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DAP Visionary of the Year Finalists

Jeff Klein

Technology Business Services Director
Wells Fargo

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What business problem(s) did your organization / project face, and why did you choose a digital adoption strategy to help you solve it?

Many companies, including Wells Fargo are on a digital transformation journey. WalkMe was chosen as it aligned with Wells Fargo’s mission to deliver stable, secure, scalable, and innovative products at speed that delight and bring success to our customers and unleash the skills potential of our employees.

From day one of the WalkMe engagement, Jeff’s critical thinking and WalkMe vision has made him a digital adoption pioneer within Wells Fargo. With his leadership and guidance, a Center of Excellence was formed (with 6 FTEs in various roles), and the CoE has created a governance process for consistent delivery, and expanded the WalkMe footprint onto 7 new applications in less than a year – with more in the pipeline.

How did you use WalkMe, in conjunction with other strategies and technologies, to address your challenges?

WalkMe has been critical in our transformation projects and revolutionized the way we support users as they migrate from legacy systems to new modernized systems, often with minimal training.

One prime example of this is the migration of 260k+ employees to a new HR system, where the HR teams’ goal was to deliver the platform with minimal training, but provide a very healthy self-service ecosystem.

WalkMe was instrumental in this strategy and allowed the team to successfully deliver the new HR system with limited training but still provide users with help, guidance, and support as they started using the new system. WalkMe has now become a critical tool in HR’s strategy of delivering further self-service support and on-going end-user success across all HR platforms.

How does your digital adoption strategy, especially with regard to WalkMe, impact or benefit your end-users?

It drives massive efficiencies and time saving for our users. It gives us the option to move away from classic training methods, which are extremely time consuming and resource intensive on many levels, and allows users to quickly navigate and acclimate themselves through new systems and procedures.

It’s also been extremely useful in providing important platform announcements which ensure a much higher degree of visibility than previous methods. The tool provides a lot of benefits, and we’ve used it to solve a wide range of challenges and issues, which ultimately streamlines our users experience, provides guardrails to ensure tasks are done correctly and accurately, and delivers efficiencies and time savings to all our end-users.

How does your digital adoption strategy, especially with regard to WalkMe, impact or benefit your team and/or leadership team?

Well, our team is the “WalkMe COE team,” so we are focused on delivering value to our LOBs and driving awareness of the tool and its capabilities across the bank. Doing these two things well, will drive demand and overall success of our team and program.

We have been very focused and conscious of driving awareness and the value of WalkMe at leadership levels. Some leaders clearly see the value of the tool and have included WalkMe as part of their overall strategy to improve their end-user experience.

Some of this credit goes to creating a SPOC network and performing roadshows, but I also believe a big part of this is them experiencing the value of the tool firsthand on their platforms.

How has your digital adoption strategy, especially with regard to WalkMe, helped your organization better achieve its mission, goals, or values?

We have a 6S technology strategy and it’s become very evident that WalkMe has directly impacted the scalable, speed and success areas of our mission statement.

  • From a scalability point of view, it allowed the organization to rethink its strategy around training, acclimating, and enabling 260k+ users on new platforms.
  • From a speed point of view, it delivered an agile and responsive mechanism to react to changing business needs far quicker than ever before.
  • From a success point of view, it allowed end-users to be more efficient with using tools and learning to use new tools.

How has the success of your digital adoption strategy helped to change the perceptions or attitudes of your stakeholders?

Stakeholders and leadership are starting to embed WalkMe into their programs and strategies to help deliver better user experiences, more efficient learning capabilities, and better ways to solve business and technology pain points.

For some areas, it has become the go-to solution for effectively delivering change and these teams are now investing in their own WalkMe resources and starting to develop their own WalkMe teams within their LOB. I believe this is all due to our strategy of partnering closely with our LOB’s, showing them the value of the tool and helping them build a path to self-sufficiency

What about your implementation or success makes you most proud? Why?

Seeing WalkMe become a part of a LOB’s overall delivery strategy and investing in resources to own and drive their own WalkMe program is what really makes me proud. Our goal as a COE is to ultimately help our LOBs become self-sufficient with the tool and to build their own WalkMe capabilities within their business.

So seeing this level of commitment shows that our strategy is working and LOBs are seeing the value of our tool.

It really has been a team effort, as we had to first focus on getting WalkMe officially stood up and aligned to internal compliance standards and policies within the bank.

Our vision is to become experts at enabling, coaching and supporting LOB’s on their journey to self-sufficiency. This is going to be absolutely crucial to WalkMe’s continued success within the bank as more teams adopt the tool.

About your company

Wells Fargo & Company is an American multinational financial services company with corporate headquarters in San Francisco, California, operational headquarters in Manhattan, and managerial offices throughout the United States and internationally. The company has operations in 35 countries with over 70 million customers globally.

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