Krishna Kumar Saw

Seamless digital transformation, simplify business processes, and user productivity were the top priorities. Splunk is moving its business in the cloud and hence it required huge transformation for the underlying business process to support this transformation.

These transformations started affecting user productivity and overall adoption. Hence, it started to increase in operating cost. Delayed process adoption started to affect the overall Sales organization.We needed a platform which could provide in platform assistance, just in time and targeted enablement, simply these transformations, and make it consumable for the users.

Since WalkMe was already deployed in 15+ enterprise platform, it is easy to scale this and leverage the power of it to solve use cases like change management, user adoption, onboarding, productivity, automation and cross platform integration.

We have defined a governance model which includes everyone from GTM, IT, HRMS, Fin-Ops to attend to review the backlog and prioritize projects for month/qtr.

• Built a CoE to scale delivery across all these use cases meeting demanding timelines.
• Built a portal page as well as an intake form so that stakeholders can fill in details for their request.
• Defined criteria for prioritization so that this is transparent across all the stakeholders.
• Branded WalkMe, added a link to integrate SNOW in case they can’t get support as well as feedback option.
• Defined and matured delivery model.
• Incorporated WalkMe “HERO” model into our delivery for Build Review, QA, and UAT.

WalkMe was identified as one of the modalities. Earlier enablement/change management relied heavily on LMS courses, Zoom meetings, office hours, email communication, and support channels and WalkMe was not considered as a key contributor to change management and user adoption.

So, we branded WalkMe as a “help center” and redeployed it into 15+ enterprise platforms.

• We re-deployed WalkMe extensions to all the Splunkers as part of their Chrome browser.
• WalkMe has been brought into engagement with all key large initiatives.
• WalkMe collaborated with business transformation, ITS PMO, Enablement and Sales Operations, Fin-Ops, and IT teams.
• We prioritized the key objectives which we wanted to achieve and deployed a phased approach while solving problems.
• We emphasized usage of “help center” during office hours, communication, and Slack channels to encourage self service and just in time learning.
• We created regular engagement meetings with stakeholders to explain the current success with their peers and create awareness on how it could be used in their initiatives.
• We created an awareness meeting and explained other unused features of WalkMe, which brought new ideas on the table for execution.

WalkMe Automation to help users find purchase order [System- Ariba, Users – 1500]
There were a large number of tickets due to users unable to find PO requests or approvals. Ariba systems shows only “Last 3 months” records by default, and the system does not auto save comments and attachments, hence delaying the process and impacting user productivity.

We built WalkMe’s automation using Smart Walk-Thrus to show all the PO requests or approvals as well as auto-save comments and attachments (e.g.,. vendor form, SOWs in PO)

• This autoplay guidance has been used over 12000 times while looking for POs.
• Used over 2000 times while adding comments or attachments.
• Resources have been consumed 120+ times while using Ariba

Migrating from Salesforce Classic to Lightning [System- Lightning, Users – 3300 ]
We evaluated another approach for change management (estimated at a million dollar cost!)– and WalkMe was chosen as the prime platform to drive adoption and migration for Sales, Service, and Marketing Consoles, along with overall enterprise users. This had huge savings in terms of cost as well as user time ( ~ 4 hours/users)

• 1700 users have read the welcome shoutout and taken action.
• 475 engagements with a Launcher that helps users understand key platform details.
• 160,670 SmartTips engagements (deployed in the Sales and Service console.)
• 2000 sales users have been brought into the Sales Console app and 71 marketing users have been guided into the Marketing Console app.

Bringing School of Splunk Experience [System – Splunk Coach, Users – 6500]
We brought the idea of “School of Splunk” bringing our LMS, CMS, and Portal platform under one umbrella. The LMS platform doesn’t have the ability to expand and add details related to CMS and Portal, which impacted user productivity and overall experience as they needed to step out to access other sites.

We build branded Launchers and SmartTips aligned to the underlying systems and enabled users to access CMS and Internal Portal from the LMS platform. Since January 2022, users have already used this feature to access the CMS or Portal platform straight from the LMS 468 times.

Salesforce Quip for account planning [System – Quip, Users 450]
Improving field productivity while account planning is a key objective, and hence we brought the Quip platform. We used WalkMe to onboard and train users on Quip:

• 108 users have completed their onboarding tasks like setting up integration with Salesforce from Quip.
• 90 times resources are consumed to understand different features.
• 396 times SWTs are used for platform overview, salesforce integration, share account plan and all.

Gmail platform for user productivity [System – Gmail, Users – 8000]
We have deployed SWTs and onboarding tasks in Gmail & Calendar for user productivity.

• 3000 onboarding tasks completed related to signature, managing labels, etc.
• 2000 SWTs are used for various use cases across email and calendar.

SFDC Classic platform for user productivity [System – SFDC, Users – 9400]
We have deployed SWTs across multiple business processes like CPQ, Annual Contract Value, Opportunity Management, Legal, Lead to Contact, and Sales System Communication to improve overall user productivity.

• We saved 10 hours/monthly of effort, translating a field communication which had no clicks and into monthly shoutout with 100% usage.

We’ve seen a decrease in service tickets and Slack messages for common tasks within the systems we support. Our Communications team spends less time writing messaging, since we use ShoutOuts to help get the word out about new features and important updates, directly within the relevant system.

There are fewer office hours, as well as a significant reduction in the number of Zoom meetings and virtual sessions which saves significant hours of users productivity. Onboarding tasks help ensure our New Hires are getting the essentials, and we are able to get our Field up-to-speed on new systems quicker.

Leadership is promoting WalkMe which helps build interest company-wide, and feedback we’ve received from users has been constructive and positive.

The operating cost for large initiatives is now optimized, which translates into savings in project execution and in team resource bandwidth (and also enables them to execute other key important projects).In addition, we see overall improved user satisfaction and confidence in terms of planning, execution, change management, enablement, adoption, and productivity.

We can train users to do common tasks and introduce them to new technologies easily with WalkMe. By segmenting it to different personas, we customize their views and give them a smoother experience overall.

The Smart WalkThrus we built cut down time spent creating training videos and eLearning courses to achieve the same goal. By actually doing it themselves with guidance, we are teaching our users to “self-serve,” to find the answers they are seeking within the player menu, whenever they need it.

Because we’ve implemented a consistent branded look and feel across all systems, users have become comfortable with the new technology quicker. It breeds familiarity, and helps users understand how to use the technology better and feel emboldened to search/use the content.

We are mindful that in many cases a Smart Tip is a better solution than an entire SmartWalkThru, so we employ the “less is more” way of thinking when planning our strategy.

We receive requests from colleagues for new content regularly – and WalkMe has transformed from an optional tool to a “must have” for all initiatives across enterprises, be it GTM , FinOps, IT, or HRMS. We are in a better state to share new ideas with stakeholders; one recent win is in usage of “Chatbot” – and we are currently working with the FinOps and Sales Ops team to use it to solve their case reduction use case.

We’ve seen results from our efforts! We get very few tickets from users, and we’ve seen leadership embrace the technology increasingly over time. They see the value we add, and the metrics speak for themselves.

Because it’s a seamless experience in all the systems we use, our Change Management team is fully onboard with using WalkMe to implement change within existing systems and for introducing new ones. And, we’ve been able to show them impressive metrics that help us know we are on the right track.

My vision is to enable self-service and make WalkMe as a prime tool for enablement, change management, and promote self-service for users and overall adoption for these digital transformations.I have a vision to make this a primary platform for partner productivity as well as for customer enablement.
I have achieved phase 1, where WalkMe is the primary platform for any internal transformation and use cases related to case deflection and all. This year, I am focused on getting engaged as part of Partner Enablement and productivity.

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