The key to ERP: Technology built to grow with INTEGRIS Health's business

PwC gets the client’s perspective

INTEGRIS Health is Oklahoma’s largest not-for-profit healthcare system, made up of hospitals, specialty clinics and family care practices. Its mission is to care for patients while helping them live healthier lives. During a transition to Oracle Cloud ERP, the company needed to assess its ways of working. PwC helped INTEGRIS Health build a system that improved back-office efficiency and fostered employee confidence and trust in the new technology.

Interview with:
Bill Hudson
Vice President,
Chief Information Officer,

What was the challenge?

“Our goal was to move to an ERP that could evolve with us as we grow. At first, our business and IT teams approached the implementation in silos, with different understandings of what we were trying to achieve. We needed to take a step back and look beyond simply adopting the ERP. First, we had to make sure the right stakeholders were involved. Then we needed to approach the ERP as a means to move us closer to an ideal state of operation while getting our employees comfortable with the technology along the way.”

Describe the solution delivered by the PwC community of solvers.

“Within the first six months, we realized that some of our ERP challenges were foundational, not just short-term implementation effects. That was when we engaged PwC. Rather than continuing to build the technology around our current constraints, PwC helped us envision better ways of working across our finance, supply chain, HR, talent management and payroll functions. Together, we built those new processes into the ERP platform, stabilized the system and trained employees. Now we have sustainable cloud technology to support our work and adapt to our changing needs.”

How does the solution blend the strengths of technology and people?

“This wasn’t a transactional technology install. It was a true collaboration with PwC. The firm helped us challenge our status quo to avoid placing new technology over existing processes. We worked together to define what ‘good’ processes looked like across the business and to develop plans to get there. Employees who were previously hesitant to adopt the ERP became confident in its accuracy and ability to help perform tasks more easily. Processing time went down, employee satisfaction went up, and we started to see the art of the possible come to life.”

Where or how did innovation and unexpected ways of thinking come into play?

“Strategic advisors help change perception — that was the power of working with PwC. By looking at this implementation from a different angle, we created an ERP that helps recruit, hire and maintain top-talent employees, automate payroll, reduce expenses and manage supply costs. We can spot process constraints more quickly and make changes faster, with less impact on our operations.”


Sustained outcomes


reduction in payroll processing time


faster payables invoice approval processing times, from 2+ minutes to seconds per invoice


increase in inventory costing accuracy as a result of purchase agreement updates and a new cost management process

An implementation that built employee confidence in the ERP system, its processes and reliable information to deliver on their operations


PwC Oracle implementation services: Accelerating breakthrough performance

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