Initial Situation
A Silicon Valley based supplier of high performance electronic components acquired a Swiss high-voltage company and needed to integrate the company to penetrate a new industry and enable new service offerings.
Solution
Engaged to drive business integration of this new subsidiary. Promoted change and managed transition by identifying level of resistance. Developed mitigating actions. Reviewed existing processes between two organizations, identified and addressed gaps such as communications, stakeholder engagement, coaching and training. Defined change requirements to manage resistance and facilitate smooth integration.
- Advised on best practice for the global 11.5.10 to Release 12.1.3 Upgrade
- Map / gap, business requirements and recommendations, CRP’s, SIT’s, data conversion and UAT’s for global processes such as
- Hire to Retire (HR, Payroll, SSHR)
- Procure to Pay (iProcurement, Purchasing, iExpenses, Payables)
- Quote to Cash (Order Management, Pricing, Shipping, Receivables)
- Record to Report (General Ledger, Subledger Accounting, eBTax, Multiple Ledger Best Practice, Reporting)
- Acquire to Retire (Assets)
- Demand to Build (WIP, BOM, Routings)
- Inventory to Fulfil (Inventory, Costing)
- Business Objects
Provided feedback for integration design and ensured smooth data conversion along with UAT. Ensured SOX Compliance.
Results
Succeeded in integrating the Swiss subsidiary despite cultural and industrial differences, which opened new sales channels.
