Video transcripts
Panda Restaurant Group - Digital transformation
Panda Restaurant Group is one of the largest family-owned restaurants, not only nationwide, but globally known around the world. It actually started in 1973. Fifty years later we are now at 50,000 associates, over 2,500 stores, and in 11 countries - and we're still expanding. I oversee the strategic implementations of large enterprise systems such as Workday. I also manage not only the ongoing support, but making sure that we continue to leverage the system ensuring that we maximize its value. Going into this new ERP journey we knew that it would be high impact because we're replacing all of our systems – finance, HR, procurement, etc., right? we wanted to see how we can streamline it, how we can optimize it, right? And I would say the key word in all this is we wanted to be able to see how our business can transform.
What we saw in KPMG is that yes they have the industry experience, they have the experience with Workday, but what we also saw is that they seem to understand that core piece of who we are as a company, you know loving your people, caring about the guest, as well as giving back. We see all of those values and philosophy also embedded in KPMG.
Some of the benefits that we got from our partnership with KPMG is learning about the leading practices in HR, in finance, and the procurement. These are things that we haven't really thought about before, but now we're thinking in more detail. They've helped us with process design and with coming up with some creative solutions, and now we're being able to see that. You know for something as large and complex as this we would think oh maybe 2 years, right? We're seeing how it can be done in a year. I would describe KPMG’s style of work as being very collaborative and strategic. We not only love and value our associates, we also value our partners. They are part of the Panda family.
Tyson Foods - KPMG Global capabilties
KPMG has helped us organize both our HR organization and our people services really coming up with that operating model that that's very holistic. We also took a lens that our Workday environment needed to be global.
In part it was bringing on our international countries that were not in the Workday tenant. In part it was a redesign of our security setup completely shifting in order to accommodate these international team members, as well as changing the way that we did our work from an HR perspective doing more centralization versus more manual work in the field for HR. It really pulled that together in one big redesign. From a global rollout perspective really before bringing on our international information, we were blind to you know some of the practices and what was going on with our people being able to bring it all together into one system allows for not only analytic unlocks, but just being able to make more informed decisions by having visibility where you wouldn't before.
We really are a company that is started off in the United States and we've grown via acquisition and that can be really difficult when you think about trying to make that transition to being a true global enterprise. Having KPMG partners around the world that help speak the language that help understand what those hurdles are going to be what those roadblocks might be. You can't discount the feelings and emotions of people across the globe because people even if they're tied to their Excel sheets and the systems that they have it's still what they have and it's what they know, and so we've got to help them get over that hurdle. Having KPMG around the world and really helping dive into those cultures and understanding how we can get through those roadblocks has been absolutely critical for us because without it you know you're just rolling out technology and you're rolling out a new work design, and you're saying sign off at the end, and that's not what change management is. Change management is continuous, and coming up with the plan of how we train people and get them on board. It's really something that people have to step into and consider it a long-term investment.
KPMG has been able to show us a lot of value because of the partnership that they have with Workday, and just the understanding of how to run a transformation of this size you know when we set out to do this type of transformation it's a massive undertaking. You're looking at a whole reorganization of your entire Human Resources Group. You're looking at deploying multiple systems rolling out Workday. You're really looking at a massive digital HR transformation. In a lot of cases a change that's happening for someone in say Brazil versus China versus Korea versus Thailand. It can be really different and having consultants from KPMG to be able to engage with those regional leaders has really been super impactful for us because it's giving them a really sort of personalized feel of communication that they wouldn't have got from us just jumping on a call and saying hey here's how it's going to be and that's what we're going to go with. So, having KPMG come in and really be a partner in that and understanding where we might be a little bit different where our Workforce has different challenges, different opportunities. Having that experience, and having it be Global, having people who can engage with our HR leaders across the globe, helping explain helping through that change management process, that's really the benefit that KPMG has been able to bring for us.
They were wildly helpful the entire process, and not just when they were advising us on what leading practices were, it was in the training. When they were recommending configuration options to us, they wouldn't just go in and do the change for us, they would do the change with us and show us how it was done, why each step was done the way it was, and teach us how to do it ourselves so that in the future we'd be able to maintain it ourselves. They were great at advising, they were great at teaching, great at making sure that we understand the system because they won't always be around, and it is our system so, us owning it is very important. KPMG was a great partner.
Stephen McCoy, Tyson Foods
So, Tyson Foods’ next Frontier is a transformational journey where Tyson Foods is transforming the way HR works, as well as expanding our Workday footprint to our global HR organization and team members.
Some of our biggest and key challenges throughout this journey has been truly understanding how every aspect of our business operates. Whether it is our domestic population, with each one of our locations operating in a different way. All the way to our International Footprints where each segment operates in a completely different manner. So, at the start of our project we had a lot of security challenges. We did a complete shift and moved to a location-based security model. It is allowed HR Partners to get better detail into the data that they need. It is allowed easier reporting and it's removed some of the burden of roll assignments from our people operations team.
We have made several enhancements some of the biggest key ones though have been for our Frontline team members they have to find jobs available to bid on at their locations. With the help of KPMG, we actually developed a solution that we called a bid board and that's where they simply just click a single link and it's going to display all open positions at their location.
KPMG actually has brought a lot of leading practices and solutions for us. They were able to take Tyson back to basics of the Workday out of the box solution. They have shown us the best ways of having business processes configured and the way it's intended to operate as a true business process. To any organization looking to expand globally or implement Workday globally, take your time, understand your business, understand your operating model, understand the local laws and regulations of the country or countries that you are looking to expand into, and then ultimately tailor your business processes to match that.
So, working with KPMG has actually been a very fun journey. They take the time to actually know the business, know the people. They get to understand your needs. They are just a part of the team and almost like part of a larger family.
Robin Rogers, Tyson Foods
We're a multinational, protein focused food company. We supply 20% of the beef, pork, and chicken to the United States. We have about 140,000 team members across the globe. And last year had 47 billion in sales. It's time for us to transform. We're never going to get that return on our investment unless we fully embrace digital transformation and a new way of working for Tyson.
We had deployed Workday in 2019 and it was quickly becoming apparent that we were not going to get our return on our investment. And we engaged a lot of consulting firms, and every single one of them came back and said, hey, you really need to think about your HR operating model. It's really never going to be impactful unless you can get people to use it.
So, it was really important that we had a partner that looked at this holistically, and KPMG was really the one that did that for us.
They really had the best experience and being able to not just deploy a system or take a system and optimize it for us but providing us with a path forward with our operating model. KPMG’s style of work has really been about bringing us together and KPMG was really the one that had us understand that moving from this very disparate HR model and moving it into an HR shared services model would really help us see the value and not just Workday, but all of our HR system landscape.
So, in the future, I think we've got a great path forward with rolling out Workday to some of our additional countries. It's also given our leaders an opportunity to see what investment in Workday really looks like. I think this has helped show them where we can be if we really invest in this product.
