Decide which bullet points you need to prioritize and integrate tasks/goals into your Customer Success Plan.

• What are you doing right now to celebrate the Strengths? How can you capitalize on them and create a multiplier effect?
• What are your plans to address the prioritized Weaknesses? Is there any way to leverage your Strengths to overcome your Weaknesses?
• Which Threats do you have some influence over? What are some mitigation tactics?
• Which Opportunities are available right now? How can you capitalize on them? 

Progress Reporting & Change Management 

• In leadership reporting on how your program is doing, highlight key areas where you've improved on a Weakness, leveraged a Strength to grow, etc.
• Revisit Threats and Opportunities, as they are highly important to consider as you roll out new governance. 

• Is your company in a growth or stabilization stage? Have you had any acquisitions, mergers, or other strategic events in the last year, or are planning to this year? 

• What were some of your digital strategy initiatives in the last year (can include WalkMe?) 
  • What were the defined financial targets for this company initiative?
  • Was it difficult to find baselines and show clear ROI? 

• What are examples of how accountability/compliance is promoted and enforced at your organization (with company policies, employee participation, attendance to events, etc)?
• How does your company manage large-scale change? How does your digital adoption strategy and WalkMe fit in?

• What was your company's process for securing the current internal resources you have dedicated or partially dedicated to WalkMe? (If you don't currently have dedicated resources, think about a recent cross-functional initiative that had to secure headcount) 
  • Was the process streamlined or difficult? 
  • What formal documentation did you need to go through? 
  • Who approved the additional headcount? 
  • Where did the budgeting come from? 

• Which WalkMe solutions are currently active in your organization — core DAP, Learning Arc, Contextual AI, Haiku? Are they being run and evaluated as one program, or managed separately? (See the dedicated prompts below for each.)
• Who pays for WalkMe (licensing and implementation costs)? Is there any cost-sharing among departments? 
  • Does your WalkMe program have a steering committee? Who is apart of it? 
  • If there's cost sharing - is there representation from all parties involved? 
  • If you don't have a steering committee - Has there been another recent cross-functional initiative where you did have a steering committee? How did that go? 
• How do you currently prioritize WalkMe projects? (If you don't currently have a CoE or prioritization framework, think about how your Dev/Product team prioritizes roadmap items, how L&D prioritizes collateral requests, etc)
  • What criteria do you consider when you prioritize? 
  • Is your prioritization subjective or objective? Is it quantified? 

• • Is Learning Arc reinforcing training in the flow of work? Where does your program sit today, and is that a Strength or a Weakness?
  • Who owns content creation and maintenance for Learning Arc? Is it your DAP resource and have they been trained as a content author? Is this covered by existing DAP resources, or is it a resourcing gap (Weakness) your CoE needs to plan for?
  • If you're transitioning content from SAP Enable Now, are you using Learning Arc's built-in transition tooling? (Opportunity to reduce migration effort)
  • Are you tracking learner engagement and content performance through Learning Arc's analytics? Unmeasured adoption is common, know your KPIs for success.

• • Have you activated WalkMe's Contextual AI Suite (Pinned, Proactive, and On-Demand AI)? 
  • Who owns the AI toggle and governance settings on the Admin Center's Security page? Unclear ownership here is a common Weakness.
  • Are you monitoring AI adoption and consumption through the AI Center and AI Adoption Dashboards, so usage and cost stay visible to stakeholders? 

• • Are frontline teams outside your core DAP group already using Haiku to self-document workflows? This can shrink your content backlog — a Strength — but only if it's visible to your CoE.
  • Is Haiku adoption happening inside your governance model, or informally outside it? Unmanaged, decentralized documentation can become a Threat to content quality and consistency.
  • Could Haiku fill a gap identified in your Weaknesses quadrant — for example, teams that have been asking for lightweight documentation support your core DAP resources can't scale to cover?