For the company to operate sustainably, it needed to recalibrate itself for life as an independent operating entity. That meant a new go-to-market strategy, partner strategy, and program design. Without the support of its former organization, the company also needed to redefine its operating model and establish a new lead-to-cash process to ensure the carve-out didn’t disrupt sales and revenue recognition. For each of the 202 countries the client operated in, it needed to determine in which it wanted to remain versus deprioritize based on value and growth potential. For the countries the client would continue to serve, it was critical to find the optimal route to market for each, direct versus indirect, and for indirect countries, they would need to identify, vet, and onboard distributors with industry- and region-specific knowledge.
A need to build an agile and self-sustaining organization quickly
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After
Future
Replace aging applications that differed across divisions and subsidiaries
Reduce manual, disparate processes freeing up more resources for advanced analytics
Enable enhanced reporting and make it more widely available across the enterprise
Act with greater speed and agility to capture value in acquisitions
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Company-wide
opportunities
Process hundreds of thousands of transactions per month with greater efficiency
Reduce 10,000+ manual journal entries per period
Decrease >3-week close
Shorten the >3-month annual budgeting cycle
Provide better support for a growing e-commerce business
Control rising finance function costs and derive greater value
Finance
opportunities
Reduce 10,000+ manual journal entries per period
Decrease >3-week close
Shorten the >3-month annual budgeting cycle
Provide better support for a growing e-commerce busines
Control rising finance function costs and derive greater value
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Improve technical capabilities to keep pace with increased hiring needs
Reduce dependence on IT and tech resources for supporting and enabling continuous compliance with more than 800 collective bargaining agreements
Unify and automate workforce administration processes across the enterprise
Eliminate the need for employees to learn new systems and interfaces as they move from recruitment to training to managing benefit
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HR
opportunities
Before
Next
After
Today, the sales organization has been trimmed and transformed. The company is exiting many of its former markets and now sells directly in 16 priority countries, relying on vetted business partners in approximately 130 others. Of those others, nearly 40 shifted from a direct to an indirect route to market. The business partner strategy is currently in flight across over 70 countries, and multiple business partners have been signed and onboarded. This go-to-market transformation has significantly increased the company’s return on sales spend.
Simultaneously, the company disentangled from its parent. It has its own offer-to-order and order-to-cash processes and supporting systems, including stand-alone instances of Salesforce and SAP.
Standing on its own
Developed all the necessary processes to support a single, modernized digital platform serving the entire enterprise
Migrated 290,000 employees from legacy systems to Oracle Cloud
Increased insight-driven decision making across functions, driving performance and growth gains
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Company-wide
success
Decreased balance sheet reconciliations
by 85%
Achieved a consolidated retail and
corporate close within a shortened period
Reduced the types of P&L statements from 100+ to 4
Reduced operations costs across the board
Enhanced availability of data-driven insights that help to capture maximum value during acquisitions
Achieved a consolidated retail and corporate close within a shortened period
Reduced the types of P&L statements from 100+ to 4
Reduced operations costs
across the board
Enhanced availability of data-driven insights that help to capture maximum value during acquisitions
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Finance
successes
HR
successes
Deployed a custom application for union-rule processing enabling a single HCM platform to administer benefits to all employee populations under 800+ complex union agreements
Created a digital-first, digital anywhere experience resulting in higher employee engagement
Reduced new-hire onboarding time
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Reduced new hire onboarding time
Streamlined and improved the process integration of new employees post-acquisition
Integrate processes and technology across the employee lifecycle from recruiting through compensation and performance
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Through its sales transformation, the company is now more agile and primed for growth. It remains a crucial player in the advanced imaging market and continues to invest in research and development to bring new products to market. Reimagining its sales strategy and operations enables the company to meet the needs of hospital systems, both large and small, more effectively now and as they continue to grow.
Continue to enhance analytics-driven planning and forecasting
Optimize the supply chain
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Company-wide
vision
Achieve a continuous, virtual accounting close
Achieved a consolidated retail and corporate close within a shortened period
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Finance
vision
HR
vision
Establish a continual feedback-and-improvement loop based on quarterly HR reports from the field and deployment of new capabilities
Migrate payroll, benefits, and absence management to Oracle cloud for 2023
Insource benefits administration
Primed for growth
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