The bank was facing several challenges due to the rapid growth in mobile banking, disparate process modeling standards and tools, regulatory compliance risks, rising costs, and the market impacts from AI. The bank needed to tackle these challenges to continue its growth and maintain its position as a leader in the banking industry. The bank also wanted to leverage the advances in computational power and machine learning algorithms to disrupt the banking industry with AI. However, the bank needed a solution that could handle the skyrocketing uptake in mobile and online banking, growing inefficiencies due to disparate process modeling standards and tools, and rapidly rising costs.

KMC Global Controls & Automation, a technology-based company that provides control panels, automation and integration with remote and onsite support capability, faced several challenges. They needed to compete not only on cost but also offer value-added services to stay relevant and strategic. They aimed to ensure smaller manufacturers are successful at IIoT, create diversified and resilient revenue, and meet the growing need for remote monitoring. The company understood that IIoT is an evolutionary change every manufacturer needs for survival. However, small and midsize manufacturers often lack the ability to implement and maintain IIoT applications due to a lack of in-house expertise.

The mechanical engineering and industrial equipment industry is facing pressures from digitalization and agility. There is a need for a fast entry to the Industrial Internet of Things (IIoT) for Original Equipment Manufacturers (OEMs). The industry also requires machine-oriented digital service processes and a solution to merge heterogenous IT worlds. The challenge also lies in connecting intelligent machines and users. logicline, an IT consulting and project firm, aims to support companies in their digital transformation, and it relies on fast, customized implementation to deliver that support.

Emirates NBD, a leading banking group in the Middle East and North Africa region, faced several challenges. The banking industry was rapidly changing, and there was a need to digitalize standard operating procedures. The bank required a central architecture repository for SOPs and bank IP. There was a business case for ensuring jurisdiction-based regulatory compliance and pressure to connect all areas of the business using dynamic process flow, simulations, and modeling. As the bank expanded globally, it needed to boost its efficiency, customer experience, and regulatory agility to meet and surpass the competition. The old way of using manual process flow forms no longer met the bank's requirements.

Dubai Municipality, the government entity overseeing services and facilities in Dubai, was facing several challenges. With a population influx, the demand for municipal services was increasing. However, the Municipality was struggling to keep up with the demand, leading to processing delays in many service areas. Additionally, it lacked transparency in its business processes and had an ill-informed pricing structure. This was particularly problematic as Dubai, which has no income tax, is heavily reliant on service fees. The lack of cost transparency and institutional pressure to streamline revenue collection, combined with a push by Dubai’s government to improve customer service, called for a top-of-the-line business process management solution.

BANCOR, a public financial institution in Argentina, was facing challenges due to its reliance on manual business processes. The rapidly changing banking industry and the need to document regulatory compliance were among the issues the bank was grappling with. The absence of a bank-wide process map and the need to integrate new customer-facing products were also significant challenges. The bank's systems were stuck in the past, with 98% of its processes documented in paper manuals and cumbersome instruction documents. This lack of system automation was causing inefficiencies, hindering staff efficiency, risking non-compliance with auditors, and making it harder to keep up with ever-shifting banking regulations.

Restek, a leading developer and manufacturer of chromatography consumables, operates in a highly competitive market. To differentiate itself, the company focuses on providing exceptional customer service, which it refers to as 'Plus 1' service. However, to maintain the high levels of service its customers expected, Restek recognized the need to modernize its business and digitalize customer interactions. The company wanted to streamline the entire customer interaction process and make it accessible to every employee. This would give the company more flexibility to unlock new opportunities for its customers. However, Restek found itself with a bit of a silo problem. In order to provide the ultimate Plus 1 service it wanted, everyone at the company needed to be able to access a 360-degree view of the customer. To do that, Restek needed to break down the silos between their ERP, CRM, website, and other ancillary systems.

The multinational luxury fashion company, which started from humble beginnings, has grown into an international powerhouse through several major acquisitions worth more than $3 billion. These acquisitions posed a risky prospect in the luxury fashion business, where competition is fierce. The company's IT leadership team wanted the Information Systems (IS) teams to have visibility into their portfolios to develop project plans and future IT strategies to support the company's ambitious business transformation goals. The existing process involved manual updates to a Microsoft® Access® database, visualization in the Visio® modeling tool, and PowerPoint® for presentations. This process was updated twice a year, which was not sufficient for the rapid decision-making required in the company's dynamic environment. The company needed a centralized platform for IS and Enterprise Architecture (EA) to collaboratively collect the information necessary for planning IT support for business goals and strategies.

The bank's array of applications were divided into three separate repositories, creating a disconnected web of applications that was in danger of inflating costs, impeding compliance with new banking regulations, and leaving management ill-prepared for an industry-wide digital transformation. The bank needed a comprehensive and accurate overview of its application landscape, extensive reporting capabilities for management, risk and audit compliance purposes, and the analytics and insights to help its leaders make robust, fact-based, strategic decisions.

Trackerando, a company specializing in tailored GPS and IoT solutions, was tasked with developing a high-end GPS tracking solution for high-performance sports cars and vintage cars. The challenge was to provide 24/7 tracking across Europe with reliable connectivity. The solution had to meet rigorous insurance requirements for these high-value vehicles and cater to specific customer wishes regarding the alarm function. The main issue was that once these high-priced collector items left the showroom and were taken out on the road, insurance companies designated them as “not insurable.“ The objective was to find a service provider who had the hardware and software to offer cross-border GPS tracking and a reliable alarm function.

Innovam, a Netherlands-based company that develops and administers innovative educational programs for the automotive sector, was facing several challenges. The changing market conditions demanded cost reductions. The company was also in the midst of a strategic change towards a 'blended learning' model combining online and traditional classroom training. This new focus on e-learning meant Innovam’s IT infrastructure was more essential to its business than ever. Yet its existing application landscape wasn’t cutting it. The company relied heavily on a monolithic enterprise resource planning system, which was ill-suited to meet its primary IT needs: planning and managing training, allocating staff, and delivering online learning through a sleek and user-friendly website. Changes in this system were sluggish and fraught with risks, making Innovam less flexible. Running it on-premises was also expensive—at a time when the company needed to cut costs.

The bank was facing a challenge with its array of applications divided into three separate repositories, creating separate islands for private banking, investment banking, and technical infrastructure. This disconnected web of applications was inflating costs, impeding compliance with new banking regulations, and leaving management ill-prepared for an industry-wide digital transformation. The bank needed a comprehensive and accurate overview of its application landscape, extensive reporting capabilities for management, risk and audit compliance purposes, and the analytics and insights to help its leaders make robust, fact-based, strategic decisions.

Telstra, Australia’s leading telecommunications and technology company, was facing a constantly changing telecommunications landscape. The acceleration of IoT services and the pressure on water utilities and government to cut waste, digitalize, and streamline water management presented new challenges. The company saw the Internet of Things as a huge strategic opportunity and a chance to capture new network revenues and expand into new sales channels. However, to achieve this, they needed a carrier grade, secure and open IoT platform.

AAFMAA, a non-profit insurance company with over $1.2 billion in assets, was looking to improve customer engagement, increase return on assets to stay competitive, and provide self-service to members. The company was managing more than a billion dollars in assets with only 75 people on staff in its entire organization. The challenge was to provide members direct self-service access to its core policy system from the Web and mobile devices, while keeping costs low and maintaining a superior credit rating.

CEM, the sole electric utility in Macau, is facing new challenges as it enters the IoT era. The company is developing an advanced metering interface, adopting new forms of electronic payments, and planning a network of charging stations for electric vehicles. However, these new technologies require stronger capabilities to ensure seamless integration with its back-end core and the ability to replace legacy systems. The company needed a stable, secure, multi-channel integration platform to support its future operations.

The State Office for Salaries and Pensions in Germany was facing a growing demand for online services and the need to integrate modern IT systems into mainframe applications. The agency was also looking to digitalize all administrative processes in the long term. The agency handles around 1 million applications for financial assistance annually, totaling more than €1 billion per year. The past decade has seen a growing trend in public administration toward customer-friendly web portals and decentralized applications. The agency was looking to expand webMethods into a central hub for all its applications.

The telecommunications company, despite its success and growth, faced several challenges. The rapid growth at home and abroad resulted in a patchwork of loosely connected subsidiaries and thousands of internal and external processes to manage. Some processes were partially automated, while others relied on manual, sometimes paper-based steps. Technology costs were rising, and redundant technology and applications were impacting operating expenditures. The company lacked visibility into use or users, making it impossible to rationalize applications, standardize technologies, or calculate change impacts. A unified, digital approach to business process management was needed, capable of modeling all business processes and interactions between Customer Relationship Management and Billing.

The Health Maintenance Organization (HMO) was facing growing challenges in internal communication and knowledge management due to its rapid growth and innovation-backed success. Siloed applications and a lack of end-to-end process management and control made oversight difficult and put data integrity at risk. For instance, provider fee-payment systems had become so complex to maintain that it took extra manpower and time to process charges to members and payments to providers. The organization needed to make patient medical records quickly and readily available, increase auditing and monitoring of transaction and data movement, improve back-end IT systems and process efficiency, and open 25 years of custom legacy applications and data to all platforms, including a new digital business platform.

The central bank of a Gulf country was facing challenges with its legacy IT architecture that had grown in silos over time due to the lack of an enterprise integration layer. This situation was posing massive systemic risks and adding costly inefficiencies, hindering the central bank’s security, reliability and governance standards. The bank was also planning to adopt new best-of-breed technologies which would have further complicated the situation. The bank needed a structured, strategic integration platform to ensure all its applications work together flawlessly and pose minimal risk to the disruption of business.

The customer, a leading global financial services company, was facing challenges due to its diverse portfolio of services and management options. The complexity of analytic models increased as the company grew, and the internal data science and IT teams were reaching their capacity. This increased the underlying risk of the company’s business model and threatened to remove a competitive advantage. The company was using a dedicated team of data scientists creating hand-coded fraud models. However, with millions of customer accounts, a large service portfolio, new product launches, and geographically dispersed operations, manual coding became a major liability. The process of converting algorithmic fraud models to “production ready” dramatically slowed the process of integrating them into the operational business processes.

The company, a leading agency in the digital revolution of media and marketing, was facing the challenge of continued disruption of the digital media environment by predictive models yielding actionable campaign results faster than ever before. They needed data fast, accurately, and in an easy to understand format. The company needed to carefully tailor their marketing campaigns to specific audiences based on segment-specific attributes and deliver these messages to customers where they are, when they are receptive, and perfectly optimized for the right device or medium. They also needed a set of analytic techniques that incorporated probability, statistics, algorithmic modeling, data mining, and machine learning. The volumes of data, computational resources, and technical knowhow required for this were tremendous.

The company, a leading global producer of passive electronic components and interconnects, was facing a challenge with its legacy mainframe infrastructure. The IBM mainframe environment, which had been in use for over 30 years, was still functional but was not equipped to handle the demands of the modern manufacturing world. The company was ready to embrace the changes brought about by automation, green energy, and advanced robotics, but its infrastructure was not. The mainframe was handling accounts payable, burst reports, job scheduling, and source control, but the costs were escalating, and the system was becoming outdated. By 2013, backup hardware had become impossible to find, older users supporting the system were retiring, software updates were non-existent, and adding new functionality was off the table. The company was left with no support in the event of a disaster.

ING, a multinational banking corporation, was facing a challenge in monitoring rogue trading activities and market abuse. The bank had an overwhelming amount of data to analyze and needed to transition into data analytics. The existing manual controls were not sufficient to handle the vast amount of data and the complex regulatory requirements. The bank needed a robust, scalable, and flexible solution that could automate the monitoring process across the financial markets value chain.

The Ayaydın-Miroglio Group, a multinational fashion retailer, was facing challenges in sustaining high growth in new sales channels, adopting a new franchise model for international expansion, keeping up with changing customer preferences, creating operational efficiencies, and improving workforce morale & reducing turnover. The company's growth was coming at the expense of efficiency, and hidden internal costs were mounting. Critical operational processes weren’t keeping up, especially with the added complexity of an ambitious international expansion plan. The company needed an engaged and enabled workforce to serve constantly evolving customer habits, preferences, and expectations.

ASPINA, a century-old manufacturer, was looking to embrace the data revolution and the Internet-of-Things era. The company had a new business development unit based in California, which was investigating ways to package hardware and software together. The company was considering building a homegrown IoT solution and was looking for a partner to power this intelligent transformation. They needed a solution that could provide fast visibility over remote assets, was cost-competitive, and offered edge computation. The company was also looking to target customers whose future products would live or die through connectivity, particularly companies developing IoT-enabled medical devices.

The Miami Heat, a renowned basketball team, was looking to transform the fan experience at its venue, the American Airlines Arena. The team wanted to increase season ticket sales by delivering personalized content and experience, boost in-venue spend by providing a frictionless experience, and grow revenue via a mobile app, that would also allow it to go cashless and ticketless. The team wanted to ensure every season ticket holder’s experience was fun and trouble-free, and to do this it needed to enhance the arena with a new physical/digital experience. It was important to the Heat to make the right investments for its new app and customer loyalty strategy.

Suva, Switzerland’s leading accident insurance provider, was facing several challenges. The company wanted to digitalize customer interactions, ensure and improve quality, optimize risk management, and strengthen customer loyalty. Suva processes around 1.2 million accident claims each year, which posed a significant challenge in terms of process management. The company sought a fast software solution that would keep costs low for employers and integrate well with its claims assessment system. From an administrative perspective, each accident involves a multitude of interactions with businesses, healthcare providers, and payroll accountants. Suva needed a system that could handle all these interactions digitally, improving convenience for employers and cutting costs.

Australia Post faced a significant increase in online purchases, up by 170% year-on-year, leading to an increase in the volume of deliveries and parcel sizes. The company had insufficient staff numbers and equipment to handle these increases. Additionally, the reduction in passenger flights resulted in delays to some regional delivery areas. The company had to respond quickly and make better use of its resources. It needed to set up processing sites quickly and leverage the information that was already in the system. There were many new employees, so Australia Post had to be able to communicate with them to show them how to use the virtual agent software to read codes, sort and process pallets.

Beijing Hyundai Motor's Dealer and Customer Management System (DCMS) was facing issues with dealer engagement, leading to late, unreliable, and scattered data. The IT branch of Beijing Hyundai Motor, BHIT, decided to enhance the dealer system by building 11 new subsystems. However, the system interfaces weren't properly classified, leading to a drastic increase in server requests and system glitches. The company needed a solution that could enable real-time data synchronization with all 750 dealers and orchestrate regular batch processing and transmission.

Weifu High Technology Group, a leading provider of engine core components and electronic control solutions, faced significant challenges due to the Covid-19 pandemic. Government policies to control the spread of the virus forced many companies to stop or reduce production, impacting the supply chain. Social distancing logistics seriously affected the supply of raw materials and components and hampered product sales. Meanwhile, customers were still demanding their essential car parts. However, the manufacturer’s customer relationship management platform was unable to handle the volume of requests and orders. The company launched three investigatory consulting projects: strategic, organizational and process domain to address the problems. The projects revealed a problem: Weifu had a lot of systems with a lot of processes, but it was not able to control and monitor these processes with the product it was using.