When we talk about technology, we should try to do it in the simplest possible terms. But while we hear many CEOs and other tech executives preach this advice, it’s rarely followed—and the workflow software space is no exception. Popular workflow lingo like hyperautomation, digital process automation, and intelligent automation all mean essentially the same thing: to digitize processes for efficiency, consistency, and compliance.

While the title to this post is clearly playful, when it comes to customer success it’s all business. Our rapid growth has always been a function of our customers’ happiness. Regardless if it’s a new release or a service engagement, our internal focus revolves around a few key themes.

Ever since the pandemic hit, supply chain issues have abounded. Retailers bore the brunt of the news coverage, as shelves went barren for a host of reasons—not least demand shifts, panic buying, container shortages, and geopolitical concerns. These supply chain issues are estimated to have caused revenue losses of 5%–20% for some retailers. Often, once loyal customers switch brands or retailers rather than waiting months for products to come back in stock.

To remain competitive, insurers need to look for ways to modernize the underwriting process. However, too often disconnected systems and siloed data get in the way, resulting in inefficiencies and a poor customer experience. We recently had the chance to sit down with Kathleen Ellis, SVP of International Solutions at CNA, during Digital Insurance’s annual conference to discuss how to accelerate connected underwriting on a global scale and their success with their CNA ComPassTM solution.

In our previous blog posts, we’ve covered the core components, orchestration capabilities and automated analysis and ChatOps features in our in-house Security Orchestration, Automation & Response (SOAR) application. In this final blog post, we will briefly cover one of the system’s automated response capabilities that allow it to take action and respond to alerts without human intervention, and close out the blog series with two important lessons learned from implementing SOAR at Appian.

Not to get all gloomy about it, but the pandemic accelerated the largest declines in college enrollment in more than 50 years and slammed colleges and universities with $24 billion in COVID-related debt. In other words, COVID was a wake up call for higher education.

Last year, my friends at Appian commissioned some research through the Economist Intelligence Unit (EIU), Financiers ridden with technical debt. The results were interesting: Research from The Economist Intelligence Unit, sponsored by Appian, finds that just over a third (34%) of IT decision makers believe that the reduction or elimination of legacy IT would do most to help their organisation achieve its automation objectives.

The financial services industry, like so many others, has undergone long-lasting changes in recent years. With the emergence of new technologies, new regulations, and unprecedented market changes, institutions have had to contend with unpredictability and rising consumer expectations. To effectively manage constant change, financial firms have to find a way to balance innovation and efficient process execution with risk.

You can spend hours scrolling down the rabbit hole of government IT horror stories, which makes the recent launch of the federal website for ordering free COVID tests that much more remarkable. The website worked, and it was surprisingly easy to use. But that success belies decades of underinvestment in digital transformation that has stifled public sector innovation and hardened the government's low-tech image. For example.

When COVID-19 hit, college students freaked out, universities went remote, and millions of students struggled with the impersonal functionality of Zoom—even with tropical backgrounds. But more than that, the pandemic exposed the shortcomings of legacy student information systems (SIS) that stymied university efforts to limit virus spread and help anxious students cope with pandemic stress. But sometimes it takes a crisis to start a revolution.