integrate knowledge management throughout · 2016. 3. 14. · introduction to kcs kcs practices kcs...
TRANSCRIPT
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Integrate Knowledge
Management throughout
the support process
Per Strand, CEO and Founder ComAround
www.linkedin.com/in/pedroplaya
www.comaround.com
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We help professional support organizations
capturing, structuring and sharing
knowledge with ComAround Knowledge™.
We make knowledge valuable and fun.
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Agenda
Knowledge and challenges
Introduction to KCS
KCS Practices
KCS results and local case studies
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Knowledge is valuable information on which you can act upon
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The differences and the combinedknowledge brings the group´s strengts
ChefNavigator
LeaderLogistics
Meteorologist
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Service Desk´s daily challenge
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Technology Development
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Automation and Self-service
91% of customers say they prefer self-service if
it were available and tailored to their needs.
Source: Atlassian.com by analyst firm Coleman Parkes 2014.
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Support cost as a percentage of total revenue - The ratio of support costs to total company
revenue; used to normalize the cost of support in a dynamic environment.
Total number of solved case - Measure the total number of solved incidents including self-
service.
Customer satisfaction - How satisfied your customer are with the support environment.
Call deflection - The value of solving customer issues on the web when they would otherwise
have opened an incident.
Self-service use - Percentage of customers who use the self-service before opening an
incident.
Self-service success - Percentage of time customers find what they need from their self-
service system.
Recommended new self-service measurements
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KCSKnowledge Centered Support
Knowledge Management Methodology
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Knowledge as a key asset of the customer support organization.
Create content (knowledge) as a by-product of solving problems.
Evolve content based on demand and usage.
Develop a knowledge base of an organization’s collective experience to-date.
Reward learning, collaboration, sharing and improving
KM best practice and KCS principles
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HDI 2015 Support
Center Practices &
Salary Report
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KCS double loop process
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“Just in time vs just in case”
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Article life-cycle
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Capture Knowledge
Knowledge starts with the customers
Knowledge is created in the daily problem-solving process
Articles are written from a user’s perspective, easy to search –
easy to understand
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“Create knowledge in the speed
of speech”
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Search Early – Search Often
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Structure KnowledgeBest practices and work with templates
Use a simple and distinct structure
Start with W.I.P and drafts and develop existing articles
Make knowledge available close to the “problem”
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Reuse KnowledgeService Desk searches early and often
Service Desk shares articles
Service Desk links incidents to relevant articles
Make articles available to the entire organization
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Improve Knowledge
Articles are improved when reused
Popular articles will be updated regularly to remain relevant
We can fix or flag errors
Shared ownership – shared responsibility
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Simple incident process and U.F.F.A.
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Results
.
• 50 - 60% improved time to resolution
• 30 - 50% increase in first contact resolution
.
• 70% improved time to proficiency
• 20 - 35% improved employee retention
• 20 - 40% improvement in employee satisfaction
.
• Improve customer success and use of self-service
• Up to 50% case deflection
.
• Provide actionable information to product development about customer issues
• 10% issue reduction due to root cause removal
Source Consortium of Service Innovation
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Take aways
See the entire iceberg
Measure on the right level
Integrate knowledge creation in your daily support process
See knowledge tools as enablers
Create knowledge based on demand
Start small – find your initial project and expand from there
Take a closer look at KCS and start to implement U.F.F.A
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Thank you!
www.linkedin.com/in/pedroplaya
www.comaround.com
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SCHOOL OF MEDICINE IRTKCS CASE STUDY
March 11, 2016Todd Wheeler
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About our team
IT support for Stanford University School of Medicine
◦ Help Desk (11)
◦ Field/Desktop Support (26 FTE + 11 Contractors)
◦ Transition team (5)
◦ Walk-up bar (coming soon)
Moving from decentralized to centralized support model
Adopting many enterprise methods, concepts & tools
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Who we support
10,000 users & 17,000+ devices supported
◦ ~5,500 academic faculty, students, researchers
◦ ~4,500 staff
Mixed hospital, office, and research environments
On and off-campus locations
60/40 Mac/PC ratio
Many high-touch & VIP clients
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Knowledge challenges & needs
Transitioning to centralized support model
Need user-facing + team-centric knowledge docs
Capture knowledge about dozens of transitioning depts
Allow users another option for service + after hours use
Complicated IT environment w/multiple providers
◦ SoM IRT, University IT, SHC, SCH (LPCH)
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KCS tool priorities
Low barrier to entry, quick setup, hosted, flexible
Ability to integrate with new ITSM system (ServiceNow)
Custom branding & Stanford “look and feel”
Does not interfere with existing sites and tools
Vendor willing to allow extended real-world pilot
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Our solution (so far)
Bias for action
Initiated a 90-day pilot with ComAround
Positioned kbase on existing URL for web ticket form
ServiceNow on the horizon – plan to integrate
Focused on team use first, then user adoption
Creating both internal and user-facing content
Next: evaluate, adjust, continue on KCS path
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Questions?
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CASE STUDYCity of Palo Alto
Lisa Bolger
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38
BACKGROUND
1200Employees
16Departments
32IT
10Procurement
3,000REQUISITIONS
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THE PROBLEM
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Frustrated Customers
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No Training
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No Centralized Documentation
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Frustrated Staff
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KCS…It’s not just for
IT anymore!
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45
3 KEYS TO KCS
01 End-User
Experience02 Content Creator
Experience03 Data &
Gamification
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KNOWLEDGE EMPOWERMENT!
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“
”
An
investment in
knowledge
always pays
the best
interest.
Benjamin
Franklin
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Thank You!