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Major digital transformation is the right Rx

Improving today’s workplace and preparing for sustainable growth with a Workday enterprise platform

Client

Not-for-profit system of hospitals and healthcare providers

Industry

Healthcare

Primary goal

Transform HCM, Payroll, Finance, and Supply Chain

Primary platforms

Workday enterprise platform

test

When an acquisition doubles your revenue in your largest market, there are some big numbers at play—especially when you’re a $48 billion CPG company. And the bigger the numbers, the bigger the impact of every strategic and tactical decision you make. You can’t afford to have your visibility clouded and your decision-making hampered by having two disparate financial operations functions each with its own systems, software, and people. So, when a global CPG company found itself in this situation, it called on KPMG to drive fast, smooth, cost-efficient integration of financial operations.

Key outcomes

1

Increased engagement 

and global alignment between cross-functional teams

2

Greater visibility

 into consolidated spend driving meaningful insights and more proactive decisions

3

Days shaved off

the monthly close cycle

4

More accurate

revenue and sales forecasting

As one of the nation’s largest networks of hospitals and healthcare providers, this nonprofit is intent on delivering the highest standard of care while continuing aggressive growth. Its goals require having all hands working together to manage patient care, operations, and acquisitions. So, when it became clear that critical back-office operations were struggling due to legacy, customized, and incompatible software platforms, the organization called on KPMG and Workday.

Key Outcomes

Making a measurable difference

  • Streamlined operations in HR, Payroll, Finance, and Supply Chain
  • Deeper insights into business performance
  • Improved employee recruitment and retention
  • Easier integration post-acquisition

Client transformation journey

Click on each part of the journey to learn more about our client’s transformation.

Client transformation journey

Before

Poor visibility threatened business objectives.

Acquiring a large organic food and beverage business helped a global CPG company expand its operations and nearly double its revenue in the U.S. However, as with most mergers, the integration posed some challenges. Two disparate IT environments with different accounting and reporting models, separate enterprise resource planning (ERP) systems, and multiple business intelligence (BI) tools required extensive manual intervention and offline data manipulation, preventing uniform reporting and analysis. Data was trapped in silos. Visibility was insufficient. A new CFO and the finance and accounting teams lacked the insight to support effective forecasting and both strategic and tactical decision-making. In a sector as competitive and fast-changing as food products, this company needed to increase visibility quickly.

After

Unified financial operations support global success.

While this CPG company’s business is spread across two continents (and originates from a number of acquired companies), its financial operations are now centralized and unified. A cloud-based platform extracts and loads data from numerous global sources, then configures and stores it in a central location. Accounting staff across multiple back offices work within a single governance structure and with a single set of streamlined processes, enabling effective reporting and supporting a swift, accurate close. Across the enterprise, visibility is excellent, and insights are at the ready, because analysts can perform real-time calculations and drill down swiftly to the meaning behind the numbers. Unified financial operations helps this $48 billion player predict accurately, plan effectively, and act swiftly—all crucial in a sector where windows of opportunity close as suddenly as they open.

Future

A strong foundation that can keep pace with continued growth.

There will be more acquisition targets in the company’s future. And with a cloud-based platform, governance framework, and standardized processes in place, integrating financial operations will be a swift, sure process. A successful integration inspired the CFO and global finance team to consider other areas for transformation. From evolving multiple layers of the target operating model within Finance, to jump-starting transformation across other functional areas, a powerful ripple effect began and continues across the enterprise. Having the right tools and processes to support a grander vision driven by meaningful insights will continue to empower positive change.

Before

Poor visibility threatened business objectives.

Acquiring a large organic food and beverage business helped a global CPG company expand its operations and nearly double its revenue in the U.S. However, as with most mergers, the integration posed some challenges. Two disparate IT environments with different accounting and reporting models, separate enterprise resource planning (ERP) systems, and multiple business intelligence (BI) tools required extensive manual intervention and offline data manipulation, preventing uniform reporting and analysis. Data was trapped in silos. Visibility was insufficient. A new CFO and the finance and accounting teams lacked the insight to support effective forecasting and both strategic and tactical decision-making. In a sector as competitive and fast-changing as food products, this company needed to increase visibility quickly.

After

Unified financial operations support global success.

While this CPG company’s business is spread across two continents (and originates from a number of acquired companies), its financial operations are now centralized and unified. A cloud-based platform extracts and loads data from numerous global sources, then configures and stores it in a central location. Accounting staff across multiple back offices work within a single governance structure and with a single set of streamlined processes, enabling effective reporting and supporting a swift, accurate close. Across the enterprise, visibility is excellent, and insights are at the ready, because analysts can perform real-time calculations and drill down swiftly to the meaning behind the numbers. Unified financial operations helps this $48 billion player predict accurately, plan effectively, and act swiftly—all crucial in a sector where windows of opportunity close as suddenly as they open.

Future

A strong foundation that can keep pace with continued growth.

There will be more acquisition targets in the company’s future. And with a cloud-based platform, governance framework, and standardized processes in place, integrating financial operations will be a swift, sure process. A successful integration inspired the CFO and global finance team to consider other areas for transformation. From evolving multiple layers of the target operating model within Finance, to jump-starting transformation across other functional areas, a powerful ripple effect began and continues across the enterprise. Having the right tools and processes to support a grander vision driven by meaningful insights will continue to empower positive change.

Client transformation journey

  • Before

    Poor visibility threatened business objectives.

    Acquiring a large organic food and beverage business helped a global CPG company expand its operations and nearly double its revenue in the U.S. However, as with most mergers, the integration posed some challenges. Two disparate IT environments with different accounting and reporting models, separate enterprise resource planning (ERP) systems, and multiple business intelligence (BI) tools required extensive manual intervention and offline data manipulation, preventing uniform reporting and analysis. Data was trapped in silos. Visibility was insufficient. A new CFO and the finance and accounting teams lacked the insight to support effective forecasting and both strategic and tactical decision-making. In a sector as competitive and fast-changing as food products, this company needed to increase visibility quickly.The preconfigured assets and technology accelerators delivered by KPMG Powered Enterprise let ambitious leadership teams take advantage of embedded leading practices to speed up the decision-making process while instilling confidence.

  • After

    Unified financial operations support global success.

    While this CPG company’s business is spread across two continents (and originates from a number of acquired companies), its financial operations are now centralized and unified. A cloud-based platform extracts and loads data from numerous global sources, then configures and stores it in a central location. Accounting staff across multiple back offices work within a single governance structure and with a single set of streamlined processes, enabling effective reporting and supporting a swift, accurate close. Across the enterprise, visibility is excellent, and insights are at the ready, because analysts can perform real-time calculations and drill down swiftly to the meaning behind the numbers. Unified financial operations helps this $48 billion player predict accurately, plan effectively, and act swiftly—all crucial in a sector where windows of opportunity close as suddenly as they open.

  • Future

    A strong foundation that can keep pace with continued growth.

    There will be more acquisition targets in the company’s future. And with a cloud-based platform, governance framework, and standardized processes in place, integrating financial operations will be a swift, sure process. A successful integration inspired the CFO and global finance team to consider other areas for transformation. From evolving multiple layers of the target operating model within Finance, to jump-starting transformation across other functional areas, a powerful ripple effect began and continues across the enterprise. Having the right tools and processes to support a grander vision driven by meaningful insights will continue to empower positive change.

Because we had deep stakeholder involvement from the start and leveraged a build-test-repeat approach on the back end, we had high confidence that the platform would serve all users well. A successful rollout was the proof we needed.

KC Whitehead

Principal, Enterprise Solutions, KPMG LLP

KPMG used a four-phased approach to move HR, Payroll, Finance, and Supply Chain to the cloud.

1. Planning phase

Review current states and determine a KPMG Powered Enterprise path forward

Working closely with our client, KPMG gained a nuanced understanding of its legacy systems and processes, including how heavy customization was causing the need for excessive manual work and preventing the effective sharing of data and insights.

KPMG performed stakeholder analysis and helped form a stakeholder buy-in group. It then demonstrated to stakeholders that KPMG and Workday already had the platform and supporting structure and processes needed and could quickly tailor them to precise requirements. Able to clearly see a future state and its benefits, stakeholders quickly began lending needed support to the project. 

2. Architect phase

Designing a single Workday platform to serve everyone across the organization

Knowing the importance of collaboration in the healthcare industry, KPMG made stakeholder engagement a top priority from the start. Creating multiple stakeholder groups helped foster effective, two-way communication—crucial to effective design—and helped ensure that advocates would be in place across the organization at rollout. 

Design progressed efficiently as KPMG wasn’t starting from scratch. Work over many engagements produced leading practices and approaches in everything from technology and service delivery to business processes. Robust change management and communications strategies required minimal tailoring to suit them to our client’s needs.

KPMG collaborated with Workday to design a single, powerful platform for managing HR, Payroll, Finance, and Supply Chain. 

3. Configure, prototype, and test phase

KPMG and Workday build-test-repeat until it’s right

KPMG brought with it a library of thousands of testing scenarios from previous engagements. And we quickly put them to work. Through an iterative process, we helped configure the platform to meet the needs of different users performing a range of different tasks. A build-test-repeat approach not only helped ensure that the platform met user needs but also helped train users and set the stage for a successful cutover. 

4. Delivery phase

Helping to ensure a smooth transition and widespread adoption

Major transformation doesn’t have to mean major disruptions. Having guided so many companies through these types of changes, KPMG was ready with the right tools, processes, and insights. A detailed cutover plan included technology and change-management activities, robust training, user-acceptance testing, and effective communication to 35,000 employees throughout. It all led to a smooth Workday transition for Finance, Supply Chain, HR, and Payroll. 

Today’s HCM requires flexibility, speed, and ease

Human Capital Management (HCM) must keep pace with the demands of talent acquisition, employee retention, personnel movements within the organization, payroll, and benefits in an ever-changing business landscape. When KPMG implements Workday to manage HR and Payroll, automation virtually eliminates manual operations and increases accuracy. Self-service increases employee satisfaction and frees managers to handle critical matters. Easily shared communications improve collaboration, quality assurance, and growth opportunities for employees.

KPMG Powered HR enabled by Workday

Meet our team

Meet the team that made the difference for this system of hospitals and healthcare providers.

Let’s talk about how automation, self-service HR, and better communications can help your organization grow. KPMG. Make the Difference.

Image of KC Whitehead
KC Whitehead
Principal, Enterprise Solutions, KPMG US
Read bio
Image of Tony Bevacqua
Tony Bevacqua
Principal, Advisory Market Leader, KPMG US
Read bio
Image of Philip Bartlett
Philip Bartlett
Managing Director, Development and Exempt Organizations, KPMG LLP
Read bio
Image of KC Whitehead
KC Whitehead
Principal, Enterprise Solutions, KPMG US
Read bio
Image of Tony Bevacqua
Tony Bevacqua
Principal, Advisory Market Leader, KPMG US
Read bio
Image of Philip Bartlett
Philip Bartlett
Managing Director, Development and Exempt Organizations, KPMG LLP
Read bio

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Some or all of the services described herein may not be permissible for KPMG audit clients and their affiliates or related entities.

The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation. KPMG LLP does not provide legal services.

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