The Allergan and KPMG team developed an innovative approach to integration and harmonization based on what it called “closed production.” Allergan was growing rapidly, sometimes with several acquisitions under way simultaneously. The team wanted a way to give decision makers the data they needed to more rapidly integrate each newly acquired platform.

Folding these HR systems into the Allergan footprint had to be accomplished in a seamless manner. A simple “lift and shift” of data from a new acquisition might disrupt operations and impede the development of new business processes, procedures, and organizational structures.

In response, the team supported a “closed production,” approach using a snapshot of Workday production on a regular cadence. Using the snapshot, the team uploaded the new acquisitions and then modified the organization as instructed by leadership—while operations continued as usual. Leaders had an advanced look at the future-state organization to help them make business decisions they were comfortable making. Multiple tenants:

Taking into account the needs of many acquisitions, Allergan and KPMG professionals teamed up to transform key elements of the service delivery model using Workday Human Capital Management (HCM) as a key lever for change. The team worked closely together to create a technical landscape that supported future acquisitions that are smooth and quick.

"KPMG presented a nimble playbook. We knew we were working with the right advisors when we witnessed the KPMG team’s adaptability and innovation. We valued their patience and flexibility because oftentimes the solutions we said we wanted were not necessarily what we needed at the time." —Rick Diesinger, Associate Vice President, HR Technology Strategy & Governance, Allergan plc

Equally important, the team helped: