Nordic Expert Exchange: Beyond the release notes – Preparing your Workday tenant for R2 success

Gwen Cantarera, Senior Director, Global Marketing:

Welcome to another edition of Nordics Expert Exchange. I’m Gwen Cantarera, a senior director of global marketing. Today, I’ve got two experts on discussing how healthcare organizations can prepare for Workdays 2026 are to release. More importantly, how they can turn that routine release into a strategic opportunity. Joining me are Katie Burke, our director of Workday Services and solutions, and Aaron Dodsworth, Senior manager of Workday Support Services.

Hey guys. Hello. Hey, Aaron. Say your name for me. I’m sorry. I’m an American. I mispronounced it.

Aaron Dodsworth, Senior Manager of Workday Support Services:

You’re all good. I’d say “Arne”.

Gwen Cantarera, Senior Director, Global Marketing:

Arne. All right, all right, let’s try and get it right through the rest of this conversation. Katie, tell me. I want to start really with the big picture. Right. Bring this to life for people. Why is this release the 2026 are to so important for health care organizations?

Katie Burke, Director, Workday Implementation  – Services and Solutions:

Yeah. So as we all know, as Workday customers, and Workday consultants. Workday provides two releases a year. One in the spring and one in the fall. We have R1 and R2. R2 is coming up, and every release introduces opportunities to improve organizational efficiency and user experience. Healthcare organizations are uniquely complex. They typically have large workforces, multiple worker populations, tight labor markets, and regulatory requirements.

So new capabilities coming out in R2 can help improve workforce planning, talent management, and operational effectiveness. Organizations that prepare proactively typically gain more value from those releases, and they avoid expensive rework later. And the, lifecycle.

Gwen Cantarera, Senior Director, Global Marketing:

Yeah, the lifecycle of, of their tenant Workday instance. Right. And so, they want to make sure that they’re approaching it intentionally. So in terms of that intentional approach and making sure that they’re prepared. Arne, I think I got it right that time. Right. You got to choose, what makes healthcare organizations different from other industries? As they prepare and they are release ready?

Aaron Dodsworth, Senior Manager of Workday Support Services:

Yeah. So, I mean, healthcare is are kind of unique, and they really can’t afford business exceptions. You know, we sometimes joke it’s not a matter of life and death. It is in the health care industry. So it’s really important that they’re ready for whatever changes come through. And there isn’t any disruption to their day to day activities.

You know, it’s critical that the employee processes remain operational. There is, you know, a particular emphasis on, employee retention, in healthcare space. And we have this mix of clinical and non-clinical staffing models that really increase the complexity before you get into unions and all the other fun things that come with being in the healthcare space.

So it’s really about making sure that you’re ready for that. You’re still hitting your compliance and security considerations. And to be frank, healthcare using runs with some leaner H.R. Team. So it’s making sure they have the support, the time and the resources to, to be ready for the release.

Gwen Cantarera, Senior Director, Global Marketing:

And so they can adapt with those lean times. All right. So we know that Workday releases twice a year. When should these orgs start preparing for release and in particular this release that’s coming up.

Katie Burke, Director, Workday Implementation  – Services and Solutions:

Plain and simple. As early as possible. So we recommend that you review release information and documentation as soon as it becomes available, which is August 5th of this year. And as everybody knows, the Nordic team focuses entirely on health care. So our practice will be putting together, top ten lists for our clients. And they’re not just the traditional top ten lists that you might have seen in the past.

Our features, highlight the, the new functionality that are really critical for specific roles in healthcare organizations. So CIO, Cros and CFOs, it’s a very important that while we’re preparing for these releases, that we establish ownership and governance early on, it just makes life much easier down the road as you decide to uptake these new features and all of the individuals that need to participate in that process.

Gwen Cantarera, Senior Director, Global Marketing:

So, Aaron, from your perspective, we don’t want people waiting for preview testing.

Aaron Dodsworth, Senior Manager of Workday Support Services:

Yeah. Yeah. Like you said, really, the August 5th is, is when you should be ready to go. I know it’s pretty common. People will kind of wait for the preview. Tenants to open. That only gives you just over four weeks until it goes into production, which is a very tight, compressed timeline. You want to make sure that you’re starting your impact analysis and really understanding how that’s going to impact your, your wider roadmap as well.

And that will really then bring you into, how you want to adjust your own internal timelines, because if you don’t want to do any enhancements during those, those couple of weeks, but it also might unlock some other strategic opportunities that you want to make sure you have built into your adjusted, roadmap, and ready to have those conversations with your different stakeholders to understand what’s going to be the best for your organization.

Gwen Cantarera, Senior Director, Global Marketing:

Yeah. So they can they can adapt uniquely based on their own roadmaps and based on what they, you know, strategically, what makes sense? What are some of the biggest mistakes you see organizations, making as they prepare for the release? Aaron?

Aaron Dodsworth, Senior Manager of Workday Support Services:

So I think the big one is always waiting too long, right? Even if you start right at the beginning, it is still a very short timeline. If you’re doing anything in regression testing, it brings up an issue. You have a very short amount of time to try and fix that before it goes in production. So start early is always the best approach.

Not involving some of the wider business stakeholders. So one of the, the mistakes we made is just treating it as an issue that it’s just, oh, it’s something they have to do. This is really, not just about making sure things still work, but really by unlocking some of those, opportunities that come with a new release in 2026, R2 is especially a big one for some of the functionality that’s coming.

Testing coverage, testing is not always the most fun thing to do. But making sure you have the right resources at the right times, you can complete it. You know, it’s going to go into production one way or another. So you got to make sure you get it done within that time frame. And then one of the big mistakes can be trying to turn on some of this functionality without really evaluating the impacts.

You know, Workday, everything is so closely related to each other. There’s so many different dependencies. It can be quite exciting. You can see the potential, to turn on some of these features and lock some of that, that potential. But you got to make sure you understand downstream impacts. So making sure that it’s properly tested in sandbox.

And it might be better sometimes see that later on once production leases through and you’ve completed all your testing.

Gwen Cantarera, Senior Director, Global Marketing:

And as I said, I think, you know, you’ve got a new house and you’re like, oh, I’m going to turn on the lights on and you think you’re turning on an upstairs bedroom light, and all of a sudden the bathroom fan downstairs goes on or something like, we don’t, we don’t know how these things are wired. Sometimes behind the scenes.

Katie, how should an organization decide what of those new features? Deserves the most attention and priority?

Katie Burke, Director, Workday Implementation  – Services and Solutions:

Yeah. So Workday release time can be really, really intimidating. It can be really overwhelming. Sometimes we get hundreds of new features and you get the whole I don’t know what, I don’t know, where do I start? And so there’s really sort of five categories that we recommend that our clients evaluate against. And the first one is business value rate.

It takes a lot of time and resources to bring something to life, to implement a new feature. And we want to make sure that, you know, the juice is worth the squeeze, so to speak. So we really need to evaluate the business value, for the organization. Is it going to make a big difference? The second one is user experience improvements.

This is an opportunity to increase Workday adoption with your current workforce. But also maybe gauge is there an opportunity for us to do better with change management. Right. Also aligning with strategic initiatives, it’s very important that when you’re looking at new features, you’re going to be dropping these things into a production tenant. Do those features really align with where you’re going as a business, and what are your strategic initiatives that you have in flight, where this new functionality could either complement or maybe derail it?

Right. We need to make sure that we’re all aligned. And, the new features support where you’re going as an organization in their strategic initiatives in the healthcare space. Compliance is key, right? So we need to make sure that as you’re adopting new features, are there are there impacts to overall compliance? Is it compliance reporting. Is that have to do with visibility to data things like that.

So what’s the compliance aspect of it. And then overall operational efficiency we want to make sure that we’re making your lives easier while you’re leveraging the platform to its full potential. So you might see a new feature that looks really great. But if it’s not good for your organization and it’s not going to improve those operational efficiency, that operational efficiencies, what’s the point?

Right. So there’s some key questions that we recommend asking your team that’s going to be evaluating new features. Do these things solve a business problem. Does it reduce manual effort. Does it improve your employee your manager experience. These are all things that truly impact the day to day that maybe we don’t always think of. So we highly recommend going through the exercise to evaluate overall business value, user experience, strategic initiatives, compliance impacts, operational efficiency, and really thinking. Is this going to solve a problem or is it going to cause a storm of issues down the road?

Gwen Cantarera, Senior Director, Global Marketing:

So Arn, I imagine that going through those exercises would really help the clients. Separate must do from nice to have enhancements. How else do you recommend they, address that? That those parameters.

Aaron Dodsworth, Senior Manager of Workday Support Services:

Yeah. So I think I think you touched on it there. It’s looking at your must dos. Right. One of the things we gotta make sure we cover before in production. So regression testing is going to be the main part of that. Going back and making sure everything works as it should, that nothing’s being changed. Within you release.

Again, healthcare, looking at compliance, making sure that you’ve got your security and your critical processes are still working is key very quickly to cause issues. Payroll is not working, right. Everyone can see things that they shouldn’t. Those are really the that day one things you want to make sure are running just as you want. By the time we get into production, the should dos.

These are really the low hanging fruit, the things that if you don’t have time during this kind of four odd weeks that we’re about to come into, they should be added to your roadmap pretty soon. So you’ll see with some of the features that are coming out, there’s some really good automation changes, some process changes that are going to save, a lot of time for the different teams that you might have.

There’s some experience changes that are pretty easy to implement, but could have a big impact for, for certain organizations. And then just making sure that that is going to fit into the roadmap that you have. I think where we usually get most excited is kind of the, the nice to haves and really what gets added to your future roadmap.

And again, 2020, 2026 R2 has some really exciting stuff in there, especially when it comes to to AI. So making sure that you have time and the resources to make the most of that again, that it’s fitting in with your organization’s goals. But especially from our experience, making sure there’s the right project management and especially change management that comes along with that, because some of these will be big changes for any kind of organization. So making sure that not just you’re going to get the value out of the new functionality, but the organization set up and the individuals are set up to make the most of it.

Gwen Cantarera, Senior Director, Global Marketing:

Okay. So, Katie, what business leaders outside of HR, and it needs to be involved in this release planning.

Katie Burke, Director, Workday Implementation  – Services and Solutions:

Yeah. So a lot of times, depending on the organization, we have a certain group that owns the system. Is it is it air or is it finance? And sometimes these groups tend to work in silos, and they make decisions that impact the organization as a whole, where maybe they’re not considering. Right. Every area, that those features might touch.

So as you mentioned, we need HR leadership engaged. This is the IRP, right? We need to make sure, that the the individuals that are supporting your workforce from an HR, capacity are in the know, obviously finance leadership. We need to make sure that, we have the visibility, the security, we’re able to, provide compliance reporting, all of those things that really help the business move from a financial perspective.

CIOs, there’s always going to be a technology aspect, no matter who owns the system, right? CIOs have to be in the know. They have to understand what’s coming and to make sure that from a overall technology roadmap and understanding of what is actually out there and exists to make sure that the organization is ready for that payroll, we need to make sure people can get paid, right.

So there’s a downstream impact that’s going to impact someone’s livelihood. We need to make sure that we’re being proactive in that make and, take care of our employees. Right. Security administrators. And security is huge for every organization. Every organization has their own unique security configuration. Some are very complex. Some are very simple. However, we do need to be prepared in terms of visibility.

Are there domain changes? Are there fields that are being deprecated? The team needs to be prepared for that. And then overall, just any other operational leaders, your organization is structured in a unique way. What works for Rgn incorporated might not work for Caity incorporated. So we make sure that if there are other key leaders in the business that they are having input, that they understand what’s coming.

I want to also just stress that healthcare organizations need to make sure that release planning. So planning for R2 and then even R1 or the other hours in the future that they’re making this a business initiative. This is not just a technical exercise. It’s not just going through the motions. It’s truly something that needs to be evaluated, taken seriously, and a true initiative and a team surrounding it.

Gwen Cantarera, Senior Director, Global Marketing:

Yeah. And, that that makes a ton of sense. And I’m wondering, specific to healthcare, obviously, that’s where we are. That’s space we live and breathe. What area is when we think about those orgs, do you recommend they review first, for the 2026 R2?

Katie Burke, Director, Workday Implementation  – Services and Solutions:

Yeah, absolutely. Workforce management is a huge one, right? We have people that are working multiple positions. Scheduling is a big one, right? We have nurses that work. We have doctors that work. We have all of the different support roles. So workforce management and scheduling hand-in-hand with scheduling comes time tracking. We also know that, health care is an organization where there are peaks and valleys and sometimes we need to bring in a lot of, new talent or backfill them.

There are organizations that are constantly evolving, so things like recruiting and making sure we’re taking care of the existing employees with things like employee experience, workforce analytics, and then overall just reporting enhancements. As we’ve talked a lot about, compliance and a lot of the data you need in order to meet those, compliance requirements come from reporting.

So it’s important to make sure we’re paying attention to those enhancements that are coming out. Really, if we want to simplify it, that’s a lot, right. We have workforce management, scheduling, time tracking, recruiting, employee experience analytics, reporting, all of these things. But we really need to hone in on the opportunities that support labor optimization and workforce retention.

Gwen Cantarera, Senior Director, Global Marketing:

Yeah, one of the key challenges our health care providers are facing right now, on which of these health care processes should receive the most attention in testing?

Aaron Dodsworth, Senior Manager of Workday Support Services:

Yeah. So in an ideal world, you get to test everything. Yeah. For that amount of times, you know, that’s not reality. So you’re really trying to make sure that you’re hitting those core areas and making sure they are perfect. So we’ve talked about it a couple of times. Payroll is key. Gotta pay. Or else people aren’t going to turn up.

And that’s pretty critical health care. So making sure that we are getting people paid integrations is a big one. You know, there’s been a lot of changes the past couple of years from studio to orchestrate. That is, again, area where if something breaks that can impact, again, benefits going back to the financial side of the business.

So making sure that those are working, as they should security roles. Again, we want to make sure that people who can do things are able to people that shouldn’t be able to see or change things can’t that entire hire to retire process. So, you know, we’re getting into the end year where performance reviews, talent changes, compensation changes are all about to take place.

So making sure that they are working the way that they should. That kind of also touches on, you know, kind of the absent side of things. We’re getting into a busy time of year with Thanksgiving and holidays and people starting to think about that, that side of things. There’s also the compliance side that comes with up to the, work that would come with that.

And then again, scheduling, you know, it’s critical to make sure we have the right individuals to, to take care of people. We’ve got to make sure that is working appropriately. So it may be different for different organizations. As part of your release and impact plan, you should be looking at what are the real key priorities, and trying to make sure you tackle them first. Again within the limited window that we have.

Gwen Cantarera, Senior Director, Global Marketing:

Yeah. And then, another key point as part of this process and maybe even ongoing, is making sure, these orgs aren’t missing valuable functionality, right? How do they do that? How do they start to address, ensuring that they aren’t missing some of the value that’s included in Workday?

Aaron Dodsworth, Senior Manager of Workday Support Services:

Yeah, that’s always part of, you know, especially when we get to help with is maximizing that investment in Workday. It is a, you know, amazing platform. It can do many, many things. And even ourselves, we’re constantly having to try and keep ourselves just informed of all the new things that are coming out. And again, that’s one of the exciting times with, with the releases, the new functionality getting into production.

So for many clients, you know, they’re only going to use a portion of what they’ve bought with their excuse, and what work days is capable of doing. So I think the first thing is trying to understand, does your current functionality already address some of your can people that try again, does your existing functionality already address some of your key points?

So that could be some small tweaks. In your configuration that might be a larger piece of work to try and rework it. Because again, as an organization, you’re constantly be changing, and your ERP needs to, to keep up with that. You want to regularly review, what’s coming through with these new releases? We’re going to have some content, about what the top ten lists are for the different parts of your organization.

It is worth sitting down and doing a business review and understanding. Is this something that it’s worth us? You know, bringing on board with our Workday talent that sometimes we’re replacing some third party functionality. It might be like kind of allowing you to automate and free up some of your team to, to do other things. So making sure that you’re aware of what Workday can I do?

And making sure that’s hitting with your strategic goals as an organization. And then if you’re not sure, you know, again, there’s so much that Workday can do. There’s so many things that are going on with, with organizations. It might be worth time to, to attend assessment, do a health check, see if there are significant areas that your, your work attend isn’t hitting.

Are there some low hanging fruit that, again, will pretty drastically improve your organization? Or do you actually know what you’re going to do over the next one, two, three years? Do you have a roadmap that’s going to help support your strategic goals as an organization? And is Workday ready or in the in the planning stage at least to to support that?

Gwen Cantarera, Senior Director, Global Marketing:

Yeah. It’s interesting. I’d love to hear more. And I think it’s important for, our clients to understand what, what do we offer through this tenant assessment. What does that look like? What are you assessing? What do those deliverables, what can be expected?

Aaron Dodsworth, Senior Manager of Workday Support Services:

Yeah. So really attend assessment. You know, it typically is a pretty high level of kind of some tech review of, of your work day tenant for us. We try and get a little bit more tactical. It’s not just about this overview and the art of the possible, but actually how can you bring that into reality, over the next while.

So we’ll look at, you know, the health of your configuration, your security model, and look at those kind of core business processes, what reporting that you have in there. You know, we’ll take a look at your integrations are they, you know, efficient and what they’re doing. We’ll also look at some of the, the more important things when it comes to actually performance.

So things like your adoption levels, you know, how ready are you for the releases to make the most of the new functionality that comes there? And then what are your optimization? Opportunities. It’s not always about, you know, purchasing a new skew, but can you make more of what you already have with Workday and again, maximize that, that investment and then make sure that you have a roadmap that again aligns with your business goals.

So work is there to, to support, again, whatever your organization is trying to achieve over the next while, in terms of actually what that delivers, you know, for us, we’ll kind of do a read out with all of our clients. We’ll talk through again what we’ve looked at through kind of an executive summary. A big part for us is also making sure that we talk not just to the immediate people on the project, but the wider organization trying to understand what are their pain points, frustrations, needs.

So we can help advise on that. We’ll look at again our overall findings. Look at a a module heat map, go module by module and understand what’s performing what maybe isn’t. And go through then a tactical summary. So how can you go and address those. Those weaknesses, those opportunities over the next three, six, 12 months to get to where you want to be?

That really comes out then to your strategic roadmap. So we’ll help kind of give you different milestones that we think it’s worth hitting and help you understand not just where you are now, but where you could be again within that time frame. What are some unique things, or indeed a dashboard will help you look at, again, the health of your data within Workday.

Again, as the push goes more towards AI, a big limit of that, and the ability of organizations to make the most of it is the health of their data. If it’s, you know, the classic, classic view of bandit in bad data. Right? So making sure that you have everything you need to make the most of the opportunities when it comes up.

And then we also have our health and ROI dashboards. So again, making sure that you see the value in those changes that are being made. Again, one of the unique things that we do is not just focus on the self, but also then how does that being adopted across the organization. So we’ll look at a change management assessment, make sure that with the right practices in place, so that when changes do come through, that people, the organization are making the most of it and making the most of Workday as well as a tool, and then also providing training guides to make sure your teams can get the most value out of work day on a, on a day to day basis.

Gwen Cantarera, Senior Director, Global Marketing:

Yeah. Yeah, that that’s, incredibly robust. I know it scales our assessment scales, but that’s unbelievably robust. And I’m wondering, Katie, in your experience, what are some of the most common opportunities that are discovered during one of these assessments?

Katie Burke, Director, Workday Implementation  – Services and Solutions:

You see, the biggest one is either unused or under leveraged functionality. Sometimes we’ll see organizations that maybe went live with something and then they didn’t actually use it. Maybe they had a change in leadership and somebody wants to do something a little differently, and a product just kind of went by the wayside. So unused and under leveraged functionality or two things that we see a lot of.

The other thing is deploying things that don’t align with the roadmap. We’ve talked a lot about strategy, strategic road mapping, understanding your business needs, where it’s headed. Again, we don’t we want to invest in enabling features and functionality that are truly going to support your business and where it’s going. A lot of times we’ll see organizations that have manual workarounds.

Again, they don’t understand what the system is capable of, and so they’re still doing things on paper. Or maybe, you know, there’s something simple that could be solved with just a simple to do in a business process. Instead of picking up the phone and saying, hey, Irene, could you go do this for me? So getting rid of a lot of those manual workarounds.

Another one is security gaps have seen some really, really complex security in my 12 plus years in the ecosystem. And there is always a way to optimize that. Do we have security groups that are active that aren’t assigned anywhere? Do we have, security that’s still limiting visibility? I once had a client that created a new security group for every single new hire. That’s not a good idea. And then while we’re on the topic of visibility, reporting improvements, rate is often said, you know, bad data and bad data out. We want to make sure that we have the right data in the right hands at the right time. Also, process simplification opportunities. I cannot tell you how many times I’ve gone into a tenant, done a tenant assessment and been like, whoa, guys, this is way more complicated than it needs to be.

We can consolidate things here, here and here. Maybe we need to tweak some few things over here. Is there more? Is this more of a training issue or opportunity rather than relying on over configuring the system. So process simplification is something that we run into a lot. The other thing that we can never overlook is employee experience. There are a lot of times we get into a tenant or we start doing the interviews that we like to do with key stakeholders and end users, and we’re realizing that it’s not a very good experience for employees, and we need to make sure you’ve made this huge investment.

And yes, it’s supporting the organizational of the organization and different operations that need to happen. But also there’s some really cool features that are employee facing that can improve their overall experience and quality of life when they’re interacting with the platform. So employee experience enhancements really, I think maybe aren’t always necessarily at the forefront of the mind when we’re thinking about the technical up and the technical and the operational enhancements we can make, we can’t overlook the employee experience either.

Gwen Cantarera, Senior Director, Global Marketing:

Yeah, that makes a lot of sense. I’m curious, on the Workday, does these releases twice a year. Right. How does kind of ongoing Workday support services, and that model help these clients stay on top of that? That’s a lot of places. Right?

Aaron Dodsworth, Senior Manager of Workday Support Services:

There’s a lot to be done, not just through, obviously, release time, but kind of throughout the year. So for us really support services are there to kind of be that, that helping hand inside. So in a time like this, you know, we’ll sit down with our clients and essentially review the release notes, go through and see what we think is a good thing for them to potentially add to their roadmap or things that they need to be aware of as we go through, again, regression testing, you know, we’ll assess those impacts and make sure that we have a plan for anything that we need to prepare for and again, test that functionality.

So it is ready once we go into production. We’ll manage any of those kind of configuration updates, whether again, that is sort of reactive to some of the changes that are taking place or proactive to unlock some of the opportunities that that it might bring. And then we’ll also recommend some adoption strategies. So again, that’s where the change management side comes in.

And making the most of the changes in the system actually impacting the organization. And I think the big one, again, when it comes to kind of the long term relationships that we have is, is handling that ongoing optimization, that’s that we can add and set out in the roadmap. So it’s not just about how do we get through R2 and make sure everything’s going as it should.

But again, how does Workday support your organizational goals and strategy? Over the next, again, three, six, 12 months. For us, the goal is to be not, reactive support, but really there for continuous improvement. And again, maximizing that investment that you’ve made into Workday.

Gwen Cantarera, Senior Director, Global Marketing:

Yeah that makes sense. So we we’re getting to the end of the time. But I’m curious, from both of you, if you had to, highlight just one thing in the next 30 days because this is imminent, right? We know this is imminent. What would your recommendation be? One thing next 30 days to prepare for this.

Katie Burke, Director, Workday Implementation  – Services and Solutions:

Katie. I think establishing a release governance team and making sure that you are identifying those key business stakeholders. Again, we don’t want people working in silos. We don’t somebody, adopting a new feature without people knowing what’s going on. So make sure you have a really structured release governance team. You’ve identified those key business, stakeholders and that you’re reviewing the documentation to make sure you can make those well informed decisions on what to adopt and when.

Aaron Dodsworth, Senior Manager of Workday Support Services:

I’m going to cheat and do to, I gotta say, the obvious one, which is testing, testing, testing. Impacted by that, I’m here making sure that you’re ready for going into production and everything is working the way that you want it. I think the other is really trying to make sure you’re prioritizing, any functionality you can going to turn on.

So making sure those are ones are going to have the greatest business impact. Ultimately, that’s why we’re doing anything here, is to again support the wider business. So making sure you have those not just listed but prioritized, I think is key.

Gwen Cantarera, Senior Director, Global Marketing:

Okay. I’m going to we’re going to wrap this up, with two more questions. But before we do, I’m going to make an offer to anyone who’s listening this and wants to have a conversation. Katie and Aaron  are available for a 30 minute chat. They love to sit and answer questions about all things work day. I can personally attest to that. And so if you’re interested in having a conversation, talking about what your, what your organization is facing, if you have a follow up question, please don’t hesitate. We’re more than happy to take a call.

Casual. No pressure. Right. This is coming up quickly, and we want to make sure that everyone’s prepared, so, don’t be afraid. Really quickly, one word to describe a successful release, though. Katie. One word.

Katie Burke, Director, Workday Implementation  – Services and Solutions:

Be prepared.

Gwen Cantarera, Senior Director, Global Marketing:

Okay. I think that was two. Let’s see if I can do it without cheating this time. One word.

Aaron Dodsworth, Senior Manager of Workday Support Services:

Intentional. It’s got to be an intentional.

Gwen Cantarera, Senior Director, Global Marketing:

Okay. And as we leave it, and we are going to, as you said, release more content and there’s much more to come. What is the most important takeaway? If you if you could sum this up in one, one brief sentence, what do you want folks to know?

Katie Burke, Director, Workday Implementation  – Services and Solutions:

Focus on business outcomes, not on the fancy features that you might be seeing in our two.

Aaron Dodsworth, Senior Manager of Workday Support Services:

Start early and prioritize wisely.

Gwen Cantarera, Senior Director, Global Marketing:

Okay. Thank you guys. Thank you both for joining us. This has been a really great conversation, and I know that you’re both available, to help our clients and those who are going to start navigating this imminently. So again, thank you everyone for tuning in. If you have any questions on this or anything else, our team is here to serve, and, and we’re more than happy to take a call and have a chat and answer some questions.