02 / 10
Delivering a Global HR Platform Without Breaking What Works
Headline result
Single HCM platform live across all entities
The challenge
The same organisation's HR technology told the story of its history: a patchwork of legacy and locally-adapted systems across 16 countries and 46 legal entities, each with its own quirks, workarounds, and local knowledge. A single Oracle Fusion HCM platform was the right long-term answer but a technically correct go-live that nobody adopted would have been worse than no change at all.
My approach
As Programme Director, I treated this as a redesign of how HR would be delivered, not a system migration. That meant redesigning end-to-end processes before configuring the technology around them, and building employee and manager self-service, workflow governance, and operating practices that reflected how the business actually needed to work – not how the old systems had forced it to work. With 16 countries and multiple languages in scope, change management, communications, and adoption support had to run in parallel with the technical build from day one, backed by executive governance to keep 46 legal entities moving in the same direction.
The impact
The platform went live across all 46 legal entities with standardised processes underneath it and a genuinely new way for employees and managers to interact with HR day to day. The governance model built during delivery is still what sustains adoption today – the measure I care about most, because a platform that's used well outlasts the programme that built it.