Right isn't right if the client isn't ready
乐鱼(Leyu)体育官网 worked in cadence with Allergan plc to seamlessly implement Workday Human Capital Management technology in the midst of several disruptive acquisitions.
乐鱼(Leyu)体育官网 worked in cadence with Allergan plc to seamlessly implement Workday Human Capital Management technology in the midst of several disruptive acquisitions.
Client
Allergan plc
Sector
Life sciences - Biopharma
Project
Workday HCM platform harmonization
Allergan, a global leader in pharmaceuticals, had completed 26 acquisitions and divestitures within just three years, including three transformative mergers. This created a volatile environment for the organization鈥檚 human resources (HR) function.
HR leaders had to integrate people from many different听organizations, introduce new technology, optimize HR service delivery, and redesign the organization structure, all while harmonizing business processes across business units in the Americas, EMEA, and Asia Pacific.
We knew we were working with the right advisors when we witnessed the 乐鱼(Leyu)体育官网 team鈥檚 adaptability and innovation.
Rick Diesinger
Associate Vice President, HR Technology Strategy & Governance, Allergan plc
The Allergan and 乐鱼(Leyu)体育官网 team developed an innovative approach to integration and harmonization based on what it called 鈥渃losed production.鈥� Allergan was听growing rapidly, sometimes with several acquisitions under way simultaneously. The team wanted a way to give decision makers the data they needed to more rapidly integrate each newly acquired platform.
Folding these HR systems into the Allergan footprint had to be accomplished in a seamless manner. A simple 鈥渓ift and shift鈥� of data from a new acquisition might disrupt operations and impede the development of new business processes, procedures, and organizational structures.
In response, the team supported a 鈥渃losed production,鈥� approach using a snapshot of Workday production on a regular cadence. Using the snapshot, the team uploaded the new acquisitions and then modified the organization as instructed by leadership鈥攚hile operations continued as usual. Leaders had an advanced look at the future-state organization to help them make business decisions they were comfortable making. Multiple tenants:
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Enabled different functions, such as IT, payroll, and sales, to test varying initiatives for the future-state business in parallel.
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Taking into account the needs of many acquisitions, Allergan and 乐鱼(Leyu)体育官网 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 supported future acquisitions that are smooth and quick.
"乐鱼(Leyu)体育官网 presented a nimble playbook. We knew we were working with the right advisors when we witnessed the 乐鱼(Leyu)体育官网 team鈥檚 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."听鈥擱ick Diesinger, Associate Vice President, HR Technology Strategy & Governance, Allergan plc
Equally important, the team helped:听
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Wear the client hat
乐鱼(Leyu)体育官网 professionals looked at issues, strategies, and objectives from Allergan鈥檚 point of view. They worked closely with in-house resources and measured their success by Allergan鈥檚 success.
Be flexible to manage change
With every new acquisition, requirements changed. 乐鱼(Leyu)体育官网 was quick to adjust the scope of work and project plan to align with the new requirements. In short, they put the client鈥檚 needs ahead of their needs.
Rally the troops
乐鱼(Leyu)体育官网 assembled the right team with experience in Workday, data and analytics, digital labor, and cyber security from other 乐鱼(Leyu)体育官网 divisions throughout the