Oracle Fusion ERP and HCM: Unifying Skanska’s delivery across five countries

Client: Skanska

If you want your people to collaborate more effectively across countries, your systems and processes must be set up by design to enable it. When Skanska, a leading international engineering and construction company, brought together its operations across five countries, a move to the cloud felt like the ideal way to harmonise how the newly formed Skanska Central Europe would operate.

Skanska chose to consolidate disparate Finance and HR systems by implementing Oracle Fusion Cloud ERP and HCM. The ambition was to put the right technology in place so people could work together more effectively across borders and deliver stronger performance across the group.

The Challenge: Delivering transformation at scale

Skanska’s ambition was bold - to use technology as a lever to harmonise how its Central European business operated. But that ambition exposed friction: aligning processes and ways of working across the region quickly created delivery challenges. Earlier attempts on the programme stalled - unresolved design decisions, data-quality issues and weak confidence in the end-to-end solution slowed progress. Delivery had become overly focused on the technical build rather than the wider business transformation. Meanwhile local practices, language and cultural differences, and regional geopolitical uncertainty eroded momentum.

Following our success at Skanska UK, a team from PwC was asked to help reset the programme. Working closely with the Central European leadership team, we defined a set of critical ‘Get Rights’ - the principles to reset delivery, rebuild confidence and establish the foundations for long-term success of the programme.

These principles gave the programme renewed focus and energy. Teams who had been frustrated by complexity began to see progress. Confidence returned as design sessions moved from debate to decision. This was followed by a thorough assessment of the business changes needed to drive adoption on the ground in order to operationalise the design in the business. What began as a stalled implementation became a collaborative transformation - one that connected people, processes and data across Skanska Central Europe.

PwC Engagement and the Get Rights

Get Right 1: Re-positioning the programme for success

The first area of focus was structural - we set a clear course by overhauling programme governance. We then defined an achievable delivery plan alongside taking leadership roles across PMO, Business Adoption, Solution & Process, Testing and Data Migration. Finally, we updated workstream strategies to align with Skanska’s transformation ambitions.

This stabilised delivery, restored confidence, and increased transparency and accountability so issues and risks were addressed at the right time. We strengthened data quality with additional mock cycles and validated the solution through end-to-end real-life business scenarios. We also reset Business Adoption with practical change strategies that drove operational readiness of end users for the transformation - driving broader acceptance and putting the programme back on track.

Get Right 2: End-to-end business-centric design

Earlier solution design phases struggled to balance the diverse needs of stakeholders across multiple countries and functions. This often led to siloed, system-focused decisions that overlooked the bigger picture of how processes connected across the region end-to-end.

We shifted the mindset from technical delivery to business-led transformation. A restructured design authority and solution architecture team ensured that end-to-end process thinking, consideration of user journeys, and exception handling were embedded in every decision. By standardising design processes across five countries and accelerating decision-making, we restored business confidence. Ultimately, we created a fit-for-purpose solution that would give Skanska a digital foundation to drive future improvements across its three operating units.

The shift in approach and mindset combined with the Solution Architect SME knowledge we introduced ensured Skanska could finalise design on a number of key design decisions which had stalled and needed to be revisited. At the same time the cross-function and cross-country end-to-end process reviews ensured Skanska was on the right path for long-term standardisation across all its business areas; enhancing overall solution confidence.

Get Right 3: Embedding change at all levels

With a diversity of countries and business operations - and the need to manage change across both Skanska and externally across supply chain partners – our business change approach was focused on a highly tailored approach to getting teams ‘operationally ready for change’.

By localising business change initiatives and implementing a decentralised change strategy, we worked with, not against, local cultures - what drives adoption in a corporate office in Prague might look different to what works on a construction site in Poland. This flexibility helped build ownership while maintaining alignment to the programme’s goal of harmonisation.

Change networks were created across countries, supported by regional champions and tailored training models. Readiness and adoption were tracked through structured assessments, enabling targeted interventions to build confidence.

Throughout the journey, real-time insight was used to identify risks, adapt quickly and share lessons learned. Regular readiness assessments and adoption surveys gave leadership teams a clear view of where to focus support, helping sustain momentum and engagement across more than 3,000 employees and 2,000 supply chain partners.

Get Right 4: Building the foundations for continuous improvement

When Skanska’s delivery hit challenges, the focus was on getting through the next milestone. This meant there was limited focus on what was coming over the hill that could impact delivery. We addressed this by introducing a structured approach to business readiness, and making post go-live support and BAU transition central to delivery. This included early consideration of the structure and approach needed to secure continuous improvement long after programme closure.

Skanska was able to go live with the right structures, framework and team in place to not only support and stabilise the solution, but to propel it forward. By ensuring focus on BAU transition and central delivery, Skanska established an effective Maintenance Organisation ready to maintain the system, with Global Process Owners (GPOs) and Product Managers in place who were upskilled on their role to drive the continuous improvement that would be critical for Skanska in the future.

The Outcome: Delivering the programme and building a platform for the future

From the reset in early 2023 through to two successful go-lives in May 2024 and April 2025, Skanska has now transformed how its Central European business operates. We played a vital role in stabilising and securing the delivery by strengthening programme governance and embedding the Get Rights as guiding principles.

As a result, Skanska has now achieved:

• Harmonised operations across five countries – delivered greater collaboration and consistency across Central Europe, bringing finance and HR teams together on one platform.
• Established a digital foundation for the future – implemented a cloud-based ERP and HCM solution that provides a single source of truth, reduces IT complexity and supports continuous improvement. This platform positioned Skanska to take advantage of Oracle’s evolving AI and automation capabilities.
• Achieved strong adoption and readiness – prepared over 3,000 employees and more than 2,000 suppliers to adopt the new system without disruption to day-to-day operations.
• Delivered a resilient post go-live support model – ensured stability through hypercare and a smooth transition into business-as-usual, enabling Skanska to maintain and enhance the system over time.

By focusing on the four Get Rights we helped transform a stalled ERP programme into a successful, enterprise-wide transformation.

Skanska Central Europe now operates on a unified digital platform, with harmonised processes, empowered people, and the ways of working needed to drive long-term continuous improvement. With this strong foundation in place, Skanska Central Europe is positioned to embrace future innovation and realise its long-term goal of becoming a more connected, data-driven, and digitally enabled business.