Using software to help close the automation gap for small and medium enterprises

Switzerland consists of 26 cantons (federal states), each with its own set of tax regulations. At the 2024 CamundaCon in New York, Marcin and Jerzy explained how they used Camunda to build a “digital accountant” called Luca that helps small and medium enterprises automate and optimize processing for paper accounting forms.

Building a solution to automate multiple clients’ accounting rules

The team had to solve several challenges to develop a solution that would be useful for different organizations and industries. The solution needed to understand tax regulations for each canton and support the multiple official languages of each—a varying combination of German, Italian, French, and English.

It also needed to understand basic accounting principles and learn how to apply those principles in the right context for specific organizations and document types. Plus, it needed the ability to detect accounting items from scanned documents and classify tax-related items correctly for the Swiss system; creating structured data from unstructured content. Transparency was also essential. The business processes and decision models needed to be auditable for regulators.

Because the solution would be hosted in a multitenant environment, the team also needed to ensure secure communication for tenants and subtenants, as well as with Bexio (business software for small businesses and startups) and other accounting systems. And like any good software solution, it needed to be agile and flexible enough to change as tax laws change.

Creating a collective decision model

The development team wanted to create a model to orchestrate manual and automated tasks and use decision tables to store the tribal knowledge of human accountants. Based on BeOne’s demonstrated experience supporting hundreds of thousands of business users with Camunda-built business processes, they were confident they could use Camunda’s BPMN and DMN capabilities to create an agile, dynamic, multitenant solution.

First, they collected and analyzed manual accounting decisions for tasks requiring human assistance. Next, they developed a model to predict behavior and provide automated services based on those predictions. The model also assists with manual decision-making. Finally, they created a feedback loop synchronizing manual and automated tasks, creating a self-sustaining decision model.

The decision model uses decision tables with rules for product determination, product groups, accounting groups, and tax rates. Each table is powered by a combination of rules from the feedback loop and sources like machine learning.

The result is a solution that applies business processes and subprocesses to orchestrate and automate invoice classification and posting from end to end. It can scan and classify documents, recognize invoice items within a document, verify the supplier and payment, detect accounting items and tax rates, make an accounting entry, and post to the accounting system.

If the document and the booking are clear, the solution can post without waiting for confirmation from an accountant. If any information is unclear or requires confirmation, it asks for manual input or verification and stores that knowledge. As feedback increases, the level of automation increases.

Example of the solution’s end-to-end process flow

As the solution is deployed in a multitenant architecture, the team manages the complexity of data security and rule-sharing among multiple clients by establishing tenants for accounting offices and subtenants for their customers. Information from each tenant is shared to a central decision model, then that decision model is used to automate the tenant’s processes.

With this structure, the solution can remember and apply rules and decisions specific to each client and their documents.

Improving automation and efficiency while reducing risk

“Our model is not just win-win but win-win-win.” – Marcin Makowski, CEO, BeOne

Luca’s development team succeeded in building a solution that uses collective human knowledge to accurately execute complex accounting decisions. Its robust decision model provides an auditable knowledge base that applies decisions learned through client use to continually improve the classification of documents and expenses.

The team and their clients are realizing benefits from this model, including:

• Quality, stable processes for items posting in compliance with complex regulations
• Efficiency from the quality of process data and reduction of mistakes
• Risk mitigation through the introduction of control rules
• Transparency from auditable rules and records
• Processing speed delivered through well-performing decision tables, even in tables with up to 1 million rules
• New services developed as a result of well-functioning decision tables

Unique to the business model, clients only pay a fee if Luca delivers an expected outcome—typically, time savings calculated by the automation rate of the process instance. This approach gives small and medium enterprises in Switzerland access to an automated accounting service at an affordable price.

Overall, as Marcin explained, “Thanks to the collected human decisions, we improve the level of automation and reduce decision fatigue for employees, giving them more time and energy to work on more important tasks.”

Refining the model through human training

Marcin and Jerzy showed how a collective decision model can be a versatile, cost-effective way to automate complex processes for multiple users with different requirements. They also demonstrated how taking a dynamic and iterative approach to developing decision-making capabilities allows an organization to go to market with a set of general rules and then expand and refine those rules through user input.

In Luca’s case, once accountants began using the solution, it was able to collect their input via the feedback loop and improve decision-making and automation.

This approach has an advantage over using knowledge gleaned from generative AI because it is true instead of theoretical. In other words, Luca generates correct decisions because it is trained on manual decisions from human accountants. The differentiator in their solution—the human decision—is at the heart of their process.

Inspiring developers to look for new process automation opportunities

This CamundaCon presentation provided an interesting example of how to use a collective decision model to create new automation opportunities for small and medium enterprises. As Jerzy and Marcin pointed out, the amount of unstructured data within organizations continues to increase and, along with it, opportunities to find new automations through interpreting and adding structure to unstructured data.

To see more details on this project, watch the full session replay. Then, check out other CamundaCon presentations for inspiration on new ways to use process orchestration and automation to solve your most complex problems.

Join us in Amsterdam

The next CamundaCon is almost here! It’s not too late to join us on May 14–15 in Amsterdam. Or get ahead of the game and register for CamundaCon 2025 in NYC this October.

The post Building a Collective Decision Model for Complex Automations appeared first on Camunda.

For example, of the 800 senior IT decision-makers surveyed for our annual State of Process Orchestration & Automation report:

• 82% say miscommunication between teams leads to the wrong thing being built and/or rolled out to customers—up from 68% in 2024.
• 77% say the time it takes to design and agree upon process changes is a bottleneck at their organization—up from 73% in 2024.
• 62% say business users and IT cannot easily collaborate on individual processes and/or projects—up from 58% in 2024 who pointed to a disconnect between IT decision-makers and business leaders around their processes.

Poor cross-functional collaboration can threaten project success. It can also result in the wrong solutions being built, costly rework, and a frustrating experience for delivery teams and their customers.

What can leaders do to help disparate teams and stakeholders work more collaboratively and align more successfully on their process automation initiatives?

Camunda’s Helen Park, senior GSI partner director, posed that question to a panel of process automation and digital transformation experts at the 2024 CamundaCon in New York. Let’s go over their key takeaways.

Actionable advice for improving cross-functional collaboration

Set a collaborative tone right from the top.

1. Establish a shared vision and goals

Focus on the common goal, and ensure all stakeholders align on the same vision and outcomes. Clearly explain the purpose and goals of the project, how automation benefits the organization as a whole, and how those benefits tie back to the teams’ and organization’s charters.

“… human interactions, human communications, and planning for everybody to see the same vision and the goal to achieve the outcome—in most of these large process automation initiatives, that becomes the key success factor in terms of deciding the fate of the outcome.” –Prashant Gaonkar, V.P., Global Strategy and Planning, Enterprise Platforms, Cognizant

2. Foster vertical and horizontal alignment

Drive vertical alignment by clearly communicating the vision from the C-suite. Improve horizontal alignment and ensure collaboration across business, IT, and operational teams by selecting the right projects and technologies, communicating requirements for each team, and tracking and sharing the value delivered to project stakeholder teams.

“View alignment and collaboration across two axes. One is a vertical axis where you have to have a C-level vision that actually drives the effort and is clearly articulated and disseminated throughout the entire organization because otherwise, you will not drive alignment down to the user level… The second axis we see is horizontal alignment across business, which drives how you select projects for automation in the first place, how you select technology, communicate requirements between business and IT, and ultimately how you communicate or track the value delivered by these initiatives back to the business.” –Frederic Meier, S.V.P., Sales, Camunda

3. Promote transparency and trust

Be open about automation goals, potential impacts, outcomes, and business value. Address potential concerns, such as planned job displacements, reorganizations, or new operational processes with clear messaging on the organizational benefits.

“You’ve got to offer up trust before anybody offers it back to you.” -Mike Hastie, Major Healthcare Insurer

4. Break down silos with a “win together” mindset

Encourage a culture where all teams work toward collective success, ensuring that departmental priorities do not hinder collaboration.

“Silos are there when there’s a fear of missing out, a fear of losing power or control or the organizational design in terms of boundaries and barriers. That’s when you create silos. But if you align everybody with a single goal/outcome—‘everybody wins or nobody wins’—the message becomes very easy. The silos break down, then they work together.” –Prashant Gaonkar

“You need a product that allows you to create alignment between business and IT. Our approach to process orchestration and automation is, of course, one where it’s the literal representation of what business wants when you talk about the BPMN process. It is also a visualization of what is actually being automated, and that allows you to give the business visibility back into an automated project. Now you can track results, you can visualize results, and you can speak the language of the business better.” –Frederic Meier

Manage proactively and inclusively

5. Take a “four-legged-table” approach

Think of product, tech, design, and business partners as four legs of a table. All four need to be even for the table to be functional.

“If you have one leg or a couple legs that are not in sync, then you’re not going to have a successful product development. So I think leadership setting the right tone, right culture from the top is key.” –Bhargav Trivedi, Senior Director of Software Engineering, Capital One

6. Cultivate “extreme ownership”

Encourage leaders and team members to take full responsibility for project success by proactively taking any steps necessary to make sure the project is done correctly.

“We all need to demonstrate that for a successful implementation… to say ‘I own this. I need to make this successful.’” –Bhargav Trivedi

7. Engage with empathy

Understand that the teams and stakeholders on your project have other priorities as well. Taking time to acknowledge their concerns and their perspective helps drive buy-in and reduce resistance.

“Different groups all have other priorities. You have to have empathy towards their priorities. You have to understand them.” –Prashant Gaonkar

“Put yourself in the shoes of your customer or your stakeholders who are going to be impacted by the project. Make sure that you think from their perspective… Make them feel that they are included in the process.” –Bhargav Trivedi

Structure your communications

8. Construct a collaboration framework

Define clear communication structures, decision-making roles, and engagement forums to keep teams aligned; for example, daily scrums, status reports, value-tracking meetings.

“When you start a big project where multiple stakeholders are involved, you have to set up a structure of how you’re going to communicate; the forums that you want to bring in; who is the decision maker for each of those forums; who is responsible; what kind of content are you going to talk about in each forum; and maximize efficiency across the board… What’s necessary for you will be determined by the nature of the work you are doing, the state of the product development you are in, then go from there. Having more forums in the beginning would not hurt, and you can pare it back once you have established trust and norms across the whole program and stakeholders.” –Bhargav Trivedi

9. Leverage metrics for fact-based discussions

Use KPIs and value-tracking frameworks to communicate impact, measure success, and create alignment around data-driven outcomes. Articulate the business value and impact on business teams with KPIs.

“If you’ve got metrics, you can start making the conversation fact-based. That always helps drive out a better conversation. When it’s very clear what you need to fix, that makes it easier for people to establish a goal and drive towards an outcome.” -Mike Hastie

“Focus on the business value and the KPIs you have been able to achieve. Articulate the actual impact to business teams and their KPIs by doing a value workshop and working with partners to articulate that. Once you do that, the business is going to understand the real impact the solution will have.” –Frederic Meir

Take advantage of new, AI-based tools

10. Adopt future-proof mindsets and technologies

Embrace AI, real-time intelligence, and process orchestration tools to enhance collaboration and efficiency while staying ahead of emerging tech trends.

“Everything is going to end up with AI in it. Let me give you a heads-up: If we don’t give our customer what they want, if we don’t deliver the value they want, if we don’t get the value they want, they will find their own technology to deliver it for them. We need to embrace new technologies, find the potential in them, leverage the potential, and not fall into the hype cycle. There is a huge opportunity for us to use tech to be the best versions of ourselves.” –Mike Hastie

Learn how Camunda helps business and IT teams collaborate better

Camunda is designed to help organizations collaboratively build better, more efficient automations and get to market faster. The platform uses open standards like business process model and notation (BPMN) and decision model and notation (DMN) to align teams with a common model and language. It also gets low-code and pro-code teams to unite on a clear, shared vision and outcome.

See how Camunda’s platform can help you accelerate transformation, and join us at the next CamundaCon to meet and learn from leading organizations that are achieving amazing transformations with process orchestration.

The post 10 Strategies to Improve Cross-Functional Collaboration on Process Orchestration and Automation Projects appeared first on Camunda.

Banks today face mounting pressures

While digital transformation has been a buzzword for years, banks today face increasing challenges from demanding customer expectations, evolving compliance demands, and an ever-changing technology landscape. Our panel touched on several topics affecting digital transformation, with three major trends emerging as particularly impactful:

• The rise of AI and automation
• The shift toward open banking and modular architectures
• The growing imperative of cybersecurity and resilience.

Each of these areas presents opportunities and challenges for banks of any size.

1. AI and automation: balancing innovation with governance

Artificial intelligence is now an unavoidable topic in financial services, touching everything from customer interactions to fraud prevention. However, while AI offers potential efficiencies, it also creates significant governance challenges.

Parul described AI as a “double-edged sword,” noting, “What we need to watch out for is the challenge of how do you combine AI with current tech? How do you build the right governance around it? How do you handle the hype around AI agents?” She emphasized AI governance is the most important consideration for leadership. Banks must focus on governance to ensure responsible AI use.

One area where AI is making a significant impact is fraud detection and risk management. Min reminded the audience that AI can be leveraged for good, but it’s also being used by bad actors to create ways to defraud individual customers. “As technology innovates, it’s both sides—the commercial bank as well as the criminals—who are using that technology, and it’s becoming that much more difficult to identify, monitor, and stop risk.” This means banks must continually evolve their AI-driven security measures to outpace increasingly sophisticated threats.

AI is also transforming software development and operational processes. “I think in 2024, the hype started turning into something practical for people,” explained Michael. “We’re seeing more and more practical applications of AI technology being employed by specific business lines.” Yet, the day-to-day impact of AI on developers is still evolving.

2. Open banking and modular architectures: the path to agility and composability

The banking industry has traditionally been slow to embrace open source and modular systems, but that resistance is shifting. Open banking, API-first architectures, competition from fintechs, and continued adoption of cloud technology are driving interoperability and agility in banking technology.

Min explained that small financial institutions are benefiting from more accessible, open source technologies. “In the world of very small financial institutions, what’s driving change is that technology is more affordable, primarily through the open source side, the community-driven development.” As modular, API-driven solutions gain traction, smaller banks are better equipped to compete with larger players by leveraging flexible, cost-effective platforms.

However, regulatory concerns remain a hurdle. Even central banks remain cautious about cloud adoption due to security risks, Min noted. “Central banks are not letting their banks use cloud-based technology because they worry about all the security risks.” Despite this, the shift toward composability and open standards continues to trend as financial institutions seek to streamline operations and reduce costs while improving agility.

Parul also noted that the trend toward composability is enabling new partnerships between banks and fintechs. “Fintech used to be seen as a threat, but now you’ll see a lot of symbiotic relationships,” she explained. These partnerships—whether through hybrid models, white labeling, or private labeling—are reshaping how financial solutions are delivered, making composability, interoperability, and agility more critical than ever.

3. Cybersecurity and resilience: a never-ending battle

With financial services being a prime target for cyber threats, cybersecurity and resilience remain top priorities for banks.

As Michael pointed out, the focus has shifted from merely securing external perimeters to ensuring end-to-end security across the entire banking ecosystem. “The focus on cybersecurity has started shifting from securing the walls to securing everything within the ecosystem,” he said, emphasizing the need for investing continuously in cybersecurity education and technology.

Automation is also playing a growing role in strengthening security and resilience. Michael highlighted how automation helps mitigate risks: “If I see something that I have to do over and over again, that’s an opportunity to automate; things like scanning software, identifying threats, identifying outdated libraries.”

By deploying tools that automate threat detection, dependency management, and software security scanning, banks can improve resilience while reducing manual effort.

Actions banks can take to navigate these trends

As these trends continue to shape the banking landscape, financial institutions must take a proactive approach to transformation. The panelists agreed that a few key strategies can help banks stay ahead:

• Invest in AI governance: AI is here to stay, but its implementation must be carefully managed. Banks that can successfully balance innovation with governance will be better positioned to harness AI’s potential. Therefore, establishing governance frameworks and ensuring transparency in AI decision-making will be critical.
• Embrace open and composable architectures: Open standard, open architecture solutions are driving collaboration, composability, and interoperability. Banks should prioritize modularity to improve agility and scalability and consider partnerships with fintechs to accelerate innovation while reducing development costs.
• Prioritize cybersecurity and automation: Continuous education, automated security tools, and proactive threat detection will be essential for maintaining resilience in an increasingly hostile cybersecurity environment.
• Rationalize technology investments: Banks must carefully evaluate build-versus-buy decisions and avoid unnecessary technical debt. As Parul noted, “A huge amount of rationalization has to happen in banks” to modernize legacy systems and realize value today while preparing for tomorrow.
• Stay ahead of regulatory changes: Compliance is a key driver for change, as we’ve seen with SWIFT’s Cross-Border Payments Reporting Initiative and other initiatives. As banks modernize their core systems, adaptability to new technologies is essential.

With these strategies in mind, banks can position themselves to thrive in a marketplace that requires the ability to deliver personalized, real-time customer experiences and regulatory-compliant operations. By balancing innovation with governance, leveraging composable technologies, and strengthening cybersecurity, financial institutions can drive meaningful transformation while safeguarding customer trust.

Get more expert insights

Our panel had more thoughts to share on financial industry trends. Watch the session replay for a deeper dive into their discussion, and join us in person at the next CamundaCon to get the latest thinking from industry experts. For more insights on industry trends, read Sathya’s blog on his outlook for the financial industry in 2025.

The post 3 Key Trends Shaping the Future of Banking Technology appeared first on Camunda.

Falko Menge, Camunda’s senior principal solution architect and open standards ambassador, shared the results of recent platform benchmarking tests with our CamundaCon audience in this spirit of openness and community.

Why benchmarking Camunda’s workflow engine is important

As developers know, benchmarking provides actionable insights into product quality and helps refine performance. It’s an important part of our continual development processes, now more than ever, for two main reasons.

First, orchestrated, end-to-end automation of disparate processes, systems, devices, data, and AI is critical to organizational growth and operational efficiency.

Gartner defines this class of integrated software technologies as business orchestration and automation technologies because they are important for driving consolidated business orchestration and automation. A workflow engine is an essential part of any process orchestration and automation framework, so we want to ensure Camunda’s Zeebe advanced workflow engine has the availability and scalability necessary to support the evolution of complex, enterprise-scale, intelligent automation systems.

Second, we want to confirm that we are developing the best technology to support our customers.

Increasingly, our customers are modernizing their architectures to empower use cases with numerous process instances that require high-throughput, high-performance workflow processing. Example use cases include real-time payments, stock trade matching and settlement, compliance checks, end-of-day asset balancing, bulk ordering, and merchant payment batch clearing.

We want to demonstrate that Camunda’s advanced workflow engine can support high-volume workflows with low latency, can scale as needed, and is a resilient system for handling errors and failovers in real time. Through benchmarking, we can also help our customers find the right configurations to optimize their automations.

How we built a benchmark generator

Camunda’s team faced a challenge: no common testing software measured the criteria we wanted to benchmark. Traditional load testing frameworks did not provide a way to test and measure the balance of process instance starts and service task completions. Camunda cofounder Bernd Ruecker explained this problem in a previous blog on the team’s journey to build a benchmark tool.

As a solution, our team built a benchmark generator in Java that runs on Kubernetes and simulates the workload that real Zeebe clients might generate against the engine. It combines a “starter” application that pushes API requests to the Zeebe cluster and a “worker” application for completing service tasks.

The tool includes a balancing algorithm that tries to find the optimal rate of process instance starts by starting projects at a given rate and adjusting the rate based on backpressure. Metrics are exposed in Prometheus and displayed in prebuilt Grafana dashboards.

To reduce the need for a lot of hardware resources, the team used asynchronous/reactive programming, which allows the generator to use a small machine to utilize even large Zeebe clusters.

Our testing methodology

The design of the benchmark generator allows us to test different modes. For example, we can test a solid workload and then ramp up the load to overload the system until backpressure prevents the system from completing any work. It’s an approach that allows us to find a breaking point and test potential reconfigurations to optimize performance.

In his presentation, Falko explains, “When we did the testing, we found ourselves starting to record different configurations and playing with different variations of Zeebe settings to find the right performance.” One test might be configured for 2,000 process instances per second. The next test might include adjustments to the size of the Zeebe cluster or other parameters.

To track the different configurations and variations, the team created a massive spreadsheet that captures all the configuration parameters and test results.

By adding automations to the sheet, each row becomes a configuration that can be executed. The sheet essentially starts the benchmarking tests, connecting with the workflow engine through an app called Zeebe Tuner, which generates values for the Camunda Helm Chart and drives the load generator to run the test.

This framework allows us to efficiently iterate test configurations and change one parameter at a time to evaluate and optimize performance. It also allows us to run tests unattended.

Benchmarking results

To give you an idea of the type of output we can generate through our benchmarking generator, the series of images below shows results from a hack week where the team focused on low latency requirements. The images illustrate the result of improvements made over the entire week by reconfiguring parameters in the spreadsheet to tune the engine.

Benchmarking lessons learned

“If you have a high-performance workload and you’re wondering if Camunda can handle it, then we have proven more than once that we are horizontally scalable.”
– Falko Menge, Senior Principal Solution Architect at Camunda

The benchmark generator gives engineers the ability to play with different variables and find the optimal configuration for each client’s use case and needs. It also helps us identify and prioritize potential areas where performance can be improved. For example, tests focused on process instance duration helped identify ways to reduce the duration through job streaming.

Key takeaway: The importance of job streaming

Job streaming is how the jobs arrive at the client. Through benchmarking, we could visualize the relationship between larger numbers of partitions and diminishing returns on job activation and saw how a mode called job streaming reduces process instance duration.

Job streaming mode allows brokers to autonomously assign jobs to clients in real time by enabling brokers to recognize which clients are connected to the system. In our tests, we also found that job streaming reduced CPU usage on the Zeebe cluster by 50%, which is significant. Based on benchmarking, our recommendation is organizations that require high performance use job streaming mode as a default.

Dive deeper into Camunda’s benchmarking data

Falko also shared with the CamundaCon audience his findings related to predictable scalability, price performance for Zeebe brokers, and engine tuning best practices. Download his slides and watch the conference replay to see the breakdown of our latest benchmarking test data in detail.

For more details on how to optimize Camunda for your organization, check out Jothi Viswanathan’s blog on performance tuning end-to-end solutions in Camunda 8, or connect with a Camunda consultant.

The post State of Zeebe Performance: Benchmarking Camunda’s Workflow Engine for Scalability appeared first on Camunda.

As senior principal and senior staff engineer, respectively, Sudipto and Roberto develop the IT ecosystems that help channel new medicines to the right patients through the Cigna Group companies Express Scripts, Accredo, Freedom Fertility, and CuraScript SD.

In New York City at the 2024 CamundaCon, they shared how Camunda’s platform for end-to-end process orchestration is supporting Evernorth’s mission to improve the health and vitality of the people they serve.

Streamlining pharmacy processes from 7 days to 1 day to deliver better outcomes

For some patients, new therapies offer a chance for better health outcomes. For healthcare companies and pharmacy benefit managers, new therapies are an opportunity to provide safer and more affordable medicines to their members. In the healthcare industry, the coordination of care to get the right medicine to the right patient at the right time is critical and can be very complex.

For example, Evernorth’s IT environment includes multiple components that support different types of users, such as web and mobile patient applications, physician portals, and internal applications accessed by technicians, pharmacists, and patient care advocates. These components need to interact with each other in an orchestrated way to create a seamless journey.

Imagine the stress on an oncology patient who cannot get the medication they need because authorization has unexpectedly become invalid or a prescription has expired. These are the types of real-life scenarios Evernorth’s team is continually seeking to improve through better technology.

“In a situation where a patient is going through this kind of a disease, we are with them together every part of the way, and we are here to support them in their journey,” explained Sudipto.

In Evernorth’s previous systems, it took six to seven days to get a response from a doctor. By modernizing Evernorth’s systems with APIs and microservices, and using process orchestration to automate the journey, Evernorth reduced the time to communicate with the doctor to just one day.

“As engineers, we feel a sense of pride,” said Sudipto. “We feel a sense of accomplishment that we are able to help the patient when they need us most.”

Modernizing a complex tech stack

Sudipto explained how over the past six to seven years, they’ve built composable APIs with defined bounded context that each do one thing and one thing really well. However, their team’s more significant challenge is the complexity of their tech stack, which is made up of legacy and modern apps integrated using messages or exchanging messages across Kafka topics.

As Sudipto described, “Our world is pretty complex. There are multiple domains. There are multiple products. Multiple technologies are integrating with each other to produce a desired outcome.”

The goals Evernorth targeted with modernization were to enable end-to-end processes, support a composable architecture, and improve flexibility.

To improve the architecture, Evernorth’s team introduced an end-to-end process orchestration layer with multiple, different components developed over time.

“End-to-end is not about one scrum team. It’s not about one execution team. It’s across all the teams from an enterprise perspective,” explained Sudipto. “End-to-end means from when you receive the notification within the enterprise boundaries to when you dispense the drug outside. That was what was missing in our ecosystem earlier.”

Now, Evernorth’s end-to-end workflow layer provides seamless communication between the frontend and the composable APIs downstream.

Externalizing business rules for flexibility

Because the pharmaceutical market is very dynamic, flexibility in creating and modifying business processes is very important. The Evernorth team knew they needed to improve flexibility to support the business. They took an approach that externalized the business rules.

Sudipto explained the reasoning behind the approach: “The moment you externalize the business rules, what you have is an ability to invoke these business rules from the APIs and also from the workflows. What it gives you is the same experience to the end user, whether they are building a composable architecture just on APIs or using the workflow to analyze their work products, or if they’re even using the topmost layer of applications. So, it doesn’t matter which level you are using the components or which layer of applications you’re using for composability—your reusability still is adhered to by externalizing the business rules to a separate layer.”

“What we have achieved,” added Sudipto, “ is reusability and composability.”

Evolving from proof of concept to more complex processes

As a proof of concept, Evernorth initially began using Camunda to automate batch processes. The company’s batch processes typically ran at night and consumed their infrastructure. Plus, the turnaround time for batch processing was high. By converting the batch processes to event-driven architectures, Evernorth was able to deliver new value with Camunda.

Next, the team tested Camunda’s capabilities to solve complex challenges and problems. Two of the use cases redesigned in Camunda include orchestration for claims submissions and biosimilar medications.

Use case: Claims submission

Claims submission is very complex in the pharmacy benefit management industry because it’s highly regulated. Evernorth’s team needed to ensure their processes aligned with compliance requirements so they could deliver accurate services to patients and customers. The existing process was an inefficient combination of human tasks and different applications, so they rebuilt the process in Camunda to improve efficiency by automating the entire process.

Roberto credits the collaboration between their business partners and engineering as an important contribution to the project’s success. “We found the BPMN tool very effective, because when we use the BPMN tool during the design part of the process, the same design is going to evolve to the development phase and then to the execution phase. And whatever our business partners help us to build, they are going to see that it is executed.”

Use case: Biosimilars

A biosimilar is a medicine that is very similar to another medicine already in the market. They are important because they expand the ability of patients to get access to expensive therapies. However, the business process of managing a biosimilar is very complex—once started, the process could be interrupted in the middle, go back to the beginning, and jump from the first step to another flow.

Roberto admitted that he had wondered if a business process with highly complex requirements could be built in Camunda. The biosimilars use case was the test. “It can be done,” he told the audience.

The outcomes of the use case proved to the team that Camunda is the right tool for handling complex business processes. Now, when the Evernorth team is determining which solution in their tech stack should be used for a new project, they ask, “Is it a complex business process? Is it a long-running business process? Do they need process orchestration?”

If the answer is yes, the project is a good fit for Camunda.

“Where we have found Camunda to be a real good use case and giving us bang for the buck is anything which is headless. And by headless, what I mean is a process orchestration that’s required, which is complex, and does not need a user… That’s where we have seen Camunda kind of give us really huge value in terms of automation, speed to deliver, and cost-effectiveness.” –Sudipto Dey, Evernorth

Lessons learned

Throughout their presentation, Sudipto and Roberto shared insights and lessons learned along the way. Their advice includes:

• Share the ownership of the business process with your business partners.
• Keep the business process 100% business oriented. Avoid trying to put any technical steps in the process that may confuse business partners. That way, when a business partner looks at a BPMN model, they can understand what is going on.
• Build a business process with the intention that it will change over time, multiple times. When you have the right implementation behind your business process, you can easily change it using drag-and-drop tools in Camunda’s Modeler.
• Visibility is very important. Having visibility of the process is key to finding opportunities for improvement. This is important during the design of a business process so that the business understands the milestones for each step in the process and what actions or data are needed to meet them.
• Take advantage of tools like Cockpit to see and handle incidents so you are continually adapting and improving your processes.
• Consider decoupling your backend code from the business process to create extendability, reusability, and a framework to plug and play your backend code.

They also attribute success in building and orchestrating complex business processes to visibility, simplicity of tools, synergy to adapt to the existing tech stack, and collaboration between IT and business operations but also between the organization and Camunda.

Watch the replay of this presentation to learn more about Evernorth’s experience evolving their Camunda implementation, and connect with an industry expert to learn how Camunda can help you modernize your tech stack to deliver better patient experiences.

The post Cigna Group: Optimizing the Pharmacy Ecosystem with Camunda appeared first on Camunda.

Larisa Kvetnoy, Managing Director of Post-Trade Technology at Barclays, and Shakir Ahmed, Barclays’ Head of International Securities Settlements Technology, took the stage at the 2024 CamundaCon in New York City to explain how Barclays is using Camunda to orchestrate the complex post-trade settlement process.

The goal: timely and accurate post-trade settlements

The post-trade settlement process is an exacting one, with multiple steps and firm deadlines based on asset class. Once a trade is executed, it needs to be validated, enriched with additional data for processing, and confirmed bilaterally with the counterparty before settlement. Approximately 10 to 12 functions need to happen in correlation and tight sequence, depending on the financial product and regional regulations. If one function fails, the other functions fail as well.

In a recent interview from behind-the-scenes at CamundaCon NYC ’24, Shakir Ahmed and Larisa Kvetnoy spoke about the transition from legacy systems to microservices architecture, about overcoming the challenges of outdated platforms, and about achieving architectural governance. They discuss the role of Camunda 8 in process orchestration, enhancing Barclays’ operational visibility, agility in regulatory adaptation, and the interplay between microservices and process automation. Discover their insights on resilience, distributed systems, and leveraging Camunda’s cloud-native features for a future-ready post-trade environment.

As a global investment bank, Barclays must ensure timely settlement of investment transactions to manage risk, comply with industry regulations, and ensure liquidity. But a combination of a complex, legacy infrastructure made it increasingly difficult for the post-trade settlement process to execute smoothly from end to end. The team knew they needed to modernize.

The need: tame complexity and increase straight-through processing

Barclays faced three significant industry challenges that ultimately led them to prioritize the modernization of their post-trade settlement process.

First, the banking industry as a whole faces increased regulatory scrutiny. It’s imperative that financial institutions have accurate data and control to explain processes, decisions, and actions to regulators.

Second, transaction settlement cycles are shrinking. In May of 2024, for example, the U.S. Securities and Exchange Commission began requiring most broker-dealer transactions to be settled within a timeframe of the trade date plus one day (“T+1”), one day sooner than the previous T+2 requirement.

Third, the need to stay competitive in the market puts constant pressure on financial institutions to control costs. That means efficiency is critical. But as a long-established bank, Barclay’s enterprise architecture evolved over decades, from manual systems to mainframes to monolithic systems to microservices. And as Larisa described, maintaining the myriads of legacy platforms was not getting any cheaper.

They had already undertaken a program to eliminate redundancy by breaking their legacy, monolithic platforms into respective functions, each represented by a microservice. However, the team quickly realized that managing the interactions between the microservices was becoming too complex. As part of a plan to improve microservices management, they evaluated the potential benefits of an orchestration or choreography approach and chose orchestration because it gave them full control and visibility to all their processes—important for regulatory compliance.

“That’s where we looked at Camunda,” said Larisa. Camunda’s processing speed, scalability, and cloud-native capability were an advantage. “It looked very appealing, especially with the Camunda 8 version. It all started with us downloading the product on the weekend, playing with the features.”

The solution: Use Camunda to orchestrate processes and microservices from end to end

Barclays now uses Camunda for end-to-end process orchestration and the orchestration of microservices.

They began by building out a use case for an FX forward trade process, starting with trade capture through all the steps of validation, enrichment, confirmation, exception handling, settlement matching, and reporting. A message bus provides instant and constant persistence and distribution, and Camunda, as the “orchestrator,” coordinates tasks back and forth.

At all times, the orchestrator has the ultimate intelligence of what needs to happen in sequence, which is important because FX forward trades are an asset class with a high volume of trades and frequent complications with matchings and confirmations. Though Barclays’ exception handling currently remains embedded in legacy platforms, the team was able to integrate it into the new Camunda architecture, allowing them to define incidents and exceptions very quickly, tag them, categorize them appropriately, and place them in the correct queue so they can be review and addressed.

“The fact that we are able to coexist with a 30-year-old technology and have connectivity through adapters shows you the fungibility of this,” said Shakir.

The outcomes: better speed, scale, agility, visibility, and resilience

With Camunda acting as the orchestrator and the use of the post-trade bus, Barclays was able to build a loosely coupled architecture and separation of concerns.

To date, the team has seen significant benefits from the new architecture, including enhanced speed, scale, and resilience; improved control and visibility; error recovery; agility; and improved time to market.

They appreciate the additional benefits of the new Camunda architecture, as well. For example, Camunda Operate gives the team “constant eyes and ears on our event,” said Shakir. “Previously, it was hard to answer questions about the status of trades, because with monolithic systems, we have to run database queries. Having a console like Operate lets us see where we are at any given time. That alone is a major benefit of the tool.”

The automatic backup ability of the cloud-native Zeebee engine and Camunda’s capability to quickly recover from a state of failure are also key benefits of the new architecture. Shakir explained, “If someone has to replay 10,000 trades because of an outage, doing that on the fly with a UI console is very powerful.”

The next step: ramping up process volume by 14x

Based on the success of the Camunda architecture, the Barclays team has plans to expand the use of Camunda in 2025.

Barclays is currently supporting approximately 35,000 processes per day on Camunda. In 2025, the team expects to scale up the volume by 14x, to about one-half million processes per day. Continuing on their substantial modernization journey, they also plan to decommission their cash settlement system, which currently runs on a mainframe, and move cash settlements to Camunda.

As Shakir commented, “The reality is, most banks are not going to be able to get the budget to just shut off your legacy platforms and build brand new, right? So, you have to coexist, and you have to deprecate the legacy while building up your services. This architecture lets us do that.”

Get the full story: Watch the CamundaCon replays

Barclays’ story is an example of how a process orchestration layer can help organizations take a phased approach to modernization without slowing output. Hear more from Shakir and Larisa at the link below, and watch additional on-demand presentations from our financial industry clients, such as BNY, U.S. Bank, and Capital One. Also, if you’d like to know more about how the team at Barclays transformed their post-trade settlements offering with Camunda, please take a look at our ‘Barclays’ Post-Trade Core Services Technology Transformation with Camunda‘ success story.

The post How Barclays Transformed Post-Trade Settlements with Camunda appeared first on Camunda.

At the 2024 CamundaCon in New York City, Jonathan Wealls, product owner for Openreach, and Himanshu Nagpal, senior manager of software engineering at British Telecom, teamed up to share how Openreach and BT Group are using Camunda to transform their tech stack. The goal is to bring products to market faster and deliver efficient client services to more than 690 service providers, like Vodafone, Sky, TalkTalk, EE, and BT.

Simplifying a complex tech stack to be more adaptable

Openreach and BT Group were challenged by an archaic architecture built on unstructured, complex code. It slowed their time to market, required IT downtime during product rollouts, was incapable of processing high volumes of orders, and prevented visibility into real-time data.

Their existing orchestration engine could only handle about 8,000 orders per week. Often, multiple manual touchpoints were necessary within the process flow. This resulted in long lead times for any new product launch and very high delivery costs. Openreach and BT Group knew they needed a better way to provide first-class, cost-efficient product and customer journeys.

To find a process orchestration engine that could integrate into their complex tech stack and provide the functional capabilities to meet their strategic goals, BT Group conducted an extensive proof of concept, comparing their in-house orchestration tool with other BPMN orchestration tools. They assessed tools on their ability to build a complex journey and compared functional and technical capabilities against benchmarks for design and collaboration, recovery, monitoring, process orchestration, and development and testing.

“We looked at various themes, and clearly, Camunda stood out for us in the majority of those,” explained Himanshu.

The capabilities of Camunda’s process orchestration platform that stood out against the competition include:

• Design and collaboration: The team valued the ease of BPMN code use by developers, and the ability of Camunda to empower all stakeholders to model and collaborate on BPMN and DMN diagrams and related files. They also liked the ability to view defined processes through Camunda’s Modeler feature.
• Recovery: Camunda’s built-in APIs and Cockpit UI offered ease of recovery thanks to drag-and-drop functionalities and features. Camunda’s Tasklist helped with effective jeopardy management.
• Monitoring: Camunda Optimize provided process insight and monitoring through heat maps and process analytics. BPMN reporting and alerting capabilities enabled reports and dashboards specific to business needs.
• Orchestration engine: Camunda’s advanced workflow engine uses BPMN and DMN modeling standards, including configurable decision trees and data-driven development. The platform supports a microservices-based architecture, makes it very easy to roll back steps in an orchestration journey, and provides the agility and flexibility to deploy without any outage.
• Development and testing: Other standout qualities were the ability to reuse existing code, Camunda’s easy integration with in-house and third-party testing tools, and the ability for users to choose the interfacing code language (for BT Group, it’s Spring Boot Java).

Integrating Camunda with BT Group’s microservices architecture

According to Himanshu, Camunda seamlessly integrated with their existing systems through web services and IBM MQ. The team easily installed Camunda-embedded microservices, which were deployed as Docker images on the Kubernetes cluster. They applied a predefined schema offered by Camunda onto the database layer, allowing the system to interact with the workflow engine through APIs.

BT Group appreciated Camunda’s ability to use a PostgreSQL server to maintain and collaborate modifications to the BPM models. And they liked that they could use Camunda’s built-in Cockpit UI features to view the order of progression and the progress of deployed processes.

With the implementation of Camunda, BT Group and Openreach now have a highly resilient architecture that can communicate with upstream and downstream systems.

Getting new products to market faster

BT Group and Openreach were able to soft launch their first strategic product in nine months with zero servicing impacts during migration.

Originally, the team planned to use Camunda to strategically transform one product. However, the benefits of moving to Camunda were so significant that BT Group embarked on additional projects to improve their lead-to-cash processes.

Collaborating with the business team from Openreach, they built an Order Manager business process to better manage complex civil infrastructure work, such as the permitting and activities related to the installation of new poles, ducting, and road work. The new process reduces the previous three or four systems needed to progress an order into one centrally located system with a web-based user interface. Now, if an engineer on the ground needs permits from a local council, the request is in a desk user’s inbox within seconds, reducing fallout times.

The new Camunda-based process has helped Openreach increase the number of orders ready for work. With the ability to process more orders more quickly and accurately, they’ve seen an increase in their NPS score, as well.

BT Group has also migrated two additional strategic products to the new Camunda platform: one that existed on their old stack and another that was built from scratch and onboarded to the platform. They are on track to launch their third strategic product pilot in 2025.

Seeing the benefits of the Camunda platform

Camunda is helping Openreach improve operations and customer service through process orchestration. “We’re faster to market, we’ve streamlined our processes, and we have very high availability under deployment,” said Jonathan.

Now, the team uses an Agile delivery model to deliver new minimum viable products every two weeks and is seeing improvement across its four main pillars:

• Faster to market: Enhanced collaboration between technology and business; streamlined processes; and the ability to scale rapidly.
• Business continuity: Seamless integration with existing systems; high availability with zero downtime on deployments; and robust process automation.
• Transformation: Real-time business analytics through Optimize; rapid innovation with journey changes, new developments, and new products coming to market; and improved operational efficiency by removing downtime.
• Financial: Enhanced efficiency due to zero fallouts; reduced infrastructure costs; reduced downtime; deployments done within seconds; and the ability to process orders as fast as they can.

“It’s a collaboration between Openreach and BT Technology that has enabled all these benefits to be realized for the business,” shared Jonathan. He emphasized that to be successful, “You’ve got to have that full collaboration going on… Bring the business on the journey of the process orchestration changes.”

In a recent interview with Camunda, Jonathan elaborated on Openreach’s continued commitment to move from Camunda 7 to Camunda 8.

Transforming business processes and enterprise stack

With the new Camunda platform, BT Group and Openreach can now process data in real time. Optimize and other out-of-the-box tools are helping them improve business performance and provide the level of service and reliability expected by their valued customers. They are also working closely with Camunda experts to plan their migration to Camunda 8 so they can take advantage of additional Connectors and new AI integrations.

Openreach and BT Group’s story is one example of how organizations can take a phased approach to transforming complex, legacy systems. Watch the session replay for more details on their project, and check out all the video replays from CamundaCon New York City 2024.

The post How BT Group and Openreach Use Camunda to Simplify Operations, Streamline Service, and Be Future-Ready appeared first on Camunda.

Funding Societies was founded in 2015 to help small and medium enterprises (SMEs) in Southeast Asia get the short-term capital they need to grow. Through their digital lending platform, they’ve already dispersed more than $3.2 billion U.S. dollars in business financing to nearly 100,000 SMEs and continue to work for greater inclusion of underserved business owners within financial systems. According to Senior Engineering Manager, Rajesh Kumar Dharmalingam, customer experience isn’t just a buzzword anymore, it’s a game-changer.

”Speed matters in a financial industry. Being able to process transactions, offer loan services, offer investment services much faster than your competitors [can] attract customers and retain customers,” Rajesh told an audience at CamundaCon 2023. “Customers often prefer companies or institutions that meet their needs quickly and efficiently.”

But historically, lending decisions were not made quickly. Rapid decision-making can increase risk, and the lending process is subject to numerous regulatory steps and data checks, slowing efficiency. For an organization like Funding Societies, which services five Southeast Asian countries, the decision-making and underwriting process is even more complex, as each country has its own framework of rules and regulations. To manage that complexity and differentiate their business from their competitors, Funding Societies turned to Camunda. Using Camunda’s process orchestration capabilities, Funding Societies makes it possible for SMEs to apply online and receive a pre-approval decision within a matter of minutes.

Automating the whole process

Funding Societies’s loan application and approval process follows a familiar workflow that includes, among other tasks:

• onboarding customers and creating a customer profile;
• collecting and screening required documentation, including information that satisfies Know Your Customer (KYC) and anti-money laundering (AML) regulations;
• screening the customer profile;
• checking credit bureau data;
• reviewing bank statements;
• and calculating the quantum, tenure, and interest rate (QTI).

The business process model notation (BPMN) for the lending process is complex, with numerous business validations and process branches that support actions for role-based access, custom UI, third-party data connections, underwriting decision-making, exceptions, and manual work or review.

To streamline the process execution, Funding Societies builds each service task as a workflow and uses Camunda’s workflow engine to automate processes from end to end, including any exceptions or manual work. They use Camunda’s process orchestration capabilities to help speed up risk assessment, fraud verification, and debt capacity assessment processes as well.

“We were able to solve a lot of problems with the help of Camunda,” said Rajesh. By implementing Camunda as a microservice and using process orchestration to automate mission-critical processes, Funding Societies reduced approval time from days to minutes. By drastically reducing the loan review and approval time, they created superior customer experiences and a competitive advantage for the organization.

Managing complexity by simplifying

Reflecting on their journey, Rajesh’s advice to other organizations tackling complex automations is to keep it simple. “Each BPMN process has to be simple and contextual to the problem it is solving,” he said. “We should not be putting all these sub-workflows into the main workflows. That will make a task monolith, and that should be avoided.”

He also advised separating out business rules. Funding Societies, for example, built and implemented a custom rule engine in-house.

“Oftentimes, we end up complicating things with so many branches, even, and so many elements that we are obsessed with,” said Rajesh. “From the experience, I always feel that simple design is always better.”

Empowering businesses and improving societies

Funding Societies is passionate about improving financial inclusion in Singapore and Southeast Asia and recognizes the potential of workflow automation to transform how people access and experience financial services.

As Rajesh sees it, “Technology has breathed life into the world of banking. You can have the banking services at your fingertips, quite literally. With the access to a computer and smartphone, you can do almost anything—paying bills, transferring funds, and even applying for a loan without leaving the comfort of your home.” He added, “If you look closely, it’s not just convenience. It’s empowerment. Technology has made banking more inclusive. It has opened the door of financial services for those who were once excluded.”

Hear more from Rajesh about loan automation with Camunda

You can read more about Rajesh’s presentation and download his slides here, or watch below.

The post How Funding Societies is Speeding Lending, Delivering Superior Customer Experiences, and Making Banking more Inclusive with Camunda appeared first on Camunda.

Cardinal Health is on a mission to deliver products and end-to-end solutions that improve people’s lives and do it in a way that streamlines systems and enhances patients’ experiences. Their Sonexus subdivision, for example, helps simplify and expedite access to life-changing therapies for underinsured or uninsured people.

But, as Steven Gregory, Director of Commercial Software, explained to the audience at CamundaCon 2023, internal and external factors present constant challenges in the healthcare industry. Changing regulations, privacy concerns, manual processes, a lot of legacy code, and an industry where the fax machine is still the leading technology are just a few of the roadblocks to developing standard processes that work across systems and vendors. And, of course, organizations across the industry are under constant pressure to deliver better health outcomes in a faster, more cost-efficient way.

That’s why, to more easily connect patients to the care they need, Steven and his team are building scalable, automated processes and re-architecting legacy systems around reusable microservices. Every process is part of a patient journey—from the initial diagnosis, to the shipping of specialty therapeutic drugs, to tracking delivery to the patient. The quality of that journey can affect a patient’s health outcome. As Steve describes it, for Sonexus patients, “Our job is all about the patient journey. If we fail, we’ve got somebody who really needs these drugs to have a better quality of life, and they’re not getting it.”

Starting with workflows

To improve patient journeys, Steven’s team turned to Camunda. “Healthcare is a very workflow-driven industry,” says Steven. However, most healthcare workflows exist only in code or are highly manual, which means they are not optimized, automated, or easy to evolve. As Steven tells it, “The first thing we did with Camunda when engineering launched [it] is, we gave it straight over to our product teams and our business teams and said, ‘We don’t start delivering software ‘til you’ve written these workflows’ … The beauty of Camunda, it’s simple. It’s BPMN notation. It’s easy to learn. My product people, my business people learned it in a matter of weeks and started going and playing with it.”

Using Camunda, Steven’s team is bringing visibility and clarity to Sonexus workflows and embracing customization. “This is really where Camunda comes into play for what we need to do,” says Steven. “Because we need to be able to see what we’ve got and how quickly we can change it for different programs and patients.”

The value of building workflows in Camunda using BPMN is that once the workflows are designed, Steven and team can then sit with internal clients, review what they’ve built, discuss how to change and optimize, and plug those workflow changes into Sonexus’s Kafka-powered, event-driven architecture. “We look at those as microservices, as well, to an extent that they’re reusable, autonomous blocks that we can plug and play together to create new things,” explains Steven, “…our Camunda implementation is very hierarchical so we can plug and play and change and adapt things quickly.”

Tying it all together

 “The first program we’re actually rolling out is the patient assistance program, so we can get the non-insured people onto [therapeutic] drugs quickly,” shared Steven. To do that, the Sonexus team is building out workflows to automate enrollment steps, such as benefits verification, income verification, co-pay, prior authorization, and appointment scheduling for a new, digital enrollment form solution. They are also working on an optical character recognition-related solution that helps speed enrollments by fax.

On the backend, the team is working on tying Camunda workflows to the backend software as one, extensible, plug and play architecture. “We have a tight integration with our Kafka solution for events to drive it,” said Steven, “and we use SignalR, which is a WebSocket for our communication with our UI components.” Once completed, the event-driven architecture will allow Sonexus to make changes on the fly and deliver to customers, which will reduce time to market and costs for their big pharma clients.

Building toward success

Through the adoption and use of Camunda, Sonexus is changing their culture and the way their teams think. “Camunda’s far more than an engineering workflow orchestration tool,” says Steven. “It’s the enabler to change how people think, how you build software, and how you work together.”

With Camunda, Sonexus is also changing how they build software solutions. Steven describes how, in the early days, the team used Camunda to map out existing processes. “What we were doing were just reinventing the processes we’d already got in place. We weren’t looking at optimizing the processes and creating new ways to do things. So, that’s why, again, I can’t stress enough, build your processes the way they need to be, not the way your solution forces you to go.”

That includes building for user experience. Sonexus involves their patient experience team from day one to help create a very easy and repeatable user experience for their clients. Steven’s other insights for success with Camunda include:

• Start with a proof of concept involving all related roles of the business
• Ensure solution architecture can be easily extended to support microservice orchestration
• Build a community of practice
• Plan for transition of existing logic
• Do not boil the ocean. Identify areas of value that are easy to execute. Get a win!
• Get workflows out there and iterate
• Functionally decompose workflows. Create a hierarchy.

Additionally, Steven advises keeping the business logic pure so your organization can adapt to change quickly.

Affecting change

“We’re convinced Camunda is our solution going forward.”

The Sonexus team is working on completing the rollout of their planned programs for the Sonexus hub and building out an architecture fully around microservices and events driven through Kafka. Over the next year, their goal is to process 20% of all cases without manual intervention. According to Steven, “Once we can show 20%, it encourages providers and manufacturers to change their behaviors because they’ve started to see some benefits and a solution to get to where we want to go.”

They’re also collaborating on the design of new workflows to support new, regulated therapies, such as cell and gene therapy. “It’s a new industry or sub-industry of healthcare, so no one can actually tell you what the process is yet, “ says Steven. “One of the big areas at Cardinal we’re looking at, and within the Sonexus division, is how Camunda can really be that centralized organizing software, that process orchestration, that workflow orchestration to control all this complex, monitoring, shipping, and everything else that’s going on in this cell and gene therapy journey.”

Learn more

Watch the full replay to hear Steven’s take on trends driving change in the healthcare industry and Sonexus’s approach to building workflows for new, regulated therapies, such as cell and gene therapy.

Learn more about Camunda process orchestration.

The post How Cardinal Health is Using Workflow Orchestration to Transform Patient Experiences and Outcomes appeared first on Camunda.