Transform Business Operations with Process Mining

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The most effective companies we interviewed use process mining to generate operational insights at scale, identify process inefficiencies, define targeted actions, and measure process improvements — all of which lead to value realization. It is often a major cultural change to fully embrace this level of process management. Leaders describe a cultural journey from a hero-focused company to a process-focused company. The goal is to establish efficient processes with consistent, smooth execution r

ather than relying upon local heroes to save the day.in 2001) to a popular software tool for analyzing, monitoring, and improving process performance. As we have described in a, process mining analyzes logs of enterprise transactional system events to create a detailed picture of the processes, thus providing a digital twin of actual process flows. It is quickly replacing previous observational and subjective approaches to understanding business processes.

Those companies we interviewed with an established process orientation — primarily companies in central Europe — were using process mining to go beyond traditional business process modeling toward mining and improving the actual execution of process-based operations. They use it for generating operational insights at scale, identifying process inefficiencies, defining targeted actions and measuring process improvements — all leading ultimately to value realization.

Business ownership is a lower-level version of executive buy-in that was also mentioned by several process mining leaders. Business stakeholders or process owners need to understand and support the idea of mining, analyzing, and acting on process performance data, or it will not happen at all or become established into daily practice.

Business value focus implies that the most valuable projects are prioritized, leading to a positive business case. At the healthcare company Cardinal Health, for example, there are stated goals for value from process mining each year. The process mining team reports true actual values for each project each month, and the finance organization and the business stakeholder must agree to them. Already in the second year, process mining efforts at Cardinal Health over-delivered on value goals by 2.

From a management perspective, the companies we interviewed took various steps in order to translate insights into action. At the Nordic and Baltic telecom company, Telia Company, a combination of factors helped drive action. Its CoE focused on finding the right part of the business that was curious about process mining and open to trying it.

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