Process re-engineering gets interesting the moment organizations step outside their usual operating patterns. In our early ProcessOS engagements, we keep seeing the same dynamic: business and IT teams who rarely sit in the same room end up working through a use case together, sometimes across divisions that have never coordinated closely before. That mix accelerates everything. Teams align faster on what needs to change and why, and they discover just how much progress becomes possible once the right people are finally at the same table.
We have been building toward this idea across the ProcessOS pulse blog series. Our first article introduced ProcessOS and the thesis behind the Great Re-Engineering. Our second captured what customers across the Americas and Europe are asking as they evaluate the tool, and our third went inside Forward-Deployed Engineering to show how ProcessOS engagements actually come together.
This installment puts that thinking into practice with two live engagements now underway in banking and financial services. Both organizations are using ProcessOS to re-engineer a real process, but they are starting from very different places. Together, they show that ProcessOS meets teams wherever their transformation journey currently stands.
Two starting points, one platform
Most organizations that begin working with ProcessOS enter through one of two doors.
Some teams start with a process that has only partial automation. A bot handles one step here, a point-to-point integration covers another step there, but nobody has full visibility into how the process runs from end to end. Institutional knowledge lives in the heads of a handful of subject matter experts rather than in documentation. For these teams, ProcessOS helps demonstrate what is happening today, and builds toward a re-engineered process with real end-to-end automation.
Other teams start from the opposite direction. Their process already runs on a legacy BPM platform, fully documented and automated in that system. These organizations hit an automation ceiling with their existing technology – making it difficult to adopt innovations like agentic AI, or gain the level of flexibility they need in their automation strategy. Before fully migrating to an agentic orchestration platform like Camunda, they can migrate a single process as a proof point quickly, making the business case for a larger transformation.
A European bank and a tier 1 global bank represent these two paths.
Proving the case for a legacy platform change
A large European bank recently kicked off their re-engineering via Camunda’s ProcessOS FDE engagement. The company’s pension process is already documented and automated on a legacy BPM platform. The work is about understanding where the current process falls short, re-engineering it with ProcessOS, and validating what a broader migration to Camunda could look like.
Subject matter experts play a central role, with their input centering on pain points: what is not working well today, and what an improved version of the process should do differently once it exists on a new platform.
Building momentum from a partially automated process
The second engagement with a tier 1 global bank follows a different route, with a partially automated financial crime and fraud detection process that needs re-engineering. Today, that process runs with only local automation scattered across individual steps. There is no end-to-end visibility, and much of the process knowledge exists only in the experience of the people who run it every day.
That combination makes subject matter experts essential to the work. Because documentation is limited, ProcessOS relies on their input to reconstruct how the process functions before any re-engineering can begin. The team is working toward a first re-engineered version of the process running in a test environment, and that early result matters beyond this single use case. ProcessOS supports both use cases with the same underlying approach: understand the as-is process, re-engineer it around a target outcome, and produce something a team can run and evaluate in their own environment.
Why cross-functional team alignment matters in re-engineering
Ask anyone running these engagements what drives the most progress, and the team comes first.
Every ProcessOS engagement pulls together a cross-functional group:
- Business stakeholders who understand the process from the ground up
- IT and platform teams who understand the technical constraints
- Process owners, enterprise architects, automation leads, and often an executive sponsor who wants to see a result.
In many organizations, these groups rarely work together directly. They sit in different divisions, report through different chains, and show up to the same meetings without a shared picture of the process they are all touching.
That changes fast once a ProcessOS engagement begins. Teams often realize, sometimes for the first time, just how disconnected their operating patterns have been. Bringing everyone to the same table changes the nature of the conversation. Business stakeholders explain what outcomes actually matter. Technical stakeholders explain what is realistic to build. Process owners fill in the operational reality that neither group sees on its own. The result is a faster, more grounded alignment on requirements than any single function could produce alone.
This also means organizations do not need a dedicated re-engineering team to get started. A virtual task force, assembled around one process and one goal, can drive meaningful change. That structure tends to be more achievable for most organizations than standing up a permanent team, and it still produces the cross-functional alignment that makes re-engineering work.
From one use case to a broader business case
Neither the first bank nor the second one is treating their current engagement as the finish line. Both are using a focused, well-scoped use case to answer a bigger strategic question. For one, the question is whether migrating one process off a legacy platform delivers the improvement the organization expects, before committing budget and time to migrating more. For the other use case, it is whether an under-automated, fragmented process can be re-engineered in a short amount of time and in a very lean way to prove a new way of working in the age of AI, that the organization can then roll out to every other process still waiting behind.
In both cases, ProcessOS gives teams a fast, credible way to realize the value of a re-engineering initiative fast, gathering proof points for a larger strategic direction. Instead of debating a migration or re-engineering effort in the abstract, teams get a re-engineered process running in their own environment and real evidence to evaluate. That evidence becomes the foundation for a larger business case, whether the goal is broader migration to Camunda or a wider push toward end-to-end automation.
We recently sat down with both business and technical stakeholders to talk through what motivates each group to engage in process re-engineering and how their goals connect. That conversation is the topic of our upcoming webinar, where we unpack the different personas involved in a ProcessOS engagement and what each one needs to see before committing to change. If you want to go deeper on the people side of this pattern, register for the webinar: EMEA session | Americas session!
