PEX Network’s weekly news bulletin rounds up the latest research, reports and publications in operational excellence (OPEX), digital transformation, artificial intelligence (AI) and automation, business process management (BPM), process mining and process intelligence and more.
A quarter of doctors are using AI in clinical settings
A recent study from the Alan Turing Institute reveals that while AI adoption among UK doctors is growing, critical gaps in training and accountability may slow down the broader transformation of healthcare processes. Nearly 30 percent of UK doctors reported using AI in clinical settings over the past year, with most AI users interacting with these systems weekly. Diagnostic decision support (DDS) systems and generative AI solutions, each used by approximately 16 percent of doctors, dominate current AI applications, assisting in diagnostics, risk assessment, and patient communication. However, this uptake still represents a minority, highlighting a major underutilization of AI's potential in healthcare.
The findings indicate that AI can reshape clinical workflows significantly, supporting both efficiency and quality improvement in patient care. Over 60 percent of doctors using DDS systems report that AI has improved their decision-making processes, while 62 percent of generative AI users cite gains in productivity. Yet, organizational gaps in training and role clarity limit AI’s reach. For example, only 15 percent of generative AI users felt sufficiently trained, and just 30 percent of all doctors surveyed were confident in knowing who is accountable in the event of an AI-driven error.
These gaps point to a need for robust business process transformation within healthcare to harness AI effectively. Addressing these issues involves establishing process excellence standards that ensure thorough training, clear lines of responsibility, and structured support for AI integration.
For healthcare leaders and business transformation experts, the message is clear: AI adoption alone is not enough. Investing in solid training and building frameworks that clearly define accountability and usage standards will be critical to embedding AI sustainably within clinical operations.
Tyrone Smith Jr., program faculty member /adjunct associate professor at University of Southern California (USC), shares how to ensure people remain at the core as advanced technology like AI becomes more prominent.
Private bank transforms logistics through process mining, tackling operational bottlenecks
According to a recent study, a private bank in Iran has adopted process mining to overhaul its logistics operations, harnessing the potential of data-driven insights to improve efficiency and responsiveness. Leveraging Disco 2.14 software, the bank employed discovery, adaptation and improvement techniques to capture detailed event data from its internal systems. As a result, the subsequent analysis has been able to highlight bottlenecks and pinpoint performance indicators critical for sustained improvement.
Process mining, a growing field in organizational efficiency, uses digital event logs to provide a transparent view of existing workflows, identify issues, and recommend optimizations. In this bank’s logistics process, process mining identified workflow inefficiencies and compliance gaps, leading to actionable recommendations that include inventory monitoring, stricter order submission protocols and targeted employee training to enhance system usage.
For example, process duration currently averages 5.7 days from demand to delivery, and the fulfilment ratio of 83.3 percent points to a high demand satisfaction rate. However, the study identifies a severe bottleneck in waiting times, averaging 315.7 days for unfinished demands—indicating a pressing need to improve workflow in areas like invoice registration and warehouse receipt processing. A mere 3.6 percent of product demands follow the intended workflow, illustrating a significant gap between the current logistics process and the optimal design.
Based on insights from the study, the relevance of process redesign in achieving long-term competitiveness and better alignment with evolving business needs is highlighted; by integrating technology into process management, the bank not only improved its operational effectiveness but set a standard for leveraging digital tools to foster business resilience in a fluctuating market landscape.
EU companies lead in green and digital transformation for process excellence, EIB survey reveals
The European Investment Bank's (EIB) 2024 Investment Survey shows that EU companies are leading in green and digital transformation, with over 60 percent focused on climate-related initiatives and 70 percent investing in digital capabilities. This shift underscores a significant emphasis on process excellence as firms navigate global challenges. The survey, which includes responses from over 12,000 companies, highlights Europe’s growing role in sustainability and efficiency improvements, particularly as businesses work to streamline processes and enhance resilience in their supply chains.
The survey reveals a strong trend in EU companies’ investments in emissions reduction, renewable energy, and sustainable transport—all geared toward optimizing operational processes. Also, digital transformation in the EU continues to accelerate, with 74 percent of companies adopting advanced technologies to improve efficiency and competitiveness. This digital shift has spurred increased investment in intangibles like research and skill development, crucial for future-proofing processes and fostering continuous improvement.
Despite advances, high energy costs and regulatory fragmentation pose significant obstacles, with 46 percent of EU businesses citing energy as a major operational challenge. Regulatory inconsistencies across member states also hinder market agility, as noted by EIB Chief Economist Debora Revoltella. Supply chain vulnerabilities remain another key area of focus, pushing companies to build resilience as part of their process improvement efforts.
The EIB’s findings emphasize the need for stronger EU capital markets and policy alignment to reduce investment barriers and support long-term excellence in business operations.
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