We were a document-oriented organization, and we digitized all of our documents and used them in business processes from our document management system, which is beneath these processes. The solution played a great role in unifying the business processes in our entire organization and in our digital transformation.

It helps with compliance and governance issues.

It has had a positive effect on decision-making in my organization. It helps us with our dispute process. 

As a partner, we do a lot of finance and healthcare industry. We support the entire back office operations for a $111 billion brokerage. Anything from IRA contributions to distributions to money transfers to wires. Anything like that is all done by DBA.

We use automation to process documents, bringing the email directly into the process workflow for underwriting. We plan to expand our use of automation in our organization. We want to be able to read the forms for ACORD documents, or different other type of underwriting intake, automatically and not need to have any human processing interaction.

It helps in a lot of ways. We have moved it from just underwriting workflows to expanding it to document process automation. We have also used it as a service. The process engine itself is a service instead of just a UI, so there are a couple of other groups in our company who have been using it to facilitate their workflow process instead of just writing their own process solution or buying another one.

The solution has helped with decision-making in our organization. E.g., the processing department and some of our underwriting divisions are able to quickly create views, then their processors can very quickly decide what type of work we will do today. This can be controlled by management instead of by email.

The low-code interface allows us to focus on the business and the rules. But, even though it is low-code, we are able to customize it via JavaScript.

It streamlines who is doing what, at what time. It has increased productivity. Employees spend less time worrying about whether or not they need to work on something or checking the status of an ongoing process. Generally, it has saved time and improved business processes.

We do use it in our organization. We call it, "Like drinking our own champagne." We use it for a lot of our internal processes and see a lot of operational efficiencies all across the board.

Everybody in my company is an expert in this tool. There is no lowest common denominator. There is nobody in the company who doesn't use this tool professionally, except for some nontechnical employees who use it for entering hours. It is very usable, but a lot of that comes down to the design of the application. The tool is only as good as how you use it.

We have used the solution to improve business process management in our organization. This is sort of the fundamental point of the it. On the case management side of the fence, but we haven't really used that component internally.

After being acquired from Lombardi by IBM, BPA was only workflow-related. Over a period of time it evolved. It has a lot of capabilities that were added to the product, like the rules, business decision-making and, now, with a more enhanced toolkit to build applications very rapidly.

The solution has absolutely reduced operating costs. It is customer-specific. We may not know the exact ROI, but it has definitely improved. Some of our customers see more than an 80 percent reduction, depending on where it's used.

The solution has helped with compliance and governance issues. Most of the time when we build a solution using this product, it involves some approvals. Depending upon the scenario, it has to go for compliance approval. And that can be incorporated within the solution, what we build using this application.