July 15, 2023 • 21 mins
Ever wondered about the secret sauce behind seamless digital adoption? Tune in as we unravel this mystery with Adriel Sanchez, Chief Marketing Officer of WalkMe. Adriel takes us behind the scenes of their revolutionary Discovery tool, a solution that identifies friction points in a tech landscape and effortlessly guides users through complex software applications. Hear about how Discovery provides valuable insights into the often-ignored issue of shadow IT and how it allows organizations to optimize software license management and tool consolidation.
In the second half of our engrossing chat, we move the spotlight to enhancing user experience. Adriel shares how WalkMe simplifies the deployment of help to users, making their interaction with applications an absolute breeze. Learn how WalkMe powers tasks subtly, without the users even realizing it, and how it fosters a richer understanding of employees. We end on an exciting note discussing the 'aha' moment clients experience when they realize that they can start benefiting from WalkMe in a matter of weeks, not months.
Listen & Subscribe on your favorite platform
Apple | Spotify | Google | Amazon
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
This is William Tinke and you are listening to the
Use Case Podcast.
Today we have Adriel on fromWalk Me and we'll be talking
about Discovery by Walk Me, sowe'll do introductions here in
just a second.
Adriel, would you do us a favorand introduce both yourself,
walk Me, discovery by Walk Me.
Speaker 2 (00:25):
Absolutely so.
Adriel Sanchez, chief MarketingOfficer Walk Me, which is an
organization in the softwarespace that is the developer and
creator of a category calledDigital Adoption Solutions.
And when I talk about what WalkMe does, I like to start with
(00:49):
the problem that we solved.
When you think about the lastcouple of decades of investment
in technology that enterpriseshave made, we've created a bit
of a mess.
Right there's this web oftechnology that we're asking our
employees to use to get theirjobs done, which, in a lot of
(01:11):
cases, using the software, hasbecome the job itself and the
workflows that software wasintended to help make easier for
our employees.
It's really complicated thingsand created a bit of a mess of
it.
So that's the problem that WalkMe helps resolve Help you
identify all of the frictionpoints in the tech landscape and
(01:33):
then deliver help to people atthe point where they need it
most, which is the point thatthey're experiencing a friction.
So, to give you an example, youhave people who are onboarding
into an organization.
I don't know how many peoplebelieve that the onboarding
process has been totally smooth,but when you think about all
the technologies you need toonboard with and you think about
(01:54):
all the internal processes.
That is an example of aworkflow that is made
significantly easier with a toollike Walk Me that sits on top
of the software stack and helpsguide people through the major
applications they need to gothrough to get a particular
piece of work done.
Speaker 1 (02:10):
Then yeah, here don't do it.
Take us into discovery realquick.
Speaker 2 (02:17):
That's where I was going to go.
Next, when you think about whatyou need in order to optimize
your kind of experiences foryour users on all of these
different applications, thefirst thing you need to
understand is what softwareyou're running in the business,
(02:37):
who is using that software, andwhether they're using it the way
that you wanted them to use it.
A really interesting stat isthat organizations are not even
aware of 51% of all of theapplications that are running in
their organization.
That's the shadow IT out there.
What Walk Me Discovery does isit, at the click of a button,
(03:04):
allows you to see all thesoftware that's running in your
organization.
Allows you to see, bydepartment down to the
individual user level, if youcan figure it that way, who's
using it, how often they'reusing it, what types of things
they're doing on it, click byclick, in the context of the
business processes or theworkflows that the user is
(03:26):
trying to execute with thoseapplications.
And it works on one applicationor it works on many
applications.
This is especially importantright now because of the amount
of pressure that softwarebudgets are under.
Everybody's looking atprofitable growth.
Everybody's looking at how do Icreate sustainable business
moving forward?
It isn't growth at any costanymore.
(03:47):
Something like Walk MeDiscovery is really well,
because it gives organizationsthe visibility they need to make
better choices about what to dowith inefficiencies once they
find them.
Are you going to redistributelicenses?
Are you going to consolidatetools?
Are you going to perhaps reducelicenses or change license
(04:11):
types based on what you found?
This is the kind of data thatWalk Me Discovery enables you
with.
Speaker 1 (04:20):
So what I love about Walk Me In General is I spent
2009 to about 2016 studying useradoption in the HR and
recruiting work tech space and Iworked for the but it was
consulting.
I was helping people.
After the bell rang, you soldsomething great.
How do you get people to use it?
So consumption, usage, adoption, et cetera.
(04:41):
And really what I learnedthrough that whole and I was a
consultant so what I learnedthrough that whole process is
that it kind of comes down tothree things change management,
communication, training, etcetera.
But what I also learned is thata lot of the business cases
that are made by practitioners,they the math's flawed, because
(05:03):
almost all of them areassumptions, are used or use the
assumption that they're goingto get 100% adoption and so that
math, that payoff if there isan ROI, that ROI is flawed and
so that was stark to understandthat and then be able to
communicate that with clientsand things like that.
But what I love about whaty'all have done with the market,
(05:24):
I think y'all started if Iremember right, you started in
sales and marketing or sales andcame over and you're helping
all the work tech folks.
What I love about it again,they can see if it's, I'm just
going to use brand names becauseit doesn't matter phenom or
workday or whoever it is.
They can see usage, like thecompany can see usage, they can
see it by the client, they cansee it in meta, they can see
(05:46):
what features are being used,not used, et cetera, but it's
hard for them to then translatethat into action.
So even if you're a super adminof Paycore, you can see usage,
but what do you can't doanything with it, like there's
no action.
And what I love about we saweach other at Unleash and you
(06:09):
had me do the Walk Me Challengeand what I loved about it
because it's browser based is itactually helped me.
It was like a virtual assistant, kind of walking me through and
making me smarter.
Okay, I don't know the answerto that Click.
Oh, there you go.
And then of course it's in thatapplication, but it's, like I
(06:31):
want to say, in the overlay.
That's probably not the rightway of thinking of it, but I
just love what y'all built,because I studied that space for
so long and there was nothing,not even nothing in that space.
And y'all, you've come alongand fixed a very real problem
for all enterprise software, notjust the spaces, not just work
tech, where I care about that alot because that's the space I'm
(06:53):
in.
But for all enterprise fintech,edtech, like all of them have
the same problem they buy thingsand then they don't use all the
features and functionality andall that stuff.
So I love what you've built.
I love that we met.
I love that you made me gothrough the walk.
I love that you made me gothrough the walk.
Speaker 2 (07:20):
And you brought up a couple points.
That is really resonating withour customers when we're going
out and talking to them.
The first is yeah, you're right, you can get data about
application usage in otherplaces, but it's different kind
of application usage data.
It might be login data, itmight be information on time
(07:40):
spent on a page, but it doesn'tgive you the richness that you
get from a browser-basedunderstanding of where people
are clicking the slide of anapplication and what is the
thing that they were trying todo when they were accessing that
application.
What application did they accessjust before that and just after
that?
And the other thing that yousaid that our customers are
(08:01):
really reacting to also is whatdo I do with all that
information?
That's the power of Walkme isthat Walkme Discovery is just
the first step.
Now we give you all of thetools to actually address the
problem, because one of thethings that you can do, if you
find out that you said there'san assumption that the ROI, that
(08:24):
the business case is built offof that you're going to get 100%
adoption.
Let's say that you find thatyou have 10% adoption and you
believe this is amission-critical application,
one of the things that you cando is drive the adoption of that
application from 10% to 80%.
How are you going to do that?
You can walkme's digitaladoption capabilities to do that
.
It's all built in the samesystem.
(08:46):
You have now bought into aplatform that can help you with
the adoption challenge, inaddition to the richness of
information, to make choicesabout how you manage licenses.
Speaker 1 (08:57):
So one of the things I think when folks listen to
this, they're going to wonderokay, another piece of
technology, another login,another integration, this, that
another?
And I believe, as you talk tome about it, it's like we can
integrate, but we don't, becausewe're browser-based, we don't
have to integrate, if I havethat right.
Is that like, how do you handlewhen people give you, they
(09:18):
throw up that?
In fact, I had this is actuallya different conference but a
practitioner come up to me and Iwas having lunch because we
didn't get to talk to you forthat.
Yeah, what's up?
So I just want less tech.
I'm like the irony is that we'reat an HR tech conference, so
why are you here?
A, b, but I got it, Iunderstood what she was saying
(09:42):
and she was.
What she was saying is.
It's just, it's confusing,there's too much.
I don't really know what I haveto your point earlier.
I don't know what people areusing.
Okay, I don't have any insightor visibility into that stuff.
I can't change it, even if Idid, and it's not like I need
one more thing.
So the question is, when youget I mean your sales team in
(10:02):
particular they're getting thatobjection.
How do you coach them intoresponding to that?
Speaker 2 (10:09):
Yeah, it's an interesting question because the
problem is framed as we havecreated a mess of all of this
technology and there's too muchof it and it's not well
integrated.
It's like the series of reallysmart decisions that
collectively, have created a bigmess right.
Each of these decisions, takingon their own, are like, yeah,
we should have done that, butwhat has been ignored is the
(10:31):
experience for the user and theway that we talk about it is
that, yes, it's an additionalapplication, but the user
doesn't see it.
It isn't an additionalapplication, it is embedded in
the flow of the work of the user.
So, yes, there is a builder orsomeone in your organization
that is going to be managing theWalkme ecosystem Absolutely,
(10:55):
but they're going to bedeploying help to users that
many times the user isn't evengoing to know it's Walkme.
You experienced the Walkmechallenge.
You were getting help withinthe applications that we were
asking you to execute tasks onand if you didn't know that you
were standing in front of a signthat said the Walkme challenge,
you may not have even knownthat it was Walkme that was
(11:15):
powering that.
So you're creating theconditions for really beautiful
people, first experiences foryour users and you're actually
simplifying the process.
So in a lot of ways,consolidation of tools is hard.
It is hard to take these thingsout.
One of the things that Walkmeallows you to do is simplify the
(11:36):
experience without necessarilyhaving to go through that mass
consolidation, because you'rejust guiding people through each
step of the process across oneapplication or many.
Speaker 1 (11:48):
So another thing that you can brought up as well,
that it's really important forus to explore, is, again, the
integration piece not beingintegrated.
Again, the user is not going toeven really not know.
I guess they could figure itout, but they don't really have
to.
As you brought up, a pointearly on is like using software
(12:11):
at work isn't necessarily a partof the job.
It isn't the main part of anyalmost anyone's job, unless
that's their job job.
But if you're a director ofdemand, jen, yeah, you use
software, but then there's abunch of other stuff where
you're not using software and sothe usage of that software you
want to get the most bang foryour buck.
(12:31):
You don't want people to figuretheir way out and try every time
.
It's brand new.
They have to figure out thingsout every time they go into it.
And what I love about, again,like performance management,
that's once a quarter, once ayear, once a month, whatever it
is.
The knock on that has alwaysbeen people forget, like they've
logged in and the next timethey log in it's like I have to
(12:56):
relearn all of the stuff that I.
And again, it's not their job,and that's the one to ask you
about that because it's like,and this using software at work
is tools to help work, it'stools to make you help your job
and all that other stuff.
But by and large, you're notpaid to do that, you're not paid
to use that software.
Speaker 2 (13:18):
You know the situation that you're like.
We are clients come to us for afew different application
problems.
One of the problems is the oneyou're describing, which is it
isn't that the applicationitself is difficult to use.
It's just that it's not usedvery often.
So it could be the mostbeautiful experience in the
(13:39):
world.
It's just that, like when youthink about things like
performance prices, when youlook at things like onboarding
an employee, when you look atthings like exiting an employee,
when you look at things likedoing your benefits, these are
things that an employee or amanager are doing a handful of
times a year, and they're doingit in the middle of 1700 other
(13:59):
things that they're working on.
So, no matter how you slice it,there's going to be friction.
There's going to be friction inthat process.
How do you identify where thatfriction is and just eliminate
it?
Because what you're paying thatmanager to do is assess an
employee in a performance review.
You're not paying them tofigure out how to input that
into a system.
(14:19):
What you want is the richnessof the assessment.
You don't want, like, therichness of understanding how to
input the assessment into ascreen.
Speaker 1 (14:29):
I love that.
Let me ask you a couple ofbicep questions real quick.
What's your favorite part andoccasionally, when you get to
show people the software rightwhat's your favorite part of
showing especially discovery ina demo environment?
You know there's an aha momentwhen you get around to this
point.
What is that for you?
Speaker 2 (14:51):
There hasn't been a single customer that you've
shown Walkme Discovery to thathasn't said something along the
lines of oh my God, we weregoing to build this ourselves
and it was going to take us ayear.
This is the most commonfeedback that we're getting.
We work with some of thelargest organizations in the
world and they have been whollyunsatisfied with the solutions
(15:18):
out in the market.
To give them this level ofrichness of information and to
hear them say that we candeliver that to them within
weeks and it's just.
You can see, like the bellsring oh my gosh, I can get to
work.
I can get the data that I needto get to work, like in weeks,
and I don't have to wait ninemonths.
(15:39):
That, to me, is just to seethat aha moment.
That is just.
They're almost like skepticalthat it actually is real.
You know to be.
Speaker 1 (15:48):
We have to actually put it in and show it to oh yeah
, I can see two things have howfast can we get started, and
also that they don't have todepend on it to build it, you
know, so I could see a relief onone level.
Oh, my God, thank God don'thave to do that.
And oh, by the way, how can wetalk?
Can we get it started?
Can we get it live Monday, likeI could see that also happening
(16:10):
, which isn't a which isn't abad problem to have, of course,
because folks aren't maybe adeptat purchasing digital adoption
platforms.
What are questions that buyside, questions that they, if
you could script them, that theyshould ask of walk me.
So if you could just write downthe questions and say this is
(16:32):
what you should be asking oursales team, what would those
things be look?
Speaker 2 (16:38):
The first is your IT department is going to want to
know what level of scalabilityand security and compliance and
governance we have.
So I want you asking I want youto take us to task on that.
We've just completed Fed rampcertification, so we have now
been certified at the highestlevel of security, governance
(17:00):
and clients.
We are the only enterprisegrade solution in the market.
I want you to take a task onthat.
The other thing I want to askyou about is what is the
ecosystem that you work with it,because oftentimes, especially
in the size of company thatwe're working in not looking at,
walk me in a silo it'stypically part of some larger
(17:21):
talk about upgrade of aninfrastructure or some digital
transformation project or some,and you're working with the
largest GS side in the world,which we had relationships with,
very strong relationships.
So ask us how we can plug intothose bigger projects with the
large systems integrators orlarge partners that you're
already working with.
(17:41):
And number three ask us aboutour ability to scale some more
and more use cases, as you need.
So what we often find is thatpeople will come in and want us
to solve a very specific andimportant but a relatively
narrow problem.
Take us to task on what's thenext problem that we can solve
(18:04):
for you and the next problemafter that, and how we can tell
your colleagues in otherdepartments what are the
problems that we can solve forthem, Because I think that when
you start to really get yourarms around the power of walking
, you start to understand thedepth and breadth of the
problems that we can solve foryour organization.
Love it, Okay.
Last question because you allhave so many different customer
(18:25):
stories, you might have to useyour most recent favorite
customer story.
Speaker 1 (18:34):
You don't have to use brand names or any of that type
stuff.
That stuff doesn't matter to me, but it's where someone might
have even been skeptical andthey tried it out and it just
changed their life.
Give us a couple of thosestories.
Speaker 2 (18:55):
A couple of ones that I really resonate for me is
there's a major CPG company thatis a customer of ours, that
we've started small with themmany years ago but it expanded
to solve many, many, much biggerand bigger problems and telling
a funny story about aprocurement system change in
(19:18):
some European country that as aconsequence of it, they
literally couldn't get theirproducts on the shelves,
couldn't get potato chips on theshelves.
People were missing their potatochips and that was because of
the software change created somesupply change, disruption, and
it all had to do with how thesoftware was being used and it
(19:41):
all had to do with individualsreally not understanding how to
use the new system, and that'swhere Walt me came in to help
and now they're not sufferingfrom those issues.
That's a story that I love.
Another story that I love is amajor retailer was their POS
(20:01):
systems were on green screensand the employees as you dated
its green screens are.
They love the green screens.
They loved them because theyjust knew all the shortcuts,
like they've been working therea long time and they just knew
how to get worked up.
And what I love about this storyis like resistance to change.
No matter what Like people arejust resistant to change, even
(20:24):
if the new experience is goingto be far superior.
They're just resistant tochange.
So what walked me and theexperience they were putting in
to replace the green screens waslike far superior, far superior
, much more capabilities.
They used walk me to helpmanage that change.
And I just love that storybecause it helped ease people
(20:46):
from one interface to a verydifferent kind of interface.
But it just shows you howentrenched people can be and the
way that they get their jobsdone and no matter what you're
getting them new and how muchshinier and how much richer it
is.
You have to manage through thatchange and at the end of the
day, that's what a lot ofcustomers are relying on us for
(21:09):
is to help them manage throughthat change.
Speaker 1 (21:12):
Rob's Mike walks off stage.
Hey, daryl, thank you so muchfor coming on the podcast.
I love what you do and a hugefan, so just thank you for
carving out time for us.
Speaker 2 (21:23):
Appreciate it.
Thank you so much.
Speaker 1 (21:25):
And thanks everyone for listening to the podcast.
Until next time.
This is William Tinke and you are listening to the
Use Case Podcast.
Today we have Adriel on fromWalk Me and we'll be talking
about Discovery by Walk Me, sowe'll do introductions here in
just a second.
Adriel, would you do us a favorand introduce both yourself,
walk Me, discovery by Walk Me.
Speaker 2 (00:25):
Absolutely so.
Adriel Sanchez, chief MarketingOfficer Walk Me, which is an
organization in the softwarespace that is the developer and
creator of a category calledDigital Adoption Solutions.
And when I talk about what WalkMe does, I like to start with
(00:49):
the problem that we solved.
When you think about the lastcouple of decades of investment
in technology that enterpriseshave made, we've created a bit
of a mess.
Right there's this web oftechnology that we're asking our
employees to use to get theirjobs done, which, in a lot of
(01:11):
cases, using the software, hasbecome the job itself and the
workflows that software wasintended to help make easier for
our employees.
It's really complicated thingsand created a bit of a mess of
it.
So that's the problem that WalkMe helps resolve Help you
identify all of the frictionpoints in the tech landscape and
(01:33):
then deliver help to people atthe point where they need it
most, which is the point thatthey're experiencing a friction.
So, to give you an example, youhave people who are onboarding
into an organization.
I don't know how many peoplebelieve that the onboarding
process has been totally smooth,but when you think about all
the technologies you need toonboard with and you think about
(01:54):
all the internal processes.
That is an example of aworkflow that is made
significantly easier with a toollike Walk Me that sits on top
of the software stack and helpsguide people through the major
applications they need to gothrough to get a particular
piece of work done.
Speaker 1 (02:10):
Then yeah, here don't do it.
Take us into discovery realquick.
Speaker 2 (02:17):
That's where I was going to go.
Next, when you think about whatyou need in order to optimize
your kind of experiences foryour users on all of these
different applications, thefirst thing you need to
understand is what softwareyou're running in the business,
(02:37):
who is using that software, andwhether they're using it the way
that you wanted them to use it.
A really interesting stat isthat organizations are not even
aware of 51% of all of theapplications that are running in
their organization.
That's the shadow IT out there.
What Walk Me Discovery does isit, at the click of a button,
(03:04):
allows you to see all thesoftware that's running in your
organization.
Allows you to see, bydepartment down to the
individual user level, if youcan figure it that way, who's
using it, how often they'reusing it, what types of things
they're doing on it, click byclick, in the context of the
business processes or theworkflows that the user is
(03:26):
trying to execute with thoseapplications.
And it works on one applicationor it works on many
applications.
This is especially importantright now because of the amount
of pressure that softwarebudgets are under.
Everybody's looking atprofitable growth.
Everybody's looking at how do Icreate sustainable business
moving forward?
It isn't growth at any costanymore.
(03:47):
Something like Walk MeDiscovery is really well,
because it gives organizationsthe visibility they need to make
better choices about what to dowith inefficiencies once they
find them.
Are you going to redistributelicenses?
Are you going to consolidatetools?
Are you going to perhaps reducelicenses or change license
(04:11):
types based on what you found?
This is the kind of data thatWalk Me Discovery enables you
with.
Speaker 1 (04:20):
So what I love about Walk Me In General is I spent
2009 to about 2016 studying useradoption in the HR and
recruiting work tech space and Iworked for the but it was
consulting.
I was helping people.
After the bell rang, you soldsomething great.
How do you get people to use it?
So consumption, usage, adoption, et cetera.
(04:41):
And really what I learnedthrough that whole and I was a
consultant so what I learnedthrough that whole process is
that it kind of comes down tothree things change management,
communication, training, etcetera.
But what I also learned is thata lot of the business cases
that are made by practitioners,they the math's flawed, because
(05:03):
almost all of them areassumptions, are used or use the
assumption that they're goingto get 100% adoption and so that
math, that payoff if there isan ROI, that ROI is flawed and
so that was stark to understandthat and then be able to
communicate that with clientsand things like that.
But what I love about whaty'all have done with the market,
(05:24):
I think y'all started if Iremember right, you started in
sales and marketing or sales andcame over and you're helping
all the work tech folks.
What I love about it again,they can see if it's, I'm just
going to use brand names becauseit doesn't matter phenom or
workday or whoever it is.
They can see usage, like thecompany can see usage, they can
see it by the client, they cansee it in meta, they can see
(05:46):
what features are being used,not used, et cetera, but it's
hard for them to then translatethat into action.
So even if you're a super adminof Paycore, you can see usage,
but what do you can't doanything with it, like there's
no action.
And what I love about we saweach other at Unleash and you
(06:09):
had me do the Walk Me Challengeand what I loved about it
because it's browser based is itactually helped me.
It was like a virtual assistant, kind of walking me through and
making me smarter.
Okay, I don't know the answerto that Click.
Oh, there you go.
And then of course it's in thatapplication, but it's, like I
(06:31):
want to say, in the overlay.
That's probably not the rightway of thinking of it, but I
just love what y'all built,because I studied that space for
so long and there was nothing,not even nothing in that space.
And y'all, you've come alongand fixed a very real problem
for all enterprise software, notjust the spaces, not just work
tech, where I care about that alot because that's the space I'm
(06:53):
in.
But for all enterprise fintech,edtech, like all of them have
the same problem they buy thingsand then they don't use all the
features and functionality andall that stuff.
So I love what you've built.
I love that we met.
I love that you made me gothrough the walk.
I love that you made me gothrough the walk.
Speaker 2 (07:20):
And you brought up a couple points.
That is really resonating withour customers when we're going
out and talking to them.
The first is yeah, you're right, you can get data about
application usage in otherplaces, but it's different kind
of application usage data.
It might be login data, itmight be information on time
(07:40):
spent on a page, but it doesn'tgive you the richness that you
get from a browser-basedunderstanding of where people
are clicking the slide of anapplication and what is the
thing that they were trying todo when they were accessing that
application.
What application did they accessjust before that and just after
that?
And the other thing that yousaid that our customers are
(08:01):
really reacting to also is whatdo I do with all that
information?
That's the power of Walkme isthat Walkme Discovery is just
the first step.
Now we give you all of thetools to actually address the
problem, because one of thethings that you can do, if you
find out that you said there'san assumption that the ROI, that
(08:24):
the business case is built offof that you're going to get 100%
adoption.
Let's say that you find thatyou have 10% adoption and you
believe this is amission-critical application,
one of the things that you cando is drive the adoption of that
application from 10% to 80%.
How are you going to do that?
You can walkme's digitaladoption capabilities to do that
.
It's all built in the samesystem.
(08:46):
You have now bought into aplatform that can help you with
the adoption challenge, inaddition to the richness of
information, to make choicesabout how you manage licenses.
Speaker 1 (08:57):
So one of the things I think when folks listen to
this, they're going to wonderokay, another piece of
technology, another login,another integration, this, that
another?
And I believe, as you talk tome about it, it's like we can
integrate, but we don't, becausewe're browser-based, we don't
have to integrate, if I havethat right.
Is that like, how do you handlewhen people give you, they
(09:18):
throw up that?
In fact, I had this is actuallya different conference but a
practitioner come up to me and Iwas having lunch because we
didn't get to talk to you forthat.
Yeah, what's up?
So I just want less tech.
I'm like the irony is that we'reat an HR tech conference, so
why are you here?
A, b, but I got it, Iunderstood what she was saying
(09:42):
and she was.
What she was saying is.
It's just, it's confusing,there's too much.
I don't really know what I haveto your point earlier.
I don't know what people areusing.
Okay, I don't have any insightor visibility into that stuff.
I can't change it, even if Idid, and it's not like I need
one more thing.
So the question is, when youget I mean your sales team in
(10:02):
particular they're getting thatobjection.
How do you coach them intoresponding to that?
Speaker 2 (10:09):
Yeah, it's an interesting question because the
problem is framed as we havecreated a mess of all of this
technology and there's too muchof it and it's not well
integrated.
It's like the series of reallysmart decisions that
collectively, have created a bigmess right.
Each of these decisions, takingon their own, are like, yeah,
we should have done that, butwhat has been ignored is the
(10:31):
experience for the user and theway that we talk about it is
that, yes, it's an additionalapplication, but the user
doesn't see it.
It isn't an additionalapplication, it is embedded in
the flow of the work of the user.
So, yes, there is a builder orsomeone in your organization
that is going to be managing theWalkme ecosystem Absolutely,
(10:55):
but they're going to bedeploying help to users that
many times the user isn't evengoing to know it's Walkme.
You experienced the Walkmechallenge.
You were getting help withinthe applications that we were
asking you to execute tasks onand if you didn't know that you
were standing in front of a signthat said the Walkme challenge,
you may not have even knownthat it was Walkme that was
(11:15):
powering that.
So you're creating theconditions for really beautiful
people, first experiences foryour users and you're actually
simplifying the process.
So in a lot of ways,consolidation of tools is hard.
It is hard to take these thingsout.
One of the things that Walkmeallows you to do is simplify the
(11:36):
experience without necessarilyhaving to go through that mass
consolidation, because you'rejust guiding people through each
step of the process across oneapplication or many.
Speaker 1 (11:48):
So another thing that you can brought up as well,
that it's really important forus to explore, is, again, the
integration piece not beingintegrated.
Again, the user is not going toeven really not know.
I guess they could figure itout, but they don't really have
to.
As you brought up, a pointearly on is like using software
(12:11):
at work isn't necessarily a partof the job.
It isn't the main part of anyalmost anyone's job, unless
that's their job job.
But if you're a director ofdemand, jen, yeah, you use
software, but then there's abunch of other stuff where
you're not using software and sothe usage of that software you
want to get the most bang foryour buck.
(12:31):
You don't want people to figuretheir way out and try every time
.
It's brand new.
They have to figure out thingsout every time they go into it.
And what I love about, again,like performance management,
that's once a quarter, once ayear, once a month, whatever it
is.
The knock on that has alwaysbeen people forget, like they've
logged in and the next timethey log in it's like I have to
(12:56):
relearn all of the stuff that I.
And again, it's not their job,and that's the one to ask you
about that because it's like,and this using software at work
is tools to help work, it'stools to make you help your job
and all that other stuff.
But by and large, you're notpaid to do that, you're not paid
to use that software.
Speaker 2 (13:18):
You know the situation that you're like.
We are clients come to us for afew different application
problems.
One of the problems is the oneyou're describing, which is it
isn't that the applicationitself is difficult to use.
It's just that it's not usedvery often.
So it could be the mostbeautiful experience in the
(13:39):
world.
It's just that, like when youthink about things like
performance prices, when youlook at things like onboarding
an employee, when you look atthings like exiting an employee,
when you look at things likedoing your benefits, these are
things that an employee or amanager are doing a handful of
times a year, and they're doingit in the middle of 1700 other
(13:59):
things that they're working on.
So, no matter how you slice it,there's going to be friction.
There's going to be friction inthat process.
How do you identify where thatfriction is and just eliminate
it?
Because what you're paying thatmanager to do is assess an
employee in a performance review.
You're not paying them tofigure out how to input that
into a system.
(14:19):
What you want is the richnessof the assessment.
You don't want, like, therichness of understanding how to
input the assessment into ascreen.
Speaker 1 (14:29):
I love that.
Let me ask you a couple ofbicep questions real quick.
What's your favorite part andoccasionally, when you get to
show people the software rightwhat's your favorite part of
showing especially discovery ina demo environment?
You know there's an aha momentwhen you get around to this
point.
What is that for you?
Speaker 2 (14:51):
There hasn't been a single customer that you've
shown Walkme Discovery to thathasn't said something along the
lines of oh my God, we weregoing to build this ourselves
and it was going to take us ayear.
This is the most commonfeedback that we're getting.
We work with some of thelargest organizations in the
world and they have been whollyunsatisfied with the solutions
(15:18):
out in the market.
To give them this level ofrichness of information and to
hear them say that we candeliver that to them within
weeks and it's just.
You can see, like the bellsring oh my gosh, I can get to
work.
I can get the data that I needto get to work, like in weeks,
and I don't have to wait ninemonths.
(15:39):
That, to me, is just to seethat aha moment.
That is just.
They're almost like skepticalthat it actually is real.
You know to be.
Speaker 1 (15:48):
We have to actually put it in and show it to oh yeah
, I can see two things have howfast can we get started, and
also that they don't have todepend on it to build it, you
know, so I could see a relief onone level.
Oh, my God, thank God don'thave to do that.
And oh, by the way, how can wetalk?
Can we get it started?
Can we get it live Monday, likeI could see that also happening
(16:10):
, which isn't a which isn't abad problem to have, of course,
because folks aren't maybe adeptat purchasing digital adoption
platforms.
What are questions that buyside, questions that they, if
you could script them, that theyshould ask of walk me.
So if you could just write downthe questions and say this is
(16:32):
what you should be asking oursales team, what would those
things be look?
Speaker 2 (16:38):
The first is your IT department is going to want to
know what level of scalabilityand security and compliance and
governance we have.
So I want you asking I want youto take us to task on that.
We've just completed Fed rampcertification, so we have now
been certified at the highestlevel of security, governance
(17:00):
and clients.
We are the only enterprisegrade solution in the market.
I want you to take a task onthat.
The other thing I want to askyou about is what is the
ecosystem that you work with it,because oftentimes, especially
in the size of company thatwe're working in not looking at,
walk me in a silo it'stypically part of some larger
(17:21):
talk about upgrade of aninfrastructure or some digital
transformation project or some,and you're working with the
largest GS side in the world,which we had relationships with,
very strong relationships.
So ask us how we can plug intothose bigger projects with the
large systems integrators orlarge partners that you're
already working with.
(17:41):
And number three ask us aboutour ability to scale some more
and more use cases, as you need.
So what we often find is thatpeople will come in and want us
to solve a very specific andimportant but a relatively
narrow problem.
Take us to task on what's thenext problem that we can solve
(18:04):
for you and the next problemafter that, and how we can tell
your colleagues in otherdepartments what are the
problems that we can solve forthem, Because I think that when
you start to really get yourarms around the power of walking
, you start to understand thedepth and breadth of the
problems that we can solve foryour organization.
Love it, Okay.
Last question because you allhave so many different customer
(18:25):
stories, you might have to useyour most recent favorite
customer story.
Speaker 1 (18:34):
You don't have to use brand names or any of that type
stuff.
That stuff doesn't matter to me, but it's where someone might
have even been skeptical andthey tried it out and it just
changed their life.
Give us a couple of thosestories.
Speaker 2 (18:55):
A couple of ones that I really resonate for me is
there's a major CPG company thatis a customer of ours, that
we've started small with themmany years ago but it expanded
to solve many, many, much biggerand bigger problems and telling
a funny story about aprocurement system change in
(19:18):
some European country that as aconsequence of it, they
literally couldn't get theirproducts on the shelves,
couldn't get potato chips on theshelves.
People were missing their potatochips and that was because of
the software change created somesupply change, disruption, and
it all had to do with how thesoftware was being used and it
(19:41):
all had to do with individualsreally not understanding how to
use the new system, and that'swhere Walt me came in to help
and now they're not sufferingfrom those issues.
That's a story that I love.
Another story that I love is amajor retailer was their POS
(20:01):
systems were on green screensand the employees as you dated
its green screens are.
They love the green screens.
They loved them because theyjust knew all the shortcuts,
like they've been working therea long time and they just knew
how to get worked up.
And what I love about this storyis like resistance to change.
No matter what Like people arejust resistant to change, even
(20:24):
if the new experience is goingto be far superior.
They're just resistant tochange.
So what walked me and theexperience they were putting in
to replace the green screens waslike far superior, far superior
, much more capabilities.
They used walk me to helpmanage that change.
And I just love that storybecause it helped ease people
(20:46):
from one interface to a verydifferent kind of interface.
But it just shows you howentrenched people can be and the
way that they get their jobsdone and no matter what you're
getting them new and how muchshinier and how much richer it
is.
You have to manage through thatchange and at the end of the
day, that's what a lot ofcustomers are relying on us for
(21:09):
is to help them manage throughthat change.
Speaker 1 (21:12):
Rob's Mike walks off stage.
Hey, daryl, thank you so muchfor coming on the podcast.
I love what you do and a hugefan, so just thank you for
carving out time for us.
Speaker 2 (21:23):
Appreciate it.
Thank you so much.
Speaker 1 (21:25):
And thanks everyone for listening to the podcast.
Until next time.
Popular Podcasts
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Therapy Gecko
An unlicensed lizard psychologist travels the universe talking to strangers about absolutely nothing. TO CALL THE GECKO: follow me on https://www.twitch.tv/lyleforever to get a notification for when I am taking calls. I am usually live Mondays, Wednesdays, and Fridays but lately a lot of other times too. I am a gecko.