Case Studies

An international drilling and technology company required help developing a change management strategy. This involved the reimplementation of several Workday® modules—Payroll, Time Tracking, HCM, Talent and Performance—all at the same time.

A cloud computing and technology company was already using Workday® for HCM, Benefits, Absence, and Time Tracking. However, a month before they were scheduled to go live with a new Workday® Payroll system, management was not confident the payroll team was ready.

An international drilling and technology company had recently reimplemented Workday® and desired to use Workday® Compensation to handle their yearly merit, bonus, and stock awards.

A cloud computing and technology company had been using Workday® for HCM, Benefits, Absence, and Time Tracking, but they realized they lacked the in-house expertise to implement the Workday® Payroll module.

A 4,500-employee drilling rig and technology company was working with IJA Strategies to reimplement a Workday® solution from the ground up.

A multi-national drilling rig and technology company had an outdated Workday® system that wasn’t performing optimally for their 4,500-employee workforce. The system wasn’t maintained, was slow, and wasn’t solving for their unique business circumstances.

A large, international public-facing non-profit company needed help in selecting an Enterprise Content Management product for their HR department.

A data analytics software firm was preparing for their IPO rollout and had a two-fold challenge.

An international manufacturer had multiple ongoing projects, and needed additional support to improve the HCM portion of the Workday® tenant to drive those initiatives.

A decentralized, multi-national holding company was preparing to go live with phases 1.5-2 of Workday® implementation. This included a global rollout of HCM and a US rollout of Benefits, Absence, US Payroll, and Time Tracking.

An organization began their international expansion over the course of a few years by purchasing existing companies with a global presence. As they expanded, other locations were brought into the Workday® platform partially or not at all.

A $60 billion-dollar multi-national company had been a Workday® client for five years. The company was divided into three legal entities that were all combined into one Workday® tenant. As a result of a divestiture, two of the three entities branched off and became separate companies.