Continental, a major supplier to the automotive industry, faced a significant challenge due to its rapid growth through acquisitions. This growth left the company with a legacy of diverse IT systems, making it difficult to have a clear view of the IT landscape. The company needed to standardize its applications to conform to industry standards and align more closely with the business. The complexity of the situation was further compounded by the fact that Continental is known for its tires, but it is a vital supplier at all stages of the automotive manufacturing process. The company's automotive business grew rapidly through twelve major acquisitions since 2000, increasing its capability and expertise but also its IT complexity.

Boehringer Ingelheim operates in a highly competitive market, which requires significant agility to react to changing market demands and compliance with a multitude of regulatory demands. This leads to a complex set of business processes that need to be supported by a flexible and agile IT. The specific challenge was to ensure the consistency of changes across all four architectural dimensions. The company needed to introduce a state-of-the-art EA framework including a unified tool-based EA repository in order to actively manage the portfolio of enterprise standards. They also needed to define a comprehensive multi-dimensional long-term planning process to ensure that IS/IT applications and services are aligned with the business strategies.

The Army of the U.K.’s Ministry of Defence was facing challenges with accurate equipment demand forecasting and costed activity planning due to disparate systems, a myriad of spreadsheets and information from different sources. This led to wrong stock levels, poor equipment utilization, conflicting requests for resources, unsighted but avoidable costs and expensive waste. It took an inordinate amount of time to collect and aggregate data for business use. Activities were often delayed, rearranged, re-scoped or cancelled when resources were already committed. The challenge was getting the right information at the right time.

Fraport AG, a leading international professional services organization in the aviation industry, operates more than 1,100 applications to support its employees. It was essential to maintain an overview and a working environment that’s as standardized as possible. Information relating to the processes and applications forms the foundation for the IT department’s work. Numerous business decisions are made based on it. For regulatory reasons, it is indispensable for fulfilling obligations to the works council and German data protection laws. Initially, the information was kept in an extensive Microsoft® Excel® spreadsheet, but administering it centrally was taking more and more time. A comprehensive solution for process and application management had to be found.

Deutsche Telekom Technischer Service GmbH (DTTS) offers its customers a market-oriented service portfolio for Deutsche Telekom telecommunication, IT and IP technologies, from on-site consulting to total customer network management. DTTS services are geared toward private, corporate and carrier customer segments. DTTS sought to identify and leverage existing synergies and to keep the cost of modeling and maintenance at a minimum. To achieve this, DTTS looked at options to introduce a leaner process management system. The different production lines share many of the same or similar procedures and steps. DTTS wanted avoid redundancies while maintaining the benefit of customer-segment-specific processes. Otherwise, it would take too much effort to model and maintain so many different business processes, and existing synergies wouldn’t be realized.

The Bundesagentur für Arbeit (BA) operates one of the largest IT landscapes in Germany with numerous IT processes, many of them business-critical. The agency can only perform its tasks smoothly if it has effective IT support. Therefore, the BA has high requirements for process availability, performance and scalability. These requirements are reflected in the IT target landscape, which is designed to provide future-proof support for BA business processes. The BA’s IT strategy is to take a comprehensive approach and avoid compromise from a purely technical perspective. The IT department’s vision serves as the foundation for ongoing IT strategy development. That vision is to be the most capable, high-performance and cost-effective service provider in the public sector.

Avnet, a leading technology manufacturer and distributor, faced a significant challenge due to its evolving business needs and the need to integrate multiple applications running on various platforms. The company had made over seventy acquisitions in the past 20 years, which further complicated their IT infrastructure. The high-cost integration infrastructure consisted of thousands of Extract, Transform and Load (ETL) maps to stage, data to replicate, which created latency problems, as well as thousands of services to support. IT needed to become more agile and assure high-quality integration while lowering the cost of development for the business.

Travelbasys, a leader in the European travel software market, faced challenges due to the growing industry transition to the web and increasing competition from startups. The company's core system, RBS, was based on a mainframe architecture, which was becoming outdated as the travel business moved to the cloud. A new generation of travel agents, developers, and customers were unfamiliar with host-based systems. The task for travelbasys was to transition to the web, compete in a newly lean and connected travel market—and do it without compromising 40 years-worth of process, data and customer investments.

US Foods had grown through hundreds of acquisitions over decades. As a result, the company lacked an easily adaptable IT infrastructure. Information was uncoordinated across systems. Its 63 branches acted autonomously using different business processes. This resulted in inaccurate pricing, manual processes, inconsistent data and a lack of visibility across divisions.

In 2011, Philips embarked on a journey to become an agile, process-oriented global company. To this end, Philips launched the “Accelerate!” program to build an agile and focused transformation process to help business owners bring propositions to market faster and improve existing business-market combinations. The challenge was to improve collaboration between business process owners, IT and internal and external partners and connect the different components of the IT transformation.

Discovery Communications, a global nonfiction media company, was facing challenges with its high-volume process of managing, reviewing, and renewing thousands of contracts a year. The process was previously based on email and spreadsheets, varied by region, and offered minimal opportunity for oversight, governance, and data mining. Management wanted greater visibility into the process to optimize revenue and ensure opportunities were not missed. The process had to be accessible and reliable for international and mobile sales as well as senior-level executives.

Nielsen, a global information and measurement company, was facing a challenge with its operations. The company's operations had to wait for up to 20 seconds to view product details and between transactions. They were using a fat client application over a terminal server or 'green screens' to characterize a product. The increasing speed and globalization of business necessitated the replacement of the regionally silo’d fat clients/green screens systems with a highly performing, single global platform delivering globally aligned product information.

Tier-1 and Tier-2 telco companies—big and complex organizations—rely on Amdocs to support their business and operational transformations into Digital Enterprises. Such massive transformations involve many different stakeholders, each with a different focus, view and interest. Managing these stakeholders and assuring clear communications during a large-scale project is absolutely critical to success.

U.S. Bank expanded through organic growth and numerous acquisitions creating a complex network of systems, process and organizations. Manual paper-based processes that relied on spreadsheets, email and redundant processes resulted in latency and human processing errors that jeopardized their goals of reliability, consistency and innovation. Further, lack of in-house connectivity hindered the bank’s ability to link to external sources for time-critical data inhibiting their need for speed, scalability and agility necessary to grow their business and deliver higher customer satisfaction.

The University of Leipzig faces several major challenges. Recognizing trends in the private sector, responding faster and better to changing industry requirements, teaching theory through practice and setting new standards in education are at the top of the list. Only by achieving this can an excellent university thoroughly prepare its students for their future careers. Service-Oriented Architecture (SOA) and Business Process Management (BPM) are growth markets worldwide. In the medium to long term, the demand for specialists in these fields will be very great. It is thus necessary to recognize opportunities for collaboration with the private sector and share the responsibility for equipping the market with the needed talent.

Vitkovice Steel 需要更换 1980 年代后期的生产监控系统，以及基于过时捷克斯洛伐克计算机 (PPC-4) 的控制系统。该公司与系统集成商 Real-Time Software (RTS cs, spol. sro) 合作，选择了一个基于 ICONICS GENESIS32 与 Oracle 数据库集成的系统。

HIROTEC AMERICA, a part of the HIROTEC Group Companies, faced significant operational downtime issues. The machinery involved ran without condition-based monitoring, operating until a failure occurred. This reactive maintenance approach led to lost opportunities and inefficiencies. HIROTEC had been collecting industrial data from sensors and machines across customer production facilities and its own systems. However, this data was manually separated and stored across multiple sources, making it inaccessible for collective and systematic analysis. To improve quality, reduce downtime, and optimize production schedules, HIROTEC needed to implement a modern, automated solution that could gather maintenance and operational information into one source and offer actionable recommendations to its quality professionals.

Trane, a leading provider of heating, ventilation, and air conditioning systems, realized that their commercial customers were more concerned about how working with the organization helped them achieve their objectives rather than the quality of their HVAC systems. This led to a shift towards a more service-centric approach. The need for transformation arose from the scale and scope of Trane building services, with over 2,000 technicians serving Trane commercial customers worldwide. The opportunity for increased revenue from services also drove the transformation. Furthermore, the constant pressure on customers to do more with less, especially since the global recession, necessitated a shift in Trane's approach to help them cut costs, improve productivity, and optimize investments.

Fujitsu Peripherals, a manufacturer with a corporate philosophy of “Making an impression through reliable technology,” was looking to enhance the utilization of the PTC 3D CAD that all designers had been working with in-house. The company believed that if 3D CAD software could be more deeply understood, allowing for greater levels of mastery, it could drastically improve operational efficiency. However, initial skill diagnostics revealed that while the designers had the expertise to accurately create 3D models, they had not mastered the tools, and thus could not create the 3D models efficiently. This led to the decision to implement a course of “training reinforcement.”

NedTrain, a leading provider of rolling stock maintenance in the Netherlands, faced several challenges after splitting from NS, the Dutch national train operator. They were contracted by NS to maintain 2,800 units, ensuring no more than 170 were in maintenance at any one time. However, NedTrain often exceeded this limit, requiring NS to fund spare capacity. NedTrain also had to deliver the highest levels of quality and availability for the lowest lifecycle costs to attract non-NS customers. To achieve these objectives, NedTrain knew it had to reduce inventory by improving planning and forecast, improve parts availability across its network of 9 main locations, 35 service locations, and 65 warehouses, reduce harmful part cannibalization, distinguish planned from unplanned usage, and synchronize business processes.

The customer, a global healthcare company, was looking to completely change how it organizes and manages service content. The company was facing a moment of change and realized that the task wasn’t just about modifying their documentation process. They needed to reinvent their business practices for creating, delivering, and updating service knowledge. The company had pursued an acquisitions strategy to increase its healthcare business product portfolio over the last several years. As a result, the individual teams that make up the technical authoring division often used different strategies and tools to complete assignments. With authors located around the world, this approach made it challenging to monitor projects and establish standard best practice.

Clal, a leading insurance company in Israel, was facing stiff competition from regional InsurTech companies. The regulatory landscape was also becoming increasingly aggressive, impacting large companies with complex internal-external development needs. The company needed to transition from a bottleneck to a booster and turn a regulatory liability into a capability advantage. However, they lacked a comprehensive API management platform that could help them achieve this. The company also faced challenges with API bottlenecks and duplicates, rising costs, and the need for digital transformation.

With the Internet of Things (IoT) expected to connect 50 billion devices by 2020, the way products are used and interacted with is changing. More products are being embedded with sensors that provide real-time data on how customers are using them. This presents a challenge for businesses to adapt dynamically and understand their connected customers better. One of the most overlooked topics in IoT is security. The platform allows you to give access to your distributors and customers using an advanced mapping authorization engine. The endpoint security technologies are customized specifically to the machine world of the IoT, offering tighter security control than networked VPN solutions.

LANXESS, a leading specialty chemicals company, operates in a fiercely competitive market worth over €1 trillion. The company needed to ensure timely, quality, and cost-effective delivery of its products. To thrive, LANXESS needed a solution that would provide its production specialists with operational and production data to continuously improve the operational performance of their plants. The company also aimed to democratize data for all its employees. In 2017, LANXESS established a dedicated service unit to push digital business models, introduce new technologies along the entire value chain, and work on the use of big data and the embedding of digital skills among its employees.

Farms in Australia are vast, averaging around 100,000 acres, with almost a billion acres being farmed in total. The majority of Australia's population is concentrated around the coastline and capital cities, leaving the agricultural land sparsely populated. This lack of population density results in limited Internet connectivity, hindering farmers' ability to adopt the latest technological developments that could help protect their crops and herds. The larger and more remote the farms, the more challenging the internet access and communication. The smallest undiscovered problem can create major issues with crops or herds. Powertec Communications, a service provider, works closely with farmers to ensure they are connected and can communicate, no matter where they may be.

In 2014, the bank was under pressure due to the wave of banking disruption sweeping across Western Asia. It was facing demands for new products and services, impending compliance with new banking regulations, and a process architecture that it could not cope with. The bank's existing processes were documented in an array of spreadsheets, releases were delayed, and there were no alerts. More seriously, there was no collaborative process environment to speak of, let alone process conformance across the board. The bank needed to incorporate the right tool to design and manage its governance workflow to keep the regulators at bay. However, the bank realized that the situation was more complex than it initially seemed and that a robust solution that went to the core of the business was required.

MB Bank, a rapidly growing retail bank in Vietnam, was struggling to manage its growth and the large influx of new customers. The bank was dealing with time-consuming, manual processes including new customer onboarding and a slow online banking system. Loan approvals were taking too long, increasing the risk of losing potential new customers to faster competitors. It was also difficult to identify where mistakes or errors had been made along the process chain. The bank wanted to build a computerized business process management system that could streamline and centralize its processes, and ensure compliance with local regulations.

Westfalen Weser Energie GmbH & Co. KG., a utility company, was facing major challenges due to global climate change and digital transformation. The pressure for green energy and greater requirements for risk management and data protection were increasing. The company's unique community-shareholding structure and participating communities’ willingness to invest in their own power grids have enabled the Group’s continued successful growth in recent years. However, this growth needed to be recorded in every area and available for continuous improvement. Processes, in particular, had to be documented transparently. WWE worked together with a variety of service providers and system operators, a complete ecosystem that it must be able to control. To do so, many processes and procedures had to be defined and documented. Due to its shareholding structure new partners are added regularly, so processes must continually be adapted.

Lyreco, a global office supply distributor, was facing challenges due to lack of real-time stock and sales insight. The company needed to improve service assurance and drive operational cost savings from restocking and servicing machines. The increasing digitalization, regulatory environment, and global competition were driving unprecedented change, and Lyreco needed to adapt its business strategies, better manage risk, and simplify critical processes to avoid being disrupted by change. The company recognized that more and more of the products its customers desire were becoming connected, providing deeper insights into product usage and allowing customers to decrease operational expenses, increase environmental awareness, and innovate with new service offerings.

The Israeli Ministry of Labor, Social Affairs and Social Services was facing a challenge with its 20+ year-old mainframe application. The Ministry processes more than 80,000 cases per year, serving citizens via ministry departments and local authorities, associations and organizations. The legacy system was developed 20 years ago using Natural, Natural Construct and Adabas. The Ministry was using 20+ year-old, green-screen application technology and there was no way to open it up to the municipalities using the internet. The hundreds of municipalities that handled the cases had to file them with the Ministry through a mostly manual process. This slowed the processing down and sometimes left people at risk. Paper forms were being passed from the municipalities to the Ministry and back again, often requiring five different signatures for approval each time. Some individual cases took up to six months to process and, sometimes, cases would get completely lost in the shuffle.