From efficiencies to transformation – tapping the full potential of process mining

Abstract

Purpose

Because of its effectiveness, process mining is rapidly becoming ubiquitous. A recent IBM Institute for Business Value (IBV) survey found that 65 percent of organizations report actively using process mining to improve processes. And in partnership with software-as-a-service (SaaS) providers to add even greater insight into their processes, 69 percent compare their organization’s data with other SaaS customers. And as many as 77 percent of supply chain executives say they are at least at the implementation stage of process and task mining.

Design/methodology/approach

The IBM Institute for Business Value and APQC, in cooperation with Oxford Economics, surveyed 2,000 C-level executives in first half of 2022 from 13 countries in all major geographies and across 22 industries. The IBV and APQC implemented an in-depth analysis of how organizations use benchmarking and process mining tools, the benefits they gain from use of these tools and how they anticipate using them in the future.

Findings

Big data and digital technologies also creates new possibilities for measuring performance and revealing process improvement opportunities through process mining ? a relatively new discipline that applies data science to discover, validate and improve workflows in real time.

Practical/implications

By utilizing data from IT systems to create a process model and then examining the end-to-end process, process mining enables root causes of variations from norms to be identified using specialized algorithms, and these insights enable management to see if processes are functioning as intended and identify new opportunities to optimize them.

Originality/value

More recently, the scope of process mining initiatives has widened to encompass more sophisticated mission-critical functions, notably human capital, cybersecurity and sales. Organizations that embrace process mining outperform others across key business measures, including profitability, innovation, agility, customer satisfaction and technological sophistication. 10;

Citation

Higgins, L., Marshall, A., Crysel, K. and Dencik, J. (2023), "From efficiencies to transformation – tapping the full potential of process mining", Strategy & Leadership, Vol. 51 No. 2, pp. 31-36. https://doi.org/10.1108/SL-12-2022-0114