managing m&a and delivering operational excellence · pdf fileimplementation of hr systems...
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Managing M&A and Delivering Operational Excellence Through Transformation
Simon RookeGlobal Human Resources Technology DirectorWillis Towers Watson
Willis Towers Watson
Managing M&A and Delivering Operational Excellence Through Transformation
1st February 2017
Simon Rooke
Global HR Technology Director
Simon Rooke
Global HR Technology Director
Simon Rooke is the Global HR Technology Director for Willis Towers Watson. He has worked with Oracle HR
products since 1995 and has industry experience in Retail Operations, HR Services, along with consulting experience
deploying Oracle EBS to FTSE 100 companies and Central Government. Over the last few years he has worked at
Watson Wyatt who merged with Towers Perrin to from Towers Watson where Simon oversaw the merger and
implementation of HR systems to re-platform on Oracle EBS 12.1.3, this has subsequently been upgraded through a
project to Oracle EBS 12.2.5. Simon is now working on the implementation of Oracle HCM Fusion for Willis Towers
Watson formed through the merger of Willis Group and Towers Watson. This project, ‘Unify’, will see HR move to the
Cloud, but for now retain Oracle EBS on premise.
Willis Towers Watson
Watson House
London Road
Reigate
RH2 9PQ
D + 44 1737 273141
M + 44 7904 654 304
www.willistowerswatson.com
Synopsis
This session will cover how the new entity undertook a transformation
to implement an integrated global HR platform that would provide
enhanced service delivery, and help manage the complexity and risk of
providing services in a global environment
About Willis Towers Watson
Willis Towers Watson (NASDAQ: WLTW ) is a leading global advisory,
broking and solutions company that helps clients around the world turn risk
into a path for growth. The firm was formed out of the merger between Willis
Group and Towers Watson in January 2016. We design and deliver solutions
that manage risk, optimize benefits, cultivate talent and expand the power of
capital to protect and strengthen institutions and individuals. Our unique
perspective allows us to see the critical intersections between talent, assets
and ideas — the dynamic formula that drives business performance.
Together, we unlock potential.
A Truly Compelling Combination
A strong client focus, an emphasis on teamwork, unwavering integrity, mutual respect and a constant
striving for excellence are the values at the core of the new Willis Towers Watson organization.
39,000 colleagues
in 120+ countries
Scale, diversity and financial strength
$8.2 billion revenue
A deep
historydating back to
1828
Willis Towers Watson Colleagues Can Be Found All Around the World
Total: 39,000
Great Britain: 16%
North America: 36%
Western Europe: 18%
International: 30%
We Aim to Be the Leading Global Advisory, Broking and
Solutions Company
We have relationships with:
85% of the U.S. Fortune 1000
90% of the Global Fortune 500
The Strategic Vision Behind Our MergerA Comprehensive and Powerful Offering
Clients
Business
Synergy
Values
Acceleration of growth and
strategic priorities
Financially compelling, clear
integration roadmap
Expanded colleague
opportunities and common
values
Powerful client proposition
A leading integrated, global advisory, broking and solutions company
For Clients: Deliver innovative, integrated, global solutions, tailored to client needs and underpinned by data and analytics
For Colleagues: Provide global development opportunities in a dynamic, meritocratic work environment, underpinned by clear values
For Investors: Generate significant value through synergies in the short term and create the platform for long-term, profitable growth
HR Business Objectives for an HCM Platform (Taleo & HR)
• Development of an integrated global technology platform
• Enhanced service delivery models
• Multiple Legislation
• Improved reporting
• A key goal for the program is to streamline our operations
• Decreasing risks
• Reducing Errors
• Reduce internal complexity while providing for better organizational planning
• Increase communication and collaboration
• Full collaboration between Finance and HR
Strategic Improved user experience, mobile enablement, and embedded analytics enable managers and leaders to access information, initiate transactions, and provide approvals quickly and easily
Robust, delivered analytics and reporting that can be tailored and targeted to all levels of the organization
User-friendly configuration reduces the need for development –functionality can be deployed more quickly at a lower cost
Why Cloud
HR Infrastructure Objectives Future
Vision Strategic platform that automates processes for the
organization – not fitting one company into the other’s process/system
• Provide transparency in HR services, service levels, and
operational costs.
• Deliver rich, accurate, and timely analytics to support
business improvement and change.
• Improve the associate and manager experience through
enhanced usability of systems and processes.
• Minimize the total cost of ownership and operation across
the full end-to-end process.
• Enable people processes with efficient, robust service
operations delivered through integrated systems.
• Provide flexibility to operate efficiently and effectively in an
agile market and as our business needs evolve.
So
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Why Cloud
Migrate from various legacy solutions to a common Oracle HCM cloud platform to increase effectiveness, improve
user experience, align to Oracle product roadmap, and achieve net annual savings.
Oracle HCM
Cloud
Oracle
PeopleSoft
Sopra
HR
Oracle
HR - EBS
International
DB
30+SourcesOracle
EBS
Oracle
OBIEE
PeopleFluent
Job
Science
International
TA
Various
Unify HR Program Scope
Substream Project Substream Project
Service Delivery Model HR Operations and Service Delivery
Organization
Enterprise Systems Oracle EBS 12.2.5 Upgrade
Service Operating Model Global HR Systems Architecture Design
Global Process Architecture and
Opportunity Identification
Oracle HCM Cloud Implementation
Service-Enabling
Technologies
Service-Enabling Technologies Roadmap Foundation
Colleague / Manager / Leader Portal Taleo (Applicant Tracking System)
Implementation
Case and Knowledge Management Core HR and Absence Management
Implementation
Records and Document Management Mergers, Acquisitions & Divestitures DB
Telephony Functional Solutions
Support for integration with
Talent | REWARD.
Career Framework Support
Workforce Analytics & MI Analytics and Reporting Strategy Annual Cycle 2016
Headcount Planning & Analysis Annual Cycle 2017 and Beyond
Oracle Business Intelligence Learning Management
Succession Planning
Implementation Approach
Create a common foundation followed by functional implementations
Initiate &
Plan
Program & Change
Infrastructure
Resource
Identification
Detailed Project
Planning
Foundation Phase Implementation Phase
Design GCMSocialize
GCM
Preliminary Info
Gathering
Definition of Design
Principles
GCM Design &
Fit/Gap
Socialization of GCM
Local Resource
Engagement
Talent Acquisition Workstream
Core HR & Absence Workstream
TestDesign &
Build
Deploy &
Sustain
TestDesign &
Build
Deploy &
Sustain
Global Common Model
Foundation Phase Objectives
Establish the common cross-functional, global platform
Identify and engage global resources required to support and inform the implementation
Develop standard processes to build a Global Common Model (GCM) that will be enabled through HCM
Construct an approach for obtaining legal and regulatory requirements that augment the GCM
Socialize the GCM at a local level to establish expectations for local design
Document interface architecture, conversion, integration, and reporting strategies to service as guide
posts for the implementation
Establish project and change management infrastructure that will carry forward through the
implementation
Global Common Model
Define a standard foundational design
Approach to configuration design that allows a business to define global technologies, processes, workflows and
approvals to achieve commonality worldwide.
Country specific legislative fields and other adjustments will be made during the Implementation phase to ensure the
needs of individual locations are fulfilled.
The Global Common Model standardizes:
Data definitions for consistent reporting
Work processes that allow greater flexibility in sharing and distributing work within the service delivery model at the local, regional,
and global levels
Technology footprint to simplify training, deployment, and maintenance.
The Willis Towers Watson Global Common Model will reflect the business requirements 12 markets that represent
nearly 80% of the colleague population.
Countries included are the ten Phase 1 markets for the compensation program design plus France and Germany.
This set provides representation of all geographies and regions with the exception of CEEMEA.
The Journey - HR Infrastructure Integration Program Timeline
Release
2016 2017 2018
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Service Delivery Model
SDM Framework and Design
Global Process Design
Service Delivery Model Implementation
Corporate Systems
Oracle EBS 12.2.5 Upgrade
Global Architecture Design
Payroll Integration (North America / UK)
Workforce Administration & Analytics
Oracle HCM Cloud Implementation
Oracle Business intelligence Cloud
Oracle Business Intelligence
Service-Enabling Technologies
Colleague / Manager / Leader Portal
Case & Knowledge Management
Functional Solutions
Talent Acquisition (ATS / Onboarding)Phased deployment by regions is likely
NA: Smart Stream; UK: ADP
Phase 1
Interim Workforce Analytics
Enterprise Solution
Corporate Intranet + Corporate Functional Sites
Service Now
Oracle or iCIMS (TBD)
Program Harmonization + 2016 Annual Cycle 2017 Annual Cycle
LMS / Succession
NA
1
UK
2
1 Phase 2 2
Mergers Acquisitions & Divestitures
We Need All Our People In One Place
• There are a number of benefits to our MAD design:
• Fast implementation of MAD firms into/out of WTW
• Full visibility of all people
• Full reporting capability across all businesses
• We can maintain a full Supervisory Hierarchy
• Data can be controlled downstream to other systems
• Early transformation of basic data
• Quicker data migration of full records
• Output to Finance to allow for PA and Approvals
• A single source of the truth
Overall Summary
Benefits & Concerns
Benefits:
• Enables development and continuous improvement of business processes and solutions on a common, modern platform
• Aligns to Oracle’s long-term product development strategy
• Improves user experience that leverages intuitive design which result in improved leader adoption
• Patching
• Upgrades
• New functionality
• Leading edge technology
Concerns:
• Change management
• Change in business process
• EBS still on premise with customization (Finance)
• The business keeping up with constant change