Christian Tabois (Celonis): ‘Process Intelligence Brings Projects to Maturity and Value’

The conversation with Jan-Wouter Bloos of Deloitte is about a technology of which the commercial applications are of importance for a broad audience: process mining and process intelligence. While these terms are sometimes used interchangeably, there are important differences. In short, process mining extracts process data from IT systems across all levels of a company and transforms it into system-independent living digital twins of the company's end-to-end processes. Process intelligence is the connective fabric of the company. It reveals how objects and events interact, how processes are interconnected, how the business operates, and how it can function even better. It enables companies to analyze, optimize, and monitor their processes, allowing them to better understand where value resides and how to leverage it. With the insights gained, organizations make better strategic decisions and transform their operations. ‘From insight to action to results’, summarizes Tabois.
His employer Celonis, founded in 2011, is a market leader in process mining and process intelligence. Its process intelligence platform uses industry-leading process mining technology and artificial intelligence (AI) to present companies with a living digital twin of their end-to-end processes. With headquarters in Munich and New York, Celonis now operates in more than 20 countries and employs over 3,000 people worldwide.

Executive directors are constantly confronted with new technology: from big data to the internet of things and, of course, artificial intelligence (AI). What exactly do process mining and process intelligence add? Why should I, as executive director, get enthusiastic about it?
‘We provide insight into what is happening within your company by collecting data from existing business systems. With this, we can pinpoint where things are running smoothly, where there is room for improvement, even where things go wrong, how often this happens, who is involved, and what the root causes are. It is as if you cast a large net over your organization’s systems, bringing hidden inefficiencies to the surface.
Beyond that, we offer solutions to help teams quantify and document this value, giving clear insights into the benefits. It provides tools for steering the organization and serves as a transformation tool – you might even call it a driver of change management. To give an example: many companies are currently investing heavily in AI, but how do you ensure these AI projects truly mature and deliver value? That is where process intelligence comes into play.’

To make it concrete, how does Celonis help companies optimize their processes?
‘We have many clients in the manufacturing, insurance, and retail industries. These companies often operate in silos, making it challenging to pinpoint the exact cause when issues arise in the supply chain. With process mining and process intelligence, this problem can be addressed.
Celonis assists companies by placing a digital layer over their existing systems. We integrate all online data into this layer, allowing us to clearly show how processes are running. For instance, the procurement department might purchase too much, too little, or the wrong products, which can impact the entire production process: from production and inventory to logistics, distribution and customer experience. These insights can be used to adjust and optimize the process.’

Do process mining and process intelligence also work in the service industry?
‘For some business processes, compliance is extremely important. While our technology can certainly be used for compliance monitoring, it should not make your operations more complicated. If we discover that a small percentage of violations are responsible for most issues, we can provide targeted and smart solutions.’

Celonis offers insight and recommendations. How does Celonis collaborate with its clients?
‘You could call us the Google of process optimization. If you want to learn more about your company, you search for it with Celonis. Our team of data analysts is constantly working on analyzing and validating client data to uncover bottlenecks and opportunities for improvement. We then present recommendations for change, in collaboration with our more than 300 partners.
We work with major consulting firms as well as with boutique partners—smaller, specialized companies that focus on specific niches or industries. We often say, ‘Celonis starts where PowerPoint ends.’ Our partners guide the transformation process within companies, and conversely, they use our platform to support their claims about improvement projects with valuable data. Celonis does not want to be an organizational consultant. We want to stay focused on the technology behind process mining and process intelligence. That is where our strength lies, and it is what makes us unique.’

Celonis was founded in 2011 and already is a market leader. Can you expound somewhat on this short history?
‘The Celonis story began as a project by three German students who studied under Professor Wil van der Aalst in Eindhoven, known as the godfather of process mining. Alexander Rinke and Bastian Nominacher—who are still our co-CEOs—and Martin Klenk, our CTO, were so impressed by the technology that they decided to start a company.
Since then, Celonis has been recognized as the most valuable startup in both New York and Germany, and it is the second-largest unicorn in Europe. It is the only German decacorn (a unicorn valued at over 10 billion dollars) and one of just 41 in the world. Today, Celonis serves about 50 percent of the top 200 companies on the Forbes Global 2000 list and has to date identified more than $18 billion in value for our clients.’

Can process intelligence also play a role around ESG and achieving sustainability goals?
‘Achieving sustainability goals starts with understanding your company’s impact. We support companies in gaining clarity on, for example, emissions from transportation and purchased materials to meet the EU’s CSRD reporting requirements. Companies can use Celonis to quickly, efficiently, and automatically measure scope 3 emissions and supplier performance. At the same time, process intelligence can assist companies to have their supply chains functioning smarter, cleaner, and faster, which leads to both cost savings and reduced CO2 emissions.’

Celonis has evolved from a startup to an established company. Has the company culture changed as a result?
‘We have indeed grown into a mature organization with multiple management layers, but the dynamics, speed and innovative spirit of a startup is still very much alive. We maintain our edge by continually pioneering.
In my current role, I am responsible for the strategic growth of Celonis and for expanding and strengthening Celonis’ position in the Benelux region. At the same time, I am still closely involved in building the sales organization, focusing on attracting new clients and generating additional business from existing clients. I encourage my team to take on the challenge: approach clients proactively and show them the possibilities our platform offers. Present solutions to their problems. In short: Be entrepreneurial.’

Do you have that entrepreneurial spirit yourself?
‘I am from Twente and entrepreneurship is the common denominator in my family and circle of friends. When there are no big companies to work for in your area, you start something yourself. My father owned a large employment agency, and during my studies, I co-founded Tabois Business Facilities with him. We provided various services to financial organizations, from answering phones to market research and sales. I wanted to learn more, so I moved to Amsterdam to study business administration. I soon became involved in the software industry. For me, Celonis is a fantastic company as I can work on the most complex challenges here, such as transforming a business. It almost feels like a hobby. I genuinely enjoy it when, after months of working with a company, we solve issues in their supply chain, and we ultimately restructure and optimize their business processes.’

Is there something you struggle with as a leader?
‘Being able to let go. Because I have done everything myself at some point, I tend to stay hands-on and operational. Given how complex our work is, I like to stay close to the execution. But it is important to step back and trust your team. Of course, in the first six months, I set new directions and implemented changes, so I was closely involved. Now that the most turbulent period has passed, I am looking forward to taking the next step with my team.’

This interview was published in Management Scope 08 2024.