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CASE 01GLOBAL ENERGY SERVICES & TRADINGWORKDAY FINANCIALS
Recovering and stabilising an ERP MVP implementation.
The platform had technically gone live — but the business benefits hadn't arrived. This is how strategic programme leadership moved a Workday Financials MVP from stalled adoption to a stable, scalable foundation for global growth.
DELIVERED
ENGAGEMENT
Programme Recovery & ERP Stabilisation
SECTOR
Global energy services & trading
PLATFORM
Workday Financials (MVP)
OUR ROLE
Programme Lead — strategy, governance, recovery roadmap
01 — CLIENT CHALLENGE
Following the implementation of a Workday Financials Minimum Viable Product, the organisation was struggling to realise the expected business benefits from its investment — and adoption had stalled, creating uncertainty around whether the platform could support future international deployments.
The programme sponsor engaged KT Transformation Advisory to provide strategic programme leadership, stabilise the implementation, and establish a credible foundation for future growth.
LIVE — BUT NOT LANDED
— User confidence was low— Finance processes were inconsistent— Reporting capability was limited— Teams still relied on manual workarounds— Adoption had stalled
02 — THE OBJECTIVE
i.
Restore confidence
In the ERP platform — amongst Finance users and executive stakeholders alike.
ii.
Enhance the MVP
Targeted, high-value improvements to the existing Workday Financials configuration.
iii.
Build a robust baseline
Capable of supporting future global deployment and continuous improvement.
Rather than pursuing another large transformation initiative, the focus was on practical, prioritised improvements — immediate business value that strengthened the long-term ERP roadmap.
03 — OUR APPROACH
1
Independent tenant & solution review
Working closely with the System Integrator, we undertook an end-to-end review of the existing ERP tenant — an evidence-based view of where the platform was underperforming, and where improvements would deliver the greatest business benefit.
FINANCIAL PROCESS DESIGNCONFIGURATION EFFECTIVENESSREPORTING CAPABILITYUSER PAIN POINTSOPERATIONAL INEFFICIENCIESTRAINING & DOCUMENTATION GAPS
2
Prioritising high-value improvements
No wholesale redesign. Initiatives were prioritised by business criticality, user impact, ease of implementation, delivery effort, operational risk and appetite for change — incremental improvements that quickly rebuilt confidence while avoiding unnecessary disruption.
— Financial reporting enhancements— Configuration refinements— Streamlined finance processes— Fewer manual workarounds— Improved data visibility— Stronger user guidance— Enhanced operational controls
3
Rebuilding user confidence
Technology alone was not the root cause. A significant share of the recovery effort went into adoption and capability — knowledge transfer sessions, practical user workshops, comprehensive process documentation and user guidance materials.
The goal: teams who understood not only how to use Workday, but why processes were designed the way they were.
4
Delivering around business capacity
Finance teams were simultaneously running Business-as-Usual. We worked with sponsors to understand real resource availability before defining the roadmap — realistic planning, prioritised release scheduling, reduced disruption and stronger engagement.
Rather than imposing unrealistic timelines, delivery was aligned with business capacity — significantly improving confidence and stakeholder commitment.
5
Laying the foundation for global scale
This was never an isolated UK exercise. Every improvement was assessed through the lens of future global deployment — building towards a scalable operating model and greater process standardisation, not localised fixes.
04 — OUR ROLE
Engaged as Programme Lead, providing strategic leadership across the recovery — working closely with executive sponsors, Finance leadership and the System Integrator.
— Programme recovery strategy— Executive-level governance and reporting— Aligning business and SI priorities— Facilitating stakeholder decision-making— Prioritising improvement initiatives— Driving adoption and business readiness— Managing programme risks and dependencies— Roadmap for continuous improvement— Keeping delivery aligned with strategic business objectives
05 — OUTCOMES
From stabilisation to continuous improvement.
✓Restored confidence in the Workday Financials platform across UK teams
✓Increased user adoption through improved capability, documentation and knowledge transfer
✓Enhanced financial process efficiency through targeted configuration improvements
✓A stable, scalable ERP foundation for future international deployments
✓Executive confidence that Workday could become the strategic finance platform across the wider Group
06 — BUSINESS IMPACT
Successful ERP recovery is rarely about replacing technology — it is about restoring confidence, improving adoption and creating a platform the business trusts.
By combining strategic programme leadership with practical operational improvements, the organisation moved beyond simply "keeping the system running" — and began realising the transformational value originally envisioned.
The programme not only stabilised the existing implementation, but created the governance, user capability and scalable foundation to support future growth, standardisation and continuous improvement across the enterprise.