Maximize your investment by making sure you implement the frequent Workday Healthcare upgrades. Set up an internal management team or ask KPMG to provide ongoing services so you can spend your future time on new, high-value projects. Finally, make sure you connect your front and back offices for a completely integrated digital transformation.
The selection of your ERP platform is important. But equally important is the selection of your implementation partner. The right ERP implemented poorly produces poor results – just faster. When you select an implementation partner, look for :
Tailor demos to your organization. Demos can be a helpful part of the selection process, but only if they include client-driven scenarios that aren’t scripted in advance. We find clients get the most from demos where half the time is spent in a show and tell: The client asks questions, and the ERP vendor demonstrates the answers through their technology. Afterward, it’s helpful to set aside an hour for users to try out the technology so they can assess the intuitiveness of the user experience first-hand.
Involve experienced implementers in your demos. They can help you ask the right questions and point out where the demo may be exaggerating the software’s true capabilities.
Use proven score sheets provided by your selection partner to help you weigh each decision-making criterion and make a fact-based decision.
Plan for success
With more than 375 recent customers, Workday is the leader in healthcare. Beginning in 2005, it was built from the ground up, so it provides the latest cloud architecture and technical capabilities. With 40 percent of every profit dollar going into R&D, Workday releases about 50 new enhancements every six months. Since every client is on the same software version, clients don’t have to wait years to implement new functionality they have requested.
Why Workday?
How should you select your ERP technology?
How should you select an implementation partner?
How do you continue to get the most from Workday Healthcare?
With more than 375 recent customers, Workday is the leader in healthcare. Beginning in 2005, it was built from the ground up, so it provides the latest cloud architecture and technical capabilities. With 40 percent of every profit dollar going into R&D, Workday releases about 50 new enhancements every six months. Since every client is on the same software version, clients don’t have to wait years to implement new functionality they have requested.
Plan for success
The selection of your ERP platform is important. But equally important is the selection of your implementation partner. The right ERP implemented poorly produces poor results – just faster. When you select an implementation partner, look for :
1) A track record of results. If your implementation partner can’t produce examples of Key Performance Indicators (KPIs) they achieved through a new ERP, they may be focused on the wrong measures of success (e.g., blinking lights over business results).
2) A track record of results. If your implementation partner can’t produce examples of Key Performance Indicators (KPIs) they achieved through a new ERP, they may be focused on the wrong measures of success (e.g., blinking lights over business results).
3) A referenceable client base. When a customer agrees to be a reference, it means the basics were achieved -- on-time, on-budget, on-spec implementation. More important, it means the clients expectations for business results were met and their implementation partner was indeed a true partner.
4) An experienced project team. It’s better to hire the A team from a B player than the B team from an A player. Look for experience in working in your industry and with organizations like yours. Also look for consultants who understand not only the technology but the functions that they will tech-enable. Finally, look for a partner who has deep expertise in transformation, change management, and training. These three project elements are as important to project success as is the right technical design and configuration.
5) Leading practices built into the project methodology. A good implementation partner will bring to you the leading practice for every process you are tech-enabling such as recruiting a nurse, ordering supplies, closing your books. If they answer a question about leading practices by asking, “How do you do it today?” or, “How would you like it?” you may not have the right partner. The value of new ERP comes from tech-enabling better ways of working.
Plan for success
Maximize your investment by making sure you implement the frequent Workday Healthcare upgrades. Set up an internal management team or ask KPMG to provide ongoing services so you can spend your future time on new, high-value projects. Finally, make sure you connect your front and back offices for a completely integrated digital transformation.
Plan for success
Workday leads in healthcare because of its record of customer satisfaction. Over the past five years, Workday has achieved an average customer satisfaction score of 97 percent and has topped the KLAS charts for more than eight years.
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Limit your selection to market leaders. Most medium-to-large healthcare providers find there are only two or three viable options. Limiting your search to market leaders can accelerate the selection and reduce the draw on your team. KLAS and Gartner reports can you help you identify ERP market leaders.
Focus your RFP on differentiators and key business drivers. If you’re selecting among the top three providers, they will offer the basics. If a key reason for making a change in ERP is self-service adoption, focus your questions and the demos on self-service functionality, especially mobile. Adding questions about the basics dilutes your focus and can diminish the RFP utility.
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A track record of results. If your implementation partner can’t produce examples of Key Performance Indicators (KPIs) they achieved through a new ERP, they may be focused on the wrong measures of success (e.g., blinking lights over business results).
A contract that includes KPIs commitment. If your implementation partner is unwilling to commit to KPI targets, they may lack the experience to deliver a positive ROI on this large investment.
A referenceable client base. When a customer agrees to be a reference, it means the basics were achieved -- on-time, on-budget, on-spec implementation. More important, it means the clients expectations for business results were met and their implementation partner was indeed a true partner.
An experienced project team. It’s better to hire the A team from a B player than the B team from an A player. Look for experience in working in your industry and with organizations like yours. Also look for consultants who understand not only the technology but the functions that they will tech-enable. Finally, look for a partner who has deep expertise in transformation, change management, and training. These three project elements are as important to project success as is the right technical design and configuration.
Leading practices built into the project methodology. A good implementation partner will bring to you the leading practice for every process you are tech-enabling such as recruiting a nurse, ordering supplies, closing your books. If they answer a question about leading practices by asking, “How do you do it today?” or, “How would you like it?” you may not have the right partner. The value of new ERP comes from tech-enabling better ways of working.
