Splunk

Splunk has long faced the challenge of converting technology investments into real business value. As a fast-growing organization with a complex and constantly evolving application landscape—further accelerated by our acquisition by Cisco—employees were required to adapt quickly to new tools, processes, and frequent changes. While these innovations, including AI capabilities, promised efficiency and growth, they also introduced confusion, fragmented experiences, and adoption risk for teams focused on revenue-generating work.

From AI Complexity to Confident Adoption Although AI has immense potential, many users struggle to apply it meaningfully within daily workflows. The problem evolved beyond traditional SaaS adoption to AI adoption—bridging the gap between powerful AI capabilities and human decision-making. Without guidance, AI risks becoming underutilized or overwhelming.

We chose WalkMe as our digital adoption strategy because it acts as a critical mediator between users and technology.

• Initially implemented as a SaaS digital adoption platform
• Provides contextual, in-the-moment guidance that translates intelligence into action
• Now intentionally being transformed into our AI adoption platform

Onboarding challenges were also a key area of focus. Teachme supported new-hire onboarding, but engagement dropped mid-journey. Using WalkMe insights, surveys, and user feedback, onboarding was redesigned into role-based, just-in-time microlearning delivered in-system. This improved completion rates, accelerated time to productivity, and reduced onboarding costs.

Support enrichment addressed critical gaps for sellers. Sellers often missed critical updates impacting deal closure. Through WalkMe-led support enrichment, we surfaced key information in workflow, automated error-prone processes, and significantly reduced support tickets. Having innovated with WalkMe since 2019, we now view it not just as an adoption tool, but as a strategic enablement and AI adoption layer—foundational to scaling innovation while keeping users confident, focused, and effective.

Our approach centers on a flexible, iterative digital adoption strategy focused on user experience and outcomes. WalkMe underpins this strategy, guiding users through evolving tools, processes, and ways of working—particularly during periods of AI-driven and organizational change.

Managing AI Adoption Complexity with WalkMe As new AI tools emerged, we identified a clear gap between AI capability and user readiness. Many users struggled to understand how to interact with AI effectively or where to begin. To address this, we curated a comprehensive AI Prompt Library and AI Navigator.

• 1,200+ AI prompts
• 8 distinct roles
• 150+ categories and sub-categories

Using WalkMe, we transformed what would typically be a static prompt repository into an intuitive, guided experience. This enables users to quickly find the right prompts based on their role and use case, driving more confident and consistent AI adoption. This approach is widely recognized by leadership, and additional roles are currently being added. What began as a digital adoption layer for SaaS has organically evolved alongside AI. By operationalizing AI prompts, guiding human–AI interaction, and orchestrating intelligent workflows, WalkMe is becoming the foundation for scalable, enterprise-wide AI adoption.

Spotlighting Success Through Quarterly Updates To maintain strong visibility and keep leadership engaged, we launched a quarterly Digital Adoption Platform (DAP) newsletter. Each edition includes:

• Key achievements backed by metrics
• Details on newly launched initiatives
• A preview of upcoming releases This ensures stakeholders remain informed and aligned with progress and impact.

WalkMe Bot as an Intelligent Bridge For the past three years, we have used Winroom with nearly 100% adoption to automate quarter-end deal support, enabling timely issue resolution and smoother sales execution. Building on this success, we are now exploring WalkMe Workstation with Action Bot as a unifying experience layer.

• Connects multiple AI agents
• Serves as intelligent trigger points across workflows
• Simplifies the user experience and drives higher adoption Once implemented, this will support seamless, end-to-end AI adoption across the organization.

Onboarding and Adoption Enhancements We continuously enhanced Teachme to reflect changes in the business and applications, while WalkMe provided contextual, in-system guidance now of need.

• Smoother transitions during change
• Faster time to productivity
• Consistent support for both new and existing users

Supporting Transformation and Innovation Following our acquisition, collaboration standards shifted from Slack to Webex. We assessed user needs and migrated WalkMe integrations accordingly.

• Seamless transition for users
• No disruption to workflows
• Continued consistency in digital guidance

By continuously innovating with WalkMe and pushing beyond traditional use cases, we have built a scalable enablement layer that connects users to AI, systems, and processes—ensuring change is adopted smoothly, intelligently, and with minimal disruption.

Overall Impact of Our Digital Adoption Strategy Like in previous years, WalkMe has delivered measurable value across three key audiences—end users, the digital adoption team, and leadership—by turning change, system complexity, and AI capability into clear, actionable experiences. This year, however, our digital adoption strategy evolved significantly as we began transforming WalkMe from a traditional SaaS digital adoption platform into our AI adoption platform.

Impact on End Users (Employees) As AI rapidly entered daily workflows, employees needed more than access—they needed clarity and confidence. WalkMe now guides users not just through applications, but through human–AI interaction.

• AI Navigator and Prompt Library help users quickly identify the right AI tools and prompts based on role and use case
• Reduced trial-and-error and cognitive overload when working with AI
• Clearer guidance on when and how to use AI effectively
• Recorded ~3,000 user interactions in just one month for AI tools, demonstrating strong engagement and adoption. As a result, users report higher confidence, faster task execution, and a stronger understanding of how to apply AI in their day-to-day work.

Impact on the Digital Adoption Team Our team of 11 digital adoption subject-matter experts has leveraged WalkMe to expand beyond traditional SaaS adoption. As part of our shift from DAP to AI adoption, the team is actively upskilling in AI capabilities and human–AI experience design and working on multiple POCs to transform Walkme’s capabilities.

• Designing and operationalizing AI-enabled workflows
• Curating role-based AI prompts
• Innovating with AI tools in conjunction with Walkme
• Building intelligent, in-context guidance This evolution has strengthened the team’s skillset, increased their strategic influence, and positioned WalkMe as a core platform for enterprise-wide AI adoption.

Impact on Leadership Leadership’s focus this year has been on driving meaningful AI adoption—not just availability. WalkMe analytics now provide visibility into how AI is actually being used across the organization.

• Insight into AI engagement and repeat usage
• Clearer validation of ROI on AI investments
• Guiding strategic decisions through initiatives like Next Best Action, which consolidates signals across systems into actionable insights for scalable, personalized growth decisions for 165K+ customers. We built a huge recommendation engine by applying these details to nodes as part of tree structure and make it dynamically available to the sellers in the CRM.

WalkMe has become the bridge between AI strategy and execution—accelerating the transition from SaaS adoption to enterprise-wide AI adoption and translating innovation into measurable productivity gains.

Since 2019, WalkMe has evolved into a strategic productivity and AI-adoption engine. In 2026, the focus shifted to accelerating AI-led productivity at scale, enabling users to discover, choose, and apply the right tools at the moment of need.

Operated by a CoE of 11 DAPers, supported by 5+ SMEs and strong design expertise, delivering 8–10 projects monthly across 20 enterprise platforms including SFDC, CPQ, ERP, HCM, Okta, SNOW, Jira, SAP Ariba, Workday, and Gmail.

• TAS Toolkit enabled cohort-based selling and prescriptive enablement, receiving 100% positive feedback from sellers.
• NBA: Delivered a seller-centric, unified GTM orchestration experience powered by TAS. By consolidating signals across systems into a single AI-driven interface, the platform transforms data into actionable insights and recommended actions—enabling scalable, personalized growth decisions for 165K+ customers.
• AI Navigator & Prompt Library logged ~3000 triggers in a month, accelerating AI adoption, deal velocity, and scalable best practices.
• Sales Stage & Forecast Alignment drove adoption through interactive WalkMe experiences, resulting in 54,480 tooltip views, 3,000+ carousel views, and 180 tour plays in 3 months.
• Unified Account Plan transition support achieved 3,700+ tooltip views and 1,300+ tour plays in 1 month.
• Cisco AI Sales Assistant (SAV Name) guidance recorded 500+ initiations in 3 months.
• Sales system updates: Monthly announcements, gets ~91% attention from org and saves ~25 hours month of manual effort.

Winroom (SFDC + Slack Integration): Automating quarter-end deal support to ensure timely resolution and smoother sales execution. ~5000 deal escalations, saved ~10000 hrs and many potential deals from risk of failing out of qtr.

There are many factors that make me feel proud, be it winning stakeholders across the organization while demoing our work, showing design on how our work can help them achieve their objectives, bringing wins metrics to the leadership. Our journey from explaining who we are to now the key partners to major rollouts across IT, HR, Finance, GTM, Marketing, Global Support and all. We are now also leading AI adoption and AI productivity which was our vision last year. I would like to share few feedback from stakeholders.

Senior Director, Global Field Productivity – Love that Krishna. The excellent summary helped us understand the number of times you and your team have saved Splunkers over the last couple years. Pretty amazing stuff.

Director, Learning & Development – I Love the newsletter format, Krishna. It’s a great way to keep everyone informed about you and your team’s work to save time and create efficiencies across Splunk.

Director, Strategy & Planning, AMER – This award is presented to Krishna & Anushree in recognition of their outstanding ability to consistently innovate with creativity and impact in mind. Both of your combination of vision and urgency, not only supports the art of the possible but also ensures alignment to the organization’s most strategic initiatives. In an environment marked by complexity, shifting priorities, and extensive integration efforts, you both demonstrate resilience, agility, and a forward-looking mindset. Congratulations, and thank you for embodying the spirit of innovation, impact, and strategic excellence!

Project Manager, AMER – Mamta, your dedication, and proactive approach in driving the PS Survey project to a successful go-live have truly exemplified the Play to Win spirit. You went beyond by collaborating closely with the team to redesign the project in a way that best served our collective goals. Your insightful suggestions and thoughtful planning ensured a smooth and seamless go-live experience. Your commitment and teamwork have made a significant impact, and we deeply appreciate your efforts in making this project a success. Thank you for embodying excellence and inspiring us all to strive for the best.

I am Director, Digital Adoption at Splunk. I lead a CoE for all initiatives targeted towards internal employees across organizations. We are strategic partner with organizations leading top objectives. I work with stakeholders understanding their initiatives and providing recommendations on WalkMe could assist them achieving the goals. This spans across change management, adoption, automation, process transformation and all. Since there’s huge change in process post acquisition, we are critical partners with GTM to build end-user experience. Prior to this role, I had 2 decades of global consulting experience in CRM implementation and I worked as Salesforce solution architect. My architecture and implementation experience comes handy while listening to these stakeholders, going through their solutioning session to provide relevant recommendations. Over the period, I have established our CoE as a trusted partner to them. Our matured delivery process and value driven approach helped stakeholders use our metrics to their leadership as well. I also share our wins and key deliveries as qtrly newsletters shared to leadership. Our CoE model, governance and reporting is shared with wider Cisco and they used our model and consulted us to define Cisco CoE structure.

Vision – With the current change in users behavior towards process and system engagement due to the introduction of AI, our role as DAP organization becomes critical for the organization’s success. I am heading towards making WalkMe as a key productivity tool across AI transformation and deliver a platform native experience for the end users. Given the opportunity, I would like to extend this experience across Cisco and build a state of the art DAP delivery platform.