The Reality Behind the Theory: Process Mining in Action

Marieke Ruijter
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Marieke Ruijter: Process Mining & Transformation Specialist

A chapter in Business Process Management Cases Vol. 3, 2025, pp 29-44 from Springer

Abstract: Abstract (a) Situation faced: Despite most large, complex service organizations being on a journey to simplify and digitize their business, process mining tools are not getting similar traction to robotic process automation (RPA), PowerApps, workflow optimization, and chatbot technologies. Why is this and what is required to bring process mining to the forefront and help unlock true process transformation? (b) Action taken: A large financial service provider invested in building a dedicated center of excellence supported by a collaborative, innovative service offering and operating model that manages data dependencies, delivers optimization and change of processes impacting the bottom line, and has scalable, efficient process mining delivering capability with clear roles and responsibilities to maximize reuse. (c) Results achieved: This case study achieved up to 60% reduction in analyst effort and up to 95% reduction in subject matter expertise required to conduct a process discovery compared to traditional “as-is” discovery methods. One year in, we have 9 reusable end-to-end process assets with 40+ active users and 5–10 new active users being added each quarter. The cost per engagement has reduced by 45% while the implementation rate increased from 2 engagements per quarter to 10. Finally, the median value unlocked per engagement at the start of the second year increased by 345% compared. As a result, senior leadership is championing the process mining capabilities. (d) Lessons learned: True value comes when people in the business use the capability in their day-to-day business to drive continuous improvement and transformation. Top-down support, decision-making, and alignment with delivery teams to unlock value are critical for success. Finally, ensuring there is a clear strategy and understanding of how to deliver actual value, for example, by setting up a center of excellence and an operating model with clearly defined roles and responsibilities and the right partnerships while simultaneously investing in technical talent and the best available tools.

Date: 2025
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DOI: 10.1007/978-3-031-80793-0_3

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