WORKDAY INSIGHTS

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.

I worked with a client who budgeted $3.2 million for their Workday implementation. Eighteen months later, they'd spent $4.7 million. When I asked their CFO what happened, she pulled out a folder containing 23 change orders. Here's what nobody told her: most of them were preventable.