some calculations for their own vessels, but lacked data for upstream oil and gas activities or for the processing of oil into naphtha, except for their own refineries. To meet the customer's request, Gunvor would have needed to gather raw data from various sources and access time-sensitive, asset-level GHG emissions information, which was difficult, expensive, or impossible to obtain. The data analysis, calculation, and reporting process was set to be a huge challenge, as well as a cost and time burden.

Niche Fusina Rolled Products (Fusina), an Italy-based aluminum rolling mill, faced the challenge of providing its customers with detailed carbon footprint information for its tailor-made coils, metal sheets, and plates. The company aimed to enable prospective buyers to make informed purchasing decisions based on the average product carbon footprint. Additionally, Fusina wanted to provide customers with a carbon footprint report attached to their invoices, which could be used in their own Scope 3 reporting and product lifecycle calculations. The challenge was to roll out this scheme immediately, starting with marine and road transportation products delivered into Germany, Italy, Benelux, and Scandinavian markets, with the expectation to expand it across all Fusina’s products and countries by early 2023.