Bekaert, a major player in the steel wire industry, was facing significant challenges in its manufacturing operations due to outdated data platforms. The company was unable to trace genealogy beyond a week's data and lacked diagnostic analysis of plant operations, which severely hampered decision-making. The absence of automation in benchmarking operations and extensive reporting on plant management further complicated the situation. To enhance efficiency and effectiveness in multiple focus areas, Bekaert needed a modern data platform capable of managing large volumes of data and generating actionable insights. The company aimed to drive quality, overall equipment effectiveness (OEE), and plant productivity based on these insights.

EE, even after its merger with BT, was operating its ERP estate on legacy infrastructure, hosted on the premises of a third-party supplier. This outdated system resulted in a volume-based operational model, higher time to market, longer delivery cycles, and unsatisfactory customer experience. BT recognized the need for a strategic transformation of these aging ERP systems and sought a partner who could proactively manage application services. The partner was also expected to handle development requirements associated with application management services, drive accountability, and ownership with a time and target-driven transformation of these services. BT's primary goals were to improve customer experience, reduce cycle time, and measure these improvements with precision.

EDF, a major UK utilities company, was grappling with a highly customized service management system that was largely manual, with limited potential for automation. This made it difficult to predict or prevent system failures and provide a resilient service. The company's IT system for incident handling was purely manual, leaving no room for modernization. EDF wanted to serve its business and residential customers better by improving the response time to rising energy demands. To achieve this, the company needed to provide its employees with the right tools for improved productivity, better collaboration, and an enhanced IT experience at a reduced cost to serve.

SAP was grappling with the challenge of managing an increasing number of cloud deals. The rise in configurable cloud component deals necessitated a reduction in manual activity and a scaling up and automation of processes for order management, master data maintenance, and financial reporting. The high volume of cloud deals required a swift and efficient response, which was difficult to achieve with the existing manual processes. The challenge was to automate these processes to meet the growing demand and improve efficiency.

Vodafone Hungary, after acquiring UPC Hungary, was faced with the challenge of transforming, rationalizing, and consolidating its complex IT and operational support system (OSS) landscape. The company needed a middleware solution that could manage its nearly one million subscribers and cater to fixed voice services as well as cable and gigabit passive optical networks (GPON) network based broadband services. Other transformation goals included bulk order management, legacy service migration, maintenance of service and resource inventory, and fixed IP address management. The challenge was to simplify the order orchestration process and streamline the operations.

Equifax, a leading global credit bureau, was grappling with the high operational cost of managing its legacy infrastructure. The company needed to modernize its application platform to make it more secure, scalable, and flexible to support new services rapidly. The goal was to leverage cloud capabilities to improve its data-centric services and deliver innovative products. The challenge was to find an optimal path to modernize and secure applications in the cloud. Equifax also aimed to gain actionable insights into customer usage patterns to ensure a high level of service availability.