Oracle Cloud & PeopleSoft Day 2017

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Not if but when, making the most of the Cloud
Andy Campbell
HCM Strategy Director – Oracle EMEA
7th June 2017

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Deloitte - Global Human Capital Trends 2015

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So what are organisations doing?
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7. Ovum | TMT intelligence | informa7 Copyright © Informa PLC
What is keeping the CEO awake at night?
We are focused on
controlling costs and
plan to reduce
headcount over the
next 12 months
We need to address
a growing skills gap
to address digital
transformation
Innovation is a top priority
but we are struggling to
make it a strategic
capability for the business
Cybersecurity is a
serious risk and
one that we are
having to address
at board level
Technology disruption
is massively changing
our customer and
stakeholder
expectations
Any new revenue growth
will come from partnerships
and new ecosystems, so
that is where I need to
focus effort

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 Developing back-office shared services
 Better finance-HR integration across teams, processes and
systems
 Reduced administration, so that Finance and HR leaders can
focus on more strategic issues
 Creating cross-pillar efficiencies and cost savings
 Having a global view into business services and data points
 Develop standardized processes and greater control across
business operations
 Building the talent pipeline
 Defining strategies for recruitment, benefits and compensation
 Developing metrics for human capital
 Defining and communicating workforce analytics
Key initiatives for Finance-HR collaboration

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The role of business applications
 Create more agile business functions
 Build a single system of record for
corporate data
 Improve the quality of management
information
 Formalize the alignment of strategic goals
and performance management
 Enhance employee experience and
manage change
 Create a platform for shared services and
reduce costs

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 Consolidate fragmented systems
 Standardization of processes
 Rapid roll-out
 Frequent delivery of new
functionality
 Modern user interface
 Support for mobile working
The benefits of a modern application approach

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Cloud Adoption Continues to Gain Speed
Confidential – Oracle Internal/Restricted/Highly Restricted 11Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
62
Faster access to
infrastructure
58
Greater scalability
52
Higher availability
52
Faster time-to-market
41
Business continuity
39
Higher performance
39
Geographic reach
39
Move CapEx to OpEx
38
IT staff efficiency
37
Cost savings
Source: RightScale 2016 State of the Cloud Report
In 2016, more cloud users reported speed benefits from cloud. The two benefits that had the largest increase were faster
access to infrastructure, which grew from 57 to 62 %, and faster time-to-market, which grew from 48 to 52 %
Cloud benefits 2016
% of respondents reporting these benefits

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How is the Cloud different?
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Old World – Traditional ERP/HR Deployments
ERP/HR
System
Customisations
Next Version
ERP/HR
System
Customisations
Next Version
ERP/HR
System
Customisations
Years
When was the on
premise system
providing best
value?

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Oracle Cloud
Next Functional Update
Next Functional Release
New World - Software as a Service (SaaS)
Next Functional Update
Months

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How has the Cloud changed implementations?
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Easy to Install - Solution drives Design
1. Customer
completes standard
template
questionnaires
2. Oracle performs
initial configuration
based on
questionnaires
3. Joint facilitated workshops, standard
processes are explained, reviewed and
configuration iteratively adjusted
4. Data uploaded, end user
training performed, final
change assessment and
prepare for transition.
System goes LIVE
How?
• Out of the box business processes
• Pre configured solution templates
• Iterative workshops
• Knowledge share
• Train the trainer sessions
• Joint Project teams

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Evaluation Criteria / prioritiesRFI / RFP Process
Market Awareness and Education
Project team
TechnologyTeam
End Users
Implementation team SecurityInfrastructure
Integration
Data Conversion
Testing Teams
Skills and training
Support model
Don’t stand down the team?!
Demos Project office
Service Levels
Change and Comms
Governance Model
XLOB Dynamics
Business case

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Readiness Activity
• Data
– Business / Organisational Structure
– Chart of Accounts
– Jobs and Positions
– Grades, Skills, Competency Profiles
• Rules based
– Hierarchies and Approval Rules
– Entitlements (Benefits, Absences etc)
– Bonus/Calculations Cycles and plans
– Performance Review Cycles
– Payroll Element Review
• Letters and Contracts Changes
• Change Management
• Future Target Operating Model
(TOM)
• Future Support Model
• Stakeholder Mapping future impact
analysis e.g. Branch, SSC
• Programme Communication
Strategy
• Current vs Future Roles and Skills
• Harmonisation of Terms and
Conditions (T&C)
• Security Rules and Profiles
– Approval Routes
– Employee, Manager and HR
– Internal Security Policies
– SSO
– Remote Access
• Data
– Quality
– Cleansing
• Technology – Downstream systems
• Mobile Strategy – BYOD
• Social Strategy
ProcessPeople Technology

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What is it like living
with the Cloud?
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So what is it like living with the cloud?
25
Time(Years)
1 3 4 52
LevelofServicespartnerengagement
New releases of software
Many small releases instead of big bang
Changes are less noticeable but frequent.

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 Change will be continuous, updates become BAU
 Proactive engagement not reactive delivery
 New business models, new skills, new operating models
 Living with uncertainty
 Bimodal IT, managing the best of both
Living with the Cloud

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How can I make a success of the cloud?
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Truly customer centric
New business models and new ways of working
New relationships with peers
Service centric relationship with vendors
Partners reinventing themselves

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