A health care organization was in the midst of implementing completely new HR and finance systems. Their new system, Workday, a human capital and financial management software vendor, was not receiving mind-share from the leadership team and employees were unaware of the impending changes. The client described an opt-out culture that was being replaced with a culture of creating organizational excellence. The program management office for the Workday implementation provided limited change support. Also, the internal change lead was new to the organization and new to a structured change management approach. The client was in need of a customized change approach that leveraged their internal strengths and utilized industry best practices. They wanted sound strategies for change and applicable tools to implement throughout the lifecycle of the Workday project implementation.