SI Accountability
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 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.
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.