When a new technology is introduced into an organization, its adoption changes the internal dynamics of that organization. Even more so if the technology is inherently transformational, like Celonis. Ensuring that an organization is a fit for Celonis is very different than taking best practices and putting them in place. It means understanding the current context of that organization, establishing a baseline of how Celonis fits in that context and then designing an organizational and operating model for Celonis that is both effective and actionable over the next several years within the specific context of that organization. In this session, we will see how we determine organizational fit for Celonis, taking into consideration some of the main drivers we have observed from our most successful customers across different organizational setups. Presenter: Alessandro Petri, Senior Customer Success Manager, Celonis

1. Organizational Fit for Successful Transformation
Alessandro Petri
Senior Customer Success Manager
Celonis

2. Agenda
1 Framing the picture – designing a framework for success
• Houston! (we used to have a problem)
• Finding the success factors
• Working Agile
• Putting it all together
2 Success Factor focus - Organization
• Breaking down Organizational success
• What does the Organizational Fit journey impact?
3 Path to fitness – A journey in organizational design
• Overview of the journey
• Walkthrough of an Organizational fit Workshop
• Some takeaways
4 Q&A

3. Framing the picture - Houston!
Requirements
& Scoping
Infrastructure
& Data
Integration
Process
Connection &
Analyses
Setup
User
enablement
Validation &
Handover
Implementation and Onboarding phase...

...and then?
• We are a software vendor (but our technology is inherently transformative)
• Our goal at Celonis: create value for our customers, therefore…
• …we must support our customers for better value generation on the mid-long term
How do we do this?

4. Framing the picture – Finding the Success Factors
Real-world observation and feedback
(what makes our most successful customers so successful?)
Academic literature
(esp. management studies)
Execution
Organization
Strategy

5. NEW CUSTOMER NEED
you never saw it coming
Framing the picture – Working Agile and Putting it all together
Best practices
(from product development, continuous
improvement, validated learning, …)
Ready for the next sprint!
Determine
actions on
customers
Learn, share and improveScore customers
on success
factors
1
Backlog of prioritized
improvementactions
Ensure
execution
2 3 4
Success Factors
Scoreboard
Kanban board
For execution
Validated
Learning
A framework for customer success

6. Success Factor focus: Organization – Breakdown & Impact
If we see any needs in these areas, we can support them with our
Organizational Fit workshop and follow-ups
Organizational Fit Resources Culture
ExecutionOrganizationStrategy
Capacity SkillsOrganizational Structure
Is there an organizational structure
in place to properly support Celonis
and related initiatives? Are roles
and responsibilities defined &
assigned?
Celonis Ownership
Is there someone in the customer's
organization who is appointed with
clear responsibility and decision
making on everything Celonis-
related?
Business Stakeholders
involvement
Is business leadership involved ad
mid and high levels (e.g. GPOs,
Team leads, …)?
Are enough FTEs allocated? Are resources well-skilled?

7. Path to fitness – Overview of the journey
Follow-ups
• Refine the Organizational Model
• Define resources
• Design the Operating Model
• Plan for change
• Put the models into action
Onboarding Adoption Full enterprise useExpansion
Organizational fit
workshop
Ready for
Expansion
Organizational fit to get maximum value out of Celonis

8. Path to fitness – Walkthrough of an Organizational Fit Workshop
deliverable deliverable deliverables
 Customer shows
current
organizational
structure
 Determine goals
1-day Workshop
Understand
your context
Pick
the right target model
Tailor the model
for your organization
Next steps and
commitment
2 3 4 51
1h to 2h
(Prepared beforehand) 1h 3h or more 1h
afterwards
 Presentation of
models distilled
from our customer
base
 Participatory
design workshop
 Determine timeline and
resources
 Definition of next
steps
 Strategy for
getting
commitment
 Defined and
accepted next
steps
 Clear
organizational
goals
 Choice of a model
 Target high-level
organization
model
 Final organizational model
 Final resource assignment
 Operating model
 Change plan
 Action!
Several weeks
…
deliverable
 Choice of a model
deliverable

9. Some Organizational Takeaways – Why we need tailoring

10. Top-Down (Push)
Bottom Up (Pull)
CentralizedDecentralized
Some Organizational Takeaways – Drivers

11. Some Organizational Takeaways – Drivers – Centralization-Decentralization
 Central knowledge, single point of expertise
 Centralized development of best practices
 Single truth across the company, good comparability
 Efficient and scalable use of resources
Uses Uses Uses
Owns
 Visible, easily approachable
 Fast decision making and support
 Quick feedback loops
 Process Expert = Data Scientist
Owns and
Uses
Owns and
Uses
Owns and
Uses
Decentralized Models Centralized Models

12. Some Organizational Takeaways – Drivers – Centralization<->Decentralization
Process mining as a special purpose tool
Owner: A HQ unit such as Audit, Compliance or Internal Control
PROS
• Easy to create value initially
• Very powerful in control functions
• Clear use-case
• Few stakeholders to manage
CONS
• Difficult to spread to business
• Very hard to scale
• Easily perceived as “the policeman’s tool”
Process mining in business units
Owner: Each business unit owns its instance or process
PROS
• Business Ownership
• Alignment with business goals
• Resilient and easy to scale
• Easy to align with digital transformation initiatives
CONS
• Effort to spread the know-how
• Many stakeholders
• Needs change management and coordination effort
Process mining as a Center of Excellence
Owner: An existing Process Improvement or Process Excellence unit or a new, dedicated Process
Mining unit
PROS
• Focus on business value
• Organic view of Process Mining within the company
CONS
• Potentially difficult to scale up
• lack of focus on value creation
Process mining as an IT tool
Owner: An unit within the IT department, usually Business Intelligence
PROS
• Tech knowledge is close to the tool
CONS
• Lack of business understanding
• Lack of focus on value creation
• Process Mining seen as a “reporting tool” instead than for process improvement
Decentralized
CentralizedDecentralized Models Centralized Models

13. Some Organizational Takeaways – Drivers – Push<->Pull
 Needs C-Level/Board level sponsorship
 Senior Management provides direction for change
 Celonis Process Mining is leveraged to support
strategic initiatives and goals
 Demand for process analysis is pushed from top
 Start-small approach
 The business drives the direction for change
 Challenges in the business result in demand for
process insights and change
 Celonis Processs Mining is leveraged to support
the business
 Demand for process analysis is pulled from
business side
Top-Down (Push) Bottom-up (Pull)
 Fast decision making
 Good alignment with strategy
 Management has control
 Clear focus and conditions for
performance improvement
‒ Sometimes difficult to engage
target group
‒ Difficult to change if it’s not
working
+ -
 Innovative thinking
 Easy to engage the target
group for change
 ‘natural’ communication
networks
– Requires more time and cost to
propagate change throughout
the organization
– Management has no full
control
+ -
In general we see two different approaches to drive Transformation with Celonis within companies. The approaches can
also be combined in a hybrid model.

14. Q&A

15. Thank you!