Digital fitness in state and local governments

3 Executive summary: Thecompellingcasefordigitalfitness

5 Buildingdigitalfitness

7 The shift to digital government is still accelerating

10 Whatisdigitalfitness?

12 Achievingdigitalfitnessacrossfourkeypillars

Table of Contents

Executive summary The compelling case for digital fitness Even in the most ordinary of times, state and local governments are under constant pressure to meet their coremandates—betterservingconstituents—whilefindingways to do the most good possible despite chronically lean budgets and resource constraints. But when such daily demands are tested by a once-in-a-century crisis, resources andtoolscanbestretchedtothebreakingpoint.

The COVID-19 pandemic generated massive, rapid disruption in every aspect of life in every country on earth—and governments scrambled to respond. Almost every public agency was urgently pressed to deliver massively increasedservicesinradicallydifferent,andmoredifficultordangerous, conditions.

The need for services increased just as tax revenues plummeted, leaving city and local governments struggling todomorewithless.Amidtheupheaval,manyquicklyrealizedthatthemassiveshifttoremoteworkanddeliveryof services made their outdated paper-based and manual procedures nearly inoperable.

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In an era when constituents see themselves as consumers in nearly all areas of life, most have come to expect the same quality, technology-enabled experiences from government that they get from businesses.

Today’s business world is made up of organizations that survived the lastfewdecades’technologicalupheavals,emerging“digitallyfit”tohandle the many consumer demands thrown at them. In the brave new world of late capitalism, speed, accuracy, and superior customer service is not just important—it’s required. And digitalization is the price of entry.

Gartnerdefinesdigitalizationas“theuseofdigitaltechnologiesto change a business model and provide new revenue and value-producing opportunities; it is the process of moving to a digital business.”(Notethedistinctionbetweendigitalizationanddigitization:The latter describes the use of digital technology to map processes previously handled by other means. Many government agencies still need to reach that bar.)

Digitalization is far more comprehensive—leveraging digital informationtechnologytofullytransformagencyworkflowsandkeyprocesses—andindoingso,makingitnecessaryfortheorganizationsto reevaluate, reengineer, and reimagine the fundamentals of how it deliversservicesandfulfillsitsmission.

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DIGITALFITNESS requires an organization todevelopandmaintaindailyorweeklypracticescenteredonfourkeypillars: Citizen experience, process culture, operational excellence, and innovation.

Building digital fitnessNomatterhowdeeply(ortangentially)thepandemicshooktheirday-to-dayoperations, nearly every government organization was strained by the need to mount an immediate pandemic response amid the upheaval. Many of those handling the challenge most successfully shared a keycharacteristic:They already had some level of digital fitness.

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Just as you wouldn’t try to run a marathon without extensive preparation and ongoing training, organizations need a regular digitalfitnessprogram,ideallyonedevelopedunderlessstressfulconditions, before they’re put to the test by a crisis. In the best oftimes,ittakestimetobuildthefundamentaldigitalmusclesrequired to successfully meet citizen expectations, improve operations,andconserveresources.Let’sacknowledgethat,atthemoment,yourorganizationisunlikelytohavethatkindoftime.

Butthere’sstillalotyoucandorightnowtomakethingsbetterforstaffwhileimprovinghowyouserveconstituents.

A good way to take the first step on your digital fitness journey? Digitizing agency processes eliminates error-prone, time-consuming manual and paper-based processes, radically improving both accuracy and response times.

The demand for digital services, process automation, and operational excellence will keepgrowingevenaftertheoperationalchanges required to protect you and your citizens from COVID-19 are long past. To meet that demand, every organization, big orsmall,publicorprivate,willneedtoseekcontinual improvements in their ability toofferfourkeyelements:constituent/customer experience, process culture, operational excellence, and innovation.

Thisebookconsiderseachoftheseandexplores the fundamental requirements of digitalization for government organizations—whatittakestobedigitallyfit,andwhatyoucandotoembarkon,andmaintain,yourowndigitalfitnessprogram,whatever challenges the future brings.

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The shift to digital government is still accelerating In a time when it is common for many citizens(andpoliticians)toopenlyquestionthe value of government, the devastations of the pandemic were a grim reminder of our interdependence, not to mention the role of government in serving the people in times of need. And when, in early 2020, so many of us found ourselves suddenly in need of encompassing relief—medically, financially,educationally—ithighlightedboththe importance and range of government services that record numbers of citizens would come to rely on. The situation also madeitstarklyclearthat,evenwhenofficesareclosedorcapacitysignificantlyreduced due to social distancing, that critical government services must still be delivered.

of US cities have forecast 2020 revenue shortfalls due to COVID-19.1

88%

1 Press release, The United States Conference of Mayors, April 14, 2020.

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This massively increased demand for governmental services, combined with the need for social distancing, had threemajoreffects.Firstwastherapidandsignificantshiftto digital public services, with state and local governments workingtoenableelectronicsignatures,createorupdateonlineforms,managehugespikesinwebtraffic,andautomate processes for everything from driver’s license renewals to building permits.

The crisis also proved that many traditionally in-person servicescouldbesuccessfullyofferedonline.In2020,notonlydidmanypeopleusetelemedicineforthefirsttime, switch to online-only grocery delivery, and navigate emergency digital remote schooling—as citizens, they had to interact with their state or local governments online.

Finally, the need for digitalization exposed our culture’s unconscious ableism, class discrimination, and other inequities—andofferedevidencefortheideathataccessibledigitaldesigncanhavebenefitsforallusers,regardless of individual challenges. The digital solutions that bridged these gaps best underlined the crucial role of expanded online digital services in promoting and maintaining equity, especially for those whose local officeswereclosedorotherwiseinaccessible,orwhohaddifficultywithmobilityortravelevenpre-pandemic.

Nowthatsomanycitizensunderstandhowmucheasier and more convenient digital processes and online interactions can be, these services will continue long after disruption from the pandemic has passed. Expanded digital government is here to stay.

And it can’t be delivered without a technological foundation.“Now,asneverbefore,thereisarecognition that we wouldn’t be operating the way we are today without recognizing the importance and significanceofdigitalinfrastructure,”saysAlanShark,executive director of the Public Technology Institute.2 Sharkcallsouttheheightenedcitizenfocusonservicedelivery, extending from the most complex processes down to basic government services, and that the trend isontracktoacceleratethrough2021andbeyond.

2 The Shift to Digital Government Will Accelerate.

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In addition to helping government organizations

improve and expand how they serve their citizens,

digitalization can ease another ever-present

challenge: budgetary constraints.

Stategovernmentsarepayingoutrapidly

escalating unemployment and healthcare costs as

sales taxes and corporate and personal income tax

revenue spirals rapidly downward.

The result is extreme and escalating budget

pressures, with few divisions left untouched.

One estimate puts the loss to state budgets at

$555 billion through the 2022 fiscal year. Local

government is equally, or even more, strapped,

with 88% of cities forecasting 2020 revenue

shortfalls due to COVID-19.

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Likeindividuals,stateandlocalgovernmentsareclearly feeling the strain of the pandemic. If we extend the metaphor of the body politic, then what would it mean for a government organization to be deemed“digitallyfit’”?

Well,aswiththehumanbody,ittakespreparationandongoingeffort.Anorganizationthatpracticesdigitalfitnesshelpsbuildthemuscles(culture)needed to consistently meet citizen expectations. Likeanathlete,itworksoutdailyandinvestsintheequipment(toolsandtechnology)itneedstoimproveitsconditioning(operations,policies,andprocedures) and, where possible, conserve energy (budgetsandresources).

Thegoal:Becomesteadilymoreflexibleandnimble,betterservingcitizens,makingdailylifeeasierforemployees, and strengthening the whole so it can weather a wide range of challenges.

What is digital fitness?

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Let’sacknowledgethat,justasthosefirstfewsteps

awayfromthecouchcanfeelhardesttotake,starting

the process of digitalization can seem overwhelming

atfirst.Buteveryjourneystartswithafewinitial

steps.Justasyoustartaphysicalfitnessroutinewith

some basic exercise equipment, your organization

canbeginitsdigitalfitnessjourneywithafocuson

digitization—for example, eliminating manual and

paper-based processes.

Tofurtheritsdigitalfitnessregime,anorganization

can use a range of equipment. Process automation

and esignatures streamline operations, reduce errors,

and speed response times, while robotic process

automation(RPA)botscanfurtherautomatestepsby

pullingdatatopopulateformsandERPsystems.

In short, a digitally fit organization is lean, agile,

and flexible—characteristics that allow the

organization to do more with less and better

serve constituents in the broadest range of

circumstances.

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Justasacomprehensivefitnessjourney includes not just cardio exercise,butalsoflexibility,weighttraining, and nutrition, a well-roundeddigitalfitnessprogramrequires that an organization develop and maintain daily or weeklypracticescenteredonasetofintersecting goals.

Readontolearnhowyourorganization can move toward digital fitnesswiththesefourkeypillars:

Achieving digital fitness across 4 key pillars

Citizen experience

1

Process culture

2

Operational excellence

3

Innovation4

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The citizen experience: A clear call for improvement 1

Today, when your constituents want to accomplish something—paybills,ordergroceries,bookmedicalappointments, and even communicate with loved ones—they start by going online. And when they interact with government, they expect the same level of convenience and service they get with these commonplace digital experiences.

But all too often, they end up disappointed and frustrated. Before the pandemic, they were confronted with arcane, time-consuming paper-based systems. Many had to either stand in line or mail in a paper form to get even the simplest needed permits and licenses. And yes, these way-too-familiar antiquated processes have given government agencies a pretty terrible reputation for customer service.

In fact, surveys regularly put government entities at the top of thelistforpoorcustomerservices,aheadofbanks,telecomproviders(evertrytocancelacableplan?),andevenfor-profithealth insurance—the industry that refuses to tell people what their care will cost before they’re charged for it.

CUSTOMER EXPERIENCE RANKING BY INDUSTRY Bottom-rankingindustriesforexperience

Source: 2019 Salesforce State of the Connected Consumer Report.

GOVERNMENT

FINANCIALSERVICES

MEDIAANDCOMMUNICATIONS

EDUCATION

60%

39%

33%

23%

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One of the biggest reasons for the abysmal ratings: In a world where we’re used to getting so much of whatweneedwithafewclicks,citizenswanttoaccessgovernment services online, not in line. And the problem isn’t exactly new; outdated manual processes have plagued government agencies for years. Too many government interactions still require citizens to travel to a facility and waste time waiting in line, only to be met with unnecessary barriers—forget a required piece of documentation, and you have to drivehomeandthengobackthenextdaytostartall over again. And in their particulars as well, many oftheseprocessesarefrustratingandinefficient,seemingly designed to waste time.

For obvious reasons, early attempts at modernizing government focused on a handful of the most critical processes.Thesebig-ticketprojectsconsumedthevast majority of an organization’s budget, resources, and attention—leaving hundreds of smaller, yet still essential,tasksdependentontime-consuming,paper-based manual processes. There is some good news, however—many of these remaining processes are likelytoberelativelyeasytodigitize.

The challenge, then, is clear. During the pandemic and beyond, citizens want—no, expect—local and state agencies to provide the same level of easy-to-use services they’ve become used to in the private sector. An agency thatembracesdigitalfitnesswillmakethemajorityofitsprocesses and services available to citizens online, satisfying constituents—and public servants—by radically increasing convenienceandspeedingprocessingtimes.Digitallyfitorganizations will also use technology to communicate proactively and transparently with the people they serve, lettingthemknowwheretheyareineachprocessand what happens next, greatly increasing citizen satisfaction.

The citizen experience: A clear call for improvement

BIGGEST DRIVERS FOR STATES ESTABLISHING DIGITAL SERVICES

BETTERONLINEEXPERIENCE

OPTIMIZEOPERATIONS/LOWERCOSTS

INCREASECITIZENENGAGEMENT

BETTERCOLLABORATIONAMONGAGENCIES

INCREASEINNOVATION

INCREASEEMPLOYEEENGAGEMENT

LEVERAGEDATAANALYTICS

98%

73%

64%

52%

48%

32%

32%Source: NASCIO

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The2020CARESAct,establishedbytheUSDepartmentof the Treasury in the initial months of the pandemic, provided funding to help state, local, and tribal governments implement much-needed COVID-19 relief programs. One such program provided funds to cover the cost of utility bills for citizens who had lost jobs or experienced other economichardship.Unfortunately,manygovernmentagencies were weighed down by antiquated manual, often paper-based, processes that made it impossible to scale quicklytohandletheinfluxofdemand.

OnestateagencyrealizeditneededhelpdistributingCARESActfundstoitscitizens—intheformofawaytoprocessbenefitsfaster with fewer errors. Any solution would have to be accessible online,affordable,andeasytointegratewiththeagency’sexistinglegacy systems. And despite severely limited resources, the agency needed to have it up and running, if not yesterday, then in undertwoweeks.

With these challenges top of mind, the county selected a solutionbuiltontheNintexPlatform.Theprojectteambeganbydefininganddocumentingeveryaspectoftheprocessthatthe solution would need to provide, from initial form completion todistributingfunds.Theteamthenworkedcollaborativelytoidentifyareasripeforautomation.Thefirstwastheneedforaresponsive, rules-based application form. The process also had tobeflexibleenoughtoescalateincompleteformsformanualreview,useanRPAbottoenterdataintoalegacyERPsystem,andgenerate detailed process metrics.

Justtwoweekslater,theprojectwasupandrunning.Staffmembershadhonedinonasolutionconfigurationandthenmapped out and implemented a fully automated utility bill assistance process. With the process in place, an applicant couldnowgoonline,filloutasimpleweb-basedform,attachdocumentation,andclickSend—thenreceiveanautomatedtextconfirmingreceipt.Theworkflowwenttoworkvalidatingformsand routing them for manual review if any discrepancy was found. Wheneachformwasapproved,anRPAbotwasinstructedtoentertherecipient’sdatadirectlyintotheERPsystem,andcutandmailacheck.Theresult:thecountyabletoprovidebetter,faster,and more accurate processing of utility relief for its citizens.

CITIZENEXPERIENCESPOTLIGHT:CARESFUNDINGDISTRIBUTIONLearnmoreabouttheCAREBenefitProcess

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Building and maintaining a strong process culture 2

Process culture describes those aspects of an organization that support ongoing creation, management, and improvementofefficientandeffectivebusinessprocesses.Astrong process culture is built on the attitudes and behaviors of employees and managers.

Toreapthefullbenefitsofdigitalfitnessandtransformhow your organization operates, you need to develop and strengthen its processes culture. To extend the physical fitnessmetaphor:Muchlikeyoumightgotogymorjoinanonlinegrouptokeepyoufocusedandaccountable,organizationscanbenefitfromaculturefocusedonimproving and streamlining process at all levels.

To foster a process culture, an organization needs leadership commitment and participation, empowered employees, andanITprocessplatformthatmakesitpossibleforalldepartments to manage, automate, and optimize their own processes in line with their unique, evolving needs and goals.

Everyprocessmatters,even(perhapsespecially)thesmall,ordinary ones—from processing forms and licenses to incident reporting. In fact, an organization can reach its fullpotentialonlywhenallofitsprocessesareasefficientandeffectiveastheycanbe.Andit’snotjusthowyouserve citizens directly; internal processes are equally ripe for automation. Improvements to employee onboarding, recordsmanagement,auditingbudget,andinternalfilesharing, to name just a few candidates, can go a long waystowardimprovingefficiency,minimizingfrustration,freeingpeopletofocusoncoreaspectsoftheirwork—andin each of these ways, maximizing job satisfaction.

And that, in a nutshell, shows why supporting a process culture is vital to both citizen and employee satisfaction. Everyimprovedprocessmarksonemorestepclosertothat goal.

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Successfulgovernmentorganizationsmakeit a priority to build a strong process culture that encourages employees at all levels to takeprideinprocessimprovement.Formany agencies, that can mean a deep and fundamental shift in mindset, up to and including questioning the foundations of the way the agency can best achieve its mission.

AtNintex,we’veidentifiedfivefundamentalstepsorganizationscantaketoimprovetheirprocess culture.

UNDERSTAND YOUR OBJECTIVE. Everyone across the organization needs to understand the goals that digitizing each process supports. Objectives might include increasing citizen satisfaction or involvement, reducing costs, or decreasing wait times. Employees should be encouraged to question whether current or planned processes supportclearlydefinedsharedgoals.

ESTABLISH PROCESS LEADERSHIP. Strongprocessmanagementstartswith the leadership team. There’s no replacement for an executive team that visibly encourages innovation, improvement, and empowerment.Notonlydotheright managers need to actively promote process improvement as a concept, but they also have to put their money where their mouths are, empowering their teams tomakeanynecessaryprocesschanges.

PINPOINT EARLY ADOPTERS.Someteamswilladapttochangefasterthanothers.Wherepossible,rolloutprocesschangesinstages,startingwiththesegroups(whoarealsolikelytobemosttechnicallyadept,andmostorientedtowardexploringandevaluatingnewtools).Oncethey’veusedandofferedfeedbackonanewprocess,itwillbebotheasierandlessriskytopromoteelsewhere.

IMPROVE CROSS-TEAM COMMUNICATION AND ACCOUNTABILITY. Processes needtohaveclearlydefinedowners, and all departments need to share relevant information openly, for the good of the entire agency. Crucially, employees must be rewarded for suggesting and makingimprovements,andnotforgatekeepingorotherwisepatrollingtheir own domains.

INTRODUCE GOVERNANCE AND ACCOUNTABILITY. Governance policies exist to establish rules and ensure compliance. For truly effectiveprocessmanagement,organizations need to create and adhere to clear policies here—and then go beyond that baseline, establishing guidelines and metrics thatmakeitpossibletoconstantlygauge the health of any given process, including use rates and effectiveness.

51

3

5

2

4

STEPSFORIMPROVING YOURORGANIZATION’SPROCESS CULTURE

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The city government of Garland, Texas, encompasses 45 business units—including IT, facilities management, accountingandfinance,firedepartment,andparksandrecreation—to serve its 240,000 citizens.

To help support process improvement across city government,thecitymadetheNintexPlatformwithSharePointavailabletoallbusinessunitsineverycitydepartment. Today, both IT experts and line-of-business users withoutspecializedcodingskillsuseNintextodelivercustomprocess automation solutions that improve city services and driveongoingefficiencies,withimpressiveresults:

$4 million saved inthefirstyearofenabling departments to automate their own processes

Increased visibility andtrackingofprojectmetrics

Improved services for constituents of multiple city departments

PROCESSCULTURESPOTLIGHT:CROSS-DEPARTMENTALPROCESSIMPROVEMENTSSeehowCityofGarlandbuiltacommunitywith city developers

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Even before the pandemic reshaped nearly every aspect of daily life, the 2019 Information Technology & Innovation Foundation report called automation “anurgentsocietalimperative.”

In both public and private sectors, the report concluded, increased automation has the power to “significantlyboostsocietalproductivity,whichwouldhelp address challenges such as wage growth, aging populations, rising health-care costs, environmental restorations, global competitiveness, and public sectordebt.”

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Operational excellence: Meeting goals for citizen service 3

Operational excellence is the process of optimizing operations on an ongoing basis. The Institute for Operational Excellence definesitastheabilityto“seetheflowofvaluetothecustomerandfixthatflowbeforeitbreaksdown.”Operationalexcellencedescribeshoworganizationsworktorootout fragmentation, overlap, duplication, and othersuchinefficiencies.Itusesdataanalyticstomonitorworkflowperformance,identifyproblems and opportunities, discover and analyze trends, and use all of this to improve the way things are done.

In government, operational excellence is rootedintheabilityto“makeithappen”—toseeandmonitortheflowofallservicesofvalue to citizens, to continually improve it in response to constituent and employee needs,andtoadaptandrepairitquicklyandefficientlyinresponsetoanybreakdownorinterruption of service.

Once an organization has developed a process improvement implementation plan, it can useaprogramdashboardtotrackmetricsincludingprogressreports,keyperformanceindicators(KPIs),andadoptionmetrics.Theprocess rubber meets the road in iterative improvement:define,refine,automate,analyze, repeat—generating an evolving, sustainable process that delivers results.

For example, an agency might use data visualization to pinpoint potential process improvements, then update process mapping and automation based on the resulting insights. It’s a requirement for organizations of anykind,thougheachhasitsownchallengesandopportunities;theexistenceofHarvardUniversity’sOperational Excellence in Government program demonstrates both the complexityandimportanceofthefieldwithinthe public sector.

55%of managers lose 8+ hours a week to manual administrative tasks.3

3 The State of Workflow Automation in 2018, Formstack.

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Denverisoneofthefastest-growingcitiesintheUS,witha population of approximately 729,000. In March 2020, the City and County of Denver issued stay-at-home orders in response to the COVID-19 pandemic—including most of the city’s 11,000 employees across 40+ business units. Manydepartmentshadtotransitiontoremoteworkwhilerushing to move vital in-person processes to the web. This included moving Denver’s traditionally on-site emergency operationscenter(EOC),andeveryoneofitscriticalprocesses, online.

Denver’s EOC is made up of 100 representatives from across the city, experts at responding rapidly to blizzards, floods,andpoweroutages.Buttocomplywithsocialdistancing and public health best practices, the team neededtotakeallofitsemployeesandoperationsvirtual.The goal: Get up and running virtually as fast as possible, sotheycouldturntheirattentionbacktopublicsafety.

That meant creating a virtual EOC that could host all collaboration,communication,andworkflows—allpreviously handled in person.

OPERATIONALEXCELLENCESPOTLIGHT:EMERGENCY SUPPORTGOESVIRTUALReadabouttheCityandCountyofDenver award-winning virtual Emergency Operations Center

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Initsfirstyear,thevirtualEOChasprovedtobeasproductive,ifnotmoreso,initsvirtualformasinperson.Today,staffofalltechnicallevelscontinuetocompleteformsfaster and more accurately that they could on paper, with each one immediately routed to the next person in the process. Most important, the team’s rapid virtual activation keepsteammemberssafeastheyensurethesafetyoftheircommunity.CityofficialsandemployeesnolongerneedtoreporttoaphysicalofficetorespondtoanemergencywhentheEOCisactivated.WithMicrosoftTeamsandNintexForms,theycanbeeffectiveand even more productive from the safety of their homes.

Thecity’sTechnologyServicesdepartmentimmediatelysetupaMicrosoftTeamssitetoserveasanonlineEOCinwhichworkerscould communicate and collaborate. It was a good start, butmanyworkflows,suchasheavyequipmentrequisitions,remained dependent on moving some 50 pencil-and-paper formsfromdesktodeskinprocessestakinguptosevenstepseach.Overoneverylongweekend,TechnologyServicesdrewonearlierexperiencewithNintexautomationsoftware,digitizing20criticalforms.ThegroupwouldendupusingNintexFormstobringatotalof65formsonlineinjustoveraweek.

“We have to cater to people with varying levels of technical expertise,” says Walter Van Lue, Senior SharePoint Administrator at City and County of Denver. “We customized fields so staff see only the ones relevant to current tasks. We used placeholder descriptions and drop-down lists to make the fields more intuitive, so people can complete them quickly and accurately. Staff hit “send” and know the forms are going to the right place, right away.”

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Toward ongoing innovation4

Duringthepandemicandbeyond,themosteffectivegovernment agencies will be those that use innovation to continually improve processes, to better respond to and serve the citizen of the future. And a digitally fitorganizationwillfinditeasiertorespondtonewchallenges amid complex societal change. That meansbuilding,thenflexing,digitalmuscles,creatinga process culture, and committing to operational excellence.

With this foundation in place, they will be well positioned to identify high-value opportunities, then quicklyandeffectivelylaunchnewsolutionsandprocesses to address them—all while streamlining workflowsandimprovingthelevelofservicetocitizens.

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The COVID-19 pandemic put enormous strain on a large county government, including its ability to provide adequatepersonalprotectiveequipment(PPE)toallwhoneed it. When the pandemic hit, the county rushed to replace a long-outdated manual Excel-based process used to monitor PPE inventory and manage distribution to more than 4,000 facilities.

Withtimeoftheessence,thecountyusedtheNintexPlatform to build a process for gathering daily inventory levels, patient census data, and other pertinent information,whichitusedtotrackandforecastPPEconsumption. The new process also streamlined PPE requests and applied advanced analytics and CDC algorithms to determine optimal distribution.

The results:

INNOVATIONSPOTLIGHT: PPEDISTRIBUTION

County employees have the data they need at their fingertips,makingallocations easier.

Care facilities and hospitalscanquicklyreportstocklevelsandrequest PPE.

A color-coded dashboardmakesiteasytoseestocklevelsofmasks,gloves,andother critical PPE for each facility.

TheNintexinterfaceletshealthofficialsquicklyupdatedistribution processes as they evolve.

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Join the digital fitness movement

ABOUT NINTEX

Nintexistheglobalstandardforprocessmanagementandautomation.Todaymorethan10,000publicandprivatesectororganizationsacross90countriesturntotheNintexPlatformtoaccelerateprogressontheirdigitaltransformationjourneysbyquicklyandeasilymanaging,automatingandoptimizingbusinessprocesses.Learnmorebyvisitingwww.nintex.comandexperiencehowNintexanditsglobalpartnernetworkareshapingthefutureofIntelligentProcessAutomation(IPA).