Process mining At Rabobank Frank van Geffen 19

Process mining At Rabobank Frank van Geffen 19 -9 -2013 Rabobank Nederland

Outline • 2 Introduction Rabobank Nederland

Outline 3 • Introduction • My experience with process mining at Rabobank Nederland

Outline 4 • Introduction • My experience with process mining at Rabobank • Paradigm shift of working with process mining Rabobank Nederland

Outline 5 • Introduction • My experience with process mining at Rabobank • Paradigm shift of working with process mining • Lessons learned and pittfalls Rabobank Nederland

Frank van Geffen 6 Rabobank Nederland

Profile of Rabobank Group International financial services provider founded on co-operative principles • Retail banking, wholesale banking, asset management, leasing, real estate and insurance • 10 million customers worldwide • Active in 47 countries • 761 foreign places of business • 59, 670 FTE Co-operative core business • 139 independent Local Member Rabobanks • 7. 6 million customers • 1. 9 million members • 872 branch offices • 27, 272 FTE Rabobank has been awarded the highest credit rating for private banks by S&P, Moody’s and DBRS Rabobank Nederland

Our values Putting the interests of our customers and members first • Providing the best possible financial services for customers • Offering continuity in our services in the customer’s long-term interest • Ensuring the bank’s involvement with the client and his or her environment Rabobank Group Core Values • • Respect Integrity Professionalism Sustainability Rabobank Brand Values • Involved • Nearby • Leading Rabobank Nederland

Our mission Responsible banking in the environmental, social and governance fields • To be the largest, best and most innovative financial services provider in the Netherlands • To be the best food & agri bank internationally with a strong presence in the world’s main food & agri countries Rabobank Nederland

Organigram 10 million customers 1. 8 million members 141 Local Member Rabobanks with 892 branch offices Rabobank Nederland Support Services Rabobank Group Rabobank International Support Local Member Rabobanks Subsidiaries and equity investments Asset Management Robeco Schretlen & Co Leasing De Lage Landen • Athlon Carlease • Freo Real Estate Rabo Real Estate Group • Bouwfonds Property Development • MAB Development • FGH Bank • Bouwfonds REIM • Public Fund Management Netherlands Insurance Corporate Achmea (31%) • Interpolis Rembrandt Mergers & Acquisitions Mortgages International retail Obvion (70%) ACC Bank BGZ (59%) Partner Banks Banco Terra (31%) Banco Regional (40%) BPR (35%) NMB (35%) Zanaco (46%) URCB (9%) Banco Sicredi (25%) Rabobank Nederland

Group ICT Customer Contact Customer Application Development & Maintenance ICT Policy & Architecture Communication, HR and Control Management & Operations Rabobank Nederland

Application Development & Maintenance ADM (ca. 1800 FTE) Betalen & Sparen Distributie Financieren Organisatie Vermogen Infrastructuur Bedrijven PDS Douwe van der Meer Opbouw portfolio PDS (ca. 250 FTE) Portfolio office Douwe van der Meer Programmamanagers Projectmanagers Afdelingshoofden Vendor Management Program Office Services Change Office Medewerkers Rabobank Nederland

Outline 13 • Introduction • My experience with process mining at Rabobank Nederland

My process mining experience at Rabobank Aware 2009 Aware/Interested 2010 Interested 2011 Evaluating 2012 Adopting 2013 Rabobank Nederland

Outline 15 • Introduction • My experience with process mining at Rabobank • Paradigm shift of working with process mining Rabobank Nederland

Rabobank’s vision op process mining Process mining is a paradigm shift, that changes decision-making and organizational change processes • Facts (objective), decisions are not based on assumptions or subjective analysis 16

Rabobank’s vision op process mining Process mining is a paradigm shift, that changes decision-making and organizational change processes • Facts (objective), decisions are not based on assumptions or subjective analysis • Full (complete), decisions are not based on samples or assumptions 17

Rabobank’s vision op process mining Process mining is a paradigm shift, that changes decision-making and organizational change processes • Facts (objective), decisions are not based on assumptions or subjective analysis • Full (complete), decisions are not based on samples or assumptions • For real (true comparison), comparisons between departments are not based on debatable industry benchmarks 18

Rabobank’s vision op process mining Process mining is a paradigm shift, that changes decision-making and organizational change processes • Facts (objective), decisions are not based on assumptions or subjective analysis • Full (complete), decisions are not based on samples or assumptions • For real (true comparison), comparisons between departments are not based on debatable industry benchmarks • Fast (digital data), decisions are not based on interviews, but digital transaction data 19

Rabobank’s visie op process mining Process mining provides faster and cheaper process intelligence to initiate changes Preps (Data Mining) 20 Process Analysis Traditional (process) analysis has long lead time and is labor intensive Process mining takes a lot of time initially to get data. Overall faster and cheaper.

Outline • Introduction • My experience with process mining at Rabobank • Paradigm shift of working with process mining • Lessons learned and pittfalls 21

Lessons Learned • Process mining delivers what you expect − Quick insight into current proces − Quick insight into bottlenecks − Quick insight into conformance issues 22 Rabobank Nederland

Lessons Learned • Process mining delivers what you expect − Quick insight into current proces − Quick insight into bottlenecks − Quick insight into conformance issues • 23 Further cause analysis, guided by process mining functionality, leads to concrete solutions Rabobank Nederland

Lessons Learned • Process mining delivers what you expect − Quick insight into current proces − Quick insight into bottlenecks − Quick insight into conformance issues 24 • Further cause analysis, guided by process mining functionality, leads to concrete solutions • Weakest link is data collection, preparation and interpretation Rabobank Nederland

Lessons Learned • Process mining delivers what you expect − Quick insight into current proces − Quick insight into bottlenecks − Quick insight into conformance issues 25 • Further cause analysis, guided by process mining functionality, leads to concrete solutions • Weakest link is data collection, preparation and interpretation • Analysis is performed effective and efficiently through using a professional tool and tool expert Rabobank Nederland

Lessons Learned • Process mining delivers what you expect − Quick insight into current proces − Quick insight into bottlenecks − Quick insight into conformance issues 26 • Further cause analysis, guided by process mining functionality, leads to concrete solutions • Weakest link is data collection, preparation and interpretation • Analysis is performed effective and efficiently through using a professional tool and tool expert • Keep on digging and you will eventually reach a “usable” datasource (and sometimes not) Rabobank Nederland

Pitfalls • 27 "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems) Rabobank Nederland

Pitfalls 28 • "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems) • Degree of (process) logging of data in today's information systems (process aware systems / lack of logging due to performance or storage issues) Rabobank Nederland

Pitfalls 29 • "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems) • Degree of (process) logging of data in today's information systems (process aware systems / lack of logging due to performance or storage issues) • (Event) logs are often confidential (e. g. customer / employee data, privacy laws) Rabobank Nederland

Pitfalls 30 • "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems) • Degree of (process) logging of data in today's information systems (process aware systems / lack of logging due to performance or storage issues) • (Event) logs are often confidential (e. g. customer / employee data, privacy laws) • Distribution of data across different systems and the lack of data in data warehouses (difficult / impossible to find a suitable case-id, which links data across multiple systems) Rabobank Nederland

Pitfalls 31 • "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems) • Degree of (process) logging of data in today's information systems (process aware systems / lack of logging due to performance or storage issues) • (Event) logs are often confidential (e. g. customer / employee data, privacy laws) • Distribution of data across different systems and the lack of data in data warehouses (difficult / impossible to find a suitable case-id, which links data across multiple systems) • No objective facts on manual intervention in business processes (e. g. consultation with clients) Rabobank Nederland

Pitfalls 32 • "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems) • Degree of (process) logging of data in today's information systems (process aware systems / lack of logging due to performance or storage issues) • (Event) logs are often confidential (e. g. customer / employee data, privacy laws) • Distribution of data across different systems and the lack of data in data warehouses (difficult / impossible to find a suitable case-id, which links data across multiple systems) • No objective facts on manual intervention in business processes (e. g. consultation with clients) • Large databases like SAP, Oracle Siebel (customized configuration, which tables contain which data? ) Rabobank Nederland

Pitfalls 33 • "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems) • Degree of (process) logging of data in today's information systems (process aware systems / lack of logging due to performance or storage issues) • (Event) logs are often confidential (e. g. customer / employee data, privacy laws) • Distribution of data across different systems and the lack of data in data warehouses (difficult / impossible to find a suitable case-id, which links data across multiple systems) • No objective facts on manual intervention in business processes (e. g. consultation with clients) • Large databases like SAP, Oracle Siebel (customized configuration, which tables contain which data? ) • (Internal) cost allocation for transport of data (transporting data from A to B costs money) Rabobank Nederland

Questions? 34 Rabobank Nederland