Customer wanted a real-time, seamless, cloud based integration between the existing on premise and cloud based application using SOA technology on Oracle Fusion Middleware Platform, a Contingent Worker Solution to collect, track, manage and report information for on-boarding, maintenance and off-boarding of contingent workers using a streamlined and Integrated business process, and streamlining of integration to the back-end systems and multiple SaaS applications.

The client wanted to implement a robust PLM Solutions using Enovia Matrixone. The client also wanted to integrate its PLM Application with other applications like Engineering Design Tools, third party applications and enterprise-wide ERP tools.

The client wanted to reduce operating costs while increasing efficiency and consistency within the IT and quality assurance organizations. Executive management mandated continuous process improvement, but the environment lacked consistent processes or tools to manage. A cost-effective software testing was needed.

The client was running a legacy material flow tracking system and wanted to replace the system with a more effective one as the system was increasingly expensive to maintain and support and also was not extendable. The client's IT landscape was filled with modern applications and it was difficult to interface the material flow tracking system with modern applications.

A global security, storage, and systems management software provider planned to demerge into two separate companies. To prepare, it undertook a major overhaul of its IT infrastructure and operations strategy. A key requirement: streamlining the Hosting Group, which handled compute, storage, and middleware operations. These functions had grown complex and had a wide geographic distribution. The company planned to bring them under closer in-house management.The company looked to increase its business agility so it could quickly and creatively respond to customer demands with improved internal collaboration and optimized go-to- market and IT service delivery capabilities. Modernizing IT functions, and making them more responsive, was critical to achieving these goals.

A large U.S. heavy equipment manufacturer and logistics company sell its vehicles to dealers who, in turn, rent or sell them to individual customers. An antiquated, on-premises data center made maintaining and managing its 400,000 pieces of heavy equipment a challenge.This outdated environment also made it difficult to scale its vehicle monitoring capabilities, assess vehicle health proactively and capture analytics for insights into performance across the company. With its legacy data center at capacity and the high licensing fees associated with available marketplace solutions, the manufacturer needed a partner to help transform its business operations.

Lower oil prices compel oilfield operators to increase efficiency. The client, a leading oilfield services provider, sought to significantly reduce the costs of pumping oil. The client owns and operates tens of thousands of electric submersible pumps (ESPs) for its global oil-and-gas customers.

The company with little presence in the fast-growing business-to-business (B2B) digital marketing space wanted to tap into its powerful data assets to quickly enter this new market. The data-rich company asked Cognizant to help it leverage its core data assets.

A global digital payments provider wanted to consolidate its design group in California, creating a central hub for the company’s product, engineering and design talent in one location and thus accelerating product development. The company wanted to provide strategic and flexible user experience (UX) design services, ensuring consistency and continuity of project resources. The digital payments provider also wanted to establish last-mile design support to global product design and engineering teams, as well as create governance for efficient, effective coordination across projects. Above all, the company wanted a partner that could staff the new hub with 35 UX design consultants and ramp it up for scale and agility—in 30 days.

A multibillion-dollar technology firm, with more than 140,000 employees across 180 countries, was struggling with multiple customized, outdated HR systems. Maintenance costs were high. Processes were cumbersome and riddled with heavy paperwork. And data was inaccessible in real-time.The company needed a modern HR system to standardize and simplify processes, reduce maintenance costs and empower employees with easy access to data. 

A leading US-based software company faced bandwidth issues in resourcing, managing different partners and executing its product roadmap. The product roadmap’s disparate management approach forced the company to release generic campaigns that lacked personalization. Balancing work priorities among different stakeholders created growing dependencies and delays.

The company wanted to revamp its IT and infrastructure operations strategy. It wanted to bring the functions of the hosting group in charge of computing, storage, and middleware operations under closer in-house management.However, the provider didn’t have the necessary visibility into its operations to determine the scope of these critical processes, which when disrupted would result in huge revenue losses and negatively impact its technology strategy.External management of the provider’s IT infrastructure also left users dependent on manual delivery and provisioning mechanisms, rather than benefitting from automated and self-service processes.

A leading cloud-based software company struggled to achieve the desired efficiencies and scale needed to support consistent growth in terms of accounts payable (AP) and accounts receivable (AR) functions from its facilities in South America and Central Europe. The prior IT service providers’ collections data was consistently in the low range of 60% based on its historical records. As a result, the company was forced to pursue other options to improve cash flow and reduce the aging of outstanding receivables in conjunction with standardization across geographies.

The company needed a trusted and long-term strategic partner to provide technical and engineering support to its video engineering unit. It wanted to focus on investment and resources to develop new product concepts for next-generation offerings while continuing to deliver high-quality service to its existing customer base in Europe. The company turned to Cognizant.

A global business information company needed to upgrade and modernize its customer onboarding process, specifically the gateway to its product offerings. The company wanted to speed up the process, boost sales through new partnerships, and seamlessly integrate with any partner.

With its high initial cost and ongoing expense, is becoming harder to defend in a market increasingly reliant on software-as-a-service (SaaS). One major technology player saw an opportunity to increase its revenue by adding a subscription payment model to its traditional on-premises licensing.Adding subscriptions meant changes to product and solution pricing, support, and billing as well as the underlying technology for these processes. A new technology platform would be required to support these business model changes.