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Gartner
Gartner, a prominent reseller, system integrator, and consulting company, that plays a vital role in numerous system integration and digital transformation initiatives. Gartner collaboration with software players such as Oracle empowers organizations to embrace disruptive technologies and accelerate their journey to the cloud, thus reshaping their business models.
| Reseller and SI | Vendor | Application | Category | Market |
|---|---|---|---|---|
| Gartner | Oracle | Oracle Cloud HCM | Core HR | HCM |
| Gartner | Oracle | Oracle Cloud HCM Performance Management | Performance and Goal Management | HCM |
| Logo | Customer | Industry | Empl. | Revenue | Country | Vendor | Product | Category | When | Insight |
|---|---|---|---|---|---|---|---|---|---|---|
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UBS UK | Banking and Financial Services | 8500 | $3.1B | United Kingdom | Oracle | Oracle Cloud HCM | Core HR | 2015 |
In 2015, UBS UK initiated an Oracle Cloud HCM program to deliver Core HR capabilities as part of a broader UBS decision to implement Oracle Fusion HCM across the group. The work was scoped within a global HR program designed to support roughly 65,000 workers in over 50 countries while UBS UK operates with approximately 8,500 employees.
Oracle Cloud HCM was configured to address Core HR functions with explicit implementation of Global HR, Business Intelligence, Performance Management and Talent Management modules. Configuration prioritized security and data protection requirements, reflecting UBS long-term use of Oracle’s PeopleSoft as its core HCM platform and the need to preserve data model and access controls during transition.
The deployment followed a phased rollout and coexistence architecture, with a planned decommissioning of the incumbent HR environment that was deferred due to timeline slippage. Operational coverage focused on HR administration and talent workflows across regional HR teams, and planners tied cutover gates to peak HR activity calendars to avoid disruption to year-end bonus processing and other high-volume periods.
Project governance incorporated phased cutover approvals and calendar-driven sequencing, nevertheless the migration encountered major delays and scheduled decommissioning milestones were postponed. Sources cited timing around end-of-year HR processing as a critical scheduling constraint, and Gartner market forecasts for HCM cloud adoption were referenced during supplier selection and planning for Oracle Cloud HCM.
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UBS UK | Banking and Financial Services | 8500 | $3.1B | United Kingdom | Oracle | Oracle Cloud HCM Performance Management | Performance and Goal Management | 2015 |
In 2015 UBS UK began implementing Oracle Cloud HCM Performance Management as part of a broader Oracle Fusion HCM program, moving from Oracle PeopleSoft HCM toward a cloud-delivered HR suite. The program was scoped to provide HR services across a global estate reportedly supporting 65,000 workers in over 50 countries, with selection rationale emphasizing security, data protection, and total cost of ownership as articulated by the then CIO Michele Trogni and referenced market analysis from Gartner. The implementation specifically targeted the Performance and Goal Management domain within the wider HCM footprint.
The deployment included the Oracle Cloud HCM Performance Management application alongside planned configurations of Global HR, Business Intelligence, and Talent Management modules. Configuration work focused on standard performance management workflows, goal management and cascading, periodic performance review orchestration, and integration points into talent calibration and talent lifecycle processes. Oracle Cloud HCM Performance Management was positioned to operate as the performance appraisal and goal-setting engine integrated with talent and HR master data.
Data migration and integration activities involved consolidating employee records and transactional HR data from Oracle PeopleSoft HCM into Oracle Fusion HCM constructs, with decommissioning of PeopleSoft postponed due to migration timing. Project governance highlighted peak HR activity periods as risk windows, for example year-end bonus processing, which contributed to schedule slippage and a delayed cutover. The program followed a phased rollout approach driven by calendarized HR events and global availability requirements.
Governance adjustments included staging go live windows to avoid critical payroll and bonus cycles, and central oversight for security and data protection controls consistent with the bank’s requirements. The implementation timeline encountered major delays, and as a result the planned decommissioning of Oracle PeopleSoft HCM was deferred into the following year, reflecting operational continuity prioritization over an accelerated cutover.
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