Comprehensive Preliminary Study as the Foundation for a Group-Wide HR/IT Realignment
Strategic Foundations for Materna’s HR/IT Transformation
Company / Industry
Materna Information & Communications SE / IT Services, Digitalisation
Service Portfolio
Materna is a leading IT service provider supporting public- and private-sector organizations in their digital transformation. Its portfolio includes IT consulting, cloud solutions, SAP expertise, cybersecurity, and industry-specific applications – for example, in mobility and public services.
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https://www.materna.de/en#c5405
As part of its comprehensive digitalization of the HR system landscape, the Materna Group initiated a strategic preliminary study that serves as the foundation for a group-wide HR/IT realignment. The objective was to develop a robust target vision and prepare for a multi-year transformation program – methodologically sound, process-oriented, and technologically future-proof. The focus was on harmonizing heterogeneous structures, increasing efficiency and scalability, and ensuring the timely transition to a new system by January 1, 2026.
Initial Situation
The HR/IT structures within the organization were characterized by numerous in-house developments and decentralized solutions. Various subsidiaries operated different systems, which not only increased maintenance efforts but also severely limited transparency, standardization, and scalability.
Additionally, manual processes with media discontinuities resulted in error-prone workflows and high operational effort. At the same time, it was clear that the existing time management and payroll system could only be used until the end of 2025. A new solution, therefore, had to be fully operational by January 2026 at the latest. To combine this technical renewal with a strategic realignment, the preliminary study was launched.
Approach and Methodology
The preliminary study was structured into six interrelated phases, beginning with the project setup. In this phase, governance structures were defined, project roles assigned, and overarching stakeholder management established. A steering committee was also put in place with clearly defined decision-making processes.
As part of the target vision definition, HR processes were identified and analyzed across the entire group, then prioritized based on their potential for standardization and automation. Through a multi-stage workshop format, shared guiding principles were developed, serving as a reference framework for all subsequent architectural and process-related decisions.
In parallel, interviews were conducted with key stakeholders – including representatives from HR, IT, business units, and other relevant functions. The aim was to gain a 360-degree perspective on existing challenges throughout the employee lifecycle. The insights gathered were incorporated into the development of a target process framework, which systematically mapped the future HR processes. In addition, a heat map was created to prioritize requirements based on criteria such as feasibility, value, and urgency.
Building on these results, an initial system shortlist was created, and selected example processes were further detailed. Furthermore, a functional concept was developed for the subproject on time management and payroll to ensure that the tight integration schedule could be met.
Collaboration with p78 HCM Practice
The p78 the HCM Practice of cbs was responsible for the methodological steering of the preliminary study and supported the conceptual design throughout all project phases. The consulting approach was characterized by a well-balanced combination of strategic foresight, operational implementation expertise, and industry knowledge. In the joint work, target visions were not only defined but their practical feasibility was continuously assessed.
A key focus was the close alignment of process, organizational, and system logic. Challenges were identified at an early stage, prioritized, and translated into actionable measures. Thorough workshop preparation, structured documentation, and transparent communication with the steering committee all contributed to the project’s high level of efficiency.
Results of the Preliminary Study
The preliminary study delivered a structured compilation of key outcomes: a target process framework, including prioritization based on a heat map; a consolidated requirements matrix; a functional concept for the time management subproject; and a technical and process target architecture for the implementation of SAP SuccessFactors. In addition, a roadmap was developed, providing Go-live recommendations and implementation pathways for both core and optional modules.
These results form the basis for the now-initiated implementation phase, which is geared toward ensuring the productive operation of the new system landscape by January 1, 2026. Initial quick wins have already been identified to leverage short-term efficiency gains and actively support the change process.
Insights and Recommendations
Looking back, it became clear that establishing a strategic foundation early on is critical for projects of this scale. The definition of guiding principles proved particularly valuable, serving as a common thread throughout architectural and process-related decisions. Moreover, it became evident that standardization cannot be viewed in isolation: technical feasibility, organizational fit, and cultural acceptance must be aligned.
Equally important were binding governance structures, clear decision-making pathways, and iterative communication formats. Systematic alignment with stakeholders and the consistent integration of analysis, evaluation, and implementation preparation emerged as key success factors.
Outlook
The implementation of the preliminary study’s results began at the start of 2025. The rollout of key SAP SuccessFactors modules, including Employee Central, Time Management, Employee Central Payroll (ECP), and initial talent modules – is scheduled for completion by January 1, 2026. In parallel, resource and budget planning is underway for subsequent implementation steps in additional organizational units.
The objective is to establish a scalable, standardized, and user-centric HR system landscape that not only delivers technological excellence but also ensures cultural fit. The strategic foundation for this has been successfully laid with the preliminary study.