#implementation

The Walmart Payroll Modernization initiative began in 2018 and is currently advancing with its implementation across the U.S. workforce. Recently, new employees have started to be incorporated into the SAP payroll system, which was expected to be operational in 2023. However, David Glick and Sushanta Das, with the assistance of Akhil Gupta and Matthew Sowders, have hindered the business go-live for their personal gain following the technical launch. They are fully cognizant of their lack of contribution to this project. As a result, they created a Payroll integration engine platform, which is essentially another ETL tool, to take credit for the payroll program's business rollouts after three years. Presently, every Amazon leader, including Rao Grandhi, who has transitioned to Walmart and is participating in this payroll modernization effort, is recounting their success stories, even regarding minor population launches, as if they have played a crucial role in the program's achievements, seeking acknowledgment without any genuine contribution.

This situation is indeed disheartening and represents a misallocation of time and resources over the past three years.

I do not understand why Xerox can’t be bold and offshore all non-direct-client roles (sales basically). It is part of the strategy but in typical Xerox way is not implement properly or fully. Always exceptions to dilute the impact. No need for anyone who does reporting or bookings or planning to be onshore. No need for service delivery unless actually at client sites as part of contract. No need for sales operations or sales support or bid management or sales specialists or solution consultants to be onshore. There’re is the technology and hybrid ways of working that can make these happen if someone would just be bold. Sounds drastic but we are in drastic times and where it been done it works.

We’re now having to work on accessibility standards and compliance, and it’s clear this should have been addressed years ago. The reality is that someone dropped the ball in starting this project, and now we’re operating under a deferral that forces us to catch up under time pressure.
What makes this especially frustrating is that accessibility should have been built into the work from the beginning, not treated as an afterthought. The cost, delay, and rework required to fix this now are significant, and the project is far less efficient than it should have been. Someone failed to start this work when they should have, and now the company is stuck doing expensive retrofits under pressure. And they’re laying off the most important ppl needed to go forward.

Furthermore, accessibility matters, but government should not impose one-size-fits-all solutions on every business or building. The real issue is whether a mandate is proportionate to the cost, because a badly timed retrofit can become a huge and unnecessary expense if the work was never planned from the start. Private organizations should have flexibility to solve access problems in ways that fit their size, budget, and actual use, and accessibility should be built in early rather than forced in later through an expensive scramble. You can support equal access and still criticize wasteful, retroactive implementation.

Kudos to our IT leadership.
It takes real talent to invest millions in new software and end up with something less capable than what we already had. I can’t help but feel for the business leaders who are funding these projects and expecting better results.

D1 LFI moves out of professional services to tech dev- how is implementations part of tech dev?
They create value streams - which no one understands.
They act like implementations are core team and change everything to d1 teams to operate as such- do they know we have actual clients therefore cannot operate the same as a team developing core product.
Impacted teams IN every round of RIF yet client expectations increase.
Now they layoff tech dev middle managers - multiple that are 100% billable and are the lead BA’s on projects. The other few are driving LFI initiatives and making sure d1 implementations are staffed, operational, handle non stop client escalations.

Rounds and rounds of layoffs.. stock continues to fall..

CAN SOMEONE, ANYONE, make it make sense.

Delivery is headed towards a cliff. And I dont see any skid marks.
Stable accounts (prior to Industry POD) implementation have frequent escalations and major incidents. Moesman is sleeping at the wheel while his minions and direct reports do the bidding for him.

Healthcare org is in chronic structural decline with demoralized staff, opaque leadership, and a broken implementation pipeline. I'm getting the he-l out before layoffs hit.

Are they merging teams within the client service and implementation teams? Also is GCIR and RFP teams part of this?

A call yesterday with client services org said a handful in departments throughout the org were let go today. They said implementation and proposals were not affected, but does that mean they won't be affected at all? Or just not affected today?

How many of you think last year S4 & CFIN implementation by Acn was

1. Bad
   1. Worst
   2. Disaster
   3. All of the above

Layoffs today across UKG, mostly focused on CX/New Logo Implementation. God Speed.

Any news on CSE’s or service coordinators being affected?

Heard from a Band 5+ that Sales and Implementation U3000 is going to get hit this week. Any truth to this?

"The direction is global, but implementation may vary by country to account for local laws and regulations..."

So EMEA is next once they get Work Councils sign off

So the only groups that get to continue working in 1:1 flex offices are the people who made the decision to turn 1500 into a watered-down version of a college library (the Implementation team) and the reorg henchmen in HR. How poetic.

Because no one else in the corporation has any need for a quiet workspace. Or as they said in the HMP townhall: “you think you can’t focus in an open environment, but the truth is, you can focus anywhere!”

How are your implementation teams going? Talk about useless overhead.

The cuts happened, reorg is done. People can figure out how to work again without you working with McKinsey on creating 1000 slides that no one will ever read again.

How many useless meetings about adhering to the operating model have you all had after the ROM in 2020? And here we are again.

Believe I read that we have/had 40 projects in the pipeline. Any idea of the status and if any have been implemented? Looked at the Verizon board yesterday and the blood bath was scary. Will those projects cause the same thing here or will we continue with the slower Chinese water torture.

If Greg A resigns, then it all over.

any plans ?