Orlando Health, a comprehensive private, not-for-profit healthcare network based in Florida, recognized the need to transition to value-based billing and population health management. However, this transition required the automation of patient engagement and the unlocking of patient data across all clinical systems. The two options available to them were either manually aggregating the records for its large patient population across the various electronic health record (EHR) systems used by its physicians, which would be impractical, or relying on outdated claims data, which would be insufficient due to the rapid changes in a patient's health over time.

PotashCorp, the world’s largest fertilizer company, aims to become one of the safest resource companies in the world. To achieve this, it needed to deliver consistent, high-quality training to more than 5,000 employees working at multiple remote sites. In the past, each site developed its own training materials. This created substantial duplication of effort and made it difficult to ensure that each site was in compliance with the latest corporate and regulatory best practices. PotashCorp needed a way to develop and deliver standard training materials to every work site, no matter how remote.

PureFluent, a translation services company, was facing challenges in managing its translation and document review processes. The company often received files in uneditable formats from customers, which required staff members to transfer text to word processing or spreadsheet documents. During the translation process, maintaining version control was a challenge because PureFluent sent work to hundreds of translators in multiple geographic locations. It was also time-consuming for staff to manage the large volume of emails and FTP transactions required to submit translations for customer review and ensure the integration of requested changes. Furthermore, staff were spending significant time hunting through their emails for specific attachments.

SPARDA Bank Austria Süd, a retail bank with branches all over Austria, was struggling with internal communication and collaboration. The bank's main tool for collaboration was email, which made it difficult for staff to share sales processes, product knowledge, and customer information. This lack of collaboration was limiting the bank's efficiency, particularly for geographically separated teams, branch offices, and mobile selling. Many customers were one-product buyers, but SPARDA believed this could change if they could identify unmet customer needs and close opportunities for up-selling and cross-selling. Therefore, SPARDA sought a CRM solution to transform its marketing and sales processes while adding collaboration and social capabilities.

Sika AG, a specialty chemicals company, was facing challenges due to its accelerated growth through acquisitions. The company needed to simplify knowledge sharing among new and existing employees across different lines of business. The majority of new employees in 2013 joined the company through acquisitions, creating challenges in quickly onboarding, integrating, and training people. Sika needed a solution to continue further developing a competent, educated staff committed to delivering on the company’s brand promise. The leadership team envisioned a workplace of the future, serving thousands of employees based on one secure, flexible, integrated solution.

Waterfront Toronto is a steward for the revitalization of Toronto’s lakefront area. It aims to be a model intelligent community, developing a community where people live, learn, work, and play in a seamless, technology-enabled environment. After deploying an ultra-high-speed fiber-optic network and IBM Intelligent Operations Center software for city management, Waterfront Toronto turned to creating a social network. It sought the best way to link present and future residents, retailers, students, partners, and staff using online interactions and apps that would enhance the quality of life while showcasing the community as a model of innovation in sustainable development, urban design, and advanced technology.

Superior Group, a company providing workforce productivity solutions, found that its employees worldwide felt disconnected from headquarters, regional offices and each other due to outdated internal communication and collaboration tools. The company's intranet had become a top-down affair with little staff involvement, and employees lacked effective tools for anywhere/anytime communications. Those working remotely had limited access to co-workers and company apps. The main method of collaboration was inefficient email, challenging IT staff to manage a growing store of attachments. These factors inhibited the company from achieving its productivity goals.

In 2013, Italy passed the Insurance Deregulation Act (Decreto Sviluppo) mandating that insurance companies provide customers with direct access to their individual policy and personal information, including contracts, claims and payments. The new law provided the impetus UnipolSai needed to move forward quickly with its strategic plan to establish integrated multichannel digital relationships with its customers. The goal was to better serve UnipolSai agents and clients with a more complete understanding of customer and marketplace needs. UnipolSai contracted with IBM Business Partner Gaia, IBM Advanced Business Partner Factor-y S.r.l. and IBM Premier Business Partner Blue Reply S.r.l. to help deploy new agent and customer portals. The projects were separate, running in parallel.

The University of Zurich, one of the leading research universities in Europe, needed a way to facilitate efficient and effective collaboration among its staff and students. The university community was in constant communication, with more than 500,000 internal emails sent daily. While email was an efficient tool for transferring certain types of information, the university believed that other options such as file sharing, wikis, forums, and online communities would be faster and more effective in some cases.

The security architect for a large state agency was faced with the challenge of managing access for over 5,500 state employees and 5,000 partner organizations interacting with its systems. The agency's security infrastructure had to govern user authentication, authorization, password management, provisioning and more for each application. In addition, various users also needed access to the agency’s network, file shares, active directory distribution lists and group shares. For many applications and IT systems, manual processes governed requests and authorizations for access, which could take weeks for users to get access to the systems or the resources they needed to do their jobs.

The leading credit services provider in Asia was facing challenges with its traditional password authentication processes. The company found that these processes were affecting productivity and increasing the risk of identity theft within their call center. Agents had to constantly enter their passwords as they moved from application to application, which proved costly as it added several seconds for each login. Additionally, agents had to remember more than one unique application login, each with stringent password requirements. This led to a number of bad and insecure password management behaviors, including password reuse among applications and writing passwords down. The company also found that call center agents sometimes shared passwords, which made it difficult for internal audit and compliance staff to confirm exactly who had access to what information. Sharing passwords also increased payroll costs as the company uses login data to track the hours that agents work.

Career Education Corporation (CEC) was using a fragmented endpoint management system to track thousands of endpoints at 80 campuses and 10 offices. The company needed a centralized system to manage software and hardware assets. The need for a more robust system became apparent when three software vendors requested software license reviews. The existing system was not capable of handling these requests, exposing CEC to potential noncompliance penalties of up to USD150,000 per infraction. The company also had a mixed operating system environment and a wide variation in endpoint connectivity, adding to the complexity of the situation.

The City of Greater Dandenong was looking to reduce costs and began a review of cloud-based enterprise mobility management solutions. They were seeking a better platform than the one they had deployed four years ago. The city was facing significant budgetary constraints, like many governments worldwide. They needed a solution that could address their content management, app deployment, and security needs, and was easier to manage.

Millions of people pass through airports globally each day. Cyber threats, such as computer viruses and other malicious attacks, are an ever-present threat to airport security. Rapid discovery of a security breach in an airport system is key to minimizing the damage of a targeted attack. DIAL, which manages Indira Gandhi International Airport (IRI) in India, needed a reliable solution to serve as the backbone for a state-of-the-art security operations center and monitoring infrastructure that it could use to identify and address emerging threats in real time.

The international retailing group's Security Operations team was using IBM Security access management software for nearly 14 years. The software was instrumental in governing and enforcing user access for nearly 300,000 users across 250 applications. However, the team saw an opportunity to reduce costs and gain new security capabilities by moving from a software-based access management solution to an integrated access appliance. The company was also looking to better support access to new mobile and cloud applications.

In the autumn of 2013, banks in the Czech Republic, like many banks worldwide, saw a surge in malware-based attacks. As KB executives assessed the threat landscape and bank security, they saw that their existing security solutions would not protect their clients from these threats. They needed specialized tools focused on online financial fraud and malware to resist these malware-based attacks. The bank turned to its peers at Société Générale to learn what tools they used to help prevent financial fraud. It was through these conversations that KB decided to implement IBM® Security Trusteer® solutions.

With rapid growth and new IT-enabled services like online trading, Pakistan Stock Exchange (PSX) needed better ways to monitor its complex IT infrastructure to identify security threats and respond quickly and effectively. As one of the best performing stock markets in Asia, PSX must take a proactive approach to data security and compliance to maintain investor confidence. The challenge was to protect its assets and provide a seamless electronically integrated securities trading platform nationally.

QIWI plc, a payment services company in Russia, was facing a challenge with its security operations. Despite never experiencing a serious security breach, the company's confidence was dwindling due to its reliance on a disparate set of security solutions. It lacked a clear hierarchy among security notifications and had limited visibility into cross-platform threats. The company needed a solution that could consolidate security events, identify and analyze threats, and prioritize mitigation efforts.

kabu.com Securities, an online securities company within the Mitsubishi UFJ Financial Group (MUFG Group), was seeking to better protect customer assets and provide customers with greater peace of mind. The industry was experiencing increasingly advanced cyberattacks, and kabu.com Securities recognized the need for an additional layer of security to combat these threats. The company aimed to prevent malware infections on end user devices and protect users against phishing of login credentials, which are often the root cause of financial fraud.

Creval Sistemi e Servizi, a provider of information and communication technology services to the banks of its parent company Credito Valtellinese Group, was facing the challenge of adapting to the rapidly changing digital transformation in the world of business. The company's core banking application was time-consuming and costly to change, which was slowing down its response to changing business requirements. The company sought to decouple its slower core banking applications from its rapidly changing requirements for speed and innovation. As part of this initiative, Creval Sistemi e Servizi wanted to automate its processes to accelerate and improve customer service. It also sought to empower its knowledge workers to be able to create processes by themselves, without IT involvement.

CEVA Logistics, one of the world's leading logistics services providers, was facing a challenge with its electronic data interchange (EDI) services. The company relies on EDI messages for communication with its extensive network of clients, suppliers, and logistics partners. During major retail events like Black Friday and Cyber Monday, the volume of EDI messages can skyrocket, leading to processing delays and potential revenue loss. The company's legacy in-house platforms made it difficult to scale the EDI infrastructure quickly to meet these peaks in demand. The challenge was to find a solution that could provide high-performance, dependable, and scalable EDI services without incurring excessive costs.

Finanz Informatik, a central IT service provider of the Savings Banks Finance Group in Germany, was looking to update its IBM Notes and Domino software architecture. The company traditionally coordinated with outside service vendors, predominantly IBM, to aid with its migration efforts. Beyond the migration, Finanz Informatik also wanted to secure ongoing assistance with the updated messaging environment. The company hoped that by off-loading routine, day-to-day tasks, it would free up staff time while securing superior quality support. Ideally, this new service would include a single point of contact for all of the company’s software-related issues and queries.

Merlin Entertainments, the second largest theme park and attractions company in the world, had no single, consistent process for online ticket sales. The cost of sales was variable, online cross-marketing and promotions were difficult, and there was no global sales visibility. The company was maintaining several separate solutions internally, and its outsourced service providers were also charging a significant fee per ticket sold. Equally, Merlin Entertainments was unable to run effective cross-marketing or cross-brand promotional activities online, and could not easily see online sales performance across all brands and sites.

Moosejaw, an outdoor retailer, was looking for a flexible, non-complex solution to grow their email revenue program and integrate with other systems to create a cart abandonment program. They needed a solution that would allow them to be creative and engage with their communications, test various aspects of their emails, without being overly complex or time intensive. They also wanted to integrate a human element to their marketing campaigns, both with the tone and style of their emails as well as through social media channels.

Octagon Insurance Company Limited, a Gibraltar-based car insurance company in the UK, was having difficulty understanding why their website conversion rates were dropping, and why customers were abandoning policies before they were complete. They had limited information on their visitors’ behavior and struggled to draw cohesive conclusions on how to improve their website. They could not determine precisely why site conversion rates dropped or why customers behaved in a certain manner. They knew what was happening, but they didn’t know why. Without a clear understanding of their visitors’ interactions on the website, they felt blindfolded when identifying site errors that drove visitors to abandon a process or their website altogether.

Rabobank, a multinational banking and financial services company, was facing the challenge of understanding individual customer needs and responding with personalized services. The bank's local branches were taking tailored approaches to customer management, which made it difficult to gain a clear view of each customer's history, channel preferences, priorities, and behaviors. The in-branch personnel had to switch between multiple systems to build up a full picture of customer interactions across the bank. This was a time-consuming process that delayed response to customer demands and made it difficult to understand how to best serve each customer.

TELUS, a leading communications provider in Canada, was facing a challenge in delivering high-quality customer experiences due to its fragmented systems environment. The company relied on multiple systems to manage its contact center processes, which made it difficult for its team members to quickly identify and act on individual customer requirements. This was affecting the company's ability to drive higher satisfaction and encourage advocacy. TELUS wanted to offer its support teams a complete view of the customer, including their previous interactions across all channels, open orders, and support tickets.

Telefonica | Vivo, a leading Brazilian communications company, was facing a challenge with its marketing campaigns. The company, which offers voice, text, and web services to nearly 60 million customers, generates about 2 billion call records per day. However, the manual list-generating processes performed by over 30 marketing vendors were creating ineffective campaigns that didn't offer customers the services specific to their needs. This resulted in contact fatigue that devalued the brand. The company needed a closed-loop process that would use customer behavior to generate targeted marketing campaigns that really worked.

UniCredit S.p.A., a global bank based in Milan, prioritizes offering first-class customer service. However, the bank was facing challenges with its external website as customers often reported usability issues. This was affecting the bank's online service and sales. The bank was in need of a solution that could proactively diagnose and address site problems to improve the customer experience.

The North American airline wanted to extend its thoughtful customer service, especially during flight cancellations or delays, by sending customers personalized, rules-generated email or text messages. The company's main focus has been to provide an exceptional guest experience, whether interacting with them in person on the front lines or using technology to enhance their travels. The company goes the extra mile to promote a stress-free experience. One way it does that is with a notification system that reaches guests via a preferred channel such as email, voicemail or text. It would offer a flight reminder three days ahead of departure, an opportunity to check-in online 24 hours in advance and prompt notification of any changes, including flight cancellations or delays, gate changes or insight into the entertainment or amenities available on the aircraft.