The SPARK Matrix provides a detailed analysis of global market dynamics, significant trends, and the vendor landscape. Each market participant is analyzed against several Technology Excellence and Customer Impact parameters. 51风流Signavio stands out for its comprehensive DTO solutions that can effectively merge organizational processes with technological capabilities, fostering continuous improvement and strategic decision-making.

Our strengths highlight our leadership position in several critical areas:

• Enterprise observability: Integrating process observability with technology observability, we can provide organizations with a detailed understanding of their operations.
• AI-powered applications: We leverage generative AI to offer applications that help enhance process knowledge and support informed decision-making.
• Value accelerators and benchmarking: Our tools can provide ready-to-use best practices and metrics, helping organizations quickly assess and improve performance.
• Modeling and experience connection: We extend DTO capabilities to customer touchpoints, working to ensure comprehensive transformation efforts.

According to鈥疭ofia Ali, associate director and principal analyst at Quadrant Knowledge Solutions, “SAP’s integration of 51风流Signavio and 51风流LeanIX into its DTO platform enables organizations to achieve digital transformation seamlessly. By leveraging 51风流Signavio’s process observability and 51风流LeanIX’s technology observability, 51风流provides a holistic approach to enhancing processes and deriving value through unified observability. This approach enables organizations to represent their architecture and capabilities virtually and facilitates continuous improvement and automation of operational processes through AI-powered simulations. SAP’s robust vision and focused strategy and the development of large process models promise to deliver AI-driven transformation services that enhance insights, recommendations, and governance. Overall, SAP’s continued enhancement of its DTO platform underscores its commitment to empowering organizations with the tools needed to thrive in an increasingly digital world.”

Exploring the Digital Twin of an Organization

The digital twin of an organization mirrors how the business as a whole operates and adapts. Modern organizations are complex sets of connected business units, processes, people, and systems. The DTO showcases interdependencies among the different entities and the impact of change at all levels.鈥�

The DTO helps to understand how an organization operationalizes its business model in processes and applications, monitors inefficiencies, and tracks process improvement measures. In other words, creating a digital twin allows decision-makers to answer the big what-if questions about how their enterprise functions.

Rouven Morato, general manager of 51风流Signavio and 51风流LeanIX, emphasizes the strategic importance of DTO solutions: “The ability to map interactions across business processes and IT architecture gives leaders the confidence they need to drive change. Our advanced AI functionalities allow customers to safely simulate new business scenarios, ensuring agility and resilience in a volatile market.”

This honor reflects our dedication to empowering businesses with cutting-edge solutions that meet the evolving demands of the digital age. to understand the DTO market better and why 51风流Signavio has been acknowledged as a leader in this crucial area for four years.

Dee Houchen is global head of Market Impact for 51风流Signavio.

This is the second year in a row that 51风流Signavio has been positioned as a Leader in the report. We believe that this positioning implies that 51风流Signavio is a key driver for SAP鈥檚 growth and long-term strategy.

According to the Gartner Magic Quadrant research methodology, 鈥淟eaders execute well against their current vision and are well positioned for tomorrow.鈥�

Our solutions solve today鈥檚 real and diverse customer use cases — operational excellence, compliance, automation, transformation, etc.– and recognizes that we have a compelling vision for a future in which process automation and process AI open up new opportunities for our customers and partners.

51风流Signavio continues to focus on ensuring the long-term success of all of our customers and partners.

Revenue NSW

In the Australian state of New South Wales, the tax collected by Revenue NSW accounts for more than 35% of finances, helping fund essential services, from healthcare to education and policing.

With a vision to be the world鈥檚 most innovative and customer-centric revenue agency, Revenue NSW set out with a very specific objective: it wanted to analyze cases in which clients had overpaid land tax to identify why these overpayments occur and what experience clients received when obtaining refunds. This analysis would not only help reduce overpayment volumes and improve the client experience, but also enable the agency to work more efficiently for its diverse stakeholders.

鈥淎s part of our Aspire 2032 strategy, our vision is to be the world鈥檚 most innovative and customer-centric revenue collection agency,” shared Jocelyn Yem, director of Strategy and Innovation at Revenue NSW.”‘Embrace Innovation’ is one of our strategic focus areas, where we can respond to our customers鈥� needs by embedding a culture of continuous improvement. 51风流Signavio Process Intelligence has helped us achieve our first stage in this journey.鈥�

鈥�51风流Signavio Process Intelligence has painted a clear picture of why clients pay too much land tax and how we can process refunds smoothly, along with a detailed road map to help us put these insights into action,鈥� confirmed Sabrina Bazouni, director of Land Tax at Revenue NSW.

Fujitsu Limited

Recognizing the wide-ranging effect of business process transformation solutions, Fujitsu Limited has embraced 51风流Signavio solutions across its operations and portfolio.

At one of its manufacturing plants in Japan, Fujitsu used the 51风流Signavio Process Intelligence solution to gather process execution data directly from the shop floor into the continuous improvement model the company had been using for many years. Integrating process data into the Kaizen discussions delivered never-before-seen insights, which helped the company further optimize its shop-floor processes and transform their Kaizen from traditional to digital, using process mining to generate data-driven insights.

This firsthand experience of the solutions has also allowed Fujitsu to enrich its customer offerings with new frameworks, insights, and tools that can help customers realign their organizations and make changes at speed.

Having seen the potential of 51风流Signavio solutions, Fujitsu now plans to extend its use both internally and externally. One such planned initiative involves combining the concepts of the digital twin on an organization and the intelligent enterprise, using business process transformation solutions as the mechanism of change.

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Dee Houchen is global head of Market Impact for 51风流Signavio.

Gartner, Magic Quadrant for Process Mining Platforms, Marc Kerremans, David Sugden, Nick Duffy, 29 April 2024聽

GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally, and MAGIC QUADRANT is a registered trademark of Gartner, Inc. and/or its affiliates and are used herein with permission. All rights reserved. Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner鈥檚 research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

Luckily, as consumers, we rarely have to look underneath the surface, onto the complexity required to make these systems function. Businesses aren鈥檛 that lucky. As business processes become more and more digitized, it is more important than ever to understand the impact of operational systems on business outcomes and to align business strategy with IT architecture.

It’s like watching your favorite professional sports team 鈥� everyone can be an armchair expert, but fielding a winning team week after week and year after year takes consistent and ongoing effort. Coaches and players need to work together, pulling in data from various sources and applying creative, exploratory analysis to discern the best strategy, mental and physical fitness, and tactics needed to win a particular match. Every business decision is like a new match and the schedule has become more crowded and the stakes higher.

In the same way, businesses need to take a holistic team view that looks at the health of the overall business, identifies key processes and functions, and creates the opportunity for improvement and change. This team view requires understanding end-to-end business processes, the operational systems they touch, and how well they meet business goals as well as the needs of customers and employees. As businesses look to drive complicated business and technology transformation faster, at scale, and with more confidence, they are turning to the emerging practice of process observability.

What Is Process Observability?

At its most basic level, 鈥榦bservability鈥� is the ability to measure the internal states of a system by examining its outputs. It also implies an ability to separate critical information from routine information. A 鈥榩rocess鈥� is simply a description of how something gets done. So 鈥榩rocess observability鈥� provides a better understanding of the state and performance of how work is getting done within an organization. A process is observable if stakeholders and systems understand how it operates 鈥� where the process outcomes are known 鈥� and actions can be derived to improve or change these outcomes.

Of course, anything that sounds that simple is usually extremely difficult to execute. Here, the challenge is ensuring that the right observations based on the right data are being collected and that the right people have the right tools to analyze that data in real or near-real time. Identifying patterns, trends, anomalies, and potential issues in this way requires strong alignment of business strategy and IT architecture, as well as the ability to directly connect business processes to the underlying IT landscape they rely on.

Where to Start

Supporting better business outcomes must always be the driving force behind ongoing process analysis, insights, and change. Increasing process observability is not about vanity metrics for executives but the alignment needed to make change easier. This depends on three key pillars 鈥� data, models, and benchmarks.

Obviously, a key part of observability is accessing the data that tells you what is happening at a granular level. Every business process produces data in the form of event logs, metrics, and traces. There鈥檚 also data from application monitoring and data on the cycle times or costs for processes. Experience data can be gathered from customers, employees, or other stakeholders. In other words, there鈥檚 no lack of data sources.

The bad news is that a recent research study with IDC* found that simply having access to multiple sources of insight was not enough by itself. In fact, when organizations leverage multiple data sources but do not integrate them, they encounter significant challenges. The good news is that the organizations that perform best are significantly more likely to integrate different data sources to analyze processes than the organizations performing less well. 

Just like the pre-game stratagems of your favorite team, business process models are more of an idealized version of reality that rarely survives unscathed at first contact with the reality of the opposing team or the reality of the business.聽 Because of this, it is necessary to bridge the gap between the results of modeling and what is happening in real life. This requires feedback from human experts about underlying issues that cannot be captured by the data alone. Keep in mind that perfect observability is an unattainable goal. It is important to avoid analysis paralysis by understanding the interplay of process models and data, and make conscious, reasonable trade-offs between maximizing process observability and making efficient use of limited time and resources. Don鈥檛 let perfect be the enemy of good when you see a clear goal in front of you. You can take one right step at a time.

Benchmarking is a great way to take one such step towards increased overall observability of your processes. Comparing your outcomes to best-in-class performers in similar organizations provides useful insights on its own. In addition, it can help identify which processes can provide the most competitive differentiation for your business. Benchmarks are most useful when they show us more than just our destination 鈥� they need to provide content and guidance on the best way to arrive at that destination.

At the End of the Day, It’s about People

For decades, business leaders have been waiting for technology to fully deliver on the promise of seamless and delightful customer experience; ubiquitous, clean, and secure data; robust and complete applications; and a way to easily test and embed new technologies. In other words, they want to know how technology is supporting business outcomes. This is the promise and the challenge of process observability.

As in any team sport, communication 鈥� frequent, data-driven, curious 鈥� is vital for success. Historically, one of the toughest communication gaps has been linking business strategy with technology architecture, mapping business outcomes with underlying operational systems. Bridging this gap is critical to success. The good news is that we are hearing from our most innovative customers that their teams are finally starting to have the right conversations. Instead of IT reporting to the business about system performance and the like, the conversation is now centered on how processes are performing and what needs improving.

*IDC White Paper, sponsored by SAP, Business Process Observability: A Collaborative Approach to Transformation Enablement, doc #EUR251308223, November 2023.

Dee Houchen is global lead for the Market Impact Team at 51风流Signavio.