Lumen, an automotive manufacturer, was grappling with several operational challenges. The company was heavily reliant on manual processes, with the exception of their purchase order requests. They were also struggling with a hard-to-use legacy system, which was so cumbersome that they had only managed to launch one form in three years. Additionally, their data was dispersed across various locations, making it difficult for stakeholders to access and analyze it in a consolidated manner. Lumen also desired to connect applications and kick off sub-processes using information gained from other processes, a capability their existing system did not offer.

First Philippine Holdings (FPH), a pioneering holdings company with a strong portfolio in clean and renewable energy, faced significant challenges in its operations due to manual processes. The approval workflows were manual, involving sifting through hundreds of emails, physical forms, and SAP data. This not only made the process time-consuming but also led to difficulties in tracking approval requests. Approval requests often got lost due to the lack of a centralized tracking tool. Furthermore, obtaining timely approvals from senior leaders was nearly impossible without a mobile workflow management application. The pandemic further highlighted the need for digitalization and minimizing the company's carbon footprint.

Motorola Solutions, a global leader in public safety and enterprise security, was facing several operational challenges. The company was struggling with poor process visibility due to the use of multiple tools for similar use cases, which resulted in data silos. The leadership team was in dire need of a system that could provide a comprehensive view of the enterprise's business operations. Another challenge was the lack of integrations. As the users frequently interacted with, inputted, or pulled data, a system that supported integrations with multiple tools was necessary. Additionally, the company was experiencing a lag in business process updates. As business processes evolve over time, Motorola Solutions needed a system that could keep pace with these changes.

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.

The Alice Smith School, a leading international school in Malaysia, was facing significant operational challenges. The school's IT Director, Bradley Fisher, was seeking solutions to address the school's manual processes, administrative overload, and resistance to change. The school's operations were heavily reliant on paper-based processes, which were not only time-consuming but also restricted the staff's ability to perform tasks remotely. The administrative staff was overwhelmed with the burden of processing data manually on paper forms. Furthermore, the school was grappling with the challenge of convincing its employees to transition from their decades-old practices of using paper documents to a digital platform.