WORKDAY INSIGHTS

Most UK organisations will select an SI through rigorous procurement, assign internal resources, and build a governance structure. What most won't do is put anyone on their side of the table whose sole job is to protect the organisation's interests throughout delivery. That gap is where independent oversight sits.

Your SI produces the status reports, runs the steering committees, and defines what on track looks like. That is a structural conflict of interest. Here is why independent Workday advisory changes the dynamic, and what it actually involves.

Most organisations don't admit a failing Workday implementation fast enough. The silence is expensive. Here's a practical, no-nonsense guide to Workday project recovery, from root cause diagnosis to getting back on track.

Your SI has done this 50 times. Has anyone on your side of the table actually led a Workday deployment before? That expertise gap is where budgets overrun, timelines slip, and change orders go unchallenged.

Different clients. Different industries. Different implementation partners. Same problems. After 14 years leading Workday programmes on both sides of the table, these are the five lessons I'd want every organisation to hear before they start.

Every Workday programme I've seen had talented people working hard. Status meetings happening. Slides updated. Risks listed. But when something went wrong, no one could answer one question: who actually owns the outcome? That's not a people problem. That's a design problem.

Your SI is measured on utilisation, margin, and throughput. That doesn't make them bad actors — it makes them a business. But when one vendor controls the plan, the resources, and the change narrative, governance becomes theatre. Here's what real oversight looks like.

Workday implementations fail due to leadership, not technology. Learn how to hire a Workday project leader who protects your budget, timeline, and outcomes