Team Models

In general, there are four types of Workday support team models to consider and evaluate within the
context of your broader organizational structure. Each has its own strengths and limitations, and can
exist in hybrid form depending on current state and targeted future capabilities. We find strengths are
maximized the more closely the team aligns to organizational objectives and existing infrastructure. We
describe each model in more detail below, including the strengths and limitations to consider.

Decentralized: Distributed team alignment to functions, business units, or other organizational units

Key Features
• Smaller core team with other resources
decentralized
• Each area may own plan, design, and
execution
• Specialists in designated area

Can appear more responsive to individual function, Complexity of ownership, accountability, and
business unit, or end user needs leadership alignment

Each “area” has ownership of planning, design, and Inconsistent user experience and maturity
technical execution progression

Provides flexibility for resources to be functional Potential challenges with foundational/cross-

specialists and directly execute the technical application items such as security, data model,
solution reporting

Degree of Workday expertise may suffer

Centralized: Central IT and Functional (FIN/HR) team alignment

Key Features
• Consolidated dedicated team
• Shared adoption blueprint
• Areas of specialization

Most commonly deployed model across customers
as it provides greater oversight and alignment
across stakeholders
Greater flexibility and control of team resources
Overhead may not be scalable for smaller
organizations
Challenges from prioritization of functional or
business needs occurring centrally

Expertise develops within core team, leading to More procedures and approvals in place, may seem
more efficient and effective use of resources less flexible to individual needs

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Shared Services: Tiered model leveraging shared services infrastructure

Key Features:
• Tiered delivery model
• Efficiency at scale
• Defined service level agreements

One point of contact to service employee needs May be perceived as less flexible due to structure

Greater efficiency and accuracy resulting from Requires significant scale to be effective
consistent processes and programs
Perceived greater time to resolve
Greater rigor and controls leading to accurate
measures of cost and value

Outsourced Capacity: Team utilizing staff augmentation, selective sourcing, or application management
services

Key Features
• Offered by Workday certified partners
• Ongoing management and support
• Partner staff is Workday trained

Staff Augmentation can be a flexible option for Not building internal Workday expertise and skills
project specific needs
Adds layer of complexity and may impact flexibility
Selective Outsourcing beneficial for areas with skill
Challenges around ownership, understanding of
gaps
business needs/culture, and governance integration
Access to more resources and skills when
Contracts driven around capacity and needs;
supported by Application Management Services
management of SLAs

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