3-minute read
When organizations begin ERP initiatives, conversations often focus on tenant builds, integrations, reporting, security design, and testing. But technology implementation alone cannot deliver the intended outcomes. Effective transformation begins long before configuration and testing. Organizations must first document process flows, identify operational risks, and define the changes required to support future-state processes.
As a state government agency prepared for a statewide Workday modernization initiative, stakeholders lacked documented processes, defined ownership, and a roadmap for planning. Logic20/20 partnered with the agency to assess current operations, identify gaps, and establish a clear path forward for modernization.
We brought our expertise in
- Workday transformation readiness
- Business architecture and operating model design
- Process modeling and service blueprinting
- Governance and decision-making frameworks
- Stakeholder engagement and change readiness
Supporting technology services across a complex government environment
Our client delivers technology and business services that support government agencies across the state. The organization operates within a complex environment that spans multiple functions, programs, and stakeholder groups while balancing day-to-day service delivery with long-term modernization initiatives.
Planning without a complete picture
The agency had already participated in several initiatives within the statewide Workday program. However, leaders recognized that technology alone would not prepare the organization for transformation.
Core processes, including regulatory filings, project delivery, and field operations, still relied on manual coordination, fragmented data, and repeated validation steps. Teams generated insights faster, but execution timelines remained largely unchanged.
Cross-functional process flows, functional dependencies, and downstream impacts were not consistently documented or understood across the organization. Existing materials were often outdated, fragmented, or unavailable. Leadership also lacked a complete view of process ownership and key dependencies. Several critical activities depended on a small number of employees, highlighting the importance of preserving institutional knowledge.
As modernization planning accelerated, the agency needed answers to several critical questions:
- How do current processes operate across teams and functions?
- Where do dependencies and risks arise?
- How should future-state processes evolve to align with Workday capabilities?
- What organizational changes would be required to support transformation?
- How can the agency establish a practical roadmap for moving forward?
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Creating a roadmap for transformation readiness
Logic20/20 worked closely with agency stakeholders to create a structured foundation for Workday transformation readiness. Through a four-phase approach, our team documented the agency's current operating environment, defined future-state objectives, identified areas requiring change, and developed a practical path forward.
1. Current-state discovery
We began by documenting existing processes through stakeholder interviews, facilitated workshops, and document reviews.
The assessment identified cross-functional dependencies, overlapping responsibilities, and areas without clear process ownership. We uncovered inconsistencies in process execution, highlighted key dependencies, and identified areas in which critical knowledge was concentrated among a few employees.
2. Target-state definition
With a clear picture of current operations, we partnered with agency leaders and subject matter experts to design processes aligned with modernization objectives.
Using real-world operating scenarios, the team modeled future-state processes within a Workday-enabled environment. The resulting workflows, ownership definitions, governance structures, and decision-making responsibilities provided a framework for future testing, security design, training, and change management activities.
3. Gap identification
Logic20/20 assessed the differences between current and future operations to identify the process, policy, and organizational changes needed to support transformation. The assessment highlighted process variations, approval inconsistencies, data dependencies, and implementation considerations requiring additional planning.
4. Implementation planning
To help the agency move from planning to execution, Logic20/20 developed a transformation roadmap outlining major milestones, dependencies, and implementation priorities.
We also created foundational planning assets, including execution guidance, testing alignment recommendations, and process documentation that could support future initiatives. To improve coordination and information management, we helped establish a centralized repository for documentation, decisions, and design inputs, giving stakeholders a single source of truth for evolving program requirements.
Establishing a foundation for modernization
By the end of the engagement, the agency had established a foundation for participation in the statewide Workday program:
- Core processes, dependencies, and ownership documented across teams
- Activities reliant on a limited number of employees identified and documented
- Governance responsibilities, decision-making authority, and process ownership defined for future-state operations
- Planning inputs established for future testing, security design, training, and change management activities
- Roadmap established to guide implementation priorities and future modernization efforts
Planning a major transformation initiative?
Start with a clear understanding of your current operations. Connect with our team to discuss transformation planning, process design, and organizational readiness.
Shaun Loughney is a Solution Manager in Logic20/20’s Digital Strategy & Transformation practice. An accomplished principal consultant with over 15 years of experience in product ownership and management, process strategy, and delivery for digital transformation, web content, and e-commerce initiatives, Shaun drives execution, creates requirements, sets goals, and defines overall strategy for customer-centric value. She brings a depth of expertise in managing the product lifecycle to include discovery, prioritization, validation, development, and launch.