Johnson & Johnson, a global healthcare and life sciences company, was seeking to digitize its continuous process improvement and bring its process mapping and discovery efforts into the 21st century. The company was facing challenges in identifying inefficiencies in their processes and understanding the value of Process Mining. The traditional methods of process improvement were not providing the desired results, and the company was looking for a more efficient and effective way to optimize their processes. The challenge was to find a solution that could be easily adopted by their global teams and provide consistent and rapid value creation.

BP, a global enterprise in the oil and gas industry, was faced with the challenge of standardizing hundreds of diverse processes across numerous business units and domains. The company had a clear vision of what it wanted its processes to look like, a state it referred to as its 'happy path', but identifying where existing processes were deviating from this path was proving difficult. The company was also looking to discover procurement inefficiencies as part of a broader digital transformation plan. The challenge was to visualize all the differences between processes that had been lifted and shifted into GBS, understand how to streamline them, and bring them in line with the happy path.

GE Healthcare, a global leader in medical technology and digital solutions, was faced with the challenge of maximizing performance across its worldwide customer base and distributed supply chain. The company was dealing with multiple transactional systems, making it difficult to connect the dots and streamline operations. The goal was to increase free cash flow and drive a culture of cash excellence, but achieving this required continuous improvement across all levels of the organization. The challenge was to implement small, targeted changes and incremental growth, rather than top-down mandates, to improve forecasting accuracy and prevent incorrect payments in Accounts Payable.

Kraft Heinz, a leading food and beverage company, was grappling with inefficiencies in their Accounts Receivable (A/R) activity. The company was struggling to gain visibility into customer payment behavior, which was crucial for managing and optimizing cash discounts offered to their customer base. The lack of insight into these processes was leading to lost money and inefficiencies. Additionally, Kraft Heinz was facing challenges in prioritizing overdue payments from clients, which was affecting their collections process. The company had access to data but was unable to turn it into actionable insights. Furthermore, Kraft Heinz was also dealing with invisible inefficiencies, such as unnecessary steps in their processes that were consuming valuable time and resources.

Hexion, a specialty chemical manufacturer, was grappling with a large, complex supply chain that had come under extreme pressure due to the impact of COVID-19, global logistics issues, storms, material shortages, and reliability issues. The company's system and process landscape had grown significantly over the years, making it difficult to identify pain points in a data-driven manner and understand the ripple effect of undesirable process steps. Their supply chain teams often found themselves stuck in firefighting mode. For instance, while their Order Management team could see the frequency of order changes in their systems, they could not understand which customers were driving these changes or quantify the impact these changes had on adjacent processes like Production Planning or Procurement.

Neste, the world’s largest producer of renewable diesel and sustainable aviation fuel, was facing a significant challenge with slow invoicing lead times in their Order-to-Cash process. Operating at a large scale with multiple sales divisions, a complex logistics chain, and a broad range of solutions, it was difficult for Neste to identify inefficiencies in their operations. The lack of end-to-end visibility and real-time monitoring of the business process was a major issue. The slow invoicing lead times were not only affecting their cash flow but also impacting the customer experience, as customers had complained about the delays. The challenge was to find a solution that could provide real-time visibility into the end-to-end business process and help identify the key factors negatively impacting Neste’s invoicing lead times.

Vetter, a leading contract manufacturer in the pharmaceutical industry, was facing high expectations in terms of product quality, availability, and compliance with strict health regulations. The company recognized the potential of process optimization and had its own Process Excellence department. However, they struggled with in-depth analysis of their digital processes and often based decisions on gut feelings. They also wanted to understand how different processes interacted with each other. Furthermore, Vetter needed to improve its change control and deviation management processes, which used Trackwise® as their main underlying software. The company needed key performance indicators (KPIs) that would allow for the optimization of its Trackwise® processes without compromising them. The challenge was to make Accounts Payable (AP), Accounts Receivable (AR), Order-to-Cash (O2C), Purchase-to-Pay (P2P) and its two Trackwise® processes fully transparent.

Cisco, a leading provider of networking solutions, faced a significant challenge in maintaining its premium service processes. The company's products and capabilities are mission-critical for its customers, making customer support and service equally crucial. Any downtime in a customer's network could cost them thousands of dollars, making it imperative for Cisco to prevent such occurrences. Cisco held a significant market share in Ethernet switch revenue and the service provider and enterprise router market, making its responsibility even more substantial. The company was constantly striving to improve its processes, particularly its premium service options that promised two and four-hour delivery of replacements. The challenge was to identify delivery performance failures in real-time and prevent similar failures quickly. The existing processes were manual and labor-intensive, with a 'Process Quarterback' personally tracking all two-hour service delivery requests end-to-end.

Dell Technologies faced a significant challenge in its sales process, particularly in the deal registration process. The company had two types of deal registration processes - one-step and two-step. The one-step process involved direct approval by the deal registration team, while the two-step process required approval from other relevant functions. However, Dell lacked the ability to differentiate between these two processes, leading to a lack of understanding of the volume and performance across them. This lack of visibility also impacted the wider business as Dell could not enforce the Service Level Agreement (SLA) commitments to the functions involved in the two-step approval process. The company needed a solution that could provide deep insights into their deal volumes and identify process elements suitable for automation.

HP's journey with Celonis began when the team recognized a need for a clear and detailed view of its processes. This need became apparent during a major operational crisis that arose from implementing a new SAP system. In some markets, it was a simple replacement of an old SAP order management system, but in others, a complete replacement of an old legacy tool was required. The turning off of the legacy system revealed that HP was not clear on exactly how its processes worked, particularly in their legacy systems. This led them to explore new and innovative techniques that could help them understand their processes better. However, the implementation of Celonis faced unique barriers due to HP IT team's unique requirements for connecting a tool to their systems. This led to several hurdles that questioned the worth of the implementation.

Mars, the fourth largest private company in the US, was facing a significant challenge in managing its Accounts Receivable (A/R) process. The company was dealing with a high volume of deductions, but lacked clear visibility into the causes and sources of these deductions. This lack of insight made it difficult to tackle and reduce the deductions effectively. The challenge was further compounded when Nikki Nagel was appointed as Mars Accounts Receivable Transformation Lead. Despite her extensive experience in A/R roles, she was unfamiliar with process mining and the Celonis Execution Management System (EMS), tools that could potentially help address the deduction issue. Mars had three primary goals: reducing deduction inflow, increasing recovery rates, and reducing cycle times. However, without a clear understanding of the root causes of the deductions and the necessary technological expertise, achieving these goals was a daunting task.

Ingram Micro, a global technology giant, was facing challenges in optimizing its Order-to-Cash processes. The company, with a transaction volume in billions, had to process millions of sales and purchase orders, making execution a critical aspect of their operations. However, many of their processes were not designed intentionally but had evolved over the company's 40-year history. This led to inefficiencies and a lack of optimization. The company's mission was to deliver on the promise of technology for its customers, but the existing processes were hindering their ability to focus on customer interaction and drive digital transformation. Furthermore, the COVID-19 pandemic brought about unprecedented disruption, forcing the company to transition 3,000 associates from a 100% in-office environment to a 100% remote environment within a two-hour window. This sudden shift necessitated major process transformations.

RATIONAL AG, a leading provider of cooking equipment, was facing challenges in its sales and customer service processes. Despite being a technology-driven company, RATIONAL realized that their process management was static and their documentation did not reflect the actual state of their processes. This lack of transparency was hindering their ability to deliver a perfect customer experience, which is a top priority for the company. As part of their Sales Excellence initiative that started in 2019, RATIONAL aimed to increase process efficiency across Sales and Customer Service, speed up sales cycles, and improve customer satisfaction. However, they needed a tool that could provide them with a clear and accurate view of their processes.

Tech Data, a leading technology distributor, merged with SYNNEX in September 2021 to become TD SYNNEX, the largest IT distributor in the world. With $60 billion in combined revenue and over 150,000 customers, the company needed to maintain high levels of operational excellence to serve its customers effectively in a rapidly evolving technology market. The company's role was to simplify the complexity of the IT industry for its customers and partners. However, the company faced challenges in adapting to the profound shifts impacting the IT industry, such as the transition from physical to cloud-based software distribution. Tech Data needed a platform that would provide the flexibility required to quickly embrace new technologies and consumption models. The company also needed to optimize its Procure-to-Pay, Order-to-Cash, and After-Sales Management processes to ensure customer satisfaction and reduce operational costs.