Blog

Most organizations expect the weeks after go-live to be rough. There's a hypercare team in place, a timeline for Workday stabilization, and an understanding that users will need support as they adjust. Tickets come in, questions get answered, and leadership waits for things to settle. For many organizations, that's exactly what happens. The volume tapers, users find their footing, and the system starts delivering value.   But not always. Sometimes hypercare ends and the issue

Seven months into a Workday Recruiting implementation, a global organization made the decision to pause the project due to growing concerns around design quality and operational fit. With limited internal expertise to assess the path forward, they engaged support to diagnose issues, redesign critical processes, and regain control.

A Workday implementation is expensive. They consume years of organizational attention, millions in budget, and significant political capital. By the time an organization reaches go-live, the expectation is that the hard part is over.   Then reality sets in. Reports don't match, business processes require constant manual intervention, and enhancement requests pile up with no clear path to resolution. Eighteen months post-implementation, the executive team starts asking why the

This year’s Workday Rising  brought leaders in finance, HR, and technology around a common theme: a more flexible Workday platform powered by AI. Major announcements included Workday’s acquisition of Sana and launch of Workday Data Cloud, Workday Build, and Workday Flex Credits—all reinforcing the platform’s “Power of One” philosophy by further integrating HR and Finance through AI. Many organizations are eager to take advantage of Workday’s evolving ecosystem, but this is ea