Did your company buy WalkMe to band-aid poor IT project management? I've seen this story a few times in the last year:
Company buys a new SaaS application.
Could be a new procurement platform, new HCM, new CRM, new Project-Program Management tool, whatever.
Company half-bakes the implementation:
Some data is imported.
Some workflows are enabled.
But legacy systems remain in place. Legacy processes remain in place.
System has 20 core processes but only 3 halfway work so the UX feels like a ghost town.
Company tells everyone to use the new system.
But they haven't really given them a good reason other than "the boss says so".
Drumroll..... Nobody uses the new system.
Company concludes they have a digital adoption problem and buys WalkMe.
Hmm.....
Do we really have a Digital Adoption Problem?
Well, yes. And no...
Your WalkMe project could be a slam dunk or it could be a symptom of a bigger problem in your IT org.
This is very context-dependent so a few points to consider:
Before you dive in with building WalkMe content, understand and/or help plan the broader effort to sunset these alternative systems and ways of working.
If you strictly place ShoutOuts and Walk-thrus in the new system, that's not going to cut it.
(You're helping people use a new system they're not going to anyway.)
So let's understand:
Is WalkMe part of a broader change initiative? Or is WalkMe expected to *BE* the change initiative?
Is this a "one and done" or is there a roadmap for future change?
WalkMe Tracked Events in the legacy systems can help understand what screens / workflows get the most traction.
From there, you can use ShoutOuts and redirects in the legacy systems to redirect to the new system.
Be sure to communicate the *WHY* for your employees. Why are we switching, what's coming next, when will the old system/process go away, etc.
From there, you can use SmartTips / autplaying flows in the new system to help streamline adoption.
Surveys to ask users what they think. What is the new system missing? What's holding them back, etc?
Then take the hard metrics (# Active Users, Processes Completed) and verbatim comments back and revisit the plan.
This is not going to be easy.
You do not want adoption to be seen strictly as "WalkMe's problem".
But with any luck, you can help get the project back on track.
Is it just me or has anyone else seen this?
If so, how did you handle it?
Company buys a new SaaS application.
Could be a new procurement platform, new HCM, new CRM, new Project-Program Management tool, whatever.
Company half-bakes the implementation:
Some data is imported.
Some workflows are enabled.
But legacy systems remain in place. Legacy processes remain in place.
System has 20 core processes but only 3 halfway work so the UX feels like a ghost town.
Company tells everyone to use the new system.
But they haven't really given them a good reason other than "the boss says so".
Drumroll..... Nobody uses the new system.
Company concludes they have a digital adoption problem and buys WalkMe.
Hmm.....
Do we really have a Digital Adoption Problem?
Well, yes. And no...
Your WalkMe project could be a slam dunk or it could be a symptom of a bigger problem in your IT org.
This is very context-dependent so a few points to consider:
Before you dive in with building WalkMe content, understand and/or help plan the broader effort to sunset these alternative systems and ways of working.
If you strictly place ShoutOuts and Walk-thrus in the new system, that's not going to cut it.
(You're helping people use a new system they're not going to anyway.)
So let's understand:
Is WalkMe part of a broader change initiative? Or is WalkMe expected to *BE* the change initiative?
Is this a "one and done" or is there a roadmap for future change?
WalkMe Tracked Events in the legacy systems can help understand what screens / workflows get the most traction.
From there, you can use ShoutOuts and redirects in the legacy systems to redirect to the new system.
Be sure to communicate the *WHY* for your employees. Why are we switching, what's coming next, when will the old system/process go away, etc.
From there, you can use SmartTips / autplaying flows in the new system to help streamline adoption.
Surveys to ask users what they think. What is the new system missing? What's holding them back, etc?
Then take the hard metrics (# Active Users, Processes Completed) and verbatim comments back and revisit the plan.
This is not going to be easy.
You do not want adoption to be seen strictly as "WalkMe's problem".
But with any luck, you can help get the project back on track.
Is it just me or has anyone else seen this?
If so, how did you handle it?