Programme Governance
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.
The Final Quarter: When Workday Programmes Tell the Truth
On paper, the programme may still look manageable. Status reports show green. Testing is "on track." But if you've led enough Workday implementations, you know the final quarter tells a different story. Not because something went catastrophically wrong, but because there is nowhere left to hide the small problems that have been compounding since design phase.
The Benefits of Independent Programme Oversight for UK Workday Customers
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.
What is 360 HCM Advisory? And why most Workday Programmes need it.
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.
Workday Project Recovery: How to Get Your Implementation Back on Track
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.
The Hard Truth about Workday Implementations: Five Lessons From 14 years on both sides of the table
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.
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.
Accountability Is the Missing Ingredient in Most Workday Programmes
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.
Who's Watching the Watchers? Why Workday Governance Decides Your Go-Live Outcome
When one vendor controls the plan, the resources, and the change narrative, governance becomes theatre. Here is what real client-side oversight looks like.
The Real Cost of Change Orders on Workday Programmes (and how to prevent them)
A client budgeted £2.5 million for their Workday implementation. Eighteen months later they had spent £3.7 million across 23 change orders. Most were preventable.