As part of a merger & acquisition, a global $8B automotive parts company acquired another $8B automotive parts company. Their strategy was to split each company, combine complimentary business units and spin off 2 new companies. One company would retain the operating environment (data centers, infrastructure, applications, ERP’s, databases, etc.) and the other would require the complete build out of a new technical environment.
The client established several functional SAP HR program tracks. Each track focused on the specific functional needs and aligning IT for support and development. In order to spin both companies, all of the functional programs needed to be ready at the same time. The HR program was at risk of not being ready, thereby delaying the spin of the new companies, costing the company millions of dollars.
The client was looking for leadership to help with the delivery of the SAP HR Program. The program consisted of 15 projects that needed to be implemented for the creation of the newly spun company.
The projects ranged from SAP HCM consolidation projects to the implementation of SAP payroll. These projects supported operations in 21 countries, over 90 manufacturing facilities and over 50,000 employees. With payroll being run on a weekly and monthly basis, it was absolutely critical that payroll was be run successfully in order for their employees to be paid.
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Full On Consulting met with business leaders and executives to get an understanding of the HR program and the challenges they were facing. Our team worked with the business and IT teams to prioritize initiatives, align the teams and implement project and program management best practices. Project plans were reviewed and revised. In addition, agile development processes were implemented to ensure the teams were focused and making progress. We also took a more strategic view of the HR Program, analyzing the potential impacts from the other functional workstreams. Full On Consulting worked with the other teams to identify business processes that crossed multiple functional areas to ensure successful delivery. The overall HR program consisted of 15 IT projects. These projects needed to be complete prior to the the main project, which was to clone the HR technical and operating environment for the newly spun company.
The HR projects were delivered as required and the overall HR program was successful. The successful completion of the HR program was accomplished by teams located in 21 countries requiring significant planning, coordination and execution.
Don and I worked together at Tenneco\DRiV on the HRIS Program for the integration of Federal Mogul. Don is a great colleague and leader during times of challenge and change. The HRIS program consisted of 14 subprojects (of which cloning and carving the core global SAP HCM instance was at the center). From the beginning, Don took great care to understand the project, stakeholders and deliverables of the full program. I knew that with Don as the program manager, I did not have to worry about meeting our aggressive timeline for operational separation of our HRIS program. He is a great project manager with extensive experience who knows how to get things done. There were many challenges with such a complex global program including engaging stakeholders, tracking budgets and finding the right resources and solutions for complex and unchartered processes and applications. Don always found the answers with poise and patience while dealing with this complex program and we could not have accomplished our goals without him!
Executive Director, Human Resources