Challenge
Orchestrating a Global System Deployment
A global media and entertainment company was facing numerous workforce management challenges related to its Workday instance. User survey insights revealed that years of manual workarounds and technical debt had created significant pain points, making 50% of new features ineligible for full adoption. Users across 35+ global geographies could not use key workflows to their fullest potential, leading to varied customizations and incongruent processes across the organization.
HR leaders recognized the challenge of driving Workday adoption across dozens of regions to reach a workforce of over 14,000 people. Lack of confidence in the current system's data and functionality made the stakes even higher. Given the magnitude of global change ahead, HR leaders sought Point B's expertise to develop an integrated, strategic change roadmap for engaging and training stakeholders across their organization.
Opportunities on the Other Side of Change
With a Workday deployment in progress and change management efforts just starting to unfold, executive HR leaders shifted their focus toward the organization’s future, asking questions like:
- What will the people organization look like moving forward?
- How will the future-state operating model take shape?
- Which roles and responsibilities need to change?
Point B’s change strategists led design sessions with the CHRO and leadership team members to develop a People Experience Roadmap, defining the company’s progression along the continuum of change. Together, they aligned on a powerful vision for transformation with one central focus in mind: Putting employees at the center of the organization’s digital experience.
A People-First Approach
With executive sponsors on board, our team led a cross-functional and global change impact assessment analysis, connecting data from process design workshops, customer confirmation sessions, and focus groups.
Insights gathered from listening to employee needs across the globe paved the way for change initiatives and assets, including:
- A global change network of influential leaders mobilized to create visibility and provide ongoing feedback
- A four-quadrant stakeholder matrix to customize change interventions across diverse stakeholder experiences
- 480+ pages of dynamic training materials, from instructor-led sessions to quick reference guides and leadership toolkits
- Robust strategic communication oversight and execution to educate and increase confidence in the Workday system
- Partnership and coordination across Instructional Designers, Technology Content Experts, and Process/Business Subject Matter Experts to execute change plans
“Point B’s change team is the best I’ve ever worked with.”
VP Program Delivery
Project Outcomes
Workday Deployment Wins
Despite its complexity and vast global footprint, the Workday deployment was widely regarded by the company’s leaders as one of the most successful projects in the company’s history.
From a strategic change perspective, success drivers for employees and leaders included the following:
- C-level sponsors were mobilized to drive change adoption and cast a vision for the organization’s future state
- Change Network leaders were successfully deployed to support teams’ readiness for change before Go-Live
- 200+ global HR users were empowered to own and manage key system workflows
- 600+ end users were trained on new capabilities, gaining the skills to self-serve within the system and track their time and absences
- Core process standardizations were facilitated to maintain Workday’s long-term effectiveness
- Users gained confidence in the system’s quality and usability
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