The insurance company, with customers in 18 different countries, wanted to provide a seamless, integrated real-time experience to its customers, agents and partners, but had a lot of legacy that it needed to deal with. It was not a straightforward journey given some of its 20- to 30-year-old systems. The company knew that this meant, ultimately, the experience it was providing customers was not necessarily reflective of its mission. It needed real-time integration to provide the right experience. It was also considering things like cloud usage, improving data security and using more analytics, but realized that although some of its markets were very digitally savvy, there were many that were not. It had to look at not just technology, but also its people and organization.

The Delaware Judiciary was facing several challenges. They needed to provide a better citizen/customer experience and give judges and attorneys access to up-to-date case information. However, they lacked the ability to quickly change or update data in databases. They also wanted to keep their original programs running on the reliable IBM Z platform while enabling web services. The courts were handcuffed by legacy IT systems. It was taking days to sync the data manually. Clerks in one court would send the data to be uploaded by another clerk in another court. Data on many topics and from many sources, including attorneys and judges assigned to the cases, arrests by police and fines by other courts, has to flow through the system continually. This was not happening in Delaware.

Colruyt Group, a Belgian family-owned business, is one of Europe’s largest retailers. The company has proved it can constantly evolve and meet customer expectations. Its Mobile Readiness program launched in 2018 brought countless new apps to customers for online and mobile ordering. The program not only improved customer service, it streamlined how customer data is managed and shared across all Colruyt Group brands. However, the rapid growth of e-commerce and the rise in customer-facing apps and digital devices presented new challenges. The company needed to shift to API integrations and desired to unify customer rewards and wireless payments across all Colruyt brands.

Foreach Brewing, a craft beer start-up in Amsterdam, faced challenges when they launched their online shop in June 2020. They had invested in a range of apps including Shopify for online sales, HubSpot to manage customer relationships, and Slack for internal communications. However, these apps were not well-integrated, leading to a lack of centralized data flow. This resulted in the need to carry out many repetitive tasks manually, such as counting labels in the warehouse, compiling reports for the accountant, and constantly checking the website of their shipping partner to track deliveries. The disconnected application landscape meant that the founders of Foreach spent too much time dealing with routine back-office tasks and not enough time focused on growing their business. As a small start-up, they didn't have the means to invest in a full-scale integration platform.

CodeWrights, a German technology company, specializes in integrating devices in industrial manufacturing for its customers. They bridge connections from sensors and actuators used in process automation to higher-level control systems and asset management systems. However, they faced challenges in increasing access to equipment data and analysis through a centralized platform. They wanted to optimize automation using the IoT and offer improved operational efficiency and overall factory health. The company’s deep expertise in writing device drivers lets its customers in industrial manufacturing connect sensors and actuators to pull off incredible feats of automated manufacturing efficiency. But in today’s competitive market, if you only access this basic data from your devices, you’re leaving serious efficiency, and dollars, on the table.

The General Directorate of Residency and Foreigners Affairs - Dubai (GDRFAD) was facing several challenges. The impact of the new digital strategy, Dubai 2021, was hindering their e-government plans due to their existing business architecture. They needed to audit their IT infrastructure and resolve their manual compliance process. There was also a lack of reliable sources of information across their 42 departments. The agency was slow and unresponsive, and the business architecture prevented it from reinventing itself. Three disparate units were managing risk and compliance in anything other than a unified way. They wanted to be more agile in responding to demands received by 42 departments and to achieve their goal of improving their smart, intelligent and responsive services.

The organization, one of the world’s largest and most effective conservation nonprofits, was planning to consolidate all its applications from an in-house server to Microsoft Azure. It needed to make sure its core fundraising applications built on Adabas & Natural could run on the cloud as well. This would help it continue vital fundraising operations without interruption, as it simplified its IT infrastructure and looked to enable integration of future technologies. The organization has more than 4,300 users accessing applications for fundraising and donor engagement. These staff and volunteers contribute from around the world, so the organization had already modernized its application to enable easy access via the web or a mobile app.

Facility owners and operators face the challenge of controlling the costs associated with owning, managing, and maintaining a building. Energy usage is a significant concern, with one-third of non-fixed operating expenses going towards maintaining heating, cooling, lights, and computers. The U.S. Environmental Protection Agency (EPA) estimates that about 30% of this is wasted due to inefficiency. Maintenance is also a costly prospect, with estimates of more than $2 per square foot on repairs and maintenance (not including labor). A 10-story, 150,000-square-foot building can cost $300,000 per year or more. The Internet of Things (IoT) is rapidly changing the way buildings and building systems are connected and managed, opening up building automation to a broader property market.

The county’s IT systems were outdated with applications used by 26 departments connected to a mainframe ERP of 1980s vintage. The county’s four organs of justice— the Sheriff's Office, District Attorney’s Office, Probation Department and Superior Court— maintained siloed operations and carried out many critical processes on paper. This led to inefficiencies such as delays in court dates, inmate transfers and the accessing of arrest data. The county needed a system where all departments could adopt best-of-breed applications and still be dialed into a common data source, one with a unified query and reporting system that was fast, easy to use and secure.

Australia, being the driest inhabited continent on earth, faces significant challenges in managing its water resources. The country has over 140 water authorities serving over 25 million people and keeping 135,000 farms irrigated. The population has lived through substantial periods of drought, making the consumption and storage of water a very dear, emotional matter to Australians, who feel a collective responsibility to report leakages and conserve water wherever possible. However, the authorities face challenges such as undetected water loss and theft, lack of visibility in usage data for water consumers, and inaccurate usage creating compliance issues and high costs for consumers. The balance of supplying clean water efficiently while minimizing leaks and managing demand at the lowest OPEX and CAPEX costs is a recognized challenge that the industry is answering with Internet of Things (IoT) solutions that connect devices like digital water meters and leakage detecting sensors.

SMC, a leading expert in pneumatics, noticed that their customers were seeking more information from their machines but were unsure of how to obtain it. There was also concern that large investments in technology might not guarantee a return on investment. SMC decided to extend its product lines with smart networking and decentralized intelligence through the Internet of Things (IoT). However, while most SMC components were fitted with sensors, there was no way for customers to see, decide, and act on the data detected by these sensors. SMC needed a solution that could integrate with any 'thing' and the IoT data could further integrate with any cloud service, core system, or application.

In 2018, Griesser, a company that has dominated the solar protection market since 1882, found itself struggling due to the rise of digital challengers. The company's long history had led to accumulated complexity with disparate sets of applications that had little interoperability, making reliable information sharing impossible. Griesser recognized the need to consolidate its data and expose it to create intelligent customer solutions to meet market demands. The company sought a vendor that could provide an open platform that would not only integrate everything but also be part of an extended portfolio with API management and potentially an Internet of Things (IoT) solution.

Pegasus Airlines, Turkey’s largest budget airline, was facing challenging times due to a landing incident and the global COVID-19 outbreak. This led to diminished passenger levels and disrupted schedules, making it imperative for the airline to reduce costs and improve operating efficiencies. In 2017, the airline was searching for a robust middleware platform to adapt quickly and flexibly to customers’ requirements. It had concerns about its new middleware platform and was unsure whether it was improving agility or service levels and reducing incidents/resolution times. The airline was unhappy with the operational costs due to its monolithic infrastructure with application silos having point-to-point integration. Its goal was to set up a robust and secure IT architecture and capitalize on technology innovation.

The Tel Aviv Stock Exchange (TASE) was facing the challenge of staying at the forefront of technology to reduce risk, improve capabilities, and achieve non-stop operations. They needed to retain knowledge and critical Natural application development of 20-30 years on back-end systems and implement DevOps to give developers more speed and agility. TASE needed to be able to offer digital services on par with new FinTech firms, while adhering to local and global regulations. It also needed to provide services that compete with the larger first-tier exchanges like Nasdaq®, LSE and NYSE. Its first project was to move its clearing and settlement system based on Adabas & Natural to Linux, where its trading system resides.

Bega Cheese, a major player in the Australian dairy industry, faced challenges in its supply chain. The process was almost entirely manual, with farmers having to test milk quality and check vat levels themselves, then phone in the data to Bega Cheese. If there was extra production, Bega Cheese would have to rush to get tankers there quickly—if they were available. Milk tankers could sometimes deliver too-warm milk—or shaken-up milk (which changes the quality). The supply chain had to be much faster, and much more efficient. The company wanted to improve the efficiency of its supply chain, increasing efficiency and improving visibility to address these unique challenges.

The public utility company, which provides water and electricity to 250,000 customers including a major U.S. city, airport, and resorts, was facing challenges in customer service due to ad-hoc 'spaghetti' integrations. The company needed to connect its advanced metering infrastructure (AMI) to internal systems to leverage customer data. The goal was to use technology to become the most reliable and customer-centric utility in the U.S. The utility company was also looking to offer innovative customer service options, such as real-time payment recognition and prepaid metering, which required a reliable integration platform.

TRAILAR, a subsidiary of DHL, developed an innovative solution that uses solar energy to power the onboard electrical equipment of commercial vehicles, thereby reducing fuel consumption and carbon emissions. However, the company needed a partner to help them leverage the data generated by their solution to offer new services and solutions. They required an all-in-one IoT platform that could manage devices, collect data, calculate fuel savings, and visualize data in real time. They also needed to prove the cost/usability benefit for customers and execute immediately without long lead times.

Bega Cheese, one of the largest dairy producers in Australia, wanted to make its suppliers’ milk journeys faster and safer. The company saw that it was missing new opportunities in its supply chain and wanted to make it faster, more efficient, more cost effective – and, at the same time, to reduce food waste. Bega’s Head of Supply Chain, Adel Salman, knew that the IoT could be an excellent solution. He could see the potential of using real-time data in the company’s supply chain – both inbound and outbound. But he needed a partner – one with deep expertise in using IoT for agriculture and industry. One with excellent government connections and industry contacts. He formed a committee that went around various universities in Australia to look for the ideal partner. And he found Swinburne University’s Professor Dimitrios Georgakopoulos, Director of Swinburne’s Internet of Things Lab.

During a $90 million renovation to the team’s State Farm Arena in 2017-2018, the Hawks wanted enhancements that would provide a unique and inclusive customer experience. With more than 2 million guests per year, traffic and queues were unmanageable. Fans demanded more personalization and elite-level service. Also, there was plenty of competing entertainment in town to turn to, especially if fans were not getting the experience they wanted at the arena. In fact, Hawks games rank 11th in preference of local entertainment. The team wanted mobile apps to simplify ticket sales. The Hawks also wanted to better manage its data. They already had a lot of it but could not process or understand it in order to enhance the customer experience.

The Development and Investment Bank of Turkey was preparing for major changes, including a move from Ankara to Istanbul, and a more active role in mergers, acquisitions, and initial public offerings. However, the bank's IT department had struggled to keep up with rapid growth. Siloed operations meant processes across different units weren’t standardized, creating gulfs in information. This undermined performance and led to risk of noncompliance with key banking regulations. The bank needed a top-of-the-line business process management solution that would allow it to carry out its transformation seamlessly and optimize business processes to help its new investment operations thrive.

The mining company was facing challenges in monitoring and collecting data from remote installations. The boreholes in the phosphate mine were located in a remote desert area with no utility-provided electricity or internet. Communications were limited to company satellite phones. If anything happened in one of the boreholes, it would take hours to get medical help or a crucial part. The ability to monitor and remotely supervise the boreholes was not just for compliance reasons, but also for safety. The company needed to collect and turn critical data into value. Another challenge was the pre-permitting process which required a lot of data to prove that the soil is stable enough for the operation.

Refrigerated transport is essential in Australia, and without it much of its agriculture, food processing, preservation and distribution, and even the pharmaceutical sector, would not be able to function properly. The global market for refrigeration is increasing, partly due to consumers becoming more health-conscious and wanting more fresh, healthy food, much of which is perishable. Producers must adapt to overcome logistics constraints and, at the same time, reduce the level of waste in the food industry. Nearly all of the produce eaten in Australia is grown there and Australia produces about three times as much as is consumed in the country. Each region has a different season, so seasonal produce has to be trucked from the growing region to the consumers in other regions. Refrigeration therefore is critically important to the Australian (and global) food chain. In the 1990’s, a shake-up in the transportation industry led to two big trucking companies dominating refrigeration. Because they had to squeeze costs down, they chose to no longer hire/train drivers to work with refrigeration units, so today’s refrigerated truck drivers have little or no experience with the units. QTRS fills that gap.

Landsbond der Christelijke Mutualiteiten (LCM) needed to quickly process an ever-growing volume of information they receive from the many stakeholders involved in health care provision. Managing and monitoring these transactions from start to finish was becoming increasingly complex and started to pose issues for LCM’s development capacities. LCM was looking for a high-performance integrated solution for exchanging B2B information on a flexible SOA foundation. A significant increase in data exchange volumes and rates, as well as the diversification of types and file formats posed several challenges for LCM, because this brought them increased workload and complexity, greater risk of being unable to meet deadlines and more time-critical data to manage.

Mondi Packaging Bags’ site acquisition strategy resulted in a heterogeneous IT landscape structure that was rapidly becoming too complex. Over 20 different back-office systems were running on a wide variety of platforms and with varying software release statuses — all systems needed to be connected to the sales portal. The company was also planning to gradually implement SAP systems in all of its larger production sites. The challenge was to create an integration layer to connect all company systems and all of its customers’ procurement systems to the sales portal.

Statens Innkrevingssentral, a subsidiary of the Norwegian Department of Finance, was struggling with a legacy mainframe solution that was functionally fine, but did not measure up to modern solutions and was too costly to operate. The institution was exposed to risk at a time when it was asked to dramatically lower operating expenses. The legacy mainframe solution was responsible for a loss in competitiveness. The institution called upon its own organization and partners to carry out an analysis to outline the requirements in detail. This analysis was the basis on which all parties involved designed the final solution, a new collection and ledger system. This new system would provide Statens Innkrevingssentral with the desired reduction in operating expenses and ensure the implementation of new claim types without further development.

Lufthansa Cargo, a subsidiary of the Lufthansa Group, was facing challenges in training its diverse workforce. The company employs people of many different nationalities with a wide range of language skills, and each process requires meticulous compliance with predefined procedures. Forwarding agents must be trained thoroughly, irrespective of the high rate of employee turnover. The company was looking for a solution to simplify the descriptions of complex processes and all delivery methods, provide language-independent information about processes, and gain broader acceptance among staff. The company also wanted to improve the transparency of its processes and workflows for employees.

Bosch, a leading global supplier of technology and services, was facing challenges in managing complex data and legacy process management systems. The company was struggling to meet customer demands for lower prices and more detailed order tracking. Bosch's global scale, with over 450 subsidiaries and local companies operating in over 60 countries, made these demands seem insurmountable. The company was also dealing with data stored on independent systems, complex reporting requirements, increasing competition and thinner margins, and growing process administration delays. Bosch lacked a centralized platform for generating reports or a standard way to manage business processes, which was like operating with blinders on. The company needed more agility, better insights, and greater flexibility.

Coca-Cola Erfrischungsgetraenke AG (CCEAG), one of The Coca-Cola Company’s (TCCC’s) top bottlers, was chosen as a pilot center for the Coke One global template deployment. The project would ultimately impact more than 75 percent of CCEAG’s existing applications in a highly interdependent IT landscape. Close to 1,000 business processes had to be reviewed and aligned across seven key areas: market-to-order, order-to-cash, forecast-to-deploy, procure-to-pay, record-to-report, master data management and human resource management. This corresponded to roughly 120 enterprise applications, 300 operational interfaces, 900 BI interfaces and 150 business objects that were impacted. CCEAG’s decision to use Enterprise Architecture Management (EAM) to facilitate its Coke One deployment was a clear project success factor. While the Coke One model specified the target state and functional processes, localizations to the template were required to meet individual bottlers’ needs. Bottlers had to determine and manage the extensive changes to their operations themselves, all while maintaining daily business. Adding to the challenge, the model also lacked conventions and standards to guide the evolution of the bottlers’ IT landscapes.

SA Water, owned by the Government of South Australia, faced a significant challenge when preparing its first Regulatory Business Proposal (RBP). The company needed to bridge information silos, aggregate knowledge capital dispersed throughout the company, identify and fill information gaps, and leverage it all collectively to create a holistic, multi-year plan. In conjunction with this effort, the Information Services (IS) forward plan of capabilities, initiatives, and business demands had to be broadened from a yearly focused approach into a multi-year strategy to be in line with SA Water’s RBP. The company needed an integrated, flexible planning tool that would increase visibility across SA Water’s business domains, enable tracking of capital expenditure planning activities, and facilitate demand prioritization and scenario analyses.

BTPN, a leading bank in Indonesia, faced a complex challenge: How to connect everyone from farmers to millennial digital natives across thousands of islands, while also ensuring its legacy core banking system doesn’t grind to a halt. The bank needed to transition to a new role as a transactional bank, achieve deeper market penetration, and release two stunning mobile banking services in Wow! and Jenius. The bank also faced challenges such as a geography encompassing 17,000 islands, rapid growth in millennial market dominance, diverse socioeconomic populations, exponential increase in mobile access, disparate back-end systems, and high costs of maintaining bank branches.