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Instrument · Process Intelligence & BPM

From process evidence
to enterprise value.

The context layer for ERP, AI and every major decision underneath them.

Modelling, mining and managing — discovery, conformance, performance and prioritisation built on your own event data, engineered across ARIS, SAP Signavio and Celonis. See why work costs what it costs, with evidence rather than opinion.

What process intelligence actually is

Every transaction your enterprise systems process leaves a trace — a case identifier, an activity, a timestamp. Process intelligence reconstructs the real end-to-end process from those traces, then compares it to the process you designed. It is the only method that describes how your organisation works from production data rather than from what people remember in a workshop.

The discipline is not new — the IEEE Task Force on Process Mining set out its three types in the 2011 Process Mining Manifesto: discovery, conformance checking and enhancement. What changed in 2026 is the job it is being asked to do. Gartner renamed its Magic Quadrant from Process Mining Platforms to Process Intelligence Platforms in May 2026, reflecting a category that now has to serve real-time decisions and supply live operational context to AI — not just produce a retrospective analysis.

US$1.1bnworldwide process mining software market in 2024, growing 31.7% year on yearGartner, Market Share Analysis, Aug 2025
48%of surveyed organisations report company-wide process mining adoption; 80% confirm it delivers added valueDeloitte Global Process Mining Survey 2025 · ~120 respondents
41%now name lack of management attention as the main barrier — up from 26% in 2021. Technology is no longer the constraintDeloitte, Feb 2025
THREE FIELDS CASEACTIVITYTIMESTAMP 4501Create order08:14:02 4501Block order09:47:51 4501Change price11:02:18 4502Create order11:19:40 discovery EVERY PATH THAT ACTUALLY RAN rework loop exception path

A case identifier, an activity and a timestamp are the whole input requirement. Everything after that is engineering, and the engineering is where the value is.

The arc

Modelling → mining → managing.

Three stages, and the value only lands when all three run. Most organisations do the first, skip the second and never reach the third — which is why so many process programmes end in a repository nobody opens.

A twin is simply a living, data-fed model of something real — current enough to trust and detailed enough to test decisions against.

01 · MODELLING

Design the process

The BPM discipline. Current-state documentation and analysis, future-state design, BPMN and DMN modelling — the process as it is meant to run, testable before it goes anywhere near production. This is where ARIS and SAP Signavio earn their place, and it is the part a mining-only conversation quietly skips.

02 · MINING

Discover the truth

Process mining reconstructs how work actually flows from the event data your systems record every day. Conformance gaps, rework loops and value leakage exposed as evidence rather than opinion — and the gap between the model and the reality made measurable rather than debatable.

03 · MANAGING

Keep it managed

Continuous monitoring turns discovery into control. Bottlenecks detected in real time, drift caught before performance degrades, and control-tower reporting that lets leadership manage performance instead of reacting to it. Kept running, the evidence base becomes a living process twin.

Why the third stage is the one that matters Most organisations model and stop — the diagrams go stale the day they are published. Process intelligence, and increasingly agentic AI, can now build and maintain those models themselves and turn them into a living decision-support system. Modelled is not managed. The arc only pays when all three stages run, and a one-off discovery exercise is the most common way to spend the budget without changing the outcome.
Two audiences, one evidence base

The same event data answers very different questions.

A CFO and an enterprise architect will not read this page the same way, and they should not. Process intelligence is unusual in that it produces a single source of evidence that both can act on — which is precisely why it works as a decision support system rather than another reporting tool.

The question

Where is margin actually leaking?

Not which cost centre is over budget, but which process variant, which exception path, which rework loop — quantified in cases per month, days of delay and dollars, with the customers and vendors attached.

The question

Are our controls actually working?

Segregation of duties, approval thresholds, payment terms, maverick spend. Conformance checking tests every case against the rule, not a sample of forty. Audit sampling becomes population testing.

The question

Which improvement is worth funding?

Variants ranked by volume, value, risk and customer impact, so the investment argument is arithmetic rather than advocacy — and the benefit is measurable in the same data after the change lands.

The question

What is the real integration topology?

Which systems actually participate in an end-to-end flow, in what order, with what latency at each hop. Discovered from event data rather than inferred from an architecture diagram that was accurate three releases ago.

The question

What is our custom code really doing?

Change-document analysis and transaction-level tracing show which custom objects and Z-transactions are genuinely executed at volume, which are dormant, and what a clean-core decision actually costs.

The question

What context do our agents need?

An agent that cannot see the process cannot safely act in it. Event data supplies the operational boundaries, the escalation points and the audit trail that make autonomy governable rather than hopeful.

The question

What is our true as-is?

Not the process on the wall. The variants that actually execute, ranked by volume and value, with the exceptions that will otherwise become surprise scope in fit-gap workshops six months in.

The question

Is adoption real after go-live?

Conformance against the designed target process, run continuously. Deviation shows up in weeks rather than in a post-implementation review, which is when it is still cheap to correct.

The question

Did the benefits arrive?

Before-and-after measured on the same event data with the same definitions. The benefits case stops being an assertion and becomes a query you can re-run.

The method

Four lenses on the same data.

How does work really flow, where does it drift, where is performance lost, and where should we act first? Each question needs different instrumentation — and the fourth is the one most programs skip. Drive it yourself in the Live Process View →

Discovery — as-modelled versus actually executed

A discovery model is generated from the event log, not drawn. Every path that occurred is in it, with frequency and duration attached. The first output of almost every engagement is the same: a variant count nobody expected, and a top-five that covers less of the volume than anyone assumed.

The limits of this claimNone of the three commercial platforms publishes which academic discovery algorithm it implements. They expose frequency and significance thresholds — activity and connection sliders — whose behaviour is functionally analogous to abstraction-based discovery in the Fuzzy Miner tradition. Open stacks such as ProM, PM4Py and Apromore do expose Alpha, Heuristics and Inductive miners directly. Anyone who tells you which algorithm Celonis uses is guessing.
Minimum dataCase ID, activity, timestamp. Everything else — resource, cost, org unit, document type — is enrichment that makes the analysis useful rather than merely correct.
StandardsIEEE 1849-2023 (XES) for event streams; OCEL 2.0 for object-centric event data, with SQLite, XML and JSON exchange formats.
Typical first findingA "standard" process running at four figures of distinct variants, with rework loops that were never designed and are not in anyone's process documentation.

Conformance — adoption and consistency, tested on every case

Conformance checking compares the observed log against a reference model or rule set. It converts control testing from a sample into a population test, and it converts "are people following the new process?" from an opinion into a percentage with a list of the cases that did not.

Technique, preciselyTwo families exist. Token replay replays each trace against a Petri net and counts produced, consumed, missing and remaining tokens — fast, but it can mislead on unsound or highly concurrent models. Alignment-based conformance computes an optimal alignment between each trace and the closest model execution, giving a provably optimal explanation of the deviation at higher computational cost. It is the academic gold standard. Commercial tools generally do not publish which they use — Celonis' Conformance Checker is documented only as a model-to-log comparison against an uploaded BPMN 2.0 reference model.
Reference modelBPMN 2.0 in Celonis and SAP Signavio. ARIS can additionally reuse existing EPC models directly as the reference for a conformance check — genuinely useful if you have an ARIS repository already.
Quality dimensionsFitness, precision, generalisation and simplicity — formally defined by Buijs, van Dongen and van der Aalst. Fitness and precision are computable against the log; generalisation and simplicity are the trade-offs that stop a model over-fitting.
Violation typesUndesired activities, missing activities, out-of-sequence activities, incomplete cases — each traceable to the specific cases, users and org units involved.

Performance — where the time and the cost actually go

The performance perspective — enhancement, in the Manifesto's language — enriches the discovered model with time, cost and resource data. Throughput and waiting time are separated, so you can see the difference between work that is slow and work that is simply sitting in a queue. Most of the recoverable time in an enterprise process is the second kind.

What to instrumentCycle time and its distribution rather than its average; wait time between activities; rework and repeat-activity rate; automation rate; touches per case; first-pass yield; exception handling as a share of volume; cost per transaction where activity-based costing exists.
Distribution, not meanA ten-day average cycle time hiding a bimodal distribution is two processes wearing one name. The tail is usually where the cost is.
Bottleneck attributionThroughput-time analysis and performance spectrum views attribute delay to specific transitions, resources and case attributes rather than to a department.
SimulationScenario modelling on the discovered process. Treat vendor simulation and prediction features carefully — several are in preview rather than general availability, and we will tell you which.

Prioritisation — the step most programs skip

Discovery, conformance and performance produce findings. Prioritisation is what turns findings into a funded decision. Every variant and deviation is scored on volume, value at stake, risk and compliance exposure, customer impact and effort to remediate — and the output is a ranked, costed list, not a heat map.

Why it matters commerciallyDeloitte's 2025 survey found the leading barrier to process mining value is no longer technology or budget — it is management attention, cited by 41% of respondents, up sharply from 26% in 2021. A ranked and costed list is how you earn that attention. An unranked finding list is how you lose it.
Scoring inputsCase volume, value at risk, cycle-time contribution, control exposure, customer or citizen impact, automation feasibility, and dependency on in-flight change.
OutputA sequenced backlog with an owner and an expected effect per item, expressed in the same measures the baseline was expressed in — so the result is verifiable later.
The testInstead of debating anecdotes, the conversation becomes an evidence review. That is the whole point.
A distinction worth making

Process health and process performance are not the same question.

A process can be fast and non-compliant. It can be perfectly compliant and commercially useless. Most organisations instrument one and assume the other — and the two require genuinely different measurement.

Health · is it running correctly?

Conformance to the designed process. Adherence to policy, controls and segregation of duties. Data quality at the point of capture. Completeness of cases. Whether the exceptions are the exceptions you authorised.

Measured byFitness and precision against a reference model, rule violation rates, control-break counts, incomplete case rates, master-data defect rates.
Owned byRisk, audit, compliance, process owners.
Fails asA clean dashboard and a qualified audit finding in the same quarter.
Performance · is it running well?

Throughput and cycle time. Waiting versus working. Touches per case. Rework and first-pass yield. Automation rate. Cost per transaction. The service the customer or citizen actually experiences at the end of it.

Measured byCycle-time distribution, wait-time attribution, rework rate, exception share of volume, automation rate, activity-based cost.
Owned byOperations, finance, service owners.
Fails asA faster process that quietly bypasses a control nobody was watching.
Compliant but slow Healthy and fast Broken Fast and exposed Controls hold. Cost-to-serveand cycle time do not. The target. Rare, and itdoes not stay there by itself. Everyone already knows.Rarely the expensive problem. The dangerous quadrant —and the one nobody measures. where a lot of "improved" processes actually land Performance — cycle time, cost, throughput, service Health — conformance, control, data quality

Speeding up a process without instrumenting health moves you right, not up. That is how a successful efficiency programme produces an audit finding.

Where this framing comes from — and where it doesn't This health-versus-performance split is our articulation, not an industry standard, and we would rather say so than imply otherwise. It is anchored in something that is authoritative: the Process Mining Manifesto's separation of conformance checking from enhancement, with discovery underpinning both. It is also visible in the tooling — Celonis ships a distinct Process Adherence Manager and Adherence Explorer for the health side, and separate throughput-time and performance-spectrum instrumentation for the performance side. Two questions, two toolsets, and no vendor or analyst framework claiming otherwise.
Architecture

How it actually works, end to end.

Written for the people who will have to build and run it. If you are here for the business case, the four lenses above and the decision support section below are the parts that matter to you.

SOURCE SYSTEMS SAP ECC / S/4HANA Oracle · D365 ServiceNow · CRM EAM · custom apps EXTRACT & TRANSFORM Connectors · RFC CDC / replication Change documents Activity derivation EVENT LOG · OBJECT MODEL case · activity · timestamp XES (IEEE 1849-2023) OCEL 2.0 object-centric the layer everything else stands or falls on ANALYSIS Discovery Conformance Performance Simulation DECISION & ACTION Prioritised backlog Alerts · workflow Automation · agents Investment cases actions become new events — the loop closes, or the measurement was theatre

Three fields are mandatory: a case identifier, an activity name and a timestamp. Everything else — resource, org unit, document type, value, cost centre — is enrichment, and it is the enrichment that makes an analysis actionable rather than merely correct.

The interchange standard is IEEE 1849-2023 for XES, which superseded IEEE 1849-2016 in September 2023 and is active through 2033. For object-centric event data the format is OCEL 2.0, released October 2023, with SQLite, XML and JSON exchange formats. Note that OCEL is the exchange format for object-centric event data — OCED itself remains an in-progress IEEE Task Force standardisation effort, not a ratified standard, and anyone describing it as one is ahead of the facts.

The practical constraints are timestamp granularity (same-second events destroy ordering), timezone consistency across systems, and case-ID stability where a document is reissued or a case is split.

The academic literature is unusually blunt about this. Berti, Park, Rafiei and van der Aalst put it plainly: "The extraction, transformation, and loading of event logs from information systems is the first and the most expensive step in process mining." SAP specifically "poses major challenges, given the size and the structure of the data," with scarce open-source ETL support.

The tables that matter are well known: EKKO / EKPO and EBAN, EKET, EKBE, EKPA, RBKP / RSEG for procure-to-pay; VBAK / VBAP and VBFA for order-to-cash; BKPF / BSEG for finance and payment; and CDHDR / CDPOS change documents across everything.

Change documents are where the real work is. There are three ways to derive activities from them — map transaction codes to activities, turn changed field names into activity names, or compare old and new field values to derive a semantic activity such as "Postpone Delivery" or "Reduce Price". The third produces genuinely useful activities and consumes most of the transformation effort. Budget for it explicitly.

On replication: Celonis uses an installed extraction client with RFC-based extraction and a real-time extension; SAP Signavio Process Intelligence documents SAP Datasphere replication flows as a route. SLT, ODP, CDS views and OData are the standard SAP-side delta mechanisms. We will tell you what your licence and landscape actually support rather than what a datasheet implies.

Conventional process mining assumes each event refers to exactly one object, usually called the case. Real operations do not behave that way: one sales order becomes three deliveries and two invoices, against one customer and several materials.

Forcing that into a single case notion produces two documented distortions, named by van der Aalst. Convergence — events referring to multiple objects of the selected type are replicated, causing unintentional duplication and misleading diagnostics. Divergence — where different non-selected object types participate in the same activity they become indistinguishable, and the causal relationships between objects are lost.

In practice: an order-to-cash analysis flattened to a sales-order case ID will double-count invoice events across order lines and lose the delivery-invoice interleaving entirely. Object-centric process mining models events against multiple related object types so the process you analyse is the process that happened. Celonis implements this through Objects, Events and Perspectives, on licence tiers that include it. It is more work to model and it is usually the right answer for anything genuinely end to end.

Process mining reads event logs from transactional systems; task mining records user interactions with the desktop into a UI log which is then preprocessed and analysed. Different data, different unit of analysis, different privacy posture — and they answer different questions.

Process mining tells you that an invoice sat for six days between receipt and approval. Task mining tells you that during those six days it was manually re-keyed into a spreadsheet, checked against a portal, and emailed twice. The automation business case usually lives in the second. ARIS names its module Robotic Process Discovery.

Task mining carries real workforce-surveillance and privacy considerations, particularly under Australian privacy obligations and enterprise agreements. We design consent, aggregation and anonymisation into the deployment rather than retrofitting them after the first complaint.

Token replay replays each trace against a Petri net and counts produced, consumed, missing and remaining tokens. It is fast and can mislead on unsound or highly concurrent models. Alignment-based conformance computes an optimal alignment between the trace and the closest model execution, giving a provably optimal explanation of the deviation at materially higher computational cost — the academic gold standard, with active research into making it tractable at enterprise volume.

The four quality dimensions — fitness, precision, generalisation and simplicity — were formally defined by Buijs, van Dongen and van der Aalst. Fitness and precision are computable against a log; generalisation and simplicity are the trade-off dimensions that stop a discovered model over-fitting into an unreadable spaghetti diagram that technically explains every case.

Commercial platforms generally do not publish which conformance technique they implement. We will tell you what the tool documents and what it does not, rather than filling the gap with a confident guess.

Event data is operational data with personal information in it — user IDs, approvers, sometimes customer detail. Role-level access, pseudonymisation of resource fields, retention limits and a documented lawful basis are design inputs, not afterthoughts, and they interact directly with the Australian Privacy Principles and with the automated-decision transparency obligation commencing 10 December 2026.

Architecturally, process intelligence sits beside rather than inside your data platform. It needs its own event model, but it should read from governed sources and publish its measures back into the same semantic layer your reporting uses — otherwise you have created a second version of the truth to argue with the first.

For SAP estates, the modelling repository is the durable asset: ARIS or SAP Signavio holding the designed process, integrated to SAP Cloud ALM, with mining supplying the observed reality against it. Solution Manager still appears in older integration material; treat Cloud ALM as the forward path.

Platform capability

ARIS, SAP Signavio and Celonis — and an honest view of when each one wins.

We hold capability across all three and carry no reseller relationship with any of them. Platform selection sits outside what we sell — but you will be asked which one, so this is our honest read of where each is strongest. Gartner's May 2026 Magic Quadrant for Process Intelligence Platforms — the successor to its Process Mining Platforms MQ — placed ARIS, Celonis, Pegasystems and SAP Signavio in the Leaders quadrant.

ARIS
Software GmbH · standalone since 2025

The deepest process modelling and architecture repository of the three, and the one that treats process management as a governed discipline rather than an analytics output. Native EPC notation alongside BPMN, with a method framework that has been refined for three decades.

  • ARIS Basic / Advanced / Enterprise, plus Process Mining Basic, Advanced and Enterprise tiers
  • Existing EPC models reusable directly as reference models for conformance checks
  • ARIS Risk & Compliance for control frameworks; Robotic Process Discovery for task mining
  • Bidirectional model sync with SAP Solution Manager and integration to SAP Cloud ALM
Best when you have a real process architecture obligation — regulated industry, defence, utilities, government — and the repository must survive longer than any single analytics initiative.
SAP Signavio
SAP · Process Transformation Suite

The natural choice inside a committed SAP estate, because it is built to feed SAP's own transformation toolchain rather than to sit alongside it. Two products are routinely confused, and the distinction matters commercially.

  • Process Insights — pre-built indicators and peer benchmarking directly on SAP ERP; SAP positions it as preparation for mining, not as mining
  • Process Intelligence — the event-log-based mining product, with SAP and non-SAP connectors
  • Process Manager / Modeler, Process Governance, Collaboration Hub, Journey Modeler
  • Standard integration to SAP Cloud ALM; pairs with SAP LeanIX for the architecture layer
Best when the destination is S/4HANA and you want the as-is evidence, the target design and the SAP Activate toolchain in one governed line rather than three tools and a spreadsheet.
Celonis
Celonis SE · 47.4% of the 2024 market

The deepest analytical engine and the most mature object-centric implementation. In May 2026 Celonis restructured the platform around the Context Model — Data Core, Context Model, Build Experience — an evolution of what it previously called the Process Intelligence Graph, and now positioned as an operational ontology that process mining consumes rather than owns.

  • Objects, Events and Perspectives for object-centric mining; Multi-Object Process Explorer
  • Process Adherence Manager and Adherence Explorer for the conformance side
  • Throughput Time Explorer and Performance Spectrum for the performance side
  • Action Flows, Orchestration Engine, Process Copilots and MCP-based agent tools
Best when the estate is heterogeneous, the process genuinely spans multiple object types, and the ambition is closed-loop action rather than analysis.
DimensionARISSAP SignavioCelonis
Centre of gravityProcess architecture and governance repositorySAP transformation toolchainAnalytical depth and closed-loop action
Native notationEPC and BPMN 2.0; ARIS Method frameworkBPMN 2.0, DMN, journey modelsBPMN 2.0 as reference model input
Object-centric miningAvailable in Process Mining tiersAvailable; event-log basedMost mature implementation — Objects, Events, Perspectives
Task miningRobotic Process DiscoveryAvailable within the suiteTask Mining Client and AI-based Task Discovery
SAP integrationSolution Manager sync; Cloud ALM integrationNative — Cloud ALM, Activate, LeanIX, BTPExtraction client, RFC-based; real-time extension
Agentic directionAgentic AI within the Process Intelligence PlatformGenerative AI in Signavio; Joule and Joule StudioContext Model as agent context; MCP agent tools
Analyst position, May 2026Gartner LeaderGartner LeaderGartner Leader
ARIS SAP Signavio Celonis Architecture, method & governance SAP transformation toolchain Analytical depth & closed-loop action

Our read, not an analyst's. Placement shows centre of gravity, not capability ceiling — all three do all three, and each is a Gartner Leader. The question on a selection is which corner your estate and obligations actually pull toward.

Two things a reseller will not tell you First, analysts disagree, and the disagreement is informative. Forrester's Q3 2025 Wave for Process Intelligence Software named Celonis, ARIS and iGrafx as Leaders with SAP Signavio a Strong Performer; Gartner's May 2026 MQ places SAP Signavio and Pegasystems in Leaders. Different dates, different market definitions, different weightings. If a vendor shows you one chart and not the other, ask why.

Second, naming moves faster than the market. Writing "Celonis EMS" in 2026 dates you by five years. "Software AG" has been Software GmbH since 2024, and ARIS did not go to IBM with webMethods — it stayed with Software GmbH under Silver Lake. Getting this wrong in a procurement paper is a small thing that costs credibility with the people who use these tools daily.
Proof
We established a Business Process Management Centre of Excellence for the Commonwealth Government of Australia, setting enterprise standards for process modelling, simulation and optimisation using ARIS and SAP Solution Manager. The initiative delivered a Digital Twin of Operations — enabling faster impact analysis, cost reduction, and improved asset and budget performance.

The Commonwealth Government of Australia

$65B+portfolio covered by the operating picture
BPM CoEestablished, with enterprise modelling standards
Digital twinof operations, kept current rather than published once

Delivered on ARIS with SAP Solution Manager. For new work we design toward SAP Cloud ALM, which is SAP's forward path as Solution Manager winds down.

Working through the reconstructed process with a client team
Value streams and end-to-end value chains

Process mining sees the instance. Value stream mapping sees the flow.

Both are needed, and the combination is genuinely harder than either vendor marketing or lean orthodoxy admits. Process mining reconstructs instance-level executions from timestamped events; value stream mapping gives the aggregated, end-to-end view with the lean lens of waste, flow and decoupling points. One gives you detail with no narrative; the other gives you narrative with no evidence.

Reference layer

Name the process before you mine it

The APQC Process Classification Framework — cross-industry v8.0, released February 2026 — gives a common taxonomy for scoping and naming what you measure, so results are comparable across functions and over time.

Benchmark layer

Compare where comparison is valid

For supply chain, the ASCM SCOR Digital Standard provides the process and metric hierarchy. Note it is no longer "the SCOR model from APICS" — it is SCOR-DS, maintained by ASCM, and the structure has been revised.

Evidence layer

Let the data draw the map

Cycle time, wait time, inventory and rework populated from observed events rather than from a stopwatch and a walk of the floor — with the variation visible, not averaged away.

VALUE-ADDING TIME WAITING TIME 0.4h1.1h0.9h1.8h 2.1 days4.4 days1.9 days3.2 days ReceiptMatchApprovePay Value-adding: 1.6% of elapsed time

Illustrative procure-to-pay stream. The lean sawtooth, populated from event data rather than from a stopwatch — and with the variance behind each figure available, not averaged away.

The honest state of the art A systematic literature review published in Discover Applied Sciences in February 2026 — co-authored by Wil van der Aalst, who founded the field — screened 2,682 records and selected 21. Its conclusion is that combining value stream mapping and process mining is a real and complementary opportunity, but that most existing approaches are "only conceptual frameworks or isolated case studies lacking systematic tool support," reusing general-purpose process mining software rather than tooling built for VSM semantics. It names four unresolved gaps: aggregation-level mismatch, integrating item, order and resource perspectives, end-to-end depiction at decoupling points, and the lack of formalised model semantics connecting to event data.

We think that is worth saying out loud. No commercial platform does value stream mapping from process mining as a solved feature. Closing that gap is method and judgement — which is exactly the part a consultancy should be earning its fee on, rather than the part a licence covers.
Process intelligence and AI

An agent that cannot see the process cannot be trusted to act in it.

This is why the category was renamed in 2026, and why every major platform repositioned in the same eighteen months. Celonis rebuilt its architecture around a Context Model it describes as an operational ontology. ARIS now calls itself the process context platform for agentic AI. SAP pairs Signavio with Joule. Three competitors converging on one claim is usually a signal about the market rather than the marketing.

Process model what should happen · BPMN, DMN Event data what does happen · XES, OCEL 2.0 Policy & guardrails what is permitted · controls, limits AGENT CONTEXT grounded, current, and attributable DECISION GATE Act within guardrails logged, reversible, in tolerance Escalate to a human outside tolerance, or novel every action writes new events — the loop closes, or the agent is operating unobserved

Autonomy is a spectrum, not a switch. The gate is where the spectrum gets governed.

What an agent actually needs

  • Operational boundaries. An explicit definition of what it may decide autonomously and what it must escalate — expressed in the same terms as the process, not as a prompt instruction.
  • Real-time operational context. Not a document store. The current state of the case, the object relationships around it, and what normally happens next.
  • An audit trail that closes the loop. Agent actions are events. If they do not flow back into the log, you have automated a process you can no longer observe — which is materially worse than the manual version.
Gartner expects more than 40% of agentic AI projects to be cancelled by the end of 2027, and separately predicts that 40% of enterprises will demote or decommission autonomous agents by 2027 because governance gaps only surfaced after production incidents.
Gartner press releases, 25 June 2025 and 26 May 2026

Where we hold the line

  • Redesign before you automate. Mining without orchestration sees problems it cannot fix. Orchestration without mining automates a process nobody verified. Both halves, or neither is worth funding.
  • Open standards, so the context is portable. BPMN and DMN for models and decision logic, XES and OCEL 2.0 for event data, MCP and A2A for agent connectivity. Context that only one vendor can read is a lock-in decision wearing an architecture costume.
  • Preview is not production. Several of the simulation and prediction capabilities being demonstrated in this space are private preview rather than generally available. We will tell you which, in writing, before you build a business case on one.
On the slogan Celonis markets this as "no AI without PI". It is vendor framing and we would not put it in a board paper — but the logic holds independently of who is selling it, and the survey evidence points the same way: 82% of decision-makers believe AI will fail to deliver ROI if it does not understand how the business runs, while 76% admit their current processes are what is holding them back. Celonis, February 2026, n=1,649 — vendor-commissioned, large sample.
Process intelligence as a decision support system

The analytics were never the point.

The reason this category was renamed in 2026 is that the buyers changed. Process intelligence is now being bought to make specific, expensive, irreversible decisions defensible — and to give AI something true to stand on.

Decision one

The ERP move

Mainstream maintenance for SAP Business Suite 7 ends at the end of 2027, with optional extended maintenance to the end of 2030 at a two-percentage-point premium. SAP has since introduced SAP ERP, private edition, transition option — a time-bound bridge covering 2031 to 2033 for customers who move to private edition on HANA before the end of 2030 — and commits to maintaining at least one S/4HANA release until 2040. Enhancement packages matter: EHP 0–5 ended in December 2025.

Process mining produces the only evidence-based as-is inventory available: the variants that actually execute, their volumes, the custom transactions genuinely in use, and the exceptions that will otherwise arrive as surprise scope in fit-gap. That informs clean-core decisions directly. We will not tell you it improves migration success by a percentage — no credible independent study establishes that, and anyone quoting one is quoting marketing.

Decision two

Working capital and cash

Days sales outstanding, days payable outstanding, early-payment discounts captured versus forfeited, credit blocks and their release times, duplicate payments. These are process outcomes, and they are visible case by case in the same event data — with the specific customers, vendors and approvers attached.

It is often the fastest business case on the page, because the finance function already tracks the number and already disbelieves the explanation. Process intelligence supplies the mechanism behind the metric rather than another view of the metric itself.

Decision three

Where to automate, and where not to

Automation business cases are routinely built on the process people describe rather than the process that runs. Task mining and process mining together produce a ranked automation candidate list with real volumes, real exception rates and real handling times — and, just as often, the finding that a step should be eliminated rather than automated.

Deloitte's 2025 survey found expectations shifting from process improvement, cited by 61% and falling, toward cost savings, cited by 59% and rising. The bar for an automation case is higher than it was two years ago. It should be met with evidence.

Decision four

Assurance, audit and control

Conformance checking tests every case rather than a sample of forty. Segregation-of-duties breaks, approval-threshold bypasses, out-of-sequence goods receipts and maverick spend become measurable populations with named owners, not findings discovered a year later by an auditor.

For regulated and public sector clients this is often the fastest path to a business case, because the alternative cost — a qualified finding, a remediation program, a parliamentary question — is already on someone's risk register with a number beside it.

Market context

Where this category actually is, as at August 2026.

The worldwide process mining software market crossed a billion dollars for the first time in 2024, reaching US$1.1 billion at 31.7% year-on-year growth, with Celonis holding 47.4% revenue share and SAP and ARIS second and third. That is Gartner's measured actual, not a forecast — and we would rather quote it than the far larger numbers third-party market-sizing firms publish on incompatible definitions.

Consolidation is now visible in the acquisitions rather than the marketing. Salesforce signed a definitive agreement to acquire Apromore to accelerate agentic process automation. Celonis acquired Ikigai Labs and rebuilt its architecture around an operational ontology. Gartner renamed the category and added real-time and predictive expectations to the definition. The centre of gravity has moved from analysis to context.

Gartner

Magic Quadrant for Process Intelligence Platforms, 5 May 2026 — successor to the Process Mining Platforms MQ. ARIS, Celonis, Pegasystems and SAP Signavio placed in Leaders.

Forrester

The Forrester Wave: Process Intelligence Software, Q3 2025 — 15 vendors. Celonis, ARIS and iGrafx in Leaders; SAP Signavio a Strong Performer.

Everest Group

Process Mining Products PEAK Matrix Assessment 2026, published 9 July 2026 — 24 providers assessed.

Adjacent and worth knowing

Gartner published a separate Magic Quadrant for Digital Twin of an Organization Platforms in July 2026, defining a DTO as "a dynamic model to help enterprises plan, monitor, and scale complex initiatives that have a lot of interdependencies." If your architects are buying in that market, it is a different evaluation.

Gartner and Forrester do not endorse vendors or advise selecting only those with the highest ratings. Placements above are cited from published research and independent trade coverage.

How we engage

Four stages, each producing the evidence for the next decision.

The stages are sequential and cumulative. Most clients begin at stage one, and each stage ends with a decision point — continue, pause, or stop — so the commitment stays proportionate to what the evidence has actually shown.

Stage 1 · 3 weeks, fixed fee

Operations X-ray

One high-value process reconstructed from a minimised event log. Variants, rework, wait states, conformance and a ranked opportunity list, with a baseline you can re-measure against later.

Three weeks assumes one process, scope agreed before we start, and data access granted in week one. We will say so if those do not hold.

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Stage 2 · 8–16 weeks

Data Foundation & Scale-Out

Connectors, extraction, event-log and object modelling, activity derivation from change documents, and conformance models across the priority value streams — wired into your semantic layer. The unglamorous part that determines whether any of the rest works.

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Stage 3 · from go-live

Conformance & Control Tower

The managing stage. Continuous conformance against the designed process, performance monitored in real time, drift caught before it degrades service, and reporting your leadership can run performance from rather than react to.

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Stage 4 · retained

Value Realisation Office

The standing function that owns the number: baseline, tracking and benefits banking, including AI outcomes. It carries the centre-of-excellence work — standards, reusable models, analyst capability — but it is accountable for realised value, not for the repository.

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Common questions

Before you ask

Enough to cover seasonality and enough to make variants statistically meaningful — usually twelve to twenty-four months for a transactional process. More history is not automatically better: if the process changed materially eighteen months ago, older data describes a process that no longer exists and will muddy the baseline.

No. A first baseline can be produced from source-system extracts, and several vendors offer time-boxed assessment licences. Choosing a platform before you know which processes carry your value is the expensive order to do this in.

Both, and the sequence matters. The first engagement is diagnostic and proves the data can support the questions. The value compounds when conformance and performance monitoring run continuously against a designed target — which is an operating model question, not a licensing one.

Event data contains user IDs and approver identities, and task mining records desktop activity. Pseudonymisation of resource fields, aggregation thresholds, role-based access, retention limits, consultation where enterprise agreements require it, and a documented lawful basis are all design inputs. We would rather slow the first sprint by a week than discover this in an incident review.

A dashboard tells you a KPI moved. Process intelligence tells you which sequence of steps, in which cases, handled by whom, caused it to move — and lets you replay the counterfactual. Dashboards report on outcomes; process intelligence explains the mechanism that produced them.

No. It sees, measures and prioritises. Fixing requires redesign, system change, role and decision-right change, and usually all three. Treating a mining platform as an improvement program is the single most common way organisations end up with an expensive licence and an unchanged process — which is precisely why we run this alongside operating model and process redesign rather than as a standalone analytics engagement.

Three weeks to see what we see.

An Operations X-ray reconstructs one high-value process from your own event data and ends with a ranked, costed list of what to fix — not a platform recommendation you did not ask for.

Sources: Gartner, Forrester, Everest Group, Deloitte, IEEE Task Force on Process Mining, van der Aalst et al., SAP, ARIS, Celonis. Full source list on request.