Manuel Haug, Field CTO, Celonis, on Unlocking the Real Value of Process Intelligence

Manuel Haug: The biggest obstacle is often the misconception that many organizations think they need perfect data or fully mature systems before they can start, but it's possible to begin delivering value quickly by focusing on one pain point or process. 
 
I recommend starting small yet smart: identify a high-impact area where inefficiencies are visible and measurable, use Process Intelligence to uncover root causes, and drive immediate improvements. Once you prove the value, it becomes much easier to scale.
 

Manuel Haug: Many companies still underestimate the power of process mining and rely on outdated assumptions about their operations. They are missing the real-time, end-to-end operational context, which is where process mining comes in. With a living, digital twin of their business processes, companies can use data and facts to identify hidden inefficiencies, break down silos, and accelerate decision-making.
 
Process mining is not a one-time diagnostic tool but an always-on capability embedded into their operations. This shift is especially critical as AI adoption scales, as without high-quality, contextualized process data, AI lacks the grounding to make precise, reliable decisions. Process Intelligence is the foundation that makes AI truly operational. Put simply, there's no AI without PI.
 

Manuel Haug: One of the biggest opportunities for aligning technology with operational goals lies in strengthening the connection between IT and business teams. Often, the challenge isn’t resistance but a lack of shared visibility and context. When teams don’t have a unified understanding of how processes work or how technology decisions impact outcomes, it’s harder to move forward together.
 
That’s where tech leaders can truly make a difference by fostering transparency and grounding conversations in facts. Process Intelligence is a powerful enabler here. It provides observability on how processes run across systems, teams, and geographies. With this shared foundation, IT and business leaders can collaborate more effectively, identify areas of improvement, and align on what success looks like. When everyone is working from the same playbook, technology investments become more focused, measurable, and transformative.
 

Manuel Haug: Innovation and operational efficiency can absolutely go hand in hand - it’s not an either-or choice. The key is visibility. When tech leaders have a clear, real-time understanding of how their operations actually run, they’re empowered to drive change with confidence.
 
That’s why Process Intelligence is so powerful. It enables you to simulate changes, anticipate downstream impacts, and make informed decisions. Instead of guessing where innovation might cause disruption, you gain the clarity to innovate precisely where it adds value without compromising performance.
 
By creating this foundation of shared insight, tech leaders can foster stronger collaboration across teams and scale innovation in a controlled, strategic way. True agility isn’t about moving fast for the sake of speed, and it’s about knowing exactly where and how to move to create meaningful outcomes.
 

Manuel Haug: The key to balancing immediate needs with long-term goals is anchoring both in business value. Essentially, you do what you really have to do in the short term to focus your energy and investments on what is best in the long term. Full transparency on your operations allows you to steer the near-term investments closely to keep the lights on while putting the long-term investments on fact-based foundations.
 
When resources are limited, you need complete transparency into how processes are running and where the biggest inefficiencies or risks lie. The goal is to make decisions based on data and facts, not just gut instinct. This helps ensure that even short-term fixes contribute to long-term transformation.
 

Manuel Haug: Technology alone doesn’t create value; people do. As organizations push for operational efficiency, it’s critical to remember that many processes are still shaped and managed by humans. Even with AI and automation in the mix, skills like collaboration, decision-making, and project execution remain inherently people-centric. In fact, 86% of Process and Operations leaders think people are as important as tech in unlocking value in their processes. The real opportunity lies in augmenting - not replacing - these capabilities.
 
Process Intelligence helps bridge that gap. By giving teams visibility into how work actually flows, it empowers them to identify friction points and target where technology can drive meaningful improvement. When you involve people in that process, you can surface smarter solutions, create buy-in, reduce resistance, and foster a culture of continuous improvement. Ultimately, the best tech strategies are the ones that make people more effective.
 

Manuel Haug: The key is context. Business leaders are overwhelmed not because there is too little data, but because it lacks clarity. Process Intelligence solves this by connecting data across systems and feeding it into a real-time, integrated digital twin of how a business actually runs.
 
With this foundation, analytics becomes actionable. Instead of making decisions in the dark, leaders can clearly see where inefficiencies exist and how changes will play out. When predictive analytics is layered on top, powered by historical process data and AI, organizations can forecast issues before they arise, adjust in real time, and continuously optimize outcomes. It’s not about more data - it’s about better insight, grounded in how work really happens.