6 takeaways from Deloitte’s Global Process Mining Survey 2025

The results of the Deloitte Global Process Mining Survey 2025 are in! The multinational professional services network interviewed over 120 respondents to explore how businesses are leveraging process mining tools to drive value.

The survey focused on three distinct groups: businesses using process mining enterprise-wide, those deploying it for isolated use-cases and those still exploring the tool in a proof-of-concept phase.

The findings reflect growing interest and confidence in the transformative potential of process mining with organizations increasingly integrating the technology in their operations. However, to maximize process mining’s value, businesses must overcome obstacles including data quality, cross-departmental collaboration and effectively translating insights into measurable outcomes.

Here are six key takeaways from the Deloitte Global Process Mining Survey 2025.

1. Businesses are advancing process mining journeys

Companies are advancing in their process mining journey, gradually but steadily shifting from proof-of-concept testing and isolated use-cases to broader, company-wide implementations. What’s more, a growing share of these companies are deploying process mining at a larger scale as they move toward enterprise-wide adoption. Almost half (48 percent) of organizations reported company-wide adoption, up from 45 percent in 2021. 

2. Process mining use cases are expanding

The range of process mining applications continues to expand. Traditional applications like purchasing/procurement and accounting remain core, while new areas such as inventory and supply chain/logistics management and IT operations as well as claims management, customer service and others are gaining attention as companies explore new impact areas.

“This suggests the role of process mining is maturing within today’s companies,” wrote Deloitte.” Early adopters are expanding the scope beyond simple transactional processes to include areas of strategic value. “The more diverse the use cases, the more companies appear to recognize process mining not just as a tool to improve efficiency, but as an enabler of broader transformation.”

3. Process mining adoption barriers persist

Process mining adoption challenges remain consistent. Lack of management attention was cited by 41 percent of respondents, compared to 26 percent in 2021, while lack priority was reported by 29 percent, compared to 48 percent in 2021. Budget constraints were cited as a challenge by 24 percent of those polled, compared to 26 percent in 2021.

“The shift from a lack of priority to a lack of management attention shows that front-line employees are increasingly aware of the benefits of process mining, while there is clearly room for improvement in management buy-in,” Deloitte stated. In contrast, 55 percent of companies using process mining report that the C-suite is actively supporting their efforts. 

These results highlight the critical role of executive support and the fact that leadership may not fully recognize the value of process mining until after adoption. 

4. Businesses are only beginning to explore AI’s potential

By integrating artificial intelligence (AI) with process mining, organizations unlock deeper insights, automate decision-making and improve operational efficiency. However, many businesses are only just beginning to explore the potential of AI in this area. A quarter (25 percent) of respondents are actively using AI in conjunction with process mining, reflecting growing recognition of AI as a complementary technology to enhance analysis and decision-making. Meanwhile, 67 percent are not currently using AI in their process mining initiatives, indicating a significant opportunity for growth and innovation.

“The low adoption rates suggest that while today’s businesses acknowledge the potential of AI in process mining, many lack the necessary resources, expertise or alignment to introduce it,” Deloitte said.

5. Process mining expectations are changing 

Expectations towards process mining are evolving as it plays an increasing role in modern businesses. Over half (61 percent) of respondents put process improvements at the top of their expectation list, as opposed to 77 percent in 2021, while 59 percent expect cost savings, up from 46 percent. Process transparency (51 percent) and process monitoring (41 percent) are the next highest on the list, followed by automation identification (38 percent). An increase in other priorities such as worker productivity (36 percent) and customer satisfaction (28 percent), highlights a broader strategic value of process mining.

“The ability of process mining to align with targeted business objectives is likely to drive its long-term relevance and impact as adoption becomes more widespread,” stated Deloitte.

6. Organizations are increasingly satisfied with process mining

Businesses appear to be becoming more satisfied with the results of process mining over time. Almost half of respondents (49 percent) report that their satisfaction has improved over the past 12 months, with 80 percent agreeing or strongly agreeing that process mining delivers added value.

“There are two types of value associated with process mining: analytical and monetary,” Deloitte wrote. Analytical value refers to the soft benefits gained from process transparency – i.e. ongoing process monitoring or the ability to identify the most impactful/urgent automation opportunities. Monetary value represents the ultimate goal for process mining users – tangible outcomes such as cost savings, process optimization and higher satisfaction rates among stakeholders. 

The Deloitte Global Process Mining Survey 2025 demonstrates that interest in process mining remains high as businesses expand areas of application. Even with ongoing adoption challenges and a clear need for organizations to enhance their ability to drive value from AI-enhancements, companies are becoming increasingly ambitious in their process mining strategies. 

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Still a long way to go for process mining?

Despite the generally positive findings of Deloitte’s survey, process mining adoption in small and medium businesses still has a long way to go, says business process management (BPM) consultant Hanneke Loefs-Mos. 

“A big challenge for process mining in practice (which I coincidently also discussed in a meeting just this morning) are discontinued IDs, which make it hard to analyze a process with process mining. For example, quote IDs that are not connected to sales order IDs or to invoice IDs – or even no master data on client IDs due to disconnected maintenance in different systems. This goes beyond the challenge of data governance.”

However, Loefs-Mos predicts that process mining will continue to transform BPM into an adaptive process model (APM) concept in which there is no need to manually model processes with static governance cycles. “The latter has proved to fail in the long-term as many process databases are hard to maintain and are outdated, therefore becoming useless.”

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