Allergan, a global leader in pharmaceuticals, had completed 26 acquisitions and divestitures as well as three transformative mergers within just 3 years. This created a volatile environment for the organisation’s human resources (HR) function. HR leaders had to integrate people from many different organisations, introduce new technology, optimise HR service delivery, and redesign the organisational structure, while harmonising business processes across business units in the Americas, EMEA, and Asia Pacific.
"KPMG presented a nimble playbook. We knew we were working with the right advisors when we witnessed the KPMG team’s adaptability and innovation. We valued their patience and flexibility because oftentimes the solutions we said we wanted were not necessarily what we needed at the time."
Taking into account the needs of many acquisitions, Allergan and KPMG professionals teamed up to transform key elements of the service delivery model using Workday Human Capital Management (HCM) as a key lever for change. The team worked closely together to create a technical landscape that could support future acquisitions easily.
Equally important, the team helped Allergan leaders keep their current systems up and running – providing near-real time copies of existing Workday production systems to support decision making – even as the Allergan corporate footprint continued to grow.
The KPMG engagement was marked at every stage by collaboration, innovation, and flexibility. Faced with enormous complexity, KPMG professionals, together with the Allergan leaders, continually discussed new ideas and methodologies. When the stakeholders were ready to move ahead, the KPMG consultants were able to react when needed and adjust delivery requirements. They did not let perfection get in the way of progress. Additionally, KPMG capitalised on the inherent flexibility of the Workday business process framework to develop new methods that supported specific leadership requests, and the strategic goals of the future-state organisation.
Allergan was growing rapidly, sometimes with several acquisitions underway simultaneously. The team wanted a way to give decision makers the data they needed to more rapidly integrate each newly acquired platform. However, folding these HR systems into the Allergan footprint had to be accomplished in a seamless manner. A simple 'lift and shift' of data from a new acquisition might disrupt operations and impede the development of new business processes, procedures, and organisational structures.
In response, the team supported a 'closed production' approach using a snapshot of Workday production on a regular cadence. Using the snapshot, the team uploaded the new acquisitions and then modified the organisation as instructed by leadership– while operations continued as usual. Leaders had an advanced look at the future-state organisation to help them make business decisions they were comfortable making. Multiple tenants enabled different functions, such as IT, payroll, and sales, to test varying initiatives for the future-state business in parallel. In addition, leaders could explore more creative and inventive approaches before the actual integration and harmonisation of data went into production. As a result, the team was able to launch solutions that supported the right balance of flexibility and structure to solve business problems in a meaningful way.
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