How Telekom Uncovered a Potential Three-Day Cut in Service Activation
Customer: Telekom
Industry: Telecommunications
Solution: QPR ProcessAnalyzer
Processes analyzed: B2C fiber-to-the-home and B2B digital office order-to-activation
Key findings: Potential three-day cycle-time reduction, regional partner process variations and system-related causes of B2B delays
Next steps: Near-live monitoring, procure-to-pay process intelligence and task mining
In telecommunications, a single customer order can pass through many systems, teams and partners before the service is activated, which makes delays hard to trace. Telekom uses QPR ProcessAnalyzer to see how these processes actually run, end to end. Its first analyses of fiber-to-the-home and B2B digital office order-to-activation revealed a potential three-day cycle-time reduction, regional differences in how partners follow the process, and a link between B2B delays and system fallouts.
The Challenge
Order-to-activation processes span multiple teams, systems and partners. Traditional process documentation and reporting could not show how Telekom’s processes actually performed or explain the root causes of delays and deviations.
The Solution
After a proof of value, Telekom selected QPR ProcessAnalyzer and began by analyzing two strategic order-to-activation processes, bringing business, IT and process improvement teams together around the same operational data.
The Results
3 days
Potential end-to-end cycle-time reduction identified in the fiber-to-the-home process
Nationwide view
Differences in how partners follow the process, uncovered region by region
Root cause
B2B delays linked to system fallouts that had appeared unrelated
“Process mining allows us to connect operational data and business understanding and move from how we assume processes work to evidence of how they really work.”
Stassia Deligeorgi
Business Process Intelligence Senior Manager, Telekom
About Telekom (formerly OTE Group)
Telekom, formerly known as OTE Group in QPR's customer communications, is one of Greece's leading telecommunications and technology providers and part of Deutsche Telekom Group. It delivers fixed and mobile communications, broadband, television, ICT solutions and digital services to millions of customers. With extensive digital infrastructure and a broad portfolio of services for consumers and businesses, Telekom manages complex operations spanning multiple systems, teams and partners, making operational efficiency and end-to-end process visibility essential.
The challenge
At Telekom’s scale, even a single customer order can pass through multiple systems, teams and partners before the service is activated.
The company had worked on process governance and documentation for more than a decade, first securing the basics by identifying its high-impact end-to-end processes and documenting them without unnecessary detail. From 2019 onwards, it accelerated its digital transformation with digital signatures, robotic process automation, dashboards, analytics and generative AI chatbots.
Documentation, however, could only describe how processes were designed to work. It could not show every path, delay and deviation in daily operations.
“When processes are interconnected in that way, traditional business and process documentation is not enough.”
Stassia Deligeorgi
Business Process Intelligence Senior Manager, Telekom
Telekom’s systems held extensive operational data, but its data models had been built for specific technical or reporting purposes. They were correct for their intended use, but not designed for reconstructing end-to-end processes. Finding the right source data and making it usable for process analysis became the first major task, and one that required close work between the process team, business and IT.
The Solution
Building a scalable process intelligence capability with QPR ProcessAnalyzer
Telekom began its process intelligence journey in Q4 2024 with a proof-of-value and tool-selection initiative. The goal wasn’t simply to compare technologies — it was to determine what measurable value process mining could create for the organization.
“The question was not actually which tool would be selected. The process was to understand what value process mining would bring to our organization.”
Fotios Stathopoulos
Senior Business Analyst, Telekom
From proof of value to first results
Following the proof of value, Telekom selected QPR ProcessAnalyzer and moved quickly:
Q4 2024: Proof of value and tool selection
Early 2025: QPR ProcessAnalyzer implemented and key roles trained
Q2–Q3 2025: First order-to-activation analyses
2026: Proof of concept for near-live process monitoring
A four-step approach
Telekom builds its capability in four steps: identify and map the relevant source data; build scalable data pipelines and initial process models; align business, IT and process stakeholders around a common understanding of the facts; and deploy and scale the capability across the company. QPR and implementation partner ITMC supported the data pipeline and process model work.
A collaboration model that connects business and IT
Process intelligence at Telekom runs on a layered collaboration model. A governance layer steers process mining and process improvement. A digital business hub brings business units together to propose the areas worth investigating. Each case then gets its own project team, led by the process improvement team, which acts as the bridge between business and IT and turns insights into process changes. The model has kept evolving as the team learns from each case.
The first two use cases were chosen for their strategic importance: B2C fiber-to-the-home order-to-activation and B2B digital office order-to-activation, the steps that turn a customer order into an active service. Starting with processes that directly affect customers let Telekom validate its data, build internal capabilities and show value quickly.
"The value goes beyond visualization. It enables different teams to look at the same facts and decide together how we can intervene."
Stassia Deligeorgi
Business Process Intelligence Senior Manager, Telekom
The results
Uncovering improvement opportunities, process deviations and root causes
Fiber-to-the-home: a potential three-day reduction
In the fiber-to-the-home process, QPR ProcessAnalyzer pointed to an improvement opportunity in the appointment stage, one of the most critical steps in the flow. Addressing it could reduce the total end-to-end cycle time by three days. Instead of relying on assumptions about where delays occurred, Telekom now had a precise, data-based area to investigate.
The analysis also showed that external partners did not always follow the intended process the same way, revealing regional variations across the country. This gave Telekom a factual basis for discussing performance with partners, improving conformance and sharing best practices across the network.
B2B digital office: linking delays to system fallouts
In the B2B digital office process, Telekom correlated delays in process events with system fallouts, connecting issues that had previously appeared unrelated. The finding was not a traditional time or cost metric, but it showed how technical issues affect end-to-end performance and where to focus corrective action.
“We had the chance to correlate event delays and find that the root cause was connected with system fallout. We found a connection between phenomena that had not previously appeared to be related.”
Fotios Stathopoulos
Senior Business Analyst, Telekom
What’s next: Moving from historical analysis to live process monitoring
Telekom is now moving into standardization and operationalization: standardizing process models, connecting process indicators to business KPIs, and embedding process intelligence into governance forums and transformation projects. The goal is to see not only where improvement is needed, but whether changes deliver sustainable results.
Three initiatives are underway:
Near-live monitoring. A proof of concept will monitor an order-to-activation process almost in real time, helping teams catch emerging fallouts earlier and prevent disruption to service activation.
Procure-to-pay. Telekom is extending QPR ProcessAnalyzer to procure-to-pay, using SAP data to reconstruct the flow from purchase requisition to invoice and turn a complex SAP data environment into a business-friendly process view.
Task mining. A proof of concept for task mining will show how employees carry out individual steps within applications, such as order capture, mapping common routes and revealing improvement opportunities that system-level data cannot show.
The long-term ambition is to make process intelligence a permanent performance capability, connected with AI-driven recommendations, in every transformation project.
“Our ambition is to transform process mining into a performance engine—to link it with AI-driven recommendations and make it an important component of every transformation project.”
Stassia Deligeorgi
Business Process Intelligence Senior Manager, Telekom
Hear the story directly from Telekom (OTE Group)
Watch Stassia Deligeorgi and Fotios Stathopoulos's QPR Summit 2026 session to hear how Telekom uses QPR process intelligence to improve complex order-to-activation processes, uncover system-related issues and process deviations, and identify an opportunity to reduce fiber-to-the-home cycle time by three days.
The session was recorded at QPR Summit in June 2026, when the company was presented under the OTE Group name.
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Frequently asked questions
Is Telekom the same company as OTE Group?
Yes. Telekom is the telecommunications brand of OTE Group in Greece. The QPR Summit 2026 session featured on this page was presented under the OTE Group name.
How does Telekom use process intelligence?
Telekom uses QPR ProcessAnalyzer to reconstruct and analyze end-to-end processes from operational system data. Its first use cases focused on B2C fiber-to-the-home and B2B digital office order-to-activation, giving business, IT, data and process teams a shared, data-based view of how the processes actually run.
What results has Telekom achieved with QPR ProcessAnalyzer?
In its fiber-to-the-home process, Telekom identified an improvement opportunity with the potential to reduce end-to-end cycle time by three days. The analysis also revealed regional differences in how external partners followed the intended process. In the B2B digital office process, Telekom linked process delays to underlying system fallouts.
Why is process intelligence useful in telecommunications?
Telecommunications processes often span multiple systems, teams and external partners. Process intelligence provides an end-to-end, data-based view of how these processes actually run, including delays, deviations, process variants and potential root causes that traditional reporting or process documentation may not reveal.
What is an order-to-activation process?
An order-to-activation process covers the steps required to turn a customer order into an active telecommunications service. It can include order handling, technical checks, appointments, installation, system activities, partner work and service activation.
What are Telekom’s next process intelligence initiatives?
Telekom is preparing proofs of concept for near-live monitoring of an order-to-activation process and for task mining. It is also extending QPR ProcessAnalyzer to procure-to-pay using SAP data, and connecting process intelligence with business KPIs, governance and AI-driven recommendations.
