From a decentralised HR organisation to OneSTADA

When a company sets ambitious growth targets, it often presents HR with a challenge. This was also the case at STADA when a new major investor provided the impetus for a transformation of the company. Not only did the HR function have to support the entire organisation in this transformation, it also had to become more effective and efficient itself.

This involved developing an effective people and HR strategy, implementing a new HR suite (SAP Success Factors) and revising the global HR operating model.

STADA set itself the task of transforming HR from a local, analogue and operational-administrative organisation into a globally active, digital and strategically empowering organisation. The previously very country-specific HR policies and processes were to be standardised in order to create a "single source of truth". This would provide management with a high level of transparency and facilitate the distribution of tasks across national borders.

Developing a people and HR strategy

A key starting point for the transformation was the development of a clear people strategy as a compass. This people strategy, and an HR strategy derived from it, were developed together with the top business and HR managers. This ensured from the outset that the HR transformation was not perceived as a self-interested exercise by the HR function. Our pragmatic approach delivered compelling results within a month: scoping the key cornerstones based on the business strategy with the CHRO, sounding out critical business stakeholders through interviews, and then developing and prioritising strategic actions with the HR management team in a series of workshops, including accompanied transfer phases. To ensure effective communication, the strategy was embedded in a visualised narrative: "We grow together" - in line with the OneSTADA corporate value. This not only facilitated internal communication, but also created an emotional connection with employees.

Development of the Global HR Operating Model

The Global HR Operating Model was developed from two perspectives. Firstly, an interaction model was developed between HR and its users, taking into account the different needs of employees. Different user groups were defined - from top management to specialists to production workers. Each of these groups has specific requirements from HR, so clear contacts and communication channels were established to ensure efficient interaction. An important aspect was the promotion of self-service to streamline administrative processes and give employees direct access to relevant information. This required a user-friendly interface, an effective support system and clear communication measures.

In a second step, the internal HR structures were further developed. Future HR roles, their tasks and the required competencies were defined. In addition, the HR service portfolio was structured in a process house and clearly allocated using RACI matrices. The organisation was divided into hubs based on the business structure. This cross-regional collaboration has created a more efficient and flexible organisation that can deliver high quality HR services to smaller markets. The result is a global structure with high service quality and low complexity.

Implementation of the new HR suite - "Freedom within a framework

The implementation of the new HR suite followed the principle of "freedom within a framework". The aim was to maximise the potential of digital standardisation without losing the necessary flexibility. Where standardised solutions offered benefits, they were consistently implemented, while local customisation was deliberately allowed in areas where standardisation did not add value. This balancing act required careful change management to gain acceptance in different markets.

A clearly defined project framework with sufficient resources at central level and close involvement of local markets from the outset were key success factors. It was particularly important to focus not only on increasing efficiency, but also on optimising the user experience. For example, privacy and security concerns were addressed early on to build trust in the new solution. This enabled a smooth rollout and facilitated acceptance across all 45 markets.

Effective change management

Change management was considered a key part of the transformation from the outset. Change management is often considered late in projects, which can lead to resistance and delays. STADA took a proactive approach, embedding change management as an integral part of the overall project. An overarching framework was created that provided centralised materials, formats and communication channels, while the specific implementation in local markets could be individually adapted.

Top management buy-in was critical to the success of the project. From the consistent communication of a 'tone from the top' to the CEO's video message at the launch of the new HR suite, the transformation was seen as strategically relevant throughout the organisation. This holistic approach enabled all 45 markets to be successfully involved in the transformation and to embed sustainable change.

Conclusion

The structured approach enabled a global HR transformation with strategic and operational value. The close link to the business strategy, the clear definition of roles and processes and a well thought-out change management helped to establish the new HR organisation in a sustainable way. Especially for a decentralised organisation like STADA, this is a significant success that goes far beyond a purely technical implementation and lays the foundation for a sustainable HR structure.