Delivering a Unified Oracle Fusion Cloud HR Platform

Unifying HR After a Large-Scale Telecoms Merger



In the wake of a significant corporate merger between two telecommunications giants (referred to, as Entity V and Entity O), a strategic transformation programme was launched to unify HR operations across the newly formed enterprise. The core objective was to implement Oracle Fusion Cloud ERP as a single, scalable HR platform capable of harmonising processes, improving data quality, and enabling AI-driven efficiencies. 

This article outlines the end-to-end lifecycle of the HR workstream, from stakeholder engagement and BPMN 2.0 process mapping through to functional design, testing, and integration with the Enterprise Data Warehouse (EDW). It highlights the governance, discipline, and collaboration required to deliver a successful post-merger HR transformation. 

  Oracle Fusion Cloud ERP implementation services 

Phase 1: Stakeholder Engagement and Governance Alignment 

The programme began with a detailed stakeholder analysis, critical in a multi-stream transformation involving Finance, Sales, Marketing, and HR. For the HR workstream, it was essential to distinguish between decision-makers and influencers to avoid ambiguity during design and approval stages. 

Key stakeholders included: 

• Director of HR – final sign-off authority for all process and policy decisions 
• Head of People Analytics (Spain) – responsible for reporting outputs and data quality 
• Heads of Payroll and Recruitment – subject matter experts for specialist HR modules 
• HR Business Partners (HRBPs) – primary operational users of the future system 
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A formal RACI matrix (Responsible, Accountable, Consulted, Informed) was established to define ownership across deliverables. This ensured that all artefacts, from process maps to functional designs, followed a clear approval pathway, significantly reducing delays and rework during later phases. 

Phase 2: Current-State (As-Is) Process Mapping Using BPMN 2.0 

To design an effective future-state HR operating model, it was essential to fully understand the existing landscape across both legacy organisations. This phase focused on capturing the As-Is processes across Entity V and Entity O, which differed significantly due to historic systems, policies, and operational practices. 

Using BPMN 2.0 standards and Microsoft Visio, current workflows were documented in detail. The approach included: 

1. Process discovery workshops to surface manual workarounds and pain points 
2. Stakeholder walkthroughs to validate accuracy and completeness 
3. Formal sign-off to confirm the As-Is state as the transformation baseline 
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This rigorous validation process ensured alignment across HR, payroll, recruitment, and analytics teams, creating a shared understanding of complexity before any redesign work began. 

Phase 3: Gap Analysis and Future-State (To-Be) Design 

With the As-Is baseline agreed, the programme moved into gap analysis and future-state design. The objective was to align Entity V’s legacy processes with Entity O’s more mature HR framework, while fully leveraging the native capabilities of Oracle Fusion Cloud. 

Key focus areas included: 

• Reducing manual effort through AI-enabled automation 
• Standardising processes to improve scalability and governance 
• Minimising customisation to protect long-term maintainability 
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Where business-critical requirements justified configuration, these were clearly documented and approved. The resulting To-Be process maps were reviewed in detail with HR leadership, culminating in formal sign-off by the Director of HR.

Phase 4: Business Requirements and Functional Design 

To translate business vision into technical execution, two core documents were produced: 

Business Requirements Document (BRD) 

The BRD converted future-state process maps into detailed functional requirements, explicitly identifying: 

• Standard Oracle Fusion functionality 
• Required configurations 
• Exception handling and reporting needs 
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Functional Design Document (FDD) 

The FDD served as the technical blueprint for development teams and included: 

• Low-fidelity wireframes to visualise user interactions 
• Use case statements describing system behaviour 
• Logical rules defining system processing 
• A comprehensive security matrix to protect sensitive HR and payroll data 

Given the presence of personally identifiable information (PII), access controls were carefully designed to ensure role-based visibility across recruitment, HR, and payroll functions. 

 HR transformation and people systems services 

Phase 5: Development, Testing, and User Acceptance 

Once development commenced, focus shifted to quality assurance and testing governance. This phase ensured that system build aligned precisely with the approved functional design. 

The testing lifecycle included: 

• QA testing to validate functional accuracy 
• Defect management using Jira, with structured re-test cycles 
• User Acceptance Testing (UAT) involving HR end-users 

UAT workshops were supported by detailed user stories and test scenarios, ensuring the system met real-world operational needs before deployment approval. 

Phase 6: Deployment and Enterprise Data Integration 

The final phase focused on production deployment and integration with the Enterprise Data Warehouse (EDW). This ensured that HR data flowed seamlessly into downstream analytics and reporting platforms, supporting: 

• Consistent people metrics 
• Trusted workforce reporting 
• Executive-level insights 

By aligning Oracle Fusion Cloud with the wider data ecosystem, the programme delivered a single source of truth for HR information across the organisation. 

Lessons from Post-Merger HR Transformation 

This Oracle Fusion Cloud HR implementation demonstrated that successful post-merger transformation depends on more than technology alone. Clear governance, disciplined process design, stakeholder alignment, and rigorous testing were essential to delivering a scalable, trusted HR platform. 



By combining structured methodology with modern cloud ERP capabilities, the organisation established a future-ready HR operating model, one capable of supporting growth, automation, and data-driven decision-making long after the merger was complete.