Leading software transitions with confidence

When core systems approach end-of-life, the tools that once supported your workforce become sources of risk, cost, and disruption. While the technical deadline ahead makes change unavoidable, that change doesn’t have to be painful.

In fact, it can be a catalyst to create better experiences.

With Preceda reaching end-of-life this year, we’ve seen how organisations are using this as an opportunity to embrace transformation. Here are some practical insights from organisations and experts to help you lead your system transition with less stress and more strategic value.

The high cost of end-of-life systems

Legacy software nearing end-of-life presents a perfect storm of challenges. Security risks rise, compliance becomes harder to manage, and integration issues multiply.

“We often see organisations struggling with a huge number of applications, multiple vendors, and various subscription types,” explains Brad Stockman, Senior Director for the Asia Pacific and Japan Pathways Program at Dayforce. “That complexity introduces real risks around compliance and operations.”

Outdated systems don’t just slow you down — they hold you back. If you’re managing pay, time, HR, and talent through fragmented platforms, you’re likely struggling with unreliable data, manual workarounds, and a lack of real-time visibility.

And that’s not just an IT problem, it’s a business one.

Paving a smoother path from your legacy systems

Replacing a long-standing system your teams know well can be daunting. Beyond implementing new tech, you’ll need to navigate timeframes, change management, and new ways of thinking about existing processes. But with the right approach, you can make the process smoother and more rewarding.

1. Reassess your vendor

Choosing between switching to a new provider or staying with your current one is a critical decision. A new vendor may offer a platform with different capabilities, but you also need to consider the team helping you make the transition. Working with your current partner helps retain continuity, often with the same team that already understands your business. That trust can ease the transition and accelerate outcomes.

SDN Children’s Services is one of those organisations that needed to do this as they faced Preceda’s end-of-life. “The relationship with Dayforce was pivotal, and we trusted their team due to our longstanding partnership with Preceda,” shares Chiara Fulnari, HR Business Partner at SDN Children’s Services. “The support and responsiveness during the transition really helped make the process smoother.”

2. Carefully evaluate implementation partners

Nearly half of Dayforce customers use delivery partners to enhance their implementation experience. “There’s real value in working with system integrators,” says Stockman. “They bring deep domain expertise and added capabilities. But for others, working directly with Dayforce offers continuity and trust.”

Whether you partner or go direct, prioritise fit, capability, and alignment with your culture and goals.

3. Look for value, not just a replacement

Reaching software end-of-life is an opportunity to rethink how work gets done. “Dayforce disrupts the traditional model,” says Mark Souter, Director of Value Advisory at Dayforce. “Real-time payroll, better accuracy, and less admin help create flexibility and space for HR and payroll teams to focus on strategic work.”

Ideally, your new solution can add real value through:

• Streamlining and unifying workflows
• Unlocking real-time insights
• User-friendly, mobile-first applications
• Built-in compliance tools

4. Communicate early, often, and clearly

Resistance often stems from confusion, not necessarily the change itself. To get ahead of this, start communicating before the change begins and continue through every phase. Explain what’s changing, why it matters, and how it benefits your people.

5. Secure internal buy-in

Tech won’t deliver outcomes on its own. You need internal champions who can lead the charge, answer questions, and serve as a bridge between teams. “For us, internal sponsorship and phased communication were key,” says Fulnari. “We had clear training timelines, regular updates, and open channels for feedback.”

Identify trusted leaders and empower them to guide others through the change.

6. Make room for flexibility in the timeline

Deadlines matter, but so does accuracy. Rushing to meet an aggressive go-live date can cause more issues than it solves.

“We had an aim to go live before the new financial year...but we missed our target by a couple of weeks,” shares Fulnari. “We did underestimate the internal resource requirements, and the effort needed to implement a new payroll system. More internal resources dedicated to the project would have helped.”

When planning your project, keep in mind that some parts will always take longer than expected. Factor in time for approvals, data migration, parallel testing, training, and go-live support, then build in buffers. Mapping out enough lead time helps avoid last-minute rushes and helps you meet your deadlines.

What better looks like

For SDN Children’s Services, the transition meant moving to a modern, unified platform with a phased rollout that ensured stability and allowed for growth over time. This staged approach helped the business face fewer roadblocks and gain more momentum. “We’ve seen significant improvements in our payroll efficiency and accuracy,” shares Fulnari. “And we’re expanding into other modules, with recruitment and performance management next.”

Embrace the transition

Systems end-of-life comes with a hard deadline and a critical decision point. You can find a replacement to do what you’re already doing, or you can create better experiences for your people and better outcomes for your organisation.

If your systems are nearing end-of-life, you don’t have to manage change alone. See how Dayforce can support your next step with the My Pathway program.