What does it take to successfully deliver an ERP transformation in a complex academic environment? This case study explores how Utrecht University, together with Advisory Services HQ, positioned HR as a strategic pillar within the renewal of its ERP landscape — turning a technical replacement into a true organisational transformation.
From System Replacement to Strategic Renewal
Utrecht University is undergoing a fundamental transformation. The ERP system that had supported the organisation for many years was no longer maintained by the vendor and no longer met modern requirements. The move to a new, cloud-based platform offered opportunities to optimise processes, create cohesion, and improve collaboration between domains such as HR, Finance, Procurement, and IT. However, in an academic context where faculty autonomy is deeply rooted, such a transformation comes with complexity.
One Integrated ERP Renewal
As part of the overarching Asturias programme, Utrecht University decided to replace the entire ERP chain — covering HR, Payroll, Finance, and Procurement. For HR, this meant not just implementing a new system, but also fundamentally rethinking processes and governance. Advisory Services HQ (ASHQ) was engaged as an independent advisor to represent HR at a strategic level within the programme — ensuring that the HR domain would become a fully-fledged pillar of the future ERP landscape, rather than a secondary focus.
Process Analysis as the Foundation
The first step was a thorough analysis of all existing HR processes. In an organisation like Utrecht University, with multiple faculties operating with their own systems, workflows, and priorities, this required extensive dialogue, alignment, and decision-making. The process mapping covered not only operational activities such as onboarding, offboarding, leave, and secondary employment, but also more strategic topics such as talent development, performance management, and succession planning — areas that were not yet formally structured. This process analysis formed the foundation for a shared understanding and a clear vision of the desired future state.
From Requirements to Tendering
Based on this analysis, a Programme of Requirements was developed together with the project team. Since the project was part of a public procurement process, it was essential to define requirements that were explicit, measurable, and legally sound. ASHQ supported the university in formulating the functional HR requirements, defining evaluation criteria, and developing demo scenarios — ensuring that vendors demonstrated their capabilities in practice rather than just in writing.
From Selection to Implementation
Following the selection of SAP SuccessFactors as the new ERP platform, ASHQ remains closely involved to support the implementation of the HR domain. Working alongside the university’s internal project organisation and external implementation partners, ASHQ continues to guide both the technical and organisational aspects of the transformation — from system configuration to policy decisions and change management.
A Human-Centered Transformation
The collaboration between Utrecht University and Advisory Services HQ demonstrates that an ERP programme is never just about technology. It is about people, processes, and collaboration. And it shows that HR plays an indispensable role as a strategic partner — from the first analysis through to the realisation of lasting transformation.
Utrecht University Case Overview
The Challenge
- The existing on-premise ERP system (SAP) had reached end-of-life.
- Full replacement required for HR, Payroll, Finance, and Procurement.
- Need to harmonise processes across faculties.
- Limited internal capacity to manage the programme from an HR perspective.
- Complex decision-making within an academic, politically sensitive environment.
- Public tender with strict legal requirements.
The Approach
- Advisory Services HQ engaged as independent HR advisor within the broader Asturias programme. Asturias.
- Comprehensive analysis of existing HR processes with faculty-wide representation.
- Development of a Programme of Requirements with clear, testable criteria for the tender.
- Definition of evaluation criteria and demo scenarios to enable objective vendor comparison.
- Strategic HR representation during vendor selection.
- Embedding HR as an equal pillar alongside Finance and IT.
- Creation of a Project Initiation Document outlining key dependencies, deliverables, and next steps towards implementation.
The Results
- Clear documentation of the current and future state of HR processes.
- Well-defined and widely supported requirements for the tender.
- One integrated ERP system selected for HR, Payroll, Finance, and Procurement under a single vendor.
- Equal representation of HR in programme decision-making.
- Foundation established for strategic HR themes such as talent development and data-driven decision-making.
ASHQ is an independent consultancy firm specializing in HR Transformation, HR Technology, Change Management and Data Services.
We help organizations become future-ready by smartly aligning people, processes, and technology.