We are committed to sharing practical knowledge that helps organizations get the most from their Workday implementation. In our recent podcast episode, I had the pleasure of speaking with Jeff Livingston, Systems Management Director for a large global nonprofit organization, about his experience building and implementing an effective governance model for a multi-organization Workday tenant.

From Military Leadership to Nonprofit Systems Management

Jeff’s journey to the Workday ecosystem began with his military career, where he spent about 12 years on active duty in the Air Force. During this time, he gained valuable experience in HR, systems work, and leadership, including working on a new talent management system. This experience provided him with a strong foundation in systems governance and management.

After deciding to transition from military service to put down roots for his family, Jeff found himself at Wycliffe USA, managing a shared Workday tenant that serves multiple nonprofit organizations.

The Multi-Organization Tenant Context

In the nonprofit world, resources are often limited. The shared tenant model allows multiple organizations to benefit from an enterprise system like Workday that individually they might not be able to afford. It also facilitates the sharing of staff between organizations, which is common in this sector.

However, this model presents unique challenges. When Jeff joined, there was a perception issue because the support team consisted entirely of Wycliffe USA employees, creating questions about equal representation and voice for other organizations in the system.

Building Trust Through Independent Governance

To solve this challenge, they rebranded the team as “Global Shared Systems” (GSS). This team became independent of any single organization and reported directly to a steering committee composed of executive leadership from various partner organizations.

The team then developed a comprehensive governance document (22-23 pages) covering everything from mission statements to project prioritization processes. Crucially, they didn’t create this in isolation – they shared drafts with partner organizations, gathered feedback, made revisions, and only then presented it to the steering committee for approval.

This process helped establish trust by demonstrating that all organizations truly had an equal voice – a concept Jeff describes using the “King Arthur’s Round Table” model.

Key Components of Effective Governance

Jeff shared several valuable components of their governance model:

1. Clear Role Definition: The support team focuses on system integrity, while partner organizations are responsible for their business needs.
   
   
2. Transparent Project Management: A roadmap process with clear prioritization criteria gives all organizations visibility into project status.
   
   
3. Regular Forums for Discussion: Bi-weekly tactical team meetings and partner meetings provide platforms for organizations to discuss needs, concerns, and potential impacts of changes.
   
   
4. Living Documentation: The governance document serves as a guiding framework that can evolve over time based on experience and changing needs.
   
   

Overcoming Challenges

Like any system, this governance model isn’t without challenges. Jeff highlighted expectation management as a significant ongoing challenge, particularly with staff turnover at the partner organizations, bringing in people unfamiliar with the governance structure. Regular communication and relationship-building are essential to maintaining the model’s effectiveness.

Final Thoughts

What struck me most about Jeff’s approach was his commitment to transparency and genuine partnership. His mindset of “start with governance, find a way to yes” creates a balanced approach that respects both system integrity and organizational needs.

For those managing multi-organization Workday tenants, Jeff’s insights offer a valuable blueprint for creating governance that builds trust, clarifies expectations, and facilitates effective collaboration.