Campus Spotlight: University of Massachusetts System

Institutional Moment

Preparing for Modernization

Institution Snapshot

Institution: University of Massachusetts System

Institution Type: Public University System

Location: Massachusetts

Technology Initiative: Workday HCM and Finance Modernization

Engagement Style: Strategic Advisory and Readiness Support

Engagement Length: Pre-Implementation Readiness and Planning Engagement

Building the Foundation Before the Build Begins

The University of Massachusetts System knew a major modernization effort was on the horizon.

Like many institutions preparing for a large ERP initiative, leadership was evaluating what it would take to successfully support a transition to Workday HCM and Finance across a complex university system.

The technology decision was only one piece of the equation.

The bigger question was whether the institution itself was organized to support the work ahead.

Before moving deeper into implementation planning, UMass wanted a clearer understanding of the staffing, governance, and decision-making structures that would ultimately shape the success of the project.

You Might Be Here If...

• A major modernization effort is on the horizon.

• Leadership is discussing implementation, but roles and responsibilities remain unclear.

• Governance structures exist but have not been fully tested.

• Teams have different assumptions about who owns key decisions.

• Staffing plans have been drafted, but confidence in the model is still evolving.

• You want to address organizational questions before implementation begins.

  
  

The Challenge

Large modernization efforts require much more than selecting and implementing new technology. They require institutions to define how decisions will be made, who will make them, how teams will work together, and whether sufficient capacity exists to support the effort.

UMass recognized that these conversations are easiest to have before implementation begins and far more difficult to address once a project is underway.

The institution had already developed staffing strategy materials, governance documents, role definitions, and project structures. What leadership needed was an objective review of those plans to determine whether they were complete, realistic, and aligned to the scale of the effort ahead.

The goal was not to redesign everything. The goal was to identify gaps early enough that they could still be addressed.

The Turning Point

One realization shaped the engagement. Implementation readiness is not just about preparing systems.

It is about preparing the institution.

The UMass team recognized that questions around staffing, governance, accountability, and decision-making could not wait until implementation was underway.

Addressing those issues early would give leadership a stronger understanding of the resources, structures, and responsibilities needed to support the work successfully.

Instead of treating governance and staffing as administrative exercises, the institution began viewing them as foundational components of modernization readiness.

The Partnership

Legato partnered with UMass to help evaluate and strengthen that foundation.

Working alongside institutional leaders, the team reviewed staffing strategies, governance structures, role definitions, and project team models through the lens of implementation readiness. The work focused on validating what was already in place while identifying areas where additional clarity, alignment, or definition would improve future execution.

The engagement also helped organize readiness materials, support stakeholder conversations, and establish a clearer path forward as planning efforts continued.

Rather than focusing on future system configuration, the work centered on helping the institution understand how it would organize itself to support the modernization effort.

The Outcome

UMass moved forward with greater clarity, stronger alignment, and a more complete understanding of the organizational structures needed to support implementation.

Leadership gained clearer visibility into staffing needs, governance expectations, and role responsibilities. Existing plans were strengthened, gaps were identified before execution, and stakeholders developed a more shared understanding of how the institution would support the work ahead.

Most importantly, the institution entered the next phase of planning with greater confidence that its organizational foundation was aligned to the scale and complexity of the modernization effort.

Why This Story Matters

Many institutions focus on technology readiness when preparing for modernization. The organizations that navigate implementation most successfully often begin by focusing on institutional readiness.

Staffing models, governance structures, role definitions, and decision-making frameworks may not be the most visible parts of a modernization effort, but they often determine how effectively an institution can execute once implementation begins.

The University of Massachusetts System demonstrates the value of addressing those questions early. By investing in organizational readiness before implementation, the institution created a stronger foundation for the work that follows and reduced the likelihood of avoidable challenges later.