Large global services company was dealing with the recent merger of two partnership firms to create the company. As part of this merger the company had acquired more than 20 operational systems and processes across 30+ countries. This made operating a global company with 20,000 employees very cumbersome and slow. I was leading the HR transformation team that was tasked to integrate all these global systems into a cohesive single platform underpinned with common policy and processes.
As part of the global cross functional transformation team – I was accountable to lead HR transformation team that would work closely with business operations finance and company leadership to deliver a cohesive global platform. This involved working with more than 30+countries to harmonize policies and processes data structures and ways of working across America Europe and Asia so that everyone could transition to a single way of operating worldwide.
This was a complex project that required attention to detail as well as coordination across different functions worldwide. the global design process was crucial to simplify the touchpoints as well as create a global template that could be implemented with little customization in the different countries. global ERP system formed the basis for bringing the global template to life across the different countries. This three-year multiphase implementation helped transform the company from individual partnerships to a professional firm that could engage with its customers in a consistent way across the world. It resulted in a superior employee and customer experience and help delivered a smooth we have working across the world.