Post Go-Live
The Case for Cleaning Up Your Workday Tenant (Before It Cleans You Out)
Every Workday tenant I've reviewed more than twelve months after go-live has the same problem. Not a dramatic failure. Something quieter and more corrosive: accumulated configuration debt that nobody planned for, nobody owns, and nobody has time to address. None of it feels urgent in isolation. Together, it creates drag that compounds with every passing quarter.
Success in ERP isn't the Go-Live you Celebrated.
Every Workday programme has a go-live moment that felt like an ending. The cutover weekend. The first payroll run. The LinkedIn photo with tired smiles and branded hoodies. Then everyone moves on. But go-live is not success. Go-live is survival. The real measure shows up months later, and it looks nothing like what most organisations are measuring.
How to Conduct an Effective AMS Partner Evaluation for Workday Success
Most UK organisations treat AMS partner selection as a procurement exercise. They score proposals on a spreadsheet and pick the highest number. Twelve months in, they discover the support team is offshore, the Article 28 DPA is generic, and the consultant on month-end payroll has never seen a UK pay run. Here is what a serious Workday AMS evaluation looks like.
Accelerate Your Workday Time to Value: 7 Practical Strategies That Actually Work
The implementation delivers the platform. What happens in the twelve to twenty-four months after go-live determines whether the organisation gets genuine return on a multimillion-pound investment or simply replaces one system with another and calls it transformation
Why Most Workday Operating Models Look Fine on Paper and Fail in Practice
Six months after go-live, most Workday teams are in trouble and don't realise it yet. The implementation partner has rolled off. Feature releases are piling up. Enhancement requests are growing faster than anyone can triage. And the operating model that looked sensible during hypercare is quietly buckling.