On this special edition of the Futurum Tech Podcast Interview Series host Daniel Newman welcomes Rafael Sweary, President and Co-founder of WalkMe to discuss COVID-19, successful business pivots in the wake of a crisis and what the future now looks like for the company.
How WalkMe Addressed COVID-19
WalkMe was built around digital transformation. The ultimate goal of the company is to help other companies adopt technology faster. The Digital Adoption Platform was designed as a guidance system to simplify the user experience. Digital transformation is the name of the game for WalkMe, so when COVID-19 first started and the shelter-in-place orders happened across the globe, the company was ready to react.
Initially there were some difficulties with getting all employees connected, but the company quickly adapted their own technology to solve the problems. Leadership also implemented a three-touch system meaning all employees needed to be touched three times a day by the company to make sure employees still felt connected. Touches could be anything — webinars, team meetings, calls from managers or coworkers, etc. This communication effort has made a difference.
Culture and Leadership Make a Difference
The transition success for many companies has ultimately come down to culture and leadership. WalkMe was built embracing technology. They had the technology in place to support people working from home. But they also made small changes like giving Zoom free to every employee to help not only the company stay connected but families stay connected too.
The Leaders at WalkMe embrace change — and it shows. WalkMe’s Realize 2020 event was scheduled for March 19 in San Francisco, but it had to be cancelled. Instead of cancelling completely, the company pivoted and in four days held a very successful digital event. These small pivots have helped with business continuity and ultimately productivity of the employees.
Rafael made a good point that you can’t predict the future. You can’t plan for disasters like COVID-19. But you can flex the leadership muscle. You can train employees to be better prepared for pivots. You can ensure the tools are in place to support the pivots.
Helping Employees See Value in Technology
Like I mentioned previously, WalkMe is a digital adoption platform. The ultimate goal is to help employees of any company adopt technology faster. The last mile of digital transformation comes down to human effort. If employees don’t see value in technology the transformation won’t work. No matter how much you train or teach an employee to use a new CRM platform, if he doesn’t see value, he won’t use it. Sticking with that same analogy, Rafael explained that you have to take the time to show that a CRM will enable him to sell more, to make more profit, that it’s in his best interest. This is ultimately what WalkMe strives to do.
If you’d like to learn more about WalkMe’s products and solutions, check out their website and be sure to listen to the full episode. Don’t forget to hit subscribe so you never miss an episode of the Futurum Tech Podcast.
Transcript:
Daniel Newman: Welcome to the Futurum Tech Podcast, the Interview Series. I’m your host today, Daniel Newman, Principal Analyst and Founding Partner at Futurum Research, and I’m excited today to be joined by Rafael Sweary from WalkMe, Rafael, welcome to the Futurum Tech Podcast. Excited to have you on this interview.
Rafael Sweary: Hi Daniel, I’m excited to be here. Thank you for inviting me.
Daniel Newman: You, much like me, Rafael, are sheltered in place in Israel, right? Outside Tel Aviv?
Rafael Sweary: Yes, exactly. Four weeks, we’re confined to our home. It’s okay to go shopping but you can’t really exercise, you can do the normal stuff.
Daniel Newman: It’s a fascinating time, and for everyone out there that listens to the show, we’re really excited to have WalkMe on, and thank you WalkMe for being a partner of the Futurum Tech Podcast. But it is April 13th that we’re recording this, and it depends … Podcasts are fluid, so you may be listening to this in April, hopefully you got it right away and you’re subscriber, but you may be listening to this in November, and hopefully the content’s going to have a lot of validity all the way out until then and beyond. But I think it’s important that I frame the show. So we are in the middle of this COVID-19 pandemic, and so we’ve been talking to tech companies, clients around the world on this show, and just about any major technology hub, whether you’re in the United States, you’re in Europe, you’re in China and Asia, you’re in the Middle East and Israel, we’re all taking different mitigation actions right now, and in a lot of our cases we are sheltered in place.
That was part of why we wanted to really up the game with these podcasts, doing more shows. But I think it’s also important to just point this out because being in the middle of this pandemic has sort of changed the tone of a lot of our conversations. It’s changed the structure of our interviews a little bit because this isn’t just a snippet in time.
When I started off doing these podcasts, it was really about giving tech companies the opportunity to talk about things that maybe got missed in their different event announcements. So for instance, WalkMe here, Rafael, you guys had the Realize events that was going to be in San Francisco, and this was right when things were really heating up. I think it was right down to the wire, right? About one week before the event you were on, you were on, you were on, you were on, and then it was like, “We just can’t do it. Too much risk,” and you guys, I believe, were one of the last companies at least on my list to just to pull the plug, and I think it was a good decision.
Rafael Sweary: Yeah, it was a very difficult decision because Realize was not just to show, it was supposed to be the birth of the digital adoption industry. You were a keynote speaker, but there were a few analysts [inaudible] key notes speaker more than 20 customers sessions with keynote. So it was like the birth of the industry. We started with digital adoption a few years before, and built this category and this was the event. This was the event of the industry, it was by invitation only, it was sold out. It wasn’t like a massive event. And we kept on waiting and waiting and waiting, but at the end, we had to be forced to the health concerns. I think we know more about the disease today, but at the time we didn’t know so much. What is fascinating to see is as soon as the COVID situation started, we started communicating more frequently with our board and we started announcing it.
In our board meeting, we mentioned … and our board meeting was early February, and we mentioned that there is this thing, it’s called corona, some companies are talking about it and we just want you to be aware of it because it may affect … We were planning a few events and then every week. Now that I go retrospectively and I look at those communication and you see how the things escalated so fast, it’s crazy. It’s unbelievable. 100 days ago it was in China, and today a world leader, the Prime Minister of the UK is sick.
Daniel Newman: Yeah, and it happened so fast, and I remember when … because we were going to work, do some stuff and I was heading to Mobile World Congress and then that got canceled, and that was sort of the first, I would say, major shoe to drop because you’re talking about one of the largest tech events in the world that hosts most of the biggest brands because it’s not really just about mobile anymore. It’s really become one of the largest enterprise tech shows on the planet. Once that happen, you start thinking to yourself, “What else could happen?” You said this perfectly, Rafael, it snowballed. It just happened so fast. It went from being something that, like I said, was a little bit of a business disruption, we’re going to have to cancel an event, maybe we’ll do a Zoom event instead. I remember the first week after we sort of started shutting down, a lot of companies that were going to do live events just took their events online.
But then a lot of companies realized that’s off tone. You can’t do that right now because this isn’t just about a little bit of business disruption. This is really a global crisis that we’re going to have to face. So it’s been very, very interesting. But I think I wouldn’t say we’re at the … Every country’s in a different stage right now of how they’re dealing with it, but I would say we’re starting to understand what’s going on a lot more, we’re starting to understand the treatments and we don’t have the vaccines yet, but we’re starting to I think know the wave that this is causing. Here in Illinois, in Chicago area, they’ve determined we’re a little bit past the peak based upon the mitigation, and so now we’re starting to have conversations about opening back up, which means conversations about maybe how do we start going back to work. That doesn’t mean, like I said, just opening the doors and everyone floods out. But it’s how do we start going back to work because people are not designed to be locked in their homes for months and years.
The economy is going to have a lot of damage, and if they continue, it’s going to be a lot more damaged. We have to figure how do we balance that. We talked offline, Rafael, how do we get kids back in school? We need our children learning and becoming educated so they can help become future leaders of our businesses. So there’s all this going on. What I’d love to ask you, first, because I could talk about this itself for a while, I mean, so WalkMe, for everyone out there and maybe do the favor, because I would love to set it, but I think you could do an even better job. It was company that caught my attention because you really are an organization that’s trying to be the tech behind the tech that enables companies to transform their businesses. So maybe really first and foremost, before I even asked the next question, just give me a one-minute WalkMe, who you are, why you’re doing what you’re doing, and how you got started.
Rafael Sweary: So WalkMe started in 2011. Today we’re 850 employees, we raised $310 million, we acquired three companies and we started this very, very small goal which was to help people transact online. The people we were thinking about was people trying to bank online, maybe older people or people that are not as tech savvy, and this is what we started. It was a very simple goal. As we started working on this and we worked with companies and they saw the effect, they started asking us can we help on their internal systems as well. We jumped into that, and there we saw suddenly that it’s not just about help, a lot of the times they were lacking even the knowledge, where are people finding things short? What are the things that are not working? Because they don’t have analytics on internal systems, but we understood that actually it’s not one system, it’s not one website because it’s a business process and the business process can spend a few systems.
So we started doing more and more product work of really understanding, and what did we do today, the Digital Production Platform, its goal is really help companies make sure they realize the benefits of their technology because they have a lot of technology and you buy a lot of technologies. It’s the single biggest expense after employees, but you’re not necessarily all the time seeing the value. So this is the long-term goal. Usually, our customers don’t come with this holistic goal of making everything work. They come with more, “How do I reduce training time? How do I get onboarding faster? How do I reduce costs to support?” They’re more focused about things like that. But overall, companies that use WalkMe correctly are seeing better predictability into your business if they use it in CRM. Shorter handling time for the support people, higher customer experience, which is the goals of why you put technology in.
Daniel Newman: Absolutely, and it caught my attention in the beginning. At Futurum we spend a lot of time focusing on digital transformation beyond just the different tech, cloud and storage. We really look at how does it change the way companies work, how does it change the way company’s function, how does it change the way people are able to engage with the technology? So when I was introduced to WalkMe last year, it was really interesting because you’ve been around seven or eight years, you’ve started to make a really big impact, you’re being embedded. You had some exciting announcements recently with companies like Microsoft, but I was at Cisco and I heard about WalkMe being utilized inside of one of its platforms. I’m just saying quietly, yet somewhat more and more out there, people are starting to see WalkMe as part of bigger scale solution.
So it really caught my attention. I was really excited to see that there’s investment being made in adoption because so much of what we see with transformation is culture drives it both. It will often drive how much a tech is adopted, I guess is the easiest way to say it. A strong culture tends to adopt it better, and when people feel like they’re being given tools that enable adoption, that tends to build strength in the culture. I want to take a quick step back though.
So we talked a lot about COVID. You guys are a digital transformation company. You have 800 plus employees. I’ve been to your New York office, so I know you have physical locations. I’ve been on many video calls with Tel Aviv. You’ve got a lot of your employees. How does the company handle this transition? Because both New York and Tel Aviv, two difficult spots, especially in New York, but how have people done with working from home?
Rafael Sweary: So first of all, from a technology perspective, we have WalkMe tools to enable everyone on everything. We actually recently gave for free our solution for Zoom because it’s a request from our employees. They were trying to communicate with their elderly and their kids were trying to learn in school and had so many difficulties, so we decided to give it free for everyone. We had all the tools. In fact, I must say that I feel that productivity has increased when we moved to working from home, because suddenly, no one is in vacation. Everybody’s available all the time. Communication is much better because everybody makes an effort there. We did a three touch rule. We said that every employee has to be touched three times a day by the company. So it could be a webinar that we run for everyone, it could be his manager, it could be a colleague, but we wanted everybody to be at least three times a day in communication with the company, and it really shined.
So we were ready. Before governments decided to actually close offices and force everyone to do it, we decided to do a dry run. The way we did the dry run is we said, “Look, we know that we have all the technology, the proxy in there, let’s see how things are working,” and we said, “No one come to the office and we would just test it.” To stress test this and see if everything is working, we announced it a few days in advance. Unfortunately, we didn’t get to that day, because before that it was announced that everybody has to go, but it worked. So things worked. Initially there was some difficulties. People would forget to log out of the proxies, so we used WalkMe technology to remind people if there were … like don’t forget to log out, et cetera, because it’s things that will affect the other people that are using. So overall, for us it was good.
Daniel Newman: It took resources, right? When you have people on your VPN that aren’t using it and they’re just sitting there straining resources. We did a bunch of podcasts and I do another show called The Six Five with another analyst, Deltek, and so it’s a publicly available. I’ll put it in the show notes if anyone wants to check it out, when we were talking to her. She was even saying as much as that company had always been prepared to work from home, there were still some significant challenges to being able to quickly ramp up whether it’s 800 or 80,000 employees just because people have work habits, people have work styles, people have certain ways they’re able to be effective, and that’s been one of the things I’ve noticed the most, is in a lot of cases, we have a device that has connectivity, we have Wi-Fi at home, we have VPN, we have SAS, a lot of tools.
You guys are very instrumental in helping people run SAS tools. You have Zoom or you have WebEx or Microsoft Teams. You had all these tools. Problem is, like I said, people use them but it was within their work style. So all of a sudden, the work style that was being asked to them was significantly different, like get up in the morning and get yourself downstairs to your home office, basement garage, bedroom and get focused, whether you’re a sales person, or what if you’re an engineer that’s used to collaborating in teams and being able to … you huddle up in, and you have to just completely change. So whether it was a tech not being ready, whether it was the people struggling with work style. You guys talked to companies every day. How do you feel? Do you feel like most companies were as prepared as you were?
Rafael Sweary: No. So you definitely see that the people who have leads usually, and they have lead with technology, they’re in the leadership because a lot of companies buy the technology but they don’t operationalize it and they stay at the technology stack level. But if people don’t use it and people don’t get accustomed to using it, they’re not going to be successful. Think about it like people think about working from home. Okay, I work for the company I worked for a long time and now I work for home. But think about what is happening. There are new employees joining and they’ve never seen the office, you’re interviewing people without seeing the office and you’re doing many things that normally would require very intensive engagement and you’re used to using all tools.
How do you train? If you used to train with trainers and physical classes, what do you do? So it’s about this muscle that the companies have, because I can’t imagine what we would have done at WalkMe without having the cloud, right? But it’s the technologies enabled me to work from home. If I didn’t have the tools, I didn’t have the work mechanics, the way to notify me about issues about … then I wouldn’t have been successful.
Daniel Newman: Yeah, I actually have been thinking a lot about that. Last week, I started jotting down notes of what I think are the accelerators and decelerators coming out of COVID, and so things like cloud and SaaS will be accelerated, analytics will be accelerated. It will see Edge and 5G for surveillance in smart cities being accelerated to be able to monitor these types of events. What I’m saying is that we will see whether it’s an enterprise, you will see schools accelerating their programs for e-learning because a lot of schools were prepared but not fully prepared. So they were prepared for an emergency day or two of e-learning, they were not prepared to take an entire semester or trimester or quarter of school online, and you’re seeing … My kids are in a great school district, we have extremely high taxes and yet they’re learning …
They went from eight hours a day of being in school to maybe two hours a day of e-learning, and they can’t even test properly because they just didn’t have the things in order. I think this is very much what we’re seeing with businesses. I think a lot of businesses, there’s a certain amount of continuity to be able to be maintained and for certain roles, like sales roles where these people were used to being out and about. It wasn’t a real big deal to adjust for a lot of operations and engineering folks that were used to being able to touch and feel and get into a room and get to a whiteboard.
These tools didn’t necessarily just immediately translate to productivity, and that’s one of the things I said, Rafael, and I think you’d agree with this. Like Realize. You guys did a digital event. It was a great event. I was proud and excited to be part of it. I recorded a session and it was presented. I said the technology to do an event online has been around 20 years. For the last 20 years, there’s been streaming tools. Now, granted, they’ve gotten a lot better and easier to use, but it isn’t new. The event industry was growing. Up to this event, it was growing. It was becoming almost like … I was traveling 47 weeks a year…
Rafael Sweary: Oh wow.
Daniel Newman: … to these events. It wasn’t about the keynotes and the breakout sessions. It was really more about those intermediary touches. So when I came to New York and did your analyst’s day, it was great to sit in the classroom and learn about your product. But I think we forged a bigger relationship having lunch and having a chance to sit down and face to face and talk, and I think that’s going to be the big missing component for a lot of people, is the water cooler time, the time at lunch together, the building camaraderie and that’s where culture is formed. I think co companies are going to have a really interesting challenge creating continuity and creating strong cultures. What do you think about that?
Rafael Sweary: I think that, again, as you pointed very well, the technology is there but nobody was thinking about the situation that all the kids are not in school, the teachers are not in school, the teachers are also parents so they have their kids at home with them. So if my kid runs into our webinar right now, I just say, “Okay, excuse me,” and I’ll spend one minute. But if I’m in front of 30 students, that’s a different situation. If I’m in a test, it’s a different situation. There are families where … My wife, for example, works for a bank. It’s an essential service, so she’s working so it’s much more difficult. But the head of our SDR, the person who runs all of our SDRs, his wife is a medical, works in medical, and he has two babies at home and you can’t bring a nanny. This a different level of complexity.
So I think that when we test … I think that a lot of companies were very well prepared with business continuity solutions, but they were thinking 9/11, they were thinking about data, they were thinking about computers. We couldn’t envision something like, and this is why the good companies needs to take a hold. They cannot prepare for COVID, because if they prepare for COVID, they’re going to be behind. It’s about this muscle of leadership. How do you lead? How do you lead? How do you take … I heard somebody who said it’s very hard to predict, especially about the future. So we can’t predict. What we can is to train ourselves better, make sure that we have all the tools, understand how things can be worked and for some … Do you know how many companies came to WalkMe to see how did we stream? In four days we moved from an offline event into an online event, and it was with a studio.
With the highest production ever, it would normally take months to prepare, but we did it because we had the access to all the tools that are available. We had everything, and I think we released some of the sessions there. But after this, so many companies came to us and they said, “How do you take an event virtual in such a good way and prepare the studio?” We had studios in San Francisco, we had a studio in New York, we were recording people in keynotes from London, from all over the world. But this is technology.
Daniel Newman: Yeah, I thought you did a great job, and like I said, it was a very quick pivot. You got it out before it became taboo to do that because what happened was, like I said, about two weeks after that, all the companies went from, “We’re going to take our events online,” and you saw big companies, NVIDIAs and Oracles and Intel starts shutting down events. So both the fact that you did it so fast gave you the opportunity to still get the event off the ground, and too, it was really well done. Like I said, I don’t just say that because I did a keynote. I say that because I saw about half a dozen events that got taken digital. That’s been one of my things. I wrote an article on Forbes about it last week. I said you can’t just take what you were going to do offline and just throw it online and think everybody’s going to be satisfied with that.
You have to think about the work behavior, you have to think about consumption patterns, you have to think about conflicts of time and interest. When you have a captive audience, you can keep someone in a room for eight hours and talk to them when you travel them in. But when they’re at home and they’re in their turf, that means their phones are still ringing, that means their emails are still chiming, that means their everyday work cannot be shut out like it could when you are traveling, for instance. Even there, I think companies needed to get a little bit better and more clever at how to give people that balance so that when you bring someone to New York, it’s like, “We spent time and money to put a day together, but these folks, these analysts …” In my case, the analyst community, we’ve got a lot of things and ground to cover, and how do you make that work for us?
So I’d like to take it home. I mean, this has been a great conversation and I’m really happy to have WalkMe on here. Just this morning, and I don’t have it verbatim, but there was an article in The Wall Street Journal that came out that talked about business continuity, and it featured WalkMe, and it talked a lot about how WalkMe building trust in this of crisis, and actually, it was cool. The journalists called me so I had a chance to talk to the journalist, so I was even quoted in the article. It’s like a win-win. You were in it, I was in it. We were all in it. I think you guys are part of the solution, not just for companies going remote, although that was what we talked about.
I think the technology that WalkMe is building is part of the solution for companies that want to speed up adoption, but not just literally through the visual mechanisms on screen, on a SaaS solution. It’s more, it’s deeper than that. It’s culture, it’s analytics, it’s tools, it’s AI, it’s machine learning. You guys are doing a lot more. Maybe take me home on this podcast by talking a little bit about what you’re doing and where it’s going, where WalkMe’s going in terms of helping companies in the future digitally transform their businesses.
Rafael Sweary: Long-term, what you would see what WalkMe is trying to do is that the value on the employee level gets to him as soon as possible when you implement a new system. It was very easy for all of us to adopt to a navigation system in the car. Why? Because it was better than anything we experienced before when we were trying to travel to a new destination. Okay? It was much better than a map, it was much better than calling and asking for direction, and you instantly adopted to it. Same thing was with the money machines. You never would never hear about a person saying, “Oh no, I want to move back to waiting for the bank to open, wait in line, wait for the bank cashier to go and get me my money,” et cetera, et cetera. This is what WalkMe is trying to do. How we do it.
We move the technology to understand the user and help the user and serve the user. So it’s not about training the user how to take a day off, it’s about when he wants to take a day off, all he needs is to say, “I want to take a day off,” and the system does it for him. So it’s easier from day one. It’s not about how to train a salesperson or force a salesperson to use a CRM. It’s showing him that if you use properly the CRM, he would sell more, his pipeline will be better, he will get data into his hands using AI that will help him do his job better, and when it’s in his interest, he will adopt. If it’s easier for him, if he sees the benefits very, very soon. Okay? I’ll give you an example. I’m using a Windows machine, and everybody that sees me and see me struggling and it’s like, “Ah, move to Mac. Move to Mac. Why don’t you move to Mac? Once you move to Mac, everything is going to be good for you.”
Daniel Newman: That must be awful.
Rafael Sweary: Oh well. But so many people told me this. But here’s what happened. What happened was I bought a Mac and I started using it. But I was traveling and I’m a busy person and I couldn’t be inconvenient. It’s not that I moved to it and everything was better at the same time, right? You have to get used to a new platform and it takes you weeks until you see the benefits. Now, if me as a person have a very strong interest and I have the availability, I will adopt, and eventually would be happy with that, but somebody … Now, think about trying to move 200,000 employees to use Mac in one day. It’s going to be impossible. They’re going to hate you. Right? Because it’s not their interest. It’s not their interest to learn a new CRM, it’s not their interest to learn a new process. It’s not their interest. Their interest is to spend as much time as possible doing their work and be successful in their work. It’s not about learning how to do something new, and this is the promise of digital adoption.
Daniel Newman: Yeah. I like that a lot. I think that’s a great analogy, is for one person to make a change that they want to make or potentially are very interested in making, you can fight through it. Really, it’s not even just about tech, it’s the human condition, right? The person that decides-
Rafael Sweary: Yes.
Daniel Newman: … they want to go on a diet and lose weight can start to change their eating habits or wants to exercise and become more fit. They can change those behaviors. If you really want to move from an iPhone to an Android, you individually can. But when you say, “Let’s move 800 WalkMe employees tomorrow,” you’re going to see productivity losses.
Rafael Sweary: Good luck. Good luck.
Daniel Newman: Like you said, good luck or you better have a plan beyond just handing them a device and saying, “Good luck.” A lot of companies I think are always trying to balance that. They’re always trying to give the tools to enable the workforce, and say for instance, we want to build a set up in our environments where employees can choose. So if you’re someone that’s used a Mac, you can use a Mac. If you’re someone that’s used a PC, you can use a PC, but the work and the productivity shouldn’t suffer, and that’s been the problem over the years.
It’s like, “Well, our tools are really best designed to be on a windows platform or on a Mac platform,” and because of things like a digital adoption tools though, maybe it is a little harder on one than the other but the adoption tool should be able to help people who are overall more productive on one be able to overcome maybe one or two odd hurdles on their platform so they can work in their optimized environment. I think that’s really a big part of the story of what it comes down to, optimizing for every worker and for every organization.
Rafael Sweary: Yeah. At the end of the day, it’s about the employee getting his job, and he needs to see the value. Okay? He doesn’t want to work harder, he doesn’t want more mundane tasks. So whether it’s automation, whether it’s predicting what he needs, whether it’s instructing them right at the right moment and showing him what to do, this is the true adoption. You need to think, when you’re thinking digital transformation, okay? You have to remember that at the end of digital there’s human, and the last mile is human, and if you miss the last mile, the entire stack is not going to work properly.
Daniel Newman: I almost couldn’t say it better myself. Maybe I even couldn’t ever say it better. But yeah, so when we wrote Futureproof, 7 Key Pillars for Digital Transformation Success, a book I wrote in 2016 I believe, the focus was exactly that. The technology was only one of seven pillars, and the most important one, when people ask me, which sounds like you and I would agree on this, but I say if we can only do one of the seven, what would it be? And I always say work on culture.
I’d say the tech adoption will follow a strong culture, and it sounds to me like that, at the very heart of what you’re doing, well, it’s baked in with a lot of tech, AI and automation and digital and visualization and analytics. In the end, it’s really about its strengthening culture, which strengthens adoption, which makes customers and users happier, more satisfied and more productive. So Rafael Sweary from WalkMe, I want to thank you so much for spending some time with me here today on the Futurum Tech Podcast.
Rafael Sweary: Daniel, thank you so much. I really enjoyed this. It was a great day.
Daniel Newman: Yeah, it was a great-
Rafael Sweary: Right?
Daniel Newman: Yeah, it was a great discussion, and for everyone out there, including you, stay safe there and out in Tel Aviv, around the world. Wherever it is you are listening, we hope you’re safe right now. We hope very soon we’ll be back to a more normal type of work, although it will never be exactly the same. This will certainly change times for good. Hopefully, we’ll find ways to make it for good. But for this episode, please hit that subscribe button, check out WalkMe, check out the show notes. We’ll have some links in there where you can learn more. For the Futurum Tech Podcast, I appreciate you tuning in and we’ll see you later.
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Author Information
Daniel is the CEO of The Futurum Group. Living his life at the intersection of people and technology, Daniel works with the world’s largest technology brands exploring Digital Transformation and how it is influencing the enterprise.
From the leading edge of AI to global technology policy, Daniel makes the connections between business, people and tech that are required for companies to benefit most from their technology investments. Daniel is a top 5 globally ranked industry analyst and his ideas are regularly cited or shared in television appearances by CNBC, Bloomberg, Wall Street Journal and hundreds of other sites around the world.
A 7x Best-Selling Author including his most recent book “Human/Machine.” Daniel is also a Forbes and MarketWatch (Dow Jones) contributor.
An MBA and Former Graduate Adjunct Faculty, Daniel is an Austin Texas transplant after 40 years in Chicago. His speaking takes him around the world each year as he shares his vision of the role technology will play in our future.
