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Get the Most Out of Workday

In today’s connected world, continuous optimization of enterprise applications to realize your digital strategy is key.

  • Your Workday systems are critical to supporting the organization’s business processes.They are expensive. Direct benefits and ROI can be hard to measure.
  • Workday application portfolios are often behemoths to support. With complex integration points and unique business processes, stabilization is the norm.
  • Application optimization is essential to staying competitive and productive in today’s digital environment.

Our Advice

Critical Insight

Continuous assessment and optimization of your Workday enterprise resource planning (ERP) is critical to the success of your organization.

Impact and Result

  • Build an ongoing optimization team to conduct application improvements.
  • Assess your Workday application(s) and the environment in which they exist. Take a business first strategy to prioritize optimization efforts.
  • Validate Workday capabilities, user satisfaction, processes, issues around data, integrations, and vendor management to build out an optimization strategy
  • Pull this all together to develop a prioritized optimization roadmap.

Get the Most Out of Workday Research & Tools

1. Get the Most Out of Workday – A guide to help the business leverages to accomplish its goals.

Enterprise resource planning (ERP) is a core tool that the business leverages to accomplish its goals. Take a proactive approach to optimize your enterprise applications. Strategically re-align business goals, identify business application capabilities, complete a process assessment, evaluate user satisfaction, measure module satisfaction, and vendor relations to create an optimization plan that will drive a cohesive technology strategy that delivers results.

2. Get the Most Out of Workday Workbook – A tool to document and assist with this project.

The Get the Most out of Workday Workbook serves as the holding document for the different elements of the Get the Most out Workday blueprint. Use each assigned tab to input the relevant information for the process of optimizing Workday.

3. Workday Application Inventory Tool – A tool to define applications and capabilities around ERP.

Use this tool provide Info-Tech with information surrounding your ERP application(s). This inventory will be used to create a custom Application Portfolio Assessment (APA) for your ERP. The template includes demographics, application inventory, departments to be surveyed and data quality inclusion.


Workshop: Get the Most Out of Workday

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Define Your Workday Application Vision

The Purpose

Define your workday application vision.

Key Benefits Achieved

Set the foundation for optimizing Workday by building a cross-functional team, aligning with organizational strategy, inventorying current system state, defining your timeframe, and exploring current costs.

Activities

Outputs

1.1

Identify stakeholders and build your optimization team.

  • Workday optimization team
1.2

Build an ERP strategy model.

  • Workday business model
  • Workday optimization goals
1.3

Inventory current system state.

  • System inventory and data flow
  • Application and business capabilities list
1.4

Define optimization timeframe.

  • Workday optimization timeline
1.5

Understand Workday costs.

Module 2: Map Current-State Capabilities

The Purpose

Map current-state capabilities.

Key Benefits Achieved

Measure the state of your current Workday system to understand where it is not performing well.

Activities

Outputs

2.1

Assess Workday capabilities.

  • Workday capability gap analysis
2.2

Review your satisfaction with the vendor/product and willingness for change.

  • Workday user satisfaction (application portfolio assessment)
  • Workday SoftwareReviews survey results
  • Workday current costs

Module 3: Assess Workday

The Purpose

Assess Workday.

Key Benefits Achieved

Explore underperforming areas to:

  • Uncover where user satisfaction is lacking and possible root causes.
  • Identify process and workflows that are creating issues for end users and identify improvement options.
  • Understand where data issues are occurring and explore how you can improve these.
  • Identify integration points and explore if there are any areas of improvement.
  • Investigate your relationship with the vendor and product, including that relative to others.
  • Identify any areas for cost optimization (optional).

Activities

Outputs

3.1

Prioritize optimization opportunities.

  • Product and vendor satisfaction opportunities
  • Capability and feature optimization opportunities
  • Process optimization opportunities
  • Integration optimization opportunities
  • Data optimization opportunities
  • Workday cost-saving opportunities
3.2

Discover optimization initiatives.

Module 4: Build the Optimization Roadmap

The Purpose

Build the optimization roadmap.

Key Benefits Achieved

Understanding where you need to improve is the first step, now understand where to focus your optimization efforts, build out next steps and put a timeframe in place.

Activities

Outputs

4.1

Build your optimization roadmap.

  • Workday optimization roadmap

Get the Most Out of Workday

In today’s connected world, the continuous optimization of enterprise applications to realize your digital strategy is key.

EXECUTIVE BRIEF

Analyst Perspective

Focus optimization on organizational value delivery.

HR, finance, and planning systems are the core foundation of enterprise resource systems (ERP) systems. These are core tools that the business leverages to accomplish its goals. An ERP that is doing its job well is invisible to the business. The challenges come when the tool is no longer invisible. It has become a source of friction in the functioning of the business.

Workday is expensive, benefits can be difficult to quantify, and optimization can be difficult to navigate. Over time, technology evolves, organizational goals change, and the health of these systems is often not monitored. This is complicated in today’s digital landscape with multiple integration points, siloed data, and competing priorities.

Too often organizations jump into selecting replacement systems without understanding the health of their systems. We can do better than this.

IT leaders need to take a proactive approach to continually monitor and optimize their enterprise applications. Strategically realign business goals, identify business application capabilities, complete a process assessment, evaluate user satisfaction, measure module satisfaction, and improve vendor relations to create an optimization plan that will drive a cohesive technology strategy that delivers results.

Lisa Highfield

Research Director, Enterprise Applications

Info-Tech Research Group

Executive Summary

Your Challenge

Your Workday systems are critical to supporting the organization’s business processes. They are expensive. Direct benefits and ROI can be hard to measure.

Workday application portfolios are often behemoths to support. With complex integration points and unique business processes, stabilization is the norm.

Application optimization is essential to staying competitive and productive in today’s digital environment.

Common Obstacles

Balancing optimization with stabilization is one of the most difficult decisions for Workday application leaders.

Competing priorities and often unclear enterprise application strategies make it difficult to make decisions about what, how, and when to optimize.

Enterprise applications involve large numbers of processes, users, and evolving vendor roadmaps.

Teams do not have a framework to illustrate, communicate, and justify the optimization effort in the language your stakeholders understand.

Info-Tech's Approach

In today’s changing world, it is imperative to evaluate your applications for optimization and to look for opportunities to capitalize on rapidly expanding technologies, integrated data, and employee solutions that meet the needs of your organization.

Assess your Workday applications and the environment in which they exist. Take a business-first strategy to prioritize optimization efforts.

Validate capabilities, user satisfaction, and issues around data, vendor management, and costs to build out an overall roadmap and optimization strategy.

Pull this all together to prioritize optimization efforts and develop a concrete roadmap.

Info-Tech Insight

Workday is investing heavily in expanding and deepening its finance and expanded product offerings, but we cannot stand still on our optimization efforts. Understand your product(s), processes, user satisfaction, integration points, and the availability of data to business decision makers. Examine these areas to develop a personalized Workday optimization roadmap that fits the needs of your organization. Incorporate these methodologies into an ongoing optimization strategy aimed at enabling the business, increasing productivity, and reducing costs.

The image shows a graphic titled Get the Most Out of Your ERP. The centre of the graphic shows circular gears labelled with text such as Processes; User Satisfaction; Integrations; Data; and Vendor Relations. There is also text surrounding the central gears in concentric circles, and on either side, there are sets of arrows titled Service-centric capabilities and Product-centric capabilities.

Insight summary

Continuous assessment and optimization of your Workday ERP is critical to the success of your organization.

  • Applications and the environments in which they live are constantly evolving.
  • This blueprint provides business and application managers with a method to complete a health assessment of their Workday systems to identify areas for improvement and optimization.
  • Put optimization practices into effect by:
    • Aligning and prioritizing key business and technology drivers.
    • Identifying ERP process classification and performing a gap analysis.
    • Measuring user satisfaction across key departments.
    • Evaluating vendor relations.
    • Understanding how data plays into the mix.
    • Pulling it all together into an optimization roadmap.

Workday enterprise resource planning (ERP) facilitates the flow of information across business units. It allows for the seamless integration of data across financial and people systems to create a holistic view of the enterprise to support decision making.

In many organizations, Workday is considered the core people systems and is becoming more widely adopted for finance and a full ERP system.

ERP systems are considered the lifeblood of organizations. Problems with this key operational system will have a dramatic impact on the ability of the enterprise to survive and grow.

ERP implementation should not be a one-and-done exercise. There needs to be ongoing optimization to enable business processes and optimal organizational results.

Workday enterprise resource planning (ERP)

Workday

  • Finance
  • Human Resources Management
  • Talent and Performance
  • Payroll and Workforce Management
  • Employee Experience
  • Student Information Systems
  • Professional Services Automation
  • Analytics and Reporting
  • Spend Management
  • Enterprise Planning

What is Workday?

Workday has many modules that work together to facilitate the flow of information across the business. Workday’s unique data platform allows for seamless integration of systems and creates a holistic view of the enterprise to support decision making.

In many organizations, the ERP system is considered the lifeblood of the enterprise. Problems with this key operational system will have a dramatic impact on the ability of the enterprise to survive and grow.

Workday operates in many industry verticals and performs well in service organizations.

An ERP system:

  • Automates processes, reducing the amount of manual, routine work.
  • Integrates with core modules, eliminating the fragmentation of systems.
  • Centralizes information for reporting from multiple parts of the value chain to a single point.

Workday Fast Facts

Product Description

  • Workday offers HR, Finance, planning systems, and extended offerings. Workday prides itself on rapidly expanding its product portfolio to meet the needs of organizations in a changing world.
  • The integrated cloud data model Workday has been built on allows for seamless end-to-end organizational data.
  • Offerings include Financial Management, Human Capital Management, Workday Adaptive Planning, Spend Management, Talent Management, Payroll & Workforce Management, Analytics & Reporting, Student, Professional Services Automation, Platform & Product Extensions, Workday Peakon Employee Voice, and most recently VNDLY (contract and vendor management).

Evolution of Workday

Workday HCM 2006

Workday Financial Management 2007

Workday 10 (Finance & HCM) 2010

Workday Student (Higher Education) 2011

Workday Cloud (PAAS) 2017

Acquisition of Adaptive Insights 2018

Acquisition of VNDLY 2021

Vendor Description

  • Workday was founded in 2005 by Aneel Bhusri and Dave Duffield (former PeopleSoft founder.)
  • The platform-as-a-service (PaaS) bundles and modules are sold in a subscription model to customers.
  • Workday has untaken several acquisitions in recent years to grow the product and invests in early-stage companies through Workday Ventures.
  • Workday is publicly traded (2012); Nasdaq: WDAY.

Employees: 12,500

Headquarters: Pleasanton, CA

Website: workday.com

Founded: 2005

Presence: Global, Publicly Traded

Workday by the numbers

77%

77% of clients were satisfied with the product’s business value created. 78% of clients were satisfied that the cost is fair relative to value, and 95% plan to renew. (SoftwareReviews, 2022)

50% of Fortune 500

Workday has seen steady growth working with over 50% of Fortune 500 companies. 4,100 of those are HCM and finance customers. It has seen great success in service industries and has a 95% gross retention rate. (Diginomica)

40%

Workday reported a 40% year-over-year increase in Workday Financial Management deployments for both new and existing customers, as accelerated demand for Workday cloud-based continues. (Workday, June 2021)

Workday Finance

A great opportunity for Workday

Workday continues to invest in Workday Finance

  • 35% of the Fortune 500 and 50% of the Fortune 50 use Workday HCM products (Seeking Alpha, 2019).
  • The customer base for Workday Financial Management has increased from 45 in 2014 to 530 in 2019 with 9 Fortune 500 companies in the mix. This infers that Financial Management is a product that will drive future growth for Workday.

Recent Finance-Related Acquisitions

  • Zimit - Quotation Management
  • Stories.bi - Augmented Analytics
  • Adaptive Insights - Business Planning
  • SkipFlag - Machine Learning (AI)
  • Platfora - Analytics
  • VNDLY - Contractor and Vendor Management

Workday challenges and dissatisfaction

Workday challenges and dissatisfaction

Organizational

  • Competing Priorities
  • Lack of Strategy
  • Budget Challenges

People and teams

  • Knowledgeable Staff/Turnover
  • Lack of Internal Skills
  • Ability to Manage New Products
  • Lack of Training

Technology

  • Integration Issues
  • Selecting Tools & Technology
  • Keeping Pace With Technology Changes
  • Update Challenges

Data

  • Access to Data
  • Data Literacy
  • Data Hygiene
  • One View of the Customer

Finance, IT, Sales, and other users of the ERP system can only optimize ERP with the full support of each other. The cooperation of the departments is crucial when trying to improve ERP technology capabilities and customer interaction.

Info-Tech Insight

While technology is the key enabler of building strong customer experiences, there are many other drivers of dissatisfaction. IT must stand shoulder-to-shoulder with the business to develop a technology framework for ERP.

Where are applications leaders focusing?

Big growth numbers

Year-over-year call topic requests

Enterprise Application Optimization - 124%

Product - 65%

Enterprise Application Selection - 76%

Agile - 79%

(Info-Tech case data, 2022; N=3,293)

We are seeing Applications leaders’ priorities change year over year, driven by a shift in their approach to problem solving. Leaders are moving from a process-centric approach to a collaborative approach that breaks down boundaries and brings teams together.

Other changes

Year-over-year call topic requests

Application Portfolio Management - 13%

Business Process Management - 4%

Software Development Lifecycle -25%

(Info-Tech case data, 2022; N=3,293)

Software development lifecycle topics are tactical point solutions. Organizations have been “shifting left” to tackle the strategic issues such as product vision and Agile mindset to optimize the whole organization.

Application optimization is risky without a plan

Avoid these common pitfalls:

  • Not considering how this pays into the short-, medium-, and long-term ERP strategy.
  • Not considering application optimization as a business and IT partnership, which requires the continuous formal engagement of all participants.
  • Not having a good understanding of your current state, including integration points and data.
  • Not adequately accommodating feedback and changes after digital applications are deployed and employed.
  • Not treating digital applications as a motivator for potential future IT optimization efforts and incorporating digital assets in strategic business planning.
  • Not involving department leads, management, and other subject-matter experts to facilitate the organizational change digital applications bring.

“A successful application optimization strategy starts with the business need in mind and not from a technological point of view. No matter from which angle you look at it, modernizing a legacy application is a considerable undertaking that can’t be taken lightly. Your best approach is to begin the journey with baby steps.” – Norelus, Pamidala, and Senti, 2020

Info-Tech’s methodology for getting the most out of your ERP

1. Map Current-State Capabilities 2. Assess Your Current State 3. Identify Key Optimization Areas 4. Build Your Optimization Roadmap
Phase Steps
  1. Identify Stakeholders and Build Your Workday Optimization Team
  2. Build an ERP Strategy Model
  3. Inventory Current System State
  4. Define Business Capabilities
  • Conduct a Gap Analysis for ERP Processes
  • Assess User Satisfaction
  • Review Your Satisfaction With the Vendor and Product
  1. Identify Key Optimization Areas
  2. Evaluate Product Sustainability Over the Short, Medium, and Long Term
  3. Identify Any Product Changes Anticipated Over Short, Medium, and Long Term
  1. Prioritize Optimization Opportunities
  2. Identify Key Optimization Areas
  3. Compile Optimization Assessment Results
Phase Outcomes
  1. Stakeholder map
  2. Workday optimization team
  3. Workday business model
  4. Strategy alignment
  5. Systems inventory and diagram
  6. Business capabilities map
  7. Key Workday processes list
  1. Gap analysis for Workday-related processes
  2. Understanding of user satisfaction across applications and processes
  3. Insight into Workday data quality
  4. Quantified satisfaction with the vendor and product
  5. Understanding Workday costs
  1. List of Workday optimization opportunities
  1. Workday optimization roadmap

Blueprint deliverables

Each step of this blueprint is accompanied by supporting deliverables to help you accomplish your goals:

Get the Most Out of Your Workday Workbook

Identify and prioritize your Workday optimization goals.

Application Portfolio Assessment

Assess IT-enabled user satisfaction across your Workday portfolio.

Key deliverable:

Workday Optimization Roadmap

Complete an assessment of processes, user satisfaction, data quality, and vendor management.

Case Study

MANAGED AP AUTOMATION with OneSource Virtual

TripAdvisor + OneSource

INDUSTRY: Travel

SOURCE: OneSource Virtual, 2017

Challenge

TripAdvisor needed a solution that would decrease administrative labor from its accounting department.

“We needed something that was already compatible with our Workday tenant, that didn’t require a lot of customizations and would be an enhancement to our processes.” – Director of Accounting Operations, Scott Garner

Requirements included:

  • Easy implementation
  • Existing system compatibility
  • Enhancement to the company’s process
  • Competitive pricing
  • Secure

Solution

TripAdvisor chose to outsource its accounts payable services to OneSource Virtual (OSV).

OneSource Virtual offers the comprehensive finance and accounting outsourcing solutions needed to improve efficiency, eliminate paper processes, reduce errors, and improve cash flow.

Managed AP services include scanning and auditing all extracted invoice data for accuracy, transmitting AP files with line-item details from invoices, and creating full invoice images in Workday.

Results

  • Accurate and timely invoice processing for over 3,000 invoices per month.
  • Empowered employees to focus on higher-level tasks rather than day-to-day data entry.
  • 50+ hours saved per week on routine data entry.
  • Employees had 30% of their time freed up to focus on high-value tasks.
  • Allowed TripAdvisor to become more scalable across departments and as an organization.

Info-Tech offers various levels of support to suit your needs

DIY Toolkit

“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”

Guided Implementation

“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”

Workshop

“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”

Consulting

“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”

Diagnostics and consistent frameworks used throughout all four options

Guided Implementation

What does a typical GI on this topic look like?

A Guided Implementation (GI) is series of calls with an Info-Tech analyst to help implement our best practices in your organization.

A typical GI is between 8 to 12 calls over the course of 4 to 6 months.

Phase 1

Call #1: Scope requirements, objectives, and your specific challenge.

Phase 2

Call #2:

  • Build the Workday team.
  • Align organizational goals.

Call #3:

  • Map current state.
  • Inventory Workday capabilities and processes.
  • Explore Workday-related costs.

Phase 3

Call #4: Understand product satisfaction and vendor management.

Call #5: Review APA results.

Call #6: Understand Workday optimization opportunities.

Call #7: Determine the right Workday path for your organization.

Phase 4

Call #8: Build out optimization roadmap and next steps.

Workshop Overview

Contact your account representative for more information.

workshops@infotech.com 1-888-670-8889

Day 1Day 2Day 3Day 4Day 5
Define Your Workday Application VisionMap Current StateAssess WorkdayBuild Your Optimization RoadmapNext Steps and

Wrap-Up (offsite)

Activities

1.1 Identify Stakeholders and Build Your Optimization Team

1.2 Build an ERP Strategy Model

1.3 Inventory Current System State

1.4 Define Optimization Timeframe

1.5 Understand Workday Costs

2.1 Assess Workday Capabilities

2.2 Review Your Satisfaction With the Vendor/Product and Willingness for Change

3.1 Prioritize Optimization Opportunities

3.2 Discover Optimization Initiatives

4.1 Build Your Optimization Roadmap

5.1 Complete In-progress Deliverables From Previous Four Days.

5.2 Set Up Review Time for Workshop Deliverables and to Discuss Next Steps.

Deliverables
  1. Workday optimization team
  2. Workday business model
  3. Workday optimization goals
  4. System inventory and data flow
  5. Application and business capabilities list
  6. Workday optimization timeline
  1. Workday capability gap analysis
  2. Workday user satisfaction (application portfolio assessment)
  3. Workday SoftwareReviews survey results
  4. Workday current costs
  1. Product and vendor satisfaction opportunities
  2. Capability and feature optimization opportunities
  3. Process optimization opportunities
  4. Integration optimization opportunities
  5. Data optimization opportunities
  6. Workday cost-saving opportunities
  1. Workday optimization roadmap

Phase 1

Map Current-State Capabilities

Phase 1

1.1 Identify Stakeholders and Build Your Optimization Team

1.2 Build an ERP Strategy Model

1.3 Inventory Current System State

1.4 Define Optimization Timeframe

1.5 Understand Workday Costs

Phase 2

2.1 Assess Workday Capabilities

2.2 Review Your Satisfaction With the Vendor/Product and Willingness for Change

Phase 3

3.1 Prioritize Optimization Opportunities

3.2 Discover Optimization Initiatives

Phase 4

4.1 Build Your Optimization Roadmap

This phase will guide you through the following activities:

  • Align your organizational goals
  • Gain a firm understanding of your current state
  • Inventory Workday and related applications
  • Confirm the organization’s capabilities

This phase involves the following participants:

  • CFO
  • Department Leads – Finance, Procurement, Asset Management
  • Applications Director
  • Senior Business Analyst
  • Senior Developer
  • Procurement Analysts

Step 1.1

Identify Stakeholders and Build Your Optimization Team

Activities

1.1.1 Identify Stakeholders Critical to Success

1.1.2 Map Your Workday Optimization Stakeholders

1.1.3 Determine Your Workday Optimization Team

Map Current State Capabilities

Step 1.1

Step 1.2

Step 1.3

Step 1.4

Step 1.5

This step will guide you through the following activities:

  • Identify ERP drivers and objectives
  • Explore ERP challenges and pain points
  • Discover ERP benefits and opportunities
  • Align the ERP foundation with your corporate strategy

This step involves the following participants:

  • Stakeholders
  • Project sponsors and leaders

Outcomes of this step

  • Stakeholder map
  • Workday optimization team

ERP optimization stakeholders

  • Understand the roles necessary to Get the Most Out of Your Workday.
  • Understand the role of each player within your project structure. Look for listed participants on the activities slides to determine when each player should be involved.
Title Role Within the Project Structure
Organizational Sponsor
  • Owns the project at the management/C-suite level
  • Responsible for breaking down barriers and ensuring alignment with your organizational strategy
  • CIO, CFO, COO, or similar
Project Manager
  • The IT individual(s) that oversee day-to-day project operations
  • Responsible for preparing and managing the project plan and monitoring the project team’s progress
  • Applications Manager or other IT Manager, Business Analyst, Business Process Owner, or similar
Business Unit Leaders
  • Works alongside the IT Project Manager to ensure the strategy is aligned with business needs
  • In this case, likely to be a marketing, sales, or customer service lead
  • Sales Director, Marketing Director, Customer Care Director, or similar
Optimization Team
  • Comprised of individuals whose knowledge and skills are crucial to project success
  • Responsible for driving day-to-day activities, coordinating communication, and making process and design decisions; can assist with persona and scenario development for ERP
  • Project Manager, Business Lead, ERP Manager, Integration Manager, Application SMEs, Developers, Business Process Architects, and/or similar SMEs
Steering Committee
  • Comprised of the C-suite/management-level individuals that act as the project’s decision makers
  • Responsible for validating goals and priorities, defining the project scope, enabling adequate resourcing, and managing change
  • Project Sponsor, Project Manager, Business Lead, CFO, Business Unit SMEs, or similar

Info-Tech Insight

Do not limit project input or participation. Include subject-matter experts and internal stakeholders at stages within the project. Such inputs can be solicited on a one-off basis as needed. This ensures you take a holistic approach to create your ERP optimization strategy.

1.1.1 Identify Workday optimization stakeholders

1 hour

  1. Hold a meeting to identify the Workday optimization stakeholders.
  2. Use the next slide as a guide.

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

Understand how to navigate the complex web of stakeholders in ERP

Identify which stakeholders to include and what their level of involvement should be during requirements elicitation based on relevant topic expertise.

Sponsor End User IT Business
Description An internal stakeholder who has final sign-off on the ERP project. Front-line users of the ERP technology. Back-end support staff who are tasked with project planning, execution, and eventual system maintenance. Additional stakeholders that will be impacted by any ERP technology changes.
Examples
  • CEO
  • CIO/CTO
  • COO
  • CFO
  • Warehouse personnel
  • Sales teams
  • HR admins
  • Applications manager
  • Vendor relationship manager(s)
  • Director, Procurement
  • VP, Marketing
  • Manager, HR
Values Executive buy-in and support is essential to the success of the project. Often, the sponsor controls funding and resource allocation. End users determine the success of the system through user adoption. If the end user does not adopt the system, the system is deemed useless and benefits realization is poor. IT is likely to be responsible for more in-depth requirements gathering. IT possesses critical knowledge around system compatibility, integration, and data. Involving business stakeholders in the requirements gathering will ensure alignment between HR and organizational objectives.

Large-scale ERP projects require the involvement of many stakeholders from all corners and levels of the organization, including project sponsors, IT, end users, and business stakeholders. Consider the influence and interest of stakeholders in contributing to the requirements elicitation process and involve them accordingly.

The image shows a graph with dots on it, titled Example: Stakeholder Involvement during Selection.

Activity 1.1.2 Map your Workday optimization stakeholders

1 hour

  1. Use the list of Workday optimization stakeholders.
  2. Map each stakeholder on the quadrant based on their expected Influence and involvement in the project.

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

The image shows a graph titled Map the Organization's Stakeholders, with stakeholders listed on the left, and arranged in quadrants. Along the bottom of the graph is the text: Involvement, with an arrow pointing to the right. Along the left side of the graph is the text: Influence, with an arrow pointing upwards.

Map the organization’s stakeholders

The image shows the same organization stakeholder map shown in the previous section.

The Workday optimization team

Consider the core team functions when putting together the project team. Form a cross-functional team (i.e. across IT, Marketing, Sales, Service, and Operations) to create a well-aligned ERP optimization strategy.

Don’t let your project team become too large when trying to include all relevant stakeholders. Carefully limiting the size of the project team will enable effective decision making while still including functional business units such as Human Resources, Operations, Manufacturing, Marketing, Sales, Service, and Finance as well as IT.

Required Skills/Knowledge Suggested Project Team Members
Business
  • Department leads
  • Business process leads
  • Business analysts
  • Subject matter experts
  • SMEs/Business process leads across all functional areas, for example, Strategy, Sales, Marketing, Customer Service, Finance, HR
IT
  • Application development
  • Enterprise integration
  • Business processes
  • Data management
  • Product owner
  • ERP application manager
  • Business process manager
  • Integration manager
  • Application developer
  • Data stewards
Other
  • Operations
  • Administrative
  • Change management
  • COO
  • CFO
  • Change management officer

1.1.3 Determine your Workday optimization team

1 hour

  1. Have the project manager and other key stakeholders discuss and determine who will be involved in the Workday optimization project.
    • The size of the team will depend on the initiative and size of your organization.
    • Key business leaders in key areas and IT representatives should be involved.

Note: Depending on your initiative and size of your organization, the size of this team will vary.

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

Step 1.2

Build an ERP Strategy Model

Activities

1.2.1 Explore Organizational Goals and Business Needs

1.2.2 Discover Environmental Factors and Technology Drivers

1.2.3 Consider Potential Barriers to Achieving Workday Optimization

1.2.4 Set the Foundation for Success

1.2.5 Discuss Workday Strategy and Develop Your ERP Optimization Goals

Map Current State Capabilities

Step 1.1

Step 1.2

Step 1.3

Step 1.4

Step 1.5

This step will guide you through the following activities:

  • Identify ERP drivers and objectives
  • Explore ERP challenges and pain points
  • Discover ERP benefits and opportunities
  • Align the ERP foundation with the corporate strategy

This step involves the following participants:

  • Workday Optimization Team

Outcomes of this step

  • ERP business model
  • Strategy alignment

Align your Workday strategy with the corporate strategy

Corporate Strategy

Your corporate strategy:

  • Conveys the current state of the organization and the path it wants to take.
  • Identifies future goals and business aspirations.
  • Communicates the initiatives that are critical for getting the organization from its current state to the desired future state.

Unified ERP Strategy

  • The ideal ERP strategy is aligned with overarching organizational business goals and broader IT initiatives.
  • Include all affected business units and departments in these conversations.
  • The ERP optimization can be and should be linked, with metrics, to the corporate strategy and ultimate business objectives.

IT Strategy

Your IT strategy:

  • Communicates the organization’s budget and spending on ERP.
  • Identifies IT initiatives that will support the business and key ERP objectives.
  • Outlines staffing and resourcing for ERP initiatives.

ERP projects are more successful when the management team understands the strategic importance and the criticality of alignment. Time needs to be spent upfront aligning business strategies with ERP capabilities. Effective alignment between IT and the business should happen daily. Alignment doesn’t just need to occur at the executive level but at each level of the organization.

ERP Business Model Template

The image shows a template of the ERP Business Model. At the top, there is a section for ERP Needs, then on the left and right, Environmental Factors and Organizational Goals. At the center, there is a box with text that reads Barriers, with empty space underneath it, then the text: ERP Strategy, and then the heading Enables with empty space beneath it. At the bottom are Technology Drivers. There are notes attached to sections. For ERP Needs, the note reads: What are your business drivers? What are your current ERP pains?. For the Environmental Factors section, the note reads: What factors impacting your strategy are out of your control?. For the Technology Drivers section, the note reads: Why do you need a new system? What is the purpose for becoming an integrated organization?.

Conduct interviews to elicit the business context

Stakeholder Interviews

Begin by conducting interviews of your executive team. Interview the following leaders:

  1. Chief Information Officer
  2. Chief Executive Officer
  3. Chief Financial Officer
  4. Chief Revenue Officer/Sales Leader
  5. Chief Operating Officer/Supply Chain & Logistics Leader
  6. Chief Technology Officer/Chief Product Officer

INTERVIEWS MUST UNCOVER:

  1. Your organization’s mission & vision
  2. Your organization’s top business goals
  3. Your organization’s top business initiatives
  4. The stakeholder’s top goals and initiatives
  5. Tools and systems needed to facilitate organizational and departmental goals

Understand the mission, vision, and goals of the organization and supporting departments

Business Needs Business Drivers
Definition A business need is a requirement associated with a particular business process. A business need is a requirement associated with a particular business process.
Examples
  • Audit tracking
  • Authorization levels
  • Business rules
  • Data quality
  • Customer satisfaction
  • Branding
  • Time-to-resolution

Info-Tech Insight

One of the biggest drivers for ERP adoption is the ability to make quicker decisions from timely information. This driver is a result of external considerations. Many industries today are highly competitive, uncertain, and rapidly changing. To succeed under these pressures, there needs to be timely information and visibility into all components of the organization.

1.2.1 Explore organizational goals and business needs

60 minutes

  1. Discuss organizational mission, vision, and goals. What are the top initiatives underway? Are you contracting, expanding, or innovating?
  2. Discuss business needs to support organizational goals. What are identified goals and initiatives at the departmental level? What tools and resources within the Workday system will help make this successful?
  3. Understand how the company is running today and what the organization’s future will look like. Envision the future system state.

Record this information in the Get the Most Out of Your Workday Workbook.

The image shows the same ERP Business Model Template from the previous section, zoomed in on the centre of the graphic.

Organizational Goals

  • Organization’s mission and vision
  • Top business goals
  • Initiatives underway

Business Needs

  • Departmental goals
  • Business drivers
  • Key initiatives
  • Key capabilities to support the organization
  • Requirements to support the business capability and process

Download the Get the Most Out of Your Workday Workbook

ERP Business Model

Organizational Goals

  • Organization’s mission and vision
  • Top business goals (~3)
  • Initiatives underway
  • KPIs and metrics that are important to the organization in achieving its goals and objectives

Business Needs

  • Departmental goals
  • Key initiatives
  • Key capabilities to support the organization
  • Tools and systems required to support business capability or process
  • KPIs and metrics that are important to the department/stakeholder in achieving its goals and objectives

Understand the technology drivers and environmental factors

Technology Drivers Environmental Factors
Definition Technology drivers are technological changes that have created the need for a new ERP enablement strategy. Many organizations turn to technology systems to help them obtain a competitive edge. These external considerations are factors that take place outside of the organization and impact the way business is conducted inside the organization. These are often outside the control of the business. Look three to five years ahead, what challenges will the business face? Where will you have to adapt and pivot? How can we prepare for this?
Examples
  • Deployment model (i.e. SaaS)
  • Integration
  • Reporting capabilities
  • Fragmented technologies
  • Economic and political factors
  • Competitive influencers
  • Compliance regulations

Info-Tech Insight

A comprehensive plan that takes into consideration organizational goals, departmental needs, technology drivers, and environmental factors will allow for a collaborative approach to defining your Workday strategy.

1.2.2 Discover environmental factors and technology drivers

30 minutes

  1. Identify business drivers that are contributing to the organization’s need for ERP.
  2. Understand how the company is running today and what the organization’s future will look like. Try to identify the purpose for becoming an integrated organization. Use a whiteboard or flip charts and markers to capture key findings.
  3. Consider external considerations, organizational drivers, technology drivers, and key functional requirements.

Record this information in the Get the Most Out of Your Workday Workbook.

The image is the same ERP Business Model Template from previous sections. In this instance, it is zoomed into the centre of the graphic, with the environmental factors section circled.

External Considerations

  • Funding constraints
  • Regulations

Technology Considerations

  • Data accuracy
  • Data quality
  • Better reporting

Functional Requirements

  • Information availability
  • Integration between systems
  • Secure data

Download the Get the Most Out of Your Workday Workbook

Create a realistic ERP foundation by identifying the challenges and barriers the project will bestow

There are several different factors that may stifle the success of an ERP implementation. Organizations that are creating an ERP foundation must scan their current environment to identify internal barriers and challenges.

Common Internal Barriers

Management Support Organizational Culture Organizational Structure IT Readiness
Definition The degree of understanding and acceptance toward ERP systems. The collective shared values and beliefs. The functional relationships between people and departments in an organization. The degree to which the organization’s people and processes are prepared for a new ERP system.
Questions
  • Is an ERP project recognized as a top priority?
  • Will management commit time to the project?
  • Are employees resistant to change?
  • Is the organization highly individualized?
  • Is the organization centralized?
  • Is the organization highly formalized?
  • Is there strong technical expertise?
  • Is there strong infrastructure?
Impact
  • Funding
  • Resources
  • Knowledge sharing
  • User acceptance
  • Flow of knowledge
  • Quality of implementation
  • Need for reliance on consultants

1.2.3 Consider potential barriers to achieving Workday optimization

1-3 hours

  1. Open tab 1.2, “Strategy & Goals,” in the Get the Most Out of Your Workday Workbook.
  2. Identify barriers to ERP optimization success.
  3. Review the ERP critical success factors and how they relate to your optimization efforts.
  4. Discuss potential barriers to successful ERP optimization.

Record this information in the Get the Most Out of Your Workday Workbook.

The image is the same zoomed-in section of the ERP Strategy Business Model Template seen in previous sections. In this instance, the Barriers section is circled.

Functional Gaps

  • No online purchase order requisitions

Technical Gaps

  • Inconsistent reporting – data quality concerns

Process Gaps

  • Duplication of data
  • Lack of system integration

Barriers to Success

  • Cultural mindset
  • Resistance to change
  • Lack of training
  • Funding

Download the Get the Most Out of Your Workday Workbook

ERP Business Model

Organizational Goals

  • Efficiency
  • Effectiveness
  • Integrity
  • One source of truth for data
  • One team
  • Customer service, external and internal

Barriers

  • Organizational silos
  • Lack of formal process documentation
  • Funding availability
  • What goes first? Organizational priorities

What does success look like?

Top 15 Critical Success Factors for ERP System Implementation

The image shows a horizontal bar graph with the text: Frequency of Citation (n=127) at the top. Different implementation strategies are listed on the left, in descending order of frequency.

(Epizitone and Olugbara, 2019; CC BY 4.0)

Info-Tech Insight

Complement your ability to deliver on your critical success factors with the capabilities of your implementation partner to drive a successful ERP implementation.

“Implementation partners can play an important role in successful ERP implementations. They can work across the organizational departments and layers creating a synergy and a communications mechanism.” – Ayogeboh Epizitone, Durban University of Technology

1.2.3 Set the foundation for success

1-3 hours

  1. Open tab 1.2, “Strategy & Goals,” in the Get the Most Out of Your Workday Workbook.
  2. Identify barriers to ERP optimization success.
  3. Review the ERP critical success factors and how they relate to your optimization efforts.
  4. Discuss potential barriers to successful ERP optimization.

Record this information in the Get the Most Out of Your Workday Workbook.

The image is the same zoomed-in section of the ERP Strategy Business Model Template seen in previous sections. In this instance, the Enablers section is circled.

Business Benefits

  • Business-IT alignment

IT Benefits

  • Compliance
  • Scalability
  • Operational efficiency

Organizational Benefits

  • Data accuracy
  • Data quality
  • Better reporting

Enablers of Success

  • Change management
  • Training
  • Alignment with strategic objectives

Download the Get the Most Out of Your Workday Workbook

ERP Business Model

Organizational Goals

  • Efficiency
  • Effectiveness
  • Integrity
  • One source of truth for data
  • One team
  • Customer service, external and internal

Enablers

  • Cross-trained employees
  • Desire to focus on value-add activities
  • Collaborative
  • Top-level executive support
  • Effective change management process

The Business Value Matrix

Rationalizing and quantifying the value of Workday

Benefits can be realized internally and externally to the organization or department and have different drivers of value.

  • Financial benefits refer to the degree to which the value source can be measured through monetary metrics and are often quite tangible.
  • Human benefits refer to how an application can deliver value through a user’s experience.
  • Inward refers to value sources that have an internal impact and improve your organization’s effectiveness and efficiency in performing its operations.
  • Outward refers to value sources that come from your interaction with external factors, such as the market or your customers.

Organizational Goals

Increased Revenue

Application functions that are specifically related to the impact on your organization’s ability to generate revenue and deliver value to your customers.

Reduced Costs

Reduction of overhead. The ways in which an application limits the operational costs of business functions.

Enhanced Services

Functions that enable business capabilities that improve the organization’s ability to perform its internal operations.

Reach Customers

Application functions that enable and improve the interaction with customers or produce market information and insights.

Business Value Matrix

The image shows a matrix, with Human benefits and Financial Benefits on the horizontal axis, and Outward and Inward on the Vertical axis.

1.2.4 Define your Workday strategy and optimization goals

30 minutes

  1. Discuss the Workday business model exercises and ERP critical success factors.
  2. Through the lens of corporate goals and objectives think about the supporting ERP technology. How can the ERP system bring value to the organization? What are the top things that will make this initiative a success? What major themes are emerging?
  3. Develop five to ten optimization goals that will form the basis for the success of this initiative.
    • What is a strong statement that will help guide decision making throughout the life of the ERP project?
    • What are your overarching requirements for business processes?
    • What do you ultimately want to achieve?
    • What is a statement that will ensure all stakeholders are on the same page for the project?

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

Workday strategy and optimization goals

Key Themes Emerging / Workday Strategy

  • Efficiency
  • Effectiveness
  • Integrity
  • One source of truth for data
  • One team
  • Customer service, external and internal

Optimization Goals

  • Support Business Agility: A flexible and adaptable integrated business system providing a seamless user experience.
  • Use ERP best practices: Do not recreate or replicate what we have today; focus on modernization. Exercise customization governance by focusing on those customizations that are strategically differentiating.
  • Automate: Take manual work out where we can, empowering staff and improving productivity through automation and process efficiencies.
  • Stay focused: Focus on scope around core business capabilities. Maintain scope control. Prioritize demand in line with the strategy.
  • Strive for “One Source of Truth”: Unified data model and integrate processes where possible. Assess integration needs carefully.

Step 1.3

Inventory Current System State

Activities

1.3.1 Inventory Workday Applications and Interactions

1.3.2 Draw Your Workday System Diagram

1.3.3 Inventory Your Workday Modules and Business Capabilities (or Business Processes)

1.3.4 Define Your Key Workday Optimization Modules and Business Capabilities

Map Current-State Capabilities

Step 1.1

Step 1.2

Step 1.3

Step 1.4

Step 1.5

This step will guide you through the following activities:

  • Inventory of applications
  • Mapping interactions between systems

This step involves the following participants:

  • Workday Optimization Team
  • Enterprise Architect
  • Data Architect

Outcomes of this step

  • Systems inventory
  • Systems diagram

1.3.1 Inventory Workday applications and interfaces

1-3+ hours

  1. Enter your Workday systems, Workday extended applications, and integrated applications within scope.
  2. Include any abbreviated names or nicknames.
  3. List the application type or main function. List the modules the organization has licensed.
  4. List any integrations.

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

ERP Data Flow

When assessing the current application portfolio that supports your ERP, the tendency will be to focus on the applications under the ERP umbrella. These relate mostly to marketing, sales, and customer service. Be sure to include systems that act as input to, or benefit due to outputs from, ERP or similar applications.

The image shows a flowchart, with example ERP Data. There is a colour-coded legend for the data, and at the bottom of the graphic, there is text that reads: Be sure to include enterprise applications that are not included in the ERP application portfolio. There are also definitions of abbreviated terms at the bottom of the graphic.

1.3.2 Draw your Workday system diagram (optional)

1-3+ hours

  1. From the Workday application inventory, diagram your network. Include:
    • Any internal or external systems
    • Integration points
    • Data flow

The image shows the flowchart section of th image that appears in the previous section.

Download the Get the Most Out of Your Workday Workbook

Sample Workday and integrations map

The image shows a sample map of Workday and integrations. There is a colour-coded legend at the bottom right.

Business capability map (Level 0)

In business architecture, the primary view of an organization is known as a business capability map.

A business capability defines what a business does to enable value creation, rather than how.

Business capabilities:

  • Represent stable business functions.
  • Are unique and independent of each other.
  • Will typically have a defined business outcome.

A business capability map provides details that help the business architecture practitioner direct attention to a specific area of the business for further assessment.

The image shows a Business Capability Map, which is divided into 4 sections: Products and Services Development; Revenue Generation; Demand Fulfillment; and Enterprise Management and Planning

The value stream

Value stream defined:

Value Streams:

Design Product

  • Manufacturers work proactively to design products and services that will meet consumer demand.
  • Products are driven by consumer demand and government regulations.

Produce Product

  • Production processes and labor costs are constantly analyzed for efficiencies and accuracies.
  • Quality of product and services are highly regulated through all levels of the supply chain.

Sell Product

  • Sales networks and sales staff deliver the product from the organization to the end consumer.
  • Marketing plays a key role throughout the value stream connecting consumers’ wants and needs to the products and services offered.

Customer Service

  • Relationships with consumers continue after the sale of products and services.
  • Continued customer support and data mining is important to revenue streams.

Value streams connect business goals to the organization’s value realization activities in the marketplace. Those activities are dependent on the specific industry segment in which an organization operates. There are two types of value streams: core value streams and support value streams.

  • Core value streams are mostly externally facing. They deliver value to either an external or internal customer and they tie to the customer perspective of the strategy map.
  • Support value streams are internally facing and provide the foundational support for an organization to operate.

Taking a value stream approach to process mapping allows you to move across departmental and system boundaries to understand the underlying business capability.

Some mistakes organizations make are over-customizing processes, or conversely, not customizing when required. Workday provides good baseline process that work for most organizations. However, if a process is broken or not working efficiently take the time to investigate it, including underlying policies, roles, workflows, and integrations.

Process frameworks

Help define your inventory of sales, marketing, and customer services processes.

Operating Processes
1. Develop vision and strategy 2. Develop and manage products and services 3. Market and sell products and services 4. Deliver physical products 5. Deliver services
Management and Support Processes
6. Manage customer service
7. Develop and manage human capital
8. Manage IT
9. Manage financial resources
10. Acquire, construct, and manage assets
11. Manage enterprise risk, compliance, remediation, and resiliency
12. Manage external relationships
13. Develop and manage business capabilities

(APQC)

If you do not have a documented process model, you can use the APQC Framework to help define your inventory of sales business processes.

APQC’s Process Classification Framework is a taxonomy of cross-functional business processes intended to allow the objective comparison of organizational performance within and among organizations.

APQC’s Process Classification Framework

Process mapping hierarchy

A process classification framework is helpful for organizations to effectively define their processes and manage them appropriately.

Use Info-Tech’s related industry resources or publicly available process frameworks (such as APQC) to develop and map your business processes.

These processes can then be mapped to supporting applications and modules. Policies, roles, and workflows also play a role and should be considered in the overall functioning.

APQC’s Process Classification Framework

The image shows a chart, titled PCL Levels Explained, with each of the PCF Levels listed, and a brief description of each.

(APQC)

Focus on level-1 processes

Level 1 Level 2 Level 3 Level 4
Market and sell products and services Understand markets, customers, and capabilities Perform customer and market intelligence analysis Conduct customer and market research
Market and sell products and services Develop a sales strategy Develop a sales forecast Gather current and historic order information
Deliver services Manage service delivery resources Manage service delivery resource demand Develop baseline forecasts
? ? ? ?

Info-Tech Insight

Focus your initial assessment on the level-1 processes that matter to your organization. This allows you to target your scant resources on the areas of optimization that matter most to the organization and minimize the effort required from your business partners.

You may need to iterate the assessment as challenges are identified. This allows you to be adaptive and deal with emerging issues more readily and become a more responsive partner to the business.

Process mapping and supporting ERP modules

The operating model

An operating model is a framework that drives operating decisions. It helps to set the parameters for the scope of ERP and the processes that will be supported. The operating model will serve to group core operational processes. These groupings represent a set of interrelated, consecutive processes aimed at generating a common output.

From your developed processes and your Workday license agreements you will be able to pinpoint the scope for investigation, including the processes and modules.

The image shows three images, overlapping one another. At the back is a chart with three sections, and boxes beneath. In front of that is a graphic with Objectives, Value Streams, Capabilities, and Processes written down the left side, and descriptions on the right. Below that image is an arrow pointing downward to the text Supporting Workday Modules. In front is a circular graphic with the word Workday in the centre, and circles with text in them around it.

Workday modules and process enablement

Workday Finance

  • Accounts Receivable and Collections
  • Accounts Payable and Payments
  • Asset Management
  • Audit and Controls
  • Billing and Invoicing
  • Cash Management
  • Contracts
  • Financial Reporting and Analysis
  • [Global] Close and Consolidation
  • Multi-GAAP/Multi-book/Multi-chart of Accounts
  • Revenue Management

Spend Management

  • Strategic Sourcing
  • Procure to Pay
  • Inventory
  • Expenses

Professional Services Automation

  • Project and Resource Management
  • Project Financials
  • Project Billing
  • Expense Management
  • Time Tracking

Enterprise Planning

  • Financial planning
  • Reporting
  • Analytics
  • Budgets
  • Insights
  • Workforce planning
  • Sales planning
  • Operational planning

Analytics and Reporting

  • Financial Management Core Reporting
  • Human Capital Management Core Reporting
  • Benchmarking
  • Data Hub
  • Augmented Analytics

Student

  • Admissions
  • Financial Aid
  • Advising
  • Student Finance
  • Student Records

Human Capital Management (HCM)

  • Human Resource Management
  • Organization Management
  • Business Process Management
  • Reporting and Analytics
  • Employee and Manager Self-Service
  • Contingent Labor Management
  • Skills Cloud
  • Absence Management
  • Benefits Administration
  • ACA Management
  • Compensation
  • Talent Optimization

Payroll and Workforce Management

  • Scheduling and Labor Management
  • Time and Attendance
  • Absence
  • Payroll

Employee Experience

  • Employee Engagement Insights
  • Diversity, Inclusion, and Belonging Measurement
  • Health and Well-Being Metrics
  • Back-to-Workplace Readiness
  • Confidential Employee-Manager Conversations
  • Attrition Prediction
  • Continuous Industry Benchmarks

Talent and Performance

  • Talent Profile
  • Continuous Feedback
  • Survey Campaigns
  • Embedded Analytics
  • Goal Management
  • Performance Management
  • Talent Review
  • Calibration
  • Competencies
  • Career and Development Planning
  • Succession Planning
  • Talent Marketplace
  • Mobile
  • Expenses

1.3.3 Inventory your Workday modules and business capabilities

1-3+ hours

  1. Look at the major functions or processes within the scope of ERP.
  2. From the inventory of current systems, choose the submodules or processes that you want to investigate and are within scope for this optimization initiative.
  3. List the top modules, capabilities, or processes that will be within the scope of this optimization initiative.

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

1.3.4 Define your key Workday optimization modules and business capabilities

1-3+ hours

  1. Look at the major functions or processes within the scope of ERP.
  2. From the inventory of current systems, choose the submodules or processes for this optimization initiative. Base this on those that are most critical to the business, those with the lowest levels of satisfaction, or those that perhaps need more knowledge around them.

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

Step 1.4

Define Optimization Timeframe

Activities

1.4.1 Define Workday Key Dates, and Workday Optimization Roadmap Timeframe and Structure

Map Current-State Capabilities

Step 1.1

Step 1.2

Step 1.3

Step 1.4

Step 1.5

This step will guide you through the following activities:

  • Defining key dates related to your optimization initiative
  • Identifying key building blocks for your optimization roadmap

This step involves the following participants:

  • Workday Optimization Team
  • Vendor Management

Outcomes of this step

  • Optimization Key Dates
  • Optimization Roadmap Timeframe and Structure

1.4.1 Optimization roadmap timeframe and structure

1-3+ hours

  1. Key items and dates relevant to your optimization initiatives, such as any products reaching end of life or end of contract, or budget proposal submission deadlines.
  2. Enter the expected Optimization Initiative Start Date.
  3. Enter the Roadmap Length. This is the total amount of time you expect to participate in the Workday Optimization Initiative. This includes short-, medium-, and long-term initiatives.
  4. Enter your Roadmap Date markers – how you want dates displayed on the roadmap.
  5. Enter column time values – what level of granularity will be helpful for this initiative?
  6. Enter the sprint or cycle timeframe – use this if following Agile.

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

Step 1.5

Understand Workday Costs

Activities

1.5.1 Document Costs Associated With Workday

Map Current-State Capabilities

Step 1.1

Step 1.2

Step 1.3

Step 1.4

Step 1.5

This step will walk you through the following activities:

  • Define your Workday direct and indirect costs
  • List your Workday expense line items

This step involves the following participants:

  • Finance representatives
  • Workday Optimization Team

Outcomes of this step

  • Current Workday and related costs

1.5.1 Document costs associated with Workday

1-3 hours

Before you can make changes and optimization decisions, you need to understand the high-level costs associated with your current application architecture. This activity will help you identify the types of technology and people costs associated with your current systems.

  1. Identify the types of technology costs associated with each current system:
    1. System Maintenance
    2. Annual Renewal
    3. Licensing
  2. Identify the cost of people associated with each current system:
    1. Full-Time Employees
    2. Application Support Staff
    3. Help Desk Tickets

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

Phase 2

Assess Your Current State

Phase 1

1.1 Identify Stakeholders and Build Your Optimization Team

1.2 Build an ERP Strategy Model

1.3 Inventory Current System State

1.4 Define Optimization Timeframe

1.5 Understand Workday Costs

Phase 2

2.1 Assess Workday Capabilities

2.2 Review Your Satisfaction With the Vendor/Product and Willingness for Change

Phase 3

3.1 Prioritize Optimization Opportunities

3.2 Discover Optimization Initiatives

Phase 4

4.1 Build Your Optimization Roadmap

This phase will guide you through the following activities:

  • Determine process relevance
  • Perform a gap analysis
  • Perform a user satisfaction survey
  • Assess software and vendor satisfaction

This phase involves the following participants:

  • Workday Optimization Team
  • Users across functional areas of your ERP and related technologies

Step 2.1

Assess Workday Capabilities

Activities

2.1.1 Rate Capability Relevance to Organizational Goals

2.1.2 Complete a Workday Application Portfolio Assessment

2.1.3 (Optional) Assess Workday Process Maturity

Assess Workday Capabilities

Step 2.1

Step 2.2

This step will guide you through the following activities:

  • Capability Relevance
  • Process Gap Analysis
  • Application Portfolio Assessment

This step involves the following participants:

  • Workday Users

Outcomes of this step

  • Workday Capability Assessment

Benefits of the Application Portfolio Assessment

Assess the health of the application portfolio

  • Get a full 360-degree view of the effectiveness, criticality, and prevalence of all relevant applications to get a comprehensive view of the health of the applications portfolio.
  • Identify opportunities to drive more value from effective applications, retire nonessential applications, and immediately address at-risk applications that are not meeting expectations.

Provide targeted department feedback

  • Share end-user satisfaction and importance ratings for core IT services, IT communications, and business enablement to focus on the right end-user groups or lines of business, and ramp up satisfaction and productivity.

Gain insight into the state of data quality

  • Data quality is one of the key issues causing poor ERP user satisfaction and business results. This can include the relevance, accuracy, timeliness, or usability of the organization’s data.
  • Targeted, open-ended feedback around data quality will provide insight into where optimization efforts should be focused.

2.1.1 Complete a current state assessment (via the Application Portfolio Assessment)

3 hours

Option 1: Use Info-Tech’s Application Portfolio Assessment to generate your user satisfaction score. This tool not only measures application satisfaction but also elicits great feedback from users regarding the support they receive from the IT team around Workday.

  1. Download the Workday Application Inventory Tool.
  2. Complete the “Demographics” tab (tab 2).
  3. Complete the “Inventory” tab (tab 3).
    1. Complete the inventory by treating each module within your Workday system as an application.
    2. Treat every department as a separate column in the department section. Feel free to add, remove, or modify department names to match your organization.
    3. Include data quality for all applications applicable.

Option 2: Create a survey manually.

  1. Use tab Reference 2.1 “APA Questions” as a guide for creating your survey.
  2. Send out surveys to end users.
  3. Modify tab 2.1 “Workday Assessment” if required.

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

Content for New section Tag Goes HereThe image shows a number of charts relating to applications, such as Overall Applications Portfolio Satisfaction and Most Critical Applications. Data is shown in each category relating to number of users, usability, data quality, status, and others.

2.1.2 Complete the Application Portfolio Assessment

3 hours

Option 1: Use Info-Tech’s Application Portfolio Assessment to generate your user satisfaction score. This tool not only measures application satisfaction but also elicits great feedback from users regarding the support they receive from the IT team around Workday.

  1. Download the Workday Application Inventory Tool.
  2. Complete the “Demographics” tab (tab 2).
  3. Complete the “Inventory” tab (tab 3).
    1. Complete the inventory by treating each module within your Workday system as an application.
    2. Treat every department as a separate column in the department section. Feel free to add, remove, or modify department names to match your organization.
    3. Include data quality for all applications applicable.

Option 2: Create a survey manually.

  1. Use tab Reference 2.1 “APA Questions” as a guide for creating your survey.
  2. Send out surveys to end users.
  3. Modify tab 2.1 “Workday Assessment” if required.

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

2.1.3 (Optional) Assess Workday process maturity

  1. As with any ERP system, the issues encountered may not be related to the system itself but processes that have developed over time.
  2. Use this opportunity to interview key stakeholders to learn about deeper capability processes.
    1. Identify key stakeholders.
    2. Hold sessions to document deeper processes.
    3. Discuss processes and technical enablement in each area.

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

Process Maturity Assessment

Process Assessment

Strong

Moderate

Weak

1.1 Financial Planning and Analysis

1.2 Accounting and Financial Close

1.3 Treasury Management

1.4 Financial Operations

1.5 Governance, Risk & Compliance

2.1 Core HR

Description All aspects related to financial operations
Key Success Indicators Month-end reporting in 5 days AR at risk managing down (zero over 90 days) Weekly operating cash flow updates
Timely liquidity for claims payments Payroll audit reporting and insights reporting 90% of workflow tasks captured in ERP
EFT uptake Automated reconciliations Reduce audit hours required
Current Pain Points A lot of voided and re-issued checks NIDPP Integration with banks; can’t get the information back into existing ERP
There is no payroll integration No payroll automation and other processes Lack of integration with HUB
Not one true source of data Incentive payment processing Rewards program management
Audit process is onerous Reconcile AP and AR for dealers

Stakeholders Interviewed:

The process is formalized, documented, optimized, and audited.

The process is poorly documented. More than one person knows how to do it. Inefficient and error-prone.

The process is not documented. One person knows how to do it. The process is ad hoc, not formalized, inconsistent.

Capability Processes:

General Ledger

Accounts Receivable

Incentives Management

Accounts Payable

General Ledger Consolidation

Treasury Management

Cash Management

Subscription / recurring payments

Treasury Transactions

Step 2.2

Review Your Satisfaction With the Vendor/Product and Willingness for Change

Activities

2.2.1 Rate Your Vendor and Product Satisfaction

2.2.2 Review Workday Product Scores (if applicable)

2.2.3 Evaluate Your Product Satisfaction

2.2.4 Check Your Business Process Change Tolerance

Product Satisfaction

Step 2.1

Step 2.2

This step will guide you through the following activities:

  • Rate your vendor and product satisfaction
  • Compare with survey data from SoftwareReviews

This step involves the following participants:

  • Workday Product Owner(s)
  • Procurement Representative
  • Vendor Contracts Manager

Outcomes of this step

  • Quantified satisfaction with vendor and product

2.2.1 Rate your vendor and product satisfaction

30 minutes

Use Info-Tech’s vendor satisfaction survey to identify optimization areas with your ERP product(s) and vendor(s).

  1. Option 1 (recommended): Conduct a satisfaction survey using SoftwareReviews. This option allows you to see your results in the context of the vendor landscape.
  2. Option 2: Use the Get the Most Out of Your Workday Workbook to review your satisfaction with your Workday software.

Record this information in the Get the Most Out of Your Workday Workbook

SoftwareReviews’ Enterprise Resource Planning Category

Download the Get the Most Out of Your Workday Workbook

2.2.2 Review Workday product scores (if applicable)

30 minutes

  1. Download the scorecard for your Workday product from the SoftwareReviews website. (Note: Not all products are represented or have sufficient data, so a scorecard may not be available.)
  2. Use the Get the Most Out of Your Workday Workbook tab 2.3 to record the scorecard results.
  3. Use your Get the Most Out of Your Workday Workbook to flag areas where your score may be lower than the product scorecard. Brainstorm ideas for optimization.

Record this information in the Get the Most Out of Your Workday Workbook.

SoftwareReviews’ Enterprise Resource Planning Category

Download the Get the Most Out of Your Workday Workbook

2.2.3 How does your satisfaction compare with your peers?

Use SoftwareReviews to explore product features, vendor experience, and capability satisfaction.

The image shows two data quadrants, one titled Enterprise Resource Planning - Enterprise, and Enterprise Resource Planning - Midmarket.

(SoftwareReviews ERP Mid-Market, 2022; SoftwareReviews ERP Enterprise, 2022)

2.2.4 Check your business process change tolerance

1 hours

Input

  • Business process capability map

Output

  • Heat map of risk areas that require more attention to validate best practices or minimize customization

Materials

  • Whiteboard/flip charts
  • Get the Most Out of Your Workday Workbook

Participants

  • Implementation team
  • SMEs
  • Departmental Leaders
  1. As a group, list your level-0 and level-1 business capabilities. Sample on the next slide.
  2. Assess the department’s willingness for change and the risk of maintaining the status quo.
  3. Color-code the level-0 business capabilities based on:
    1. Green – Willing to follow best practices
    2. Yellow – May be challenging or unique business model
    3. Red – Low tolerance for change

Record this information in the Get the Most Out of Your Workday Workbook

Heat map representing desire for best practice or those having the least tolerance for change

Legend:

Willing to follow best practice

May be challenging or unique business model

Low tolerance for change

Out of Scope

Product-Centric Capabilities
R&D Production Supply Chain Distribution Asset Mgmt
Idea to Offering Plan to Produce Procure to Pay Forecast to Delivery Acquire to Dispose
Add/Remove Shop Floor Scheduling Add/Remove Add/Remove Add/Remove
Add/Remove Product Costing Add/Remove Add/Remove Add/Remove
Service-Centric Capabilities
Finance HR Marketing Sales Service
Record to Report Hire to Retire Market to Order Quote to Cash Issue to Resolution
Add/Remove Add/Remove Add/Remove Add/Remove Add/Remove
Add/Remove Add/Remove Add/Remove Add/Remove Add/Remove

Determine the areas of risk to conform to best practice and minimize customization. These will be areas needing focus from the vendor, supporting change and guiding best practice.

For example: Must be able to support our unique process manufacturing capabilities and enhance planning and visibility to detailed costing.

Phase 3

Identify Key Optimization Opportunities

Phase 1

1.1 Identify Stakeholders and Build Your Optimization Team

1.2 Build an ERP Strategy Model

1.3 Inventory Current System State

1.4 Define Optimization Timeframe

1.5 Understand Workday Costs

Phase 2

2.1 Assess Workday Capabilities

2.2 Review Your Satisfaction With the Vendor/Product and Willingness for Change

Phase 3

3.1 Prioritize Optimization Opportunities

3.2 Discover Optimization Initiatives

Phase 4

4.1 Build Your Optimization Roadmap

This phase will walk you through the following activities:

  • Identify key optimization areas
  • Create an optimization roadmap

This phase involves the following participants:

  • Workday Optimization Team

Step 3.1

Prioritize optimization opportunities

Activities

3.1.1 Prioritize Optimization Capability Areas

Build Your Optimization Roadmap

Step 3.1

Step 3.2

This step will guide you through the following activities:

  • Explore existing process gaps
  • Identify the impact of processes on user satisfaction
  • Identify the impact of data quality on user satisfaction
  • Review your overall product satisfaction and vendor management

This step involves the following participants:

  • Workday Optimization Team

Outcomes of this step

  • Application optimization plan

Info-Tech Insight

Enabling a high-performing organization requires excellent management practices and continuous optimization efforts. Your technology portfolio and architecture are important, but we must go deeper. Taking a holistic view of ERP technologies in the environments in which they operate allows for the inclusion of people and process improvements – this is key to maximizing business results. Using a formal ERP optimization initiative will drive business-IT alignment, identify IT automation priorities, and dig deep into continuous process improvement.

Address process gaps:

  • ERP and related technologies are invaluable to the goal of organizational enablement, but they must have supported processes driven by business goals.
  • Identify areas where capabilities need to be improved and work toward optimization.

Support user satisfaction:

  • The best technology in the world won’t deliver business results if it’s not working for the users who need it.
  • Understand concerns, communicate improvements, and support users in all roles.

Improve data quality:

  • Data quality is unique to each business unit and requires tolerance, not perfection.
  • Implement data quality initiatives that are aligned with overall business objectives and aimed at addressing data practices and the data itself.

Proactively manage vendors:

  • Vendor management is a critical component of technology enablement and IT satisfaction.
  • Assess your current satisfaction against that of your peers and work toward building a process that is best fit for your organization.

Assessing application business value

The Business

Keepers of the organization’s mission, vision, and value statements that define IT success. The business maintains the overall ownership and evaluation of the applications.

Business Value of Applications

IT

Technical subject matter experts of the applications they deliver and maintain. Each IT function works together to ensure quality applications are delivered to stakeholder expectations.

First, the authorities on business value need to define and weigh their value drivers that describe the priorities of the organization. This will allow the applications team to apply a consistent, objective, and strategically aligned evaluation of applications across the organization.

In this context…

business value is

the value of the business outcome that the application produces. Additionally, it is how effective the application is at producing that outcome.

Business value IS NOT

the user’s experience or satisfaction with the application.

Brainstorm IT initiatives to enable high areas of opportunity to support the business

Create or Improve:

  • ERP Capabilities
  • Optimization Initiatives

Capabilities are what the system and business do that creates value for the organization.

Optimization initiatives are projects with a definitive start and end date, and they enhance, create, maintain, or remove capabilities with the goal of increasing value.

Brainstorm ERP optimization initiatives in each area. Ensure you are looking for all-encompassing opportunities within the context of IT, the business, and Workday systems.

  • Process
  • Technology
  • Organization

Discover the value drivers of your applications

Financial vs. Human Benefits

Financial benefits refer to the degree to which the value source can be measured through monetary metrics and are often quite tangible.

Human benefits refer to how an application can deliver value through a user’s experience.

Inward vs. Outward Orientation

Inward refers to value sources that have an internal impact and improve your organization’s effectiveness and efficiency in performing its operations.

Outward refers to value sources that come from your interaction with external factors, such as the market or your customers.

The image shows a business value matrix, with Human benefit and Financial benefit in the horizontal and Outward and Inward on the vertical. In the top left quadrant is Reach Customers; top right is Increase Revenue or Deliver Value; bottom left is Enhance Services, and bottom right is Reduce Costs.

The image shows a graph titled Perceived business benefits from using digital tools. It is a bar graph, showing percentages assigned to each perceived benefit. The source is Collins et al, 2017.

Increased Revenue

Application functions that are specifically related to the impact on your organization’s ability to generate revenue and deliver value to your customers.

Reduced Costs

Reduction of overhead. The ways in which an application limits the operational costs of business functions.

Enhanced Services

Functions that enable business capabilities that improve the organization’s ability to perform its internal operations.

Reach Customers

Application functions that enable and improve the interaction with customers or produce market information and insights.

Prioritize Workday optimization areas that will bring the most value to the organization

Review your ERP capability areas and rate them according to relevance to organizational goals. This will allow you to eliminate optimization ideas that may not bring value to the organization.

The image shows a graph, separated into quadrants. On the x-axis is Satisfaction, from low to high, and on the Y-axis is Relevant to Organizational Goals from Low to High. The top left quadrant is High Priority, top right is Maintain, and the two lower quadrants are both low priority.

Value vs. Effort

How important is it? vs. How difficult is it?

How important is it? How Difficult is it?

What is the value?

  • Increase revenue
  • Decrease costs
  • Enhanced services
  • Reach customers

What is the benefit?

  • How can it help us reach our goals?

What is the impact?

  • To organizational goals
  • To ERP goals
  • To departmental goals

What is the cost?

  • Hours x Rates ++ =

What is the level of effort?

  • Development effort
  • Operational effort
  • Implementation effort
  • Outside resource coordination

What is the risk of implementing/not implementing?

What is the complexity?

(Roadmunk)

RICE method

Measure the “total impact per time worked”

The image shows a graphic with the word Confidence at the top, then an arrow pointing upwards that reads Impact. Below that, there is an arrow pointing horizontally in both directions that reads Reach, and then a horizontal line, with the word Effort below it.

Reach Impact Confidence Effort

How many people will this improvement impact? Internal: # of users OR # of transactions per period

External: # of customers OR # of transactions per period

What is the scale of impact? How much will the improvement affect satisfaction?

Example Weighting:

1 = Massive Impact

2 = High Impact

1 = Medium Impact

0.5 = Low Impact

0.25 = Very Low Impact

How confident are we that the improvements are achievable and that they will meet the impact estimates?

Example Weighting:

1 = High Confidence

0.80 = Medium Confidence

0.50 = Low Confidence

How much investment will be required to implement the improvement initiative?

FTE hours x cost per hour

(Intercom)

3.1.1 Prioritize and rate optimization capability areas

1-3 hours

  1. Use tab 3.1 Optimization Priorities.
  2. From the Workday Key Capabilities (pulled from tab 1.3 Key Capabilities), discuss areas of scope for the Workday optimization initiative.
  3. Discuss the four areas of the business value matrix and identify how each module, along with organizational goals, can bring value to the organization.
  4. Rate each of your Workday capabilities for the level of importance to your organization. The levels of importance are:
    • Crucial
    • Important
    • Secondary
    • Unimportant
    • Not applicable

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

Step 3.2

Discover Optimization Initiatives

Activities

3.2.1 Discover Product and Vendor Satisfaction Opportunities

3.2.2 Discover Capability and Feature Optimization Opportunities

3.2.3 Discover Process Optimization Opportunities

3.2.4 Discover Integration Optimization Opportunities

3.2.5 Discover Data Optimization Opportunities

3.2.6 Discover Workday Cost-Saving Opportunities

Build Your Optimization Roadmap

Step 3.1

Step 3.2

This step will guide you through the following activities:

  • Explore existing process gaps
  • Identify the impact of processes on user satisfaction
  • Identify the impact of data quality on user satisfaction
  • Review your overall product satisfaction and vendor management

This step involves the following participants:

  • Workday Optimization Team

Outcomes of this step

  • Application optimization plan
Content for New section Tag Goes HereThe image shows a graphic title Product Feature Satisfaction, showing features in rank order and data on each.
Content for New section Tag Goes HereThe image shows a graphic titled Vendor Capability Satisfaction, showing features in rank order with related data.

Workday’s partner landscape

Workday uses an extensive partner network to help deliver results.

ADVISORY PARTNERS

Workday Advisory Partners have in-depth knowledge to help customers determine what’s best for their needs and how to maximize business value. They guide you through digital acceleration strategy and planning, product selection, change management, and more.

SERVICES PARTNERS

Workday Services Partners represent a curated community of global systems integrators and regional firms that help companies deploy Workday and continually adopt new capabilities.

SOFTWARE PARTNERS

Workday Software Partners are a global ecosystem of application, content, and technology software companies that design, build, and deploy solution extensions to help customers enhance the capabilities of Workday.

Global payroll PARTNERS

Workday’s Global Payroll Cloud (GPC) program makes it easy to expand payroll (outside of the US, Canada, the UK, and France) to third-party payroll providers around the world using certified, prebuilt integrations from Workday Partners. Payroll partners provide solutions in more than 100 countries.

Adaptive planning PARTNERS

Adaptive planning partners guide you through all aspects of everything from integration to deployment.

With large-scale ERP and HCM systems, the success of the system can be as much about the SI (Systems Integrator) or vendor partners as it is about the core product.

In evaluating your Workday system, think about Workday’s extensive partner network to understand how you can capitalize on your installation.

You do not need to reinvent the system; you may just need an additional service partner or bolt-on solution to round out your product functionality.

Improving vendor management

Create a right-size, right-fit strategy for managing the vendors relevant to your organization.

The image shows a matrix, with strategic value on the x-axis from low to high, and Vendor Spend/Switching Costs on the y-axis, from low to high. In the top left is Operational, top right is Strategic; lower left is commodity; and lower right Tactical.

Info-Tech Insight

A vendor management initiative is an organization’s formalized process for evaluating, selecting, managing, and optimizing third-party providers of goods and services.

The amount of resources you assign to managing vendors depends on the number and value of your organization’s relationships. Before optimizing your vendor management program around the best practices presented in Info-Tech’s Jump Start Your Vendor Management Initiative blueprint, assess your current maturity and build the process around a model that reflects the needs of your organization.

Note: Info-Tech uses VMI interchangeably with the terms “vendor management office (VMO),” “vendor management function,” “vendor management process,” and “vendor management program.”

Jump Start Your Vendor Management Initiative

3.2.1 Discover product and vendor satisfaction

1-2 hours

  1. Review tab 2.2 Vend. & Prod. Sat. to review the overall Product (and Vendor) satisfaction of your Workday system.
  2. Use tab 3.2 Optimization Initiatives to answer the following questions in the Overall Product (and Vendor) Evaluation area.
    • Document overall product satisfaction.
    • How does your satisfaction compare with your peers?
    • Is the overall system fit for use?
    • Do you have a proactive vendor management strategy in place?
    • Is the product dissatisfaction at the point that you need to evaluate if it is time to replace the product?
    • Could your vendor or SI help you achieve better results?

Record this information in the Get the Most Out of Your Workday Workbook.

The image shows a box with text in it, titled 3.2.1 Overall Product (and Vendor) Evaluation.

Download the Get the Most Out of Your Workday Workbook

Content for New section Tag Goes HereThe image is a graphic, with the Five Most Critical Applications section at the top, with related data, and other sets of data included in smaller text at the bottom of the image.

3.2.2 Discover capability and feature optimization opportunities

1-2 hours

  1. Review tab 2.2 Vend. & Prod. Sat. and tab 3.1 Optimization Priorities to review the satisfaction with the capabilities and features of your Workday system.
  2. Use tab 3.2 Optimization Initiatives to answer the following questions in the Capabilities and Features Evaluation area to answer the following questions:
    • What capabilities and features are performing the worst?
    • Do other organizations and users struggle with these areas?
    • Why is it not performing well?
    • Is there an opportunity for improvement?
    • What are some optimization initiatives that could be undertaken?

Record this information in the Get the Most Out of Your Workday Workbook

The image is a box with text in it, titled 3.2.2 Capabilities and Features Evaluation.

Download the Get the Most Out of Your Workday Workbook

Process optimization: the hidden goldmine

Know your strategic goals and KPIs that will deliver results.

Goals of Process Improvement Process Improvement Sample Areas Improvement Possibilities
  • Optimize business and improve value drivers
  • Reduce TCO
  • Reduce process complexity
  • Eliminate manual processes
  • Increase efficiencies
  • Support digital transformation and enablement
  • Order to cash
  • Procure to pay
  • Order to replenish
  • Plan to produce
  • Request to settle
  • Make to order
  • Make to stock
  • Purchase to order
  • Increase number of process instances processed successfully end to end
  • Increase number of instances processed in time
  • Increase degree of process automation
  • Speed up cycle times of supply chain processes
  • Reduce number of process exceptions
  • Apply internal best practices across organizational units

3.2.3 Discover process optimization opportunities

1-2 hours

  1. Use tab 3.1 Optimization Priorities and tab 2.2 Bus Proc Change Tolerance to review process optimization opportunities.
  2. Use tab 3.2 Optimization Initiatives to answer the following questions in the Capabilities and Features Evaluation area to answer the following questions:
    • List underperforming capabilities around process.
    • Answer the following:
      • What is the state of the current processes?
      • Is there an opportunity for process improvement?
      • What are some optimization initiatives that could be undertaken in this area?

Record this information in the Get the Most Out of Your Workday Workbook.

The image shows a box with text in it, titled Processes Optimization.

Download the Get the Most Out of Your Workday Workbook

Integration provides long-term usability

Balance the need for secure, compliant data availability with organizational agility.

The benefits of integration

  • The largest benefit is the extended use of data. The ERP data can be used in the enterprise-level business intelligence suite rather than the application-specific analytics.
  • Enhanced data security. Integrated approaches lend themselves to auditable processes such as sign-on and limit the email movement of data.
  • Regulatory compliance. Large multi-site organizations have many layers of regulation. A clear understanding of where orders, deliveries, and payments were made streamlines the audit process.

The challenges of integration

  • Extending a single instance ERP to multiple sites. The challenge for data management is the same as any SaaS application. The connection and data replication present challenges.
  • Combining data from equally high-volume systems. For Workday it is recommended that one instance is set to primary and all other sites are read-only to maintain data integrity.
  • Incorporating data from the separate system(s). The proprietary and locked-in nature of the data collection and definitions for ERP systems often limit the movement of data between separate systems.

Common integration and consolidation scenarios

Financial Consolidation Data Backup Synchronization Across Sites Legacy Consolidation
  • Financial consolidation requires a holistic view of data format and accounting schedules
  • Problem: Controlling financial documentation across geographic regions. Most companies are required to report in each region where they maintain a presence. Stakeholders and senior management also need a holistic view. This leads to significant strain on the financial department to consolidate both revenue and budget allocations for cross-site projects across the various geographic locations on a regular basis.
  • Solution: For enterprises with a single vendor or Workday-only portfolios, Workday can offer integration tools. For those needing to integrate with other ERPs the use of a connector may be required to send financial data to the main system. The format and accounting calendar for transactions should match the primary ERP system to allow consolidation. The local specific format should be a role-based customization at the level of the site’s specific instance.
  • Use a data center as the main repository to ensure all geographic locations have equal access to the necessary data.
  • Problem: ERP systems generate high volumes of data. Most systems have a defined schedule of back-up during off-hours. Multi-instance brings additional issues through lack of defined off-hours, higher volume of data, and the potential for cross-site or instance data relationships. This leads to headaches for both the Database Administrator and Business Analysts.
  • Solution: The best solution is an offsite data center with high availability. This may include cloud storage or hosted data centers. Regardless of where the data is stored, centralize the data and replicate to each site. Ensure that the data center can mirror the database and Binary Large Object (BLOB) storage that exists for each site.
  • Set up synchronization schedules based on data usage, not site location.
  • Problem: Providing access to up-to-date transactions requires copying of both contextual information (permissions, timestamp, location, history) and the transaction itself across multiple sites to allow local copies to be used for analysis and audits. The sheer volume of information makes timely synchronization difficult.
  • Solution: Not all data needs to be synchronized in a timely fashion. In Workday, administrators can use NetWeaver to maintain and alter global data synchronization through the Master Data Management module. Permissions can be given to users to perform on-demand synchronization of data attached to that user.
  • Carefully define older transactions. Only active transactions should be brought in the ERP. Send older data to storage.
  • Problem: Subsidiaries and acquired companies often have a Tier 2 ERP product. Prior to fully consolidating the processes, many enterprises will want to migrate data to their ERP system to build compliance and audit trails. Migration of data often breaks historical linkages between transactions.
  • Solution: Workday offers tools to integrate data across applications that can be used as part of a data migration strategy. The process of data migration should be combined with data warehousing to ensure a cost-effective process. For most enterprises, the lack of experience in data migration will necessitate the use of consultants and Independent Software Vendors (ISV).

For more information: Implement a Multi-site ERP

3.2.4 Discover integration optimization opportunities

1-2 hours

  1. Use tab 3.2 Optimization Initiatives to answer the following questions in the Integration Evaluation area:
    1. Are there some areas where integration could be improved?
    2. Is there an opportunity for process improvement?
    3. What are some optimization initiatives that could be undertaken in this area?

Record this information in the Get the Most Out of Your Workday Workbook.

The image shows a box with text in it, titled Integration Evaluation.

Download the Get the Most Out of Your Workday Workbook

Use a data strategy that fixes the enterprise-wide data management issues

Your data management must allow for flexibility and scalability for future needs.

IT has several concerns around ERP data and wide dissemination of that data across sites. Large organizations can benefit from building a data warehouse or at least adopting some of the principles of data warehousing. The optimal way to deal with the issue of integration is to design a metadata-driven data warehouse that acts as a central repository for all ERP data. This serves as the storage facility for millions of transactions, formatted to allow analysis and comparison.

Key considerations:

  • Technical: At what stage does data move to the warehouse? Can processes be automated to dump data or to do a scheduled data movement?
  • Process: Data integration requires some level of historical context for all data. Ensure that all data has multiple metadata tags to future-proof the data.
  • People: Who will be accessing the data and what are the key items that users will need to adapt to the data warehouse process?

Info-Tech Insight

Data warehouse solutions can be expensive. See Info-Tech’s Build a Data Warehouse on a Solid Foundation for guidance on what options are available to meet your budget and data needs.

Optimizing Workday data, additional considerations

Data Quality Management Effective Data Governance Data-Centric Integration Strategy Extensible Data Warehousing
  • Prevention is 10x cheaper than remediation. Stop fixing data quality with band-aid solutions and start fixing at the source of the problem.
  • Data quality is unique to each business unit and requires tolerance, not perfection. If the data allows the business to operate at the desired level, don’t waste time fixing data that may not need to be fixed.
  • Implement a set of data quality initiatives that are aligned with overall business objectives and aimed at addressing data practices and the data itself.
  • Develop a prioritized data quality improvement project roadmap and long-term improvement strategy.
  • Build related practices with more confidence and less risk after achieving an appropriate level of data quality.
  • Data governance enables data-driven insight. Think of governance as a structure for making better use of data.
  • Collaboration is critical. The business may own the data, but IT understands the data. Data governance will not work unless the business and IT work together.
  • Data governance powers the organization up the data value chain through policies and procedures, master data management, data quality, and data architecture.
  • Create a roadmap to prioritize initiatives and delineate responsibilities among data stewards, data owners, and the data governance steering committee.
  • Ensure buy-in from business and IT stakeholders. Communicate initiatives to end users and executives to reduce resistance.
  • Every enterprise application involves data integration. Any change in the application and database ecosystem requires you to solve a data integration problem.
  • Data integration is becoming more and more critical for downstream functions of data management and for business operations to be successful. Poor integration holds back these critical functions.
  • Build your data integration practice with a firm foundation in governance and a reference architecture. Ensure that your process is scalable and sustainable.
  • Support the flow of data through the organization and meet the organization’s requirements for data latency, availability, and relevancy.
  • Data availability must be frequently reviewed and repositioned to continue to grow with the business.
  • A data warehouse is a project, but successful data warehousing is a program. An effective data warehouse requires planning beyond the technology implementation.
  • Governance, not technology, needs to be the core support system for enabling a data warehouse program.
  • Leverage an approach that focuses on constructing a data warehouse foundation that can address a combination of operational, tactical, and ad hoc business needs.
  • Invest time and effort to put together pre-project governance to inform and guide your data warehouse implementation.
  • Select the most suitable architecture pattern to ensure the data warehouse is “built right” at the very beginning.

Build Your Data Quality Program

Establish Data Governance

Build a Data Integration Strategy

Build an Extensible Data Warehouse Foundation

3.2.5 Discover data optimization opportunities

1-2 hours

  1. Use your 2.1 APA survey and/or tab 2.2 Vendor & Prod Sat to better understand issues related to data.
    • Note: Data issues happen for a number of reasons:
      • Poor underlying data in the system
      • More than one source of truth
      • Inability to consolidate data
      • Inability to measure KPIs (key performance indicators) effectively
      • Reporting that is cumbersome or non-existent
  2. Use tab 3.2 Optimization Initiatives to answer the following questions in the Data Evaluation area:
    • What are some underlying issues?
    • Is there an opportunity for data improvement?
    • What are some optimization initiatives that could be undertaken in this area?

Record this information in the Get the Most Out of Your Workday Workbook.

The image shows a box with text in it, titled 3.2.5 Data Evaluation.

Download the Get the Most Out of Your Workday Workbook

Content for New section Tag Goes HereThe image shows a graphic, with a bar graph at the bottom, showing Primary Reason for Leaving Workday Human Capital Management.

Info-Tech Insight

The number one reason organizations leave Workday is because of cost. Do not be strong-armed into a contract you do not feel comfortable with. Do your homework, know your leverage points, be fully prepared for cost negotiations, use their competition to your advantage, and get support – such as Info-Tech’s vendor management resources and team.

Approach contracts and pricing strategically

Don’t go into contract negotiation blind.

  • Understand the vendor – year-end, market strategy, and competitive position.
  • Take the time to understand the contract. including contract details such as length of the contract, full-service equivalent (FSE, employee count,) innovation fees, modules included, and renewal clauses.
  • Be fully prepared to take a proactive approach to cost negotiations.
    • Use Info-Tech’s vendor management services to support you.
    • Go in prepared.
    • Use your leverage points – FSE count, Module Bundles, CPI & Innovation Fees.
    • Use competition to your advantage.

Since 2007, Workday has been steadily growing its market share and footprint in human capital management, finance, and student information systems.

Organizations considering additional modules or undergoing contract renewal need to gain insight into areas of leverage and other relevant vendor information.

Key issues that occur include pricing transparency and contractual flexibility on terms and conditions. Adequate planning and communication need to be taken into consideration before entering into any agreement.

3.2.6 Discover Workday cost-saving opportunities

1-2 hours

  1. Use tab 1.5 Current Costs, as an input for this exercise. Another great resource is Info-Tech’s Workday vendor management resources which you can use to help understand cost-saving strategies.
  2. Use tab 3.2 Optimization Initiatives Costs Evaluation area to list cost savings initiatives and opportunities.

Record this information in the Get the Most Out of Your Workday Workbook.

The image shows a box with text in it, titled 3.2.6 Costs Evaluation.

Download the Get the Most Out of Your Workday Workbook

Other optimization opportunities

There are many opportunities to improve your Workday portfolio. Choose the ones that are right for your business.

  • Artificial intelligence (AI) (and management of the AI lifecycle)
  • Machine learning (ML)
  • Augment business interactions
  • Automatically execute sales pipelines
  • Process mining
  • Workday application monitoring
  • Be aware of the Workday product roadmap
  • Implement and take advantage of Workday tools and product offerings

Phase 4

Build Your Optimization Roadmap

Phase 1

1.1 Identify Stakeholders and Build Your Optimization Team

1.2 Build an ERP Strategy Model

1.3 Inventory Current System State

1.4 Define Optimization Timeframe

1.5 Understand Workday Costs

Phase 2

2.1 Assess Workday Capabilities

2.2 Review Your Satisfaction With the Vendor/Product and Willingness for Change

Phase 3

3.1 Prioritize Optimization Opportunities

3.2 Discover Optimization Initiatives

Phase 4

4.1 Build Your Optimization Roadmap

This phase will walk you through the following activities:

  • Review the different options to solve the identified pain points
  • Build out a roadmap showing how you will get to those solutions
  • Build a communication plan that includes the stakeholder presentation

This phase involves the following participants:

  • Primary stakeholders in each value stream supported by the ERP
  • ERP Applications support team

Get the Most Out of Your Workday

Step 4.1

4.1 Build Your Optimization Roadmap

Activities

4.1.1 Evaluate Optimization Initiatives

4.1.2 Prioritize Your Workday Initiatives

4.1.3 Build a Roadmap

4.1.4 Build a Visual Roadmap

Next steps

Step 4.1

This step will walk you through the following activities:

  • Review the different options to solve the identified pain points then build out a roadmap of how to get to that solution.

This step involves the following participants:

  • Primary stakeholders in each value stream supported by the ERP
  • ERP Applications support team

Outcomes of this step

  • A strategic direction is set
  • An initial roadmap is laid out

Evaluate your optimization initiatives and determine next steps to build out your optimization roadmap

The image shows a chart titled Value Drivers, with specific categories and criteria listed along the top as headings. The rows below the headings are blank.

Activity 4.1.1 Evaluate optimization Initiatives

1 hour

  1. Evaluate your optimization initiatives from tab 3.2, Optimization Initiatives.
  2. Complete Value Drivers:
    • Relevance to Organizational Goals and Objectives
    • Applications Portfolio Assessment Survey:
      • Impact: Number of Users, Importance to Role
      • Current State: Satisfaction With Features, Usability, and Data Quality.
    • Value Drivers: Increase Revenue, Decrease Costs, Enhanced Services, or Reach Customers.
    • Additional Factors:
      • Current to Future Risk Profile
      • Number of Departments to Benefit
      • Importance to Stakeholder Relations
  3. Complete Effort and Cost Estimations:
    • Resources: Do we have resources available and the skillset?
    • Cost
    • Overall Effort Rating
  1. Gut Check: “Is it achievable? Have we done it or something similar before? Are we willing to invest in it?“
  2. Decision to Proceed
  3. Next Steps

Record this information in the Get the Most Out of Your Workday Workbook.

Download the Get the Most Out of Your Workday Workbook

Activity 4.1.2 Determine your optimization roadmap building blocks

1 hour

Optimization initiatives: Determine which if any to proceed with.

  1. Identify initiatives.
  2. For each item on your roadmap assign an owner who will be accountable to the completion of the roadmap item.
  3. Wherever possible, assign a start date, month, or quarter. The more specific you can be the better.
  4. Identify completion dates to create a sense of urgency. If you are struggling with start dates, it can help to start with a finish date and “back in” to a start date based on estimated efforts.
  5. Include periphery tasks such as communication strategy.

Record this information in the Get the Most Out of Your Workday Workbook.

Note: Your roadmap should be treated as a living document that is updated and shared with the stakeholders on a regular schedule.

Download the Get the Most Out of Your Workday Workbook

Activity 4.1.3 – Build a visual Workday optimization roadmap (optional)

1 hour

For some, a visual representation of a roadmap is easier to comprehend.

Consider taking the roadmap built in 4.1.2 and creating a visual roadmap.

Record this information in the Get the Most Out of Your Workday Workbook.

The image shows a chart that tracks Initiative and Owner across multiple years.

Download the Get the Most Out of Your Workday Workbook

Summary of Accomplishment

Get the Most Out of Your Workday

ERP technology is critical to facilitating an organization’s flow of information across business units. It allows for seamless integration of systems and creates a holistic view of the enterprise to support decision making. ERP implementation should not be a one-and-done exercise. There needs to be ongoing optimization to enable business processes and optimal organizational results.

Get the Most Out of Your Workday allows organizations to proactively implement continuous assessment and optimization of their enterprise resource planning system, including:

  • Alignment and prioritization of key business and technology drivers.
  • Identification of processes, including classification and gap analysis.
  • Measurement of user satisfaction across key departments.
  • Improved vendor relations.
  • Data quality initiatives.

This formal Workday optimization initiative will drive business-IT alignment, identify IT automation priorities, and dig deep into continuous process improvement.

If you would like additional support, have our analysts guide you through other phases as part of an Info-Tech workshop.

Contact your account representative for more information.

workshops@infotech.com

1-888-670-8889

Research Contributors

Ben Dickie

Research Practice Lead

Info-Tech Research Group

Ben Dickie is a Research Practice Lead at Info-Tech Research Group. His areas of expertise include customer experience management, CRM platforms, and digital marketing. He has also led projects pertaining to enterprise collaboration and unified communications.

Scott Bickley

Practice Lead and Principal Research

Director Info-Tech Research Group

Scott Bickley is a Practice Lead and Principal Research Director at Info-Tech Research Group focused on vendor management and contract review. He also has experience in the areas of IT asset management (ITAM), software asset management (SAM), and technology procurement along with a deep background in operations, engineering, and quality systems management.

Andy Neil

Practice Lead, Applications

Info-Tech Research Group

Andy is a Senior Research Director, Data Management and BI, at Info-Tech Research Group. He has over 15 years of experience in managing technical teams, information architecture, data modeling, and enterprise data strategy. He is an expert in enterprise data architecture, data integration, data standards, data strategy, big data, and the development of industry standard data models.

Bibliography

“9 product prioritization frameworks for product managers.” Roadmunk, n.d. Accessed 15 May 2022.

Armel, Kate. "New Article: Data-Driven Estimation, Management Lead to High Quality." QSM: Quantitative Software Management, 14 May 2013. Accessed 4 Feb. 2021.

Collins, George, et al., “Connecting Small Businesses in the US.” Deloitte Commissioned by Google, 2017. Web.

Epizitone, Ayogeboh, and Oludayo O. Olugbara. "Critical Success Factors for ERP System Implementation to Support Financial Functions." Academy of Accounting and Financial Studies Journal, vol. 23, no. 6, 2019. Accessed 12 Oct. 2021

Gheorghiu, Gabriel. "The ERP Buyer’s Profile for Growing Companies." Selecthub, 2018. Accessed 21 Feb. 2021.

Karlsson, Johan. "Product Backlog Grooming Examples and Best Practices." Perforce, 18 May 2018. Accessed 4 Feb. 2021.

Lauchlan, Stuart. “Workday accelerates into fiscal 2023 with a strong year end as cloud adoption gets a COVID-bounce.” diginomica, 1 March 2022. Web.

"Maximizing the Emotional Economy: Behavioral Economics." Gallup, n.d. Accessed 21 Feb. 2021.

Noble, Simon-Peter. “Workday: A High-Quality Business That's Fairly Valued.” Seeking Alpha, 8 Apr. 2019. Web.

Norelus, Ernese, Sreeni Pamidala, and Oliver Senti. "An Approach to Application Modernization: Discovery and Assessment Phase," Medium, 24 Feb. 2020. Accessed 21 Feb. 2021.

"Process Frameworks." APQC, n.d. Accessed 21 Feb. 2021.

Saxena, Deepak, and Joe Mcdonagh. "Evaluating ERP Implementations: The Case for a Lifecycle-based Interpretive Approach." The Electronic Journal of Information Systems Evaluation, vol. 22, no. 1, 2019, pp. 29-37. Accessed 21 Feb. 2021.

“Workday Enterprise Management Cloud Product Scorecard.” SoftwareReviews, May 2022. Web.

“Workday Meets Growing Customer Demand with Record Number of Deployments and Industry-Leading Customer Satisfaction Score.” Workday, Inc., 7 June 2021. Web.

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

In today’s connected world, continuous optimization of enterprise applications to realize your digital strategy is key.

Need Extra Help?
Speak With An Analyst

Get the help you need in this 4-phase advisory process. You'll receive 8 touchpoints with our researchers, all included in your membership.

Guided Implementation #1 - Map Current-State Capabilities
  • Call #1 - Scope requirements, objectives, and your specific challenge.

Guided Implementation #2 - Assess Your Current State
  • Call #1 - Build the Workday team. Align organizational goals.
  • Call #2 - Map current state. Inventory Workday capabilities and processes. Explore Workday-related costs.
  • Call #3 - Understand product satisfaction and vendor management.
  • Call #4 - Review APA results.

Guided Implementation #3 - Identify Key Optimization Opportunities
  • Call #1 - Understand Workday optimization opportunities.
  • Call #2 - Determine the right Workday path for your organization.

Guided Implementation #4 - Build Your Optimization Roadmap
  • Call #1 - Build out optimization roadmap and next steps.

Authors

Lisa Highfield

Chad Shortridge

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