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October 12, 2021

Process Mining Live - SPEAKER SPOTLIGHT: How to map the real impact of process mining on your business.

Courtesy of MARS's Sathish Kamath, below is a transcript of his speaking session on 'How to map the real impact of process mining on your business' to Build a Thriving Enterprise that took place at the Process Mining Live Virtual Conference.

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Session Information:

How to map the real impact of process mining on your business

Session Transcript:

I'm talking about Satish, who is with us. Satish is an accomplished technology leader with experience of enabling digital transformation and large multinational corporations. He has a proven ability of Balancing Simplification, Transformation and Innovation Strategist to provide comparative advantages for the enterprise. He is performing the role of Global Lead Enterprise Architect for Mars Wrigley, and Global Services Business lines of Mars.

He is a member of the Mars Enterprise Architecture Team, which was recently recognized as the winner of the 2019 Forrester, and Infoworld, E, A awards, for their accomplishments.

So, Satish, first of all, congratulations on such a great accomplishment for you and the team, and thank you so much for being here with us, sharing your thought leadership, and sharing your practical industry leadership, when it comes to intelligent automation.

Thank you, Josie, and let me share my screen, and hope everyone can see this.

It looks good.

Great, so good stuff, package as a thank you to the entire team of requests.

have been some fantastic presenters, Brilliant discussions, great presentations overall, and Let me bring this whole the last session, right, so how to map the real impact of process landing on your business? Because guess what? If you don't know this, then everything else will not see the real value that is supposed to be showing up. So, let's talk more in detail about this particular in yesterday. And I'm happy to share my insights as we go.

So, I'm part of ..., and a little bit about much. It's about 25,000 associates of employees. We have more than 100 years old.

Do business in 80 plus countries.

You know, we go across chocolates, wrigley's gum, your pet food royal can name of our hospitals like an acute a looper, DCA and human food, including benzodiazepines and so on and so, more than $10 billion brands that we represent Largest privately held companies and you know, $35 million plus revenue. So the key messages Moss is big and complex. And I have been personally involved in assessing the process planning capability for much.

Inspiring leaders to invest on the capability drive proof of value and also advocate this capability to a number of use cases that you've seen inside of mush. So, today's session is going to be more of experience sharing firsthand that I've gone to myself, and we'll be able to either share and help you along your journey, as well.

So, let's ask ourselves a question, make.

So, the first question is, is process mining part of something else? Is it a transformation strategy? Is it a digital transformation strategy? Is it a business transformation strategy?

And, why is it part of it?

Because it's extremely important that this capability, it's a space left, and ultimately you will get a lot of revealing insights that will get jaw dropping moments as well. But, it's important that you position this for our lives and outcomes, something that the enterprise of the organization is keen to drive.

It could be getting into a new business venture of a disruptive business model. It could be driving customer satisfaction levels. It could be going offline to online, or the other way around. Or, it could be coming up with a new product or service for the industry?

So, it could be any of the above, or something completely different, but the key word here is, please ensure that process landing is part of a transformation strategy.

And let's move on, right? So, let's talk a little bit about the strategy itself.

So, why is it important that it needs to be part of the transformation strategies?

Because, often, than not stuff, has to be defined, something that the organization is challenged it or something that the organization wants to drive moving forward.

Sathish KamathBecause this is something that we either gets defined by, let's say, a goal and industrial trend.

Maybe a technology trend, maybe some disruptors coming in into your business model, some intermediaries, colleague in the Ubers Air-b.n.b.'s undisclosed. So anything is possible.

So this is something that helps or defy the not stifle the organization, something that holistically, collectively, is geared to improving your business footprint and performance, or would it be in effect communication? So I'd say three times, communicate, communicate, communicate.

Why? Because, K times break silos, it has bring teams together, it's helping you drive things with purpose, and it also helps to position this particular technology in a broader spectrum.

So, it's extremely important that the, a position, the process landing capability for a particular strategy, as well as communicate the strategy effectively, efficiently, by actively to drive this way forward. Because, guess what? When you start bringing the insights that you review to cross, when people may not be interested in, how you did that, but they would be interested in what have you discovered, and what can you do for me?

So, let's move on.

Oh, Looking at some of the key building block sites. So, before we position the strategy, let us say we have done that. Now, we need to look at some mindset shifts, that it's important that the organization or other teams are receptive to this mode of working.

The first one is Data empower decision making. So, we have to drive the culture that we look at data and drive decisions.

Because end of the day, when you look back five years ago, maybe you would have taken some wrong decisions, but decisions are made a point in time.

And the more data you have, the better decisions you can make. Next, let's look at embracing opportunities and understanding sets.

Business models are continuously changing, new players coming into the market every day, new startups, looking to desktop. So every organization has to find the field about, what are we known for, and what should we be known for?

How are we driving a customer excellence?

Consumer excellence, employee, excellent sparkler accidents, and so on.

And so it's very important that we are good enough to understand, where are the opportunities? Where are the threats? Blocked the growth opportunities.

And if all continuously, cross-pollination exercise the turbulent, and most important you fast, because it's important to know that it's not be eating the small, low, it's fast heating the slope.

So go one X, 200 extra thousand X to one million X, whatever suits you, but move fast.

Think big, start small, and grow fast. So start with a test and learn mindset.

Fail fast with a limited blast radius and because you will discover new stuff that you don't know, and you haven't busters.

So big three, building blocks that influenced the ... of the organization.

But you have to make sure that these are already embedded to other programs. Or that's not if you have to do this from scratch.

Btog CTAMoving on with me today, it's a complex one. It's a wallet paper. It's uncertain, but it's unambiguously. Buca is the terminology.

You'll find a lot of stuff written about the book cover on the Internet. But guess what. Put yourself in the dark room. Some room you have never been to before and being told is, hey, you're in this room. This is a living room.

Lots of niches around you and you might bump into something that become unbounded, figured out. There's a light switch at some corner of this particular route. You're going find it for yourself.

What happens next? Right, you open the door.

You don't know how long or how small is it?

A circular is a rectangular rule where the play niches are placed?

What other blockers you might have to beta to switch will be on the left. Right?

You don't know. You are walking by, what happens next?

Take two steps, you feel lacking, probably the third step, you might bump into something, your elbow bumps into a corner of the table and then you realize, OK, here's a table, two steps forward and then you take a left and but you're hiding something, you'll realize, OK.

There's a wardrobe.

What happens then is, you are constantly building an image of that particular room. It's a dark room, but you're building a mental image, but a mental map of that particular route.

Now, you are learning more, every step, your day, You don't know the solution. You don't know whether switches, but you're walking in.

You learn, you get a sense of your bedding, and finally finally you might find the switch and guess what, there might be another room you need to walk into and the processes.

So the challenge that we all face is it's all covered.

There are problems that we haven't sold in the past which needs a very different mindset that is required to approach these problems and be open and honest and vulnerable to solve them with a lot of empathy.

So

presents challenges, I'm sure every industry, every professional who's on the call today is in some sort of form or shape facing a challenge about the hookah world and its consequences and some problems that they've never seen before.

So what does it mean to us, right? So, I'm focusing on the learning aspect here, because it has an amount of relevance and process planning.

I know it's not directly related, but when I talk about mindset shift, it is important to learn, unlearn, and relearn.

We face can do issues that we haven't solved before. So it's important that our traditional learning techniques are complemented with newer techniques. Just like what I mentioned about how we approach to a dark room and find the switch, it's the same example. So our traditional techniques have to be complimented. Now how how do you do that, right. So let's talk about traditional techniques. Maybe I use the example of my not.

She wanted to bring home a bet. She wanted a Labrador.

So she started building some key believes lies laboratory, But it's sort of the intelligent leads that we have very family friendly.

one of the, we've said, you would like to have, if you're a first time, the owner and so on, very attached, very intelligent. That's the key belief, because she wanted, Labrador, now, started building hypothesis. Why is it important that we have this better or what to do?

get some insights to say, what have other people enjoyed doing with the best? I impose a puppy, how to train one night, what do you do, et cetera, and gathered the data.

And then she had a very good case presented, saying that it is, we need to elaborate on this is why it is important that we have, as part of the family, This is what we would call as a traditional or an exploitation thing, right?

So, we start with a key belief, something that we truly believe it's a bias that we have, and we walk into a situation already are half attempting the answer, and start building the momentum towards the goal that we wanted this to be driven out of.

So, he believes, moves to hypothesis, hypothesis, move, insights, insights, both data, and this technique is what we call as exploitation.

Now, if I put myself in a dark room analogy again, what happens, I work backwards.

I have an exploration mindset, because I am not making any assumptions about what mckey beliefs.

I've been looking at the data and a key skill here, this observation.

So be vigilant, be active, observe things inside the company, outside the company, see what the data is telling us, and good insights, and insights, you build hypothesis and hypothesis because he believes.

So, I'm sure a lot of organizations have been working on the ...

19 recovery, but right now, so, how is the GDP performing? What is unemployment rate? What does the vaccination rate? What is the lockdown restriction in that particular country? Whether things opening up, when our school, starting, or stopping, and so on and so forth?

All of these insights are important, that helps you develop your inside your hypothesis, and keep belief, and probably define a path to recovery of even bigger business back on track, or even accelerate during these difficult times.

PM_Live_GraphicSo, exploitation is also useful, and exploration is also useful.

But what I would suggest as a key takeaway from this particular slide, is that plan the exploration mindset, so that you start with the data, get the insights, and get collections, and define your, but to move forward.

So how are we doing this in March, right? So this is the mass digital engine.

The mas digital engine has reviews, and the problem second release on solve the problem, and third one is automate.

Let's talk a little bit about finding the problem. And here's the great quote from Steve Jobs. You've got to start with the customer experience in both buckets.

So, finding the problem is often and the ratios are not very focused on and that's why I put emphasis emphasis within lost to find a problem with tried and tested approach like design thinking.

So, we have a user centricity team who have been training and coaching user centricity champions who have been now expert in these particular techniques to really define the problem. But it is defined with user centricity. So, user centricity is the underlying statement. If the user could be a consumer or customer partner of supplier, light?

And it's so very important, that you look at it from a user point of view, and define the problem.

So using proven techniques, like design thinking, What happens next is we look at how we solve the problem with AI machine learning, next gen technology, because it's very important that we understand what the data tensors and how you solve this problem, because the possibilities and the solutions.

Tel Aviv automate live because we solve the problem. Now, we want to automate it, and we move on to the next problem, because there are multiple problems to solve every day. And we do all of this using an Agile approach in delivery, which is helping us move fast. So this is a nutshell of how we're driving digital transformation within Lush and what you're probably call as much digital age.

So, let's move on and talk about what do we do with the data lake.

So, there are two sets of data that are broadly classified, I will call the unset as an external data.

These are the data sets that you probably will get from your suppliers, your customers, consumers better, Um, other venues of getting external data from market mostly paid and sometimes not paid, but these are the datasets that you can get, externally, your drive value from data and analytics.

Then, there is an internal data which is often overlooked or undermined because these datasets are often sitting inside your applications and that you have been using.

So, let's talk about these mappings. Internal datasets, right?

So, we have, I'm sure, a lot of applications that we have implemented.

Over the last five years, 10 years, 15, some would have even stood for 20, 25 years, as well.

These applications have a lot of data, lot of user inputs, lot of transactions, lot of time-stamps, lot of process flows.

And tons of insights that could be. So we have to work on unlocking the data and process insights that a patent application. And this is what process landing pages to anywhere.

So what are these opportunities?

There could be automation, somewhere, that we have, high touch.

Women are manual interaction with a system that can be automated.

Sometimes out of efficiency bottlenecks. So the path that we're probably a sales order to invoice traveled 250 different directions. Sometimes it goes through a great blog. Sometimes it goes through delivery blog, sometimes it goes through a delay in Google's issue, whatever, so they are not efficient, support, relaxed happening and we can get some good insights of how we can do so.

And the third one could be re engineering for the future. Maybe you're embarking on an ERP transformation, this transformation, the supply chain transformation. So, what does that look like, and what can the to be delivered for us, Where V and that can be, how can we re-imagine the process?

And last, but not the least, you know, we've been in a crisis response more for some time now.

I'm sure most organizations would be operating in some sort of war room setup. Digital boardrooms is another great example of that.

P can use a technique, like process planning, to, that ensures a real insights, real time, real insights, that are very credible, and reliable, accurately, telling us the buzz of the business, where we are at that point in time.

So, looking at the benefits, I'm sure we have a broad range of benefits, but looking at the co related, and probably the focus that has seen over the last two years or so revolve around these big ticket items, like productivity and efficiency. So, how can we do more with less? How can we make our employees more productive?

How can we deliver more, How can we sell more? How can we save more, et cetera.

So it's always been about doing more with less and efficient working capital, right?

So this is about having the assets that you can liquidate and use in real time. Why is it important? Because you would like to keep a good cash flow in the company. Maybe you want to acquire another company for them in this situation. You want to be employees of time. You wanna be in the suppliers runtime, and so on and so forth. It's very important to have a good financial health.

And working capital is one of the fundamental godless storms of this, customer satisfaction. So what I would call this as as an Amazon Effect, right?

So we're all used to buying stuff on Amazon, we are used to a certain way of communicating between the buyer and the seller, the transparency that we get, the tracking that we get, and this is the Amazon effect on us, impacted the overall industrial.

click_to_view_all_eventSo every B2B interaction in direct to consumer interaction is having the same sort of expectation, we activate. They have to work to ensure that female lead miss a chance to make a get a happy customer and make a customer. happy.

So let's double click on each of these, right?

So I'm just giving you some ideas. I'm sure you can find a lot more, but let's talk about productivity. So some of the use cases that we have spotted, the amount of rework that happens on a particular transaction.

So we've also got a lot of sales orders that comes in require human type.

So how many are having the first time, the right percentage, probably under 40%, and we had to discover what's going on. Why is that happening? Is it changing payment dose? Is it changing material codes? Is it changing something else? So, we found that a lot of more than 60% of our orders have actually a human touch point and we wanted to work on improving the touchpoints so that it's more seamless.

The second one is about manual processes, like, so, manual processes.

A good pillar point, but if you have something that you can use to automate, you can then move on and feed that particular resource and invest them, as they can be more productive.

So identifying opportunities, where it's straightforward dataset that needs to be keyed in big, can you apply?

The voltage process automation and so on was a huge revelation when we did this and the third one is process bottlenecks, What does the happy path that we would expect a particular transaction today? And what does the bot on the deviations that is actually taking? how is one country operating differently from another? How is a sales order process going from start to finish and in one country versus another? A lot of good insights can be generated and, you know, you could identify where are the bottlenecks, what can you do to improve them?

Let's talk about working capital.

So, cycle times, it's a very good terminology, but let me explain what that is. It's, it's, it's the start to finish second. So siphoned could be anything. It could be an invoice to pay, order the cash, procure to pay, et cetera, but you can measure your cycle time. Are you gonna make this business, or are you gonna make toward a business? How do you measure the sub process sight, Dirty, Dancing? How much time should ideally take for a make to stock business for a sales order to reach delivery?

I would say, in less than a day. But guess what? The insights, we agree that it takes longer for us. Is it for certain customers? Is it for certain products? Is it certain time of the year? Is it because we are fulfilling and focus on location for doing so?

Spotting disciple times are important so that you can take the transaction faster and ensure that the balance sheets get updated, quick inventory optimization.

So it's a, yo, yo capital gets locked in your inventory. And a lot of times we have to be very mindful and efficient with how we optimized inventory.

So, it's good to make sure that the inventory flows through. well.

It has a good life cycle, and we do not end up with it all overload of products that we are not able to sell, which we can either donate or destroyed, because they have finished a shelf life.

Accounts payable and receivable is an important area.

So this is about your interactions with the, you know, suppliers and customers, and how do you keep this going, because this is the real stuff, and this is what will determine your working capital numbers, how much you have, and where they can invest, et cetera.

The third, and the most important one, customer satisfaction, never missed an opportunity.

Contact Service, Levin's, so these two are kind of, you know, that means, all the time is hiring probably something to your customer, and did you meet that expectation?

How well are you keeping the service letters? Did you promise hundred cases and only tangible 90? You tell the customer a day before to say, Hey, your shipment is not coming, you will be five days. So I'll let me keeping up with this particular momentum, extremely important. And then the disputes, right.

So for a CPG organization, I can use our context.

So we do a lot of trade and promote promotions with our customers and a lot of times we end up writing off some of some financials because we couldn't recover them or leave it in a dispute with the customer on a certain topic.

But finding, what is the pattern of the dispute? Did we find, we found a pattern that may be under $500, we were having problems to solve, because a certain time of the year that certain set of materials and products and customers and promotions. So how do you pin down your problem statement to an area, is extremely important. I'm just giving some ideas that we have worked on, but it could be more in each of these areas.

Sathish KamathSo let me, uh, this more specifically, right? So I've spoken about strategy.

The positioning and the communication of the strategy.

We talked about adopting a traditional learning process with a mindset shift.

You spoke about exploration versus exploitation, working capital, they spoke about improving productivity, customer satisfaction, But specifically, when you find that insight, right, you have to define a particular problem.

What we use internally is a How might we Statement. And How might this statement should have a powerful should? have a specific target audience. And I'm sure that will benefit.

So, how my feet reduce or increase the rate of first time write orders from 40% to 90%, so that all our B2B customers get on time then, that could be an example. But, you can define your own problem statement, the reason I'm bringing this up as it goes.

Every problem has a solution and the possibilities are endless, but what we need to learn and realized quickly is how accurately and we define the problem and can we get to support if it's connected to a certain broader picture of a certain strategy as well.

Because guess what venues started doing process landing, you'll probably get two sets of genes. one was probably the senior leadership will say, Wow, this really happen, are you serious? And the other, who probably will say, I'm doing this for the last 20 years, Are you telling me I'm not doing a good job?

I know more than you, so don't have to, you know, be my big brother.

So you'd face a bit different discussions, but defining a statement that ties into will not start with business strategy, and some very important business school is very, very helpful.

So, let's finish the story. Right? So the process is not easy transformation is not easy, but it's a great example, I'm sure most of you know the metamorphosis process that goes to become a pupa, and then becomes a unison butterfly.

That stage, where it hangs upside down, slightly boots. It sheds its skin. It doesn't eat any food for several weeks and transforms itself to pull itself out of that particular shirt and become a butterfly.

So if not, if someone looked at the larva pupa, they wouldn't imagine that they're beautiful butterfly. But guess what. The process slightly difficult, but the transmission will be very, very exciting and interesting.

So with that note, I want to leave you all with some key insights. Obviously, there's a lot to re-imagine. Lot of mindset shifts require lots of different approaches that we haven't potentially taken in the past, and some key areas, like in productivity, working capital, and customer satisfaction that clicking on that are very relevant in today's day and age. So with that note, I'd like to end my presentation.

I would like to hand over to Josie for that too, in this section.

Satish, thank you so much for your presentation.

Some real pearls of wisdom in there on the on what makes a successful transformation, as you said, that impacts digital transformations, the business transformation and the cultural aspects of that. So, as the questions have come up and the commentary has happened during your presentation, one of the things I'll ask you to do is set up a little bit of a timeline for us on the journey of transformation. And Mars. For sure, You know, that, you know, improvements and innovations that something that the company has done for many, many years has a rich history of doing that.

And I'm more curious about the most recent history, When was the transformation kicked off and, and kind of the directional guidance, what you're trying to really become, you know, in that journey.

So, That's a great question. Thank you. So, the overall digital transformation journey has been, you know, for three plus years now, started driving with analytics.

Advice on analytics capabilities, focused on master data, focused on integration, And tried to build the data science capabilities internally. Of all the things that people always focused on, is to drive incremental value, get an output every 12 weeks.

So, if I specifically talk about process mining, we had to do a proof of value with three months data, to actually say, Is there a problem, or is there no problem because these tools are expensive, and nobody would like to invest without seeing the value.

And the data is read and write. So, the insights that we produce, how many orders, what time, what product, which customer.

Nobody can challenge this data, and we were able to get support for investment, but we started small.

The next three months, we sort of implemented the, the product on prem and trying to drive value from three different use cases. And then we quickly realized that, hey, this capability is here to stay, because it's a horizontal capability, finance, good use cases, supply use cases, or gas use cases.

I'm here. And quickly adopted, shared services, folks to reflect on it, because it's a very important tool for them to understand the process and efficiency. And then, after bearing down at Google, for about six months, we prevented him to assess deployment of the same tool, because we wanted to go faster.

So I would say that the product is probably been there for two years now, almost tentative done several use cases, and we're still seeing those jaw drop moments. But our concept has always been to a proof of value to it.

Well, we can be discover new insights and iterate along along.

That's fantastic. How, how are you identifying? And prioritizing your opportunities for, I'll even go beyond just process mining, process mining, may be funded, talk specifically about that.

But the intelligent automation, in general, What is the process that you go through to decide what you're going to work on?

So the good news is we have an intelligent automation hub capability in lives who are in the business of driving solutions for this particular opportunity. So we have a SWAT team. If you like, who can come in, look at opportunity, and say, What do we need to use here? How can we quickly deploy how many bytes digital workers, as we call them, can manipulate, et cetera?

So what we should do is, we look at the use case and see how many touchpoints Because the tool can reveal a lot of insights.

And, we look at, you know, sort of, chronological order, by volume, or by financial gains, or by efficiency savings, to say, if I automate a particular order and 50,000 orders are coming in, what does that look like? and what can I invest this free resource to drive? Because every region, as a strategy.

So, we want enable that particular strategy, and that failure drive it.

So, to answer your question, all we need to do is first assess the opportunities that we have.

Where can we get the maximum value for money, and ensure that we bring the in-house automation teams to kind of develop the use case, really understand, is it easy enough, as attractive as it looks on paper, and then dried deploy, continuously monitor and drive the success of the button.

And, how does the flow of the ideas happen? Is it that you have, you know, I'll call it a team, that's looking at the business and seeing where they, they see potential and then contacting the business owners, or, at this time, there's enough understanding at the business level, about the capabilities, and the business owners are bringing opportunity to show you, how does that two-way communication takes place?

PM_Live_GraphicSo, we always start with some business problem because, like the Disputes management use case or something that our finance teams, they're talking to a set of students and say, hey, look here the recoveries and great something's happening We're writing of a lot of promotional investments. So, we need to get a little bit deeper.

So, now, as an architect, you can do a number of things.

You could say, Hey, let's put a new shiny pro platform here that that might help you solve or where everybody enters their sort of right of data capture that.

You've been bottom-up and say, let's really investigate what's happening inside the application and we deploy. And when we started implementing that vacation, we found a lot of insights that satisfy a finance specific, some auto management, unspecific.

Where could we do manual process change and improvement? Some system enable them and stuff to say add additional config, either digital transactions and derive value. And Sunday, we could put, digital workers are bots. And, so, what we typically doing is we're investigating a problem to say, what is important for that particular point and customer service lab is a good example.

Erratic behavior, It's a good example, because the problem statement was, some orders just come in, and view, run, over, allocated stockport particular customer, What do we do? So, these are some of the problem statements, but what we do is, we have a platform activated. We have a platform to run this particular stuff inside of much.

And we go sideways, because digital transformation happens when you join the dots across. So if you stick to Finance, should stick to say this particular supply chain, you're probably not solving this problem. So we try and find those insights that are endangered by HSN.

Tried to mobilize some of these thought leadership to say.

what are the quick wins?

And make sure that we run some sort of a war room setup, as a recommendation to say, guys, that's continuously monitor and see, can you pick up the phone and solve some problems? Are that you really need the digital guys to come in and put about food.

So those type of, it has plenty to go with a broad brush approach.

But specifically targeting to a business problem, very well in your, in your specifically on your process mining applications, What seems to be the greatest value that you're getting out of it? Is it, are you getting tangible value creation of dollars and cents on some efficiencies that you're gaining or increased revenue reduction of costs is compliance and quality areas that also are useful for process mining without divide divulge the specifics of the company? Of course, I'm curious about why you have found to be the biggest areas of opportunity from process mining.

So I mean, process mining itself will not deliver any value to the organization. It is. What do you do with the insights that delivers value?

So it might reveal to us, saying that, hey, 80% of the orders that come through go into a credit delivery block, and it stays there for at least 15 days, go find out what's happening, is revealed as an insight. And then we start diving deeper to say, why is this the problem? Is this because the customer sending us an incorrect material code, or is it because the order quantity that we did not anticipate the order, or can we not fulfilled from this when I was at that? You know, there are a few discussions that we go deeper into, but the point is, the value is realized, event action is taken. And our goal is to stay with a particular problem statement. Because we then have a group to go back and go to provoke them for say. Hey, why is this happening, you know? And we have a lot of jaw dropping will mix to say, I never knew this was happening, I assume that the team was already driving this stuff. And we are using our status as a kind of an unmediated to connect the dots.

So, often, what happens is if you have a strong tiger team that's been setup to drive a business problem, going to tell it the insights that you take action quickly. And sometimes if you do not have it set up, then it sort of, you know, go slower.

So the idea is, uh, make sure that your specific enough either how might we statements? Because you'd have to be, you know, very qualitative and quantitative.

The good news is nobody can challenge the theta because this is the real stuff, This is what we are doing every day, so if someone says 400,000 orders given coming in the last three months, I can say, Guess what? Let's double click and find out.

Specifically, the CFO is the supply chain leaders there.

Real people, right? They want to see the good stuff. So, the good news is, you're advocating based on real data and insights. However, you might know the answers to some problems, and you might not know the answers to some problems. But the value comes van.

We implemented some actions, and, and the cycle repeats, right, we implement some actions. The process mining is a real time. Monitor, again, for you to say, I did this, last movies, has something move, Has the needle changed? Is the cash going back to, Is it getting stuck? And so you can continuously monitor to process my name to say, are you heading down the right direction, or, but you need to do something as you can. Use it as your reflection audio, showing a mirror for yourself.

But as such that Google will show you insights and opportunities. Sometimes prompt you with some AI that is going to say, Hey, why don't you talk to this?

customer of yours quoted a problem here, but it is us who have to take the actions and drive value to the image.

Very good. Very good insights, appreciate that.

Another question that, that has emerge and more of a theme that has emerged on the questions has to do with the digital transformation journey itself.

There are a couple of parts to this. I'm going to one part is my bit more technical as an Enterprise Architect in the organization. Well, what are some of the things that, maybe, you're excited about in terms of potential? Not just process mining, but really any technologists that you may be excited about, or maybe it's not even a technology is just maybe some basic blocking and tackling that you think that needs to happen. What does the top of your mind as a leader for enterprise architecture right now in this stage, mature during it?

So, it's important that we drive our strategies across the key. It is what I would call them as it's simplification transformation and innovation.

As an enterprise architect, we ensure that team travels along all the spots at equal speed. Right? Because what happens is, in simplification, we talk about getting rid of legacy technologies, technology that Lotus notes, mainframes, you name it right. They will all be hanging from several years. That will become blocker when you deploy a new platform or a new transformation agenda.

So, we've done a lot of bottom-up assessments. We're looking at that.

Open source, the open source repository.

Mobile apps are defining standards so, because there are a lot of stuff that can be bolted onto the simplification agenda. So, it's important that someone looks at it because these are not cool, financially attractive stuff for you to kind of advocates, it's important we become the ambassadors or drive these topics from Guatemala.

The second track is transformation. This generally comes in from what I would say.

A business layout, or the business school and industry trend, know, Amazon's going from online to offline with the shops, offline shops, moving to online, everything is happening.

So the direction is changing at most often, and business leaders will define, what is your organization doing? And what do we need to do from a mission and vision statement? And therefore, transformation topics can come, and it could be, hey, let's transform our enterprise end to end planning demands, sentencing, supply chain transformation, It could be Digital Twin inside your factory, improved their manufacturing. It could be anything. So Transformation Agenda Jeremy's, a top-down. But we have to be mindful about picking the best technology that's fit for purpose because it's a minefield out of there. So where do you invest? What we'll figure enterprise? Either commercially, as due to understand the implications, is this value for money? What are other customers doing? And best?

click_to_view_all_eventThing to do is have a friend, that you have friends in the industry, you find out from real experiences, goes to them, what's going on in this innovation?

These are little stars. That's it around. So treat town app is a good example. And Halloween happened in the US.

The restrictions would apply to.

And how are you dive Halloween without having, you know, traditional approach of knocking on the door, doing a trick or treat, getting candies, chocolates, whatever. So we quickly developed an app that had the same hour that effect. You could put your house up there to say, Hey, I'm ready for trick or treat. Your, you know, you could sign a case of line and do all of that kind of stuff.

Redeem the points I could get for real chocolates. So, we had to sort of the whole supply chain and drive this type of innovations because we wanted to convert this physical movement into digital.

And there are several such examples, right? Or how do we enable back bearings to talk to our events through digital, using the team's API that we're doing? so that the collaboration happening from the comfort of their home, but that anxiety kind of second started because it has somebody to adopt. Google knows more than that.

We have, you know, Whatsapp auditing for a retail store owners.

We did in some of our developing markets like India and so on. So tons of these opportunities but innovation. So, always be vigilant about what does that charity that you can add on top of the gate that makes it more exciting. Can we do it in three months and deliver the implemented or value so that, you know, if it fails it fails you stop that If it's successful you skated. So, in summary, what I'm excited about this, you know, being in the world of digital transformation, you become the glue for the business.

You have the data to use together into one page, which probably others don't, and you have the, as an Enterprise Architect.

You will have the ability to go across organization and influence the direction that we want to take, but make sure that you're focused on simplification transformation and innovation, because if the book deals on one side, then you lose the balance sometimes.

What a great, what a great response and insights that. So many different levels, sothis, you have just share. I want to ask another one that, I think, is a question that's on a lot of people's minds that are, who are participating?

You have won an award for what you and your team has done, in terms of enterprise architecture, digital transformation, which is fantastic.

So, you, you, have a great team there with you, The question is, um, What are you looking for to be in your team, and, and, what are the skill sets, not specifically to your team? Honestly, it's about a good enterprise architecture leader, that digital transformation leader, what are the kind of hard and soft skill sets you think, that create real value for organizations. You can find individuals who have this traits, who have the skill sets.

So great question. So first of architecture is not a really, it's a mindset. We're all architects. We plan a holiday. We know where we want to go a new variable, You visualize how it needs to look like Soviet architects in some sort of form or other.

Some people aspire to be more in that zone because that gets them out of the bed every day. So first off, architect is a mindset. So I think we need to first ask ourselves, can we visualize something that doesn't exist today?

And can we communicate that story to everyone that doesn't see what it is? So that's the first and most important, I would say, fundamental DNA, that we expect someone to have that mindset.

The second, is, there are some soft skills, right?

So soft skills with include dealing with ambiguity because technology world is changing.

You might have an experience on one during your days when you are hands-on. But five years later, the 50 on the Right. So how do you drive that discretion?

How do you quickly learn, be Ajay and deal with ambiguity?

And don't pass the ambiguity of the word? Say? Make sure that you have some level of clarity. Be humble, be open, be honest, and be empathetic and try this culture of dealing with ambiguity.

Second, is, don't be afraid to stand alone, because, if you have the data, if you have the insights, you will be challenged because, today, everybody has access to everything. They say, I have a problem, and I know a software that can solve a problem. Can I buy this, and can you prove this for me?

So, don't be afraid to stand alone.

Be open to challenge, but, be rationale, driven, and empathy driven.

So that you have one, objective, and subjective and, and, standing alone is a key capability. The third, and the most important one, is what I would influence without authority, right?

So, there are decision makers, there are people who invest on the particular project, the program sponsors, It's, and you have to influence them.

So the money's not in my wallet, I don't sign the check, but I need to be addressed today to why is it on an influence it, where I can kind of give them some sort of, industrial advisory to say, what happens if you did this, and what happens if you're doing this. Job is to kind of give that advice.

So these are the two aspects, I would say, the architecture mindset, and these kids are dealing with ambiguity: standing alone, and influencing without authority, that makes you an Enterprise Architect. Once you become an Enterprise architect, it's not good enough.

Will know that you are doing things right. It's important that you also know that you are doing the right thing. And that comes with industry insights, industry peer connections, such forums like this, learning from your peers.

So industrial networking is extremely important, and thanks, Joe, saying to you, and get into, bring these professional community together so that it's a great forum, and the best way to learn is learn from others experience, right?

So that's, that's my kind of a message to Aspiring Enterprise architects, or for people who are looking to step up their game for, they practice in their teams.

That that is fantastic. City, she Could you talk so well about the importance of influence and collaborative leadership and for sure about having environments like this, where great people and great ideas can connect.

That's the ultimate accelerator for innovation in your organization. And we are privileged to have you with us in this journey. Thank you so much for sharing your expertise with our entire global audience today. We have learned so much by being here with you.

Thank you. Pleasure is my thank you.

Thank you, Ladies and gentlemen, Satish Camos.

What a great way of wrapping up three days of process, mining, culture, business, and digital transformation, true leaders of global excellence and innovation for value creation. And the south-east just embodies and the displays, the values, the principles, and the mechanisms that translate the principles into actions that create financial and social value. So, wonderful Way to wrap up.

three days off, rich engagement with all of you. I want to say my deepest, thanks for your engagement. I mean, there are so many great questions that you pose through all of the sessions. Your interactions are of the highest quality we have. So, many of you who are in the audience, listening in, who very well could be present here, because you are experts in your industry. Your experts in regions of the world, in the, in multiple technologies, and it is this high quality level of participants in our conferences, that makes it all stand out. And and that Satish and I were just discussing.

It's, ultimately, we accelerate innovation by creating environments like this. Where, great people like you and great ideas can connect.

Now, many, many thanks to our Conference Director, Brian ..., who makes it all work despite all the different levels of complexity with speakers in multiple countries and, different technologies. And, mostly, it's a seamless experience to you, I hope.

Also VJ Bajaj. who is the CEO of ...

Digital for having the vision and the discipline and resilience to execute on that vision.

During times of incredible, fast change, and disruption in, maintaining many thousands of us engage in that online community, and really not only doing, as well as in person events, But in the comments that I get from several of you. Even better than in person events, because of the reach that we have. The richness of the speakers and content coming from all over the world, versus a specific location where we meet in person for a day or two. Now we all miss those events and we're planning a big events in the at the end of the year.

But as Joanna said, we all had plans, but life happens. So we're going to keep with our plans, but also learning to be agile as we move towards those plans.

And finally, I want to say a big thank you to our sponsor sponsors.

Without Salone is Abby, software AG and these sterile logic, none of this would happen.

It is for their commitment and his sponsorship for our live series that we're able to bring you this quality of speakers and content from all over the world, and delivered to all of you and no cost. So thank you, Solanas, thank you, Abby, thank you software AG and thank you, Sarah logic for sponsoring Process Mining Live.

Our next live conference will take place September seventh, through ninth on the, on a similar channel, But you must register for that separately. It is called The Business Transformation Operational Excellence World Summit.

Customer Experience Excellence, Live. Customer Experience Excellence Live will be on September seventh through ninth of 2021.

Make sure that you register for that, because the registration for this conference does not automatically transfer to the next conference.

So, as you know, you'll receive recordings of all of the sessions. And we'll still have updates in the next few days on the LinkedIn post, under My Name. So, go in there. Ask any questions to speakers. You can connect with the speakers. They're all listed there. You can connect with them on LinkedIn.

Can ask questions. You can also say, thank you to everyone who makes this happen. Thank you to VJ and Brian and our sponsors, and all of our speakers. They appreciate hearing from you. So, without further ado, wishing everyone, wherever you are in the world. A wonderful rest of your of your week, and that we will see each other's soon, again, in one of these channels. Bye, Bye for now.

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About the Author

Sathish KamathSathish Kamath,
Lead Enterprise Architect - Mars Wrigley & Corporate Functions,
MARS.

Responsible for Enterprise Architecture across Mars Wrigley and Corporate Functions business segments. Working alongside the segment CIOs to deliver Architecture Strategy, Transformation roadmaps and Architecture Services.

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