1. KCS Practices v5 Certification Workshop for Developers Presented by the Consortium for Service Innovation Greg Oxton

2. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 2 Introductions Name Brief description of your responsibilities Experience/observations about knowledge? Questions about KCS? Or, Knowledge Management?

3. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 3 Workshop Agenda Day 1 – Building some context and the KCS Practices  Customer’s view of support? (Funnel to Cloud)  KCS practices overview  Content is king! Article concept and data structures  Roles and responsibilities (rights and privileges)  Workflow and the ideal user interface  Functional requirement and scenarios Day 2 – Getting into the detail  Performance measures and metrics (reporting requirements)  Leadership and motivation  Adoption practices and roadmap  Summary  The certification exam

4. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 4 Consortium for Service Innovation Non-profit alliance of support organizations Develops, nurtures, and evangelizes KCS Addressing challenges facing the industry R&D, new business strategies, and cross- industry perspectives Board of Directors includes support executives from AIG, Avaya, BMC, Cisco, HP, Oracle, Sage and Venifii.

5. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 5 Crossing the Chasm (its not for everybody) Visionaries Innovators Early Majority Late Majority Laggards The Chasm The Consortium Service Strategies, TSANet, TSIA, HDI, AFSMI From “Crossing the Chasm” by Geoffrey Moore

6. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 6 Consortium Members ACI Worldwide Alcatel-Lucent Allscripts ATG AutoDesk Avaya Inc. BMC Software, Inc. Brightidea Brocade Celgene Cisco Compuware Consona DB Kay & Associates Dell Deutsche Bank Eagle Investment Systems eBay Ltd. GE Global Research Genesys (Alcatel-Lucent) Harland Financial Solutions Hewlett-Packard inContact, Inc. InQuira Intuit Juniper Networks Knowledge Accelerators Landmark Graphics Mentor Graphics Microsoft Novell Omgeo Oracle Quest Software Red Hat Research In Motion RightNow Technologies Rockwell Automation Salesforce.com SAP Business Objects SDL Language Weaver Servigistics Stone Cobra Sun Microsystems Symantec Corporation Xerox Yahoo!

7. Here’s the thing… No organization has been successful with KCS because of their tools All successful adoptions of KCS have been in spite of the tools! Why? –KCS is very different (non-linear, not hierarchical) –KCS is about people: their beliefs, understanding, buy-in and behavior –KCS is about problem solving and collaborative learning... not about managing cases (the case is becoming irrelevant) –The tool is an enabler (and most tools are not good at it) –There is a huge opportunity – tools that makes it easy and obvious to make good judgments and… do the right thing 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 7

8. Why do Companies have a Support Organization? List 2-3 high level goals or objectives for support

9. Support from the Customer’s Point of View Or…. the evolution of support

10. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 10 Customer Exceptions - A Definition - Anything that inhibits or prevents the user from getting their work done. Usability Installation Configuration Interoperability Defects New Functionality How To…

11. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 11 History Anything that inhibits or prevents the user from getting their work done. When the customer had a problem We would dispatch people to the customer site

12. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 12 Create the Support Center (or Help Desk) Assisted Development/ Engineering Move from onsite to remote support Handle issues over the phone Pass defects along to Development Customer Demand for Support Support Center Product Management

13. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 13 Organize the Support Center (or Help Desk) Assisted Development/ Engineering Level 1 Level 2 Level 3 Create levels or tiers of support Escalation model Invest in CRM Each level solves 80%, escalates 20% Customer Demand for Support Product Management

14. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 14 Organize the Support Center Assume 10,000 Incidents/month Assisted Development/ Engineering Level 1 Level 2 Level 3 The funnel is good at filtering out known and simple issues at low cost Level 1 is effective because they are handling mostly known issues Of 10,000 incidents a month, 80 come out the bottom of the funnel Solve 80% 2,000 400 10,000 Solve 80% Customer Demand for Support 80 Product Management

15. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 15 Why Create a Knowledge Base? Assisted Development/ Engineering Product Management Fix it once, use it often! KCS methodology; create and maintain knowledge as we solve issues Patterns in KB used to identify product improvements Customer Demand for Support Level 1 Level 2 Level 3

16. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 16 Enable Customer Access To the KB Assisted Self-Help Development/ Engineering Product Management Customer Demand for Support KCS creates Just-in- time content in the context of the users Make most of what we know available to the customers Customer success with self-help; solve known issues without calling And they will use the web for a lot more issues than they would call about Level 1 Level 2 Level 3

17. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 17 Web Success Changes the Focus – From Known to New Assisted Self-Help Development/ Engineering Product Management Customer Demand for Support As known issues are solved on the web Volume drops in the support center The work in the funnel shifts from mostly known to mostly new Level 1 becomes less effective; customer satisfaction declines Level 1 Level 2 Level 3

18. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 18 Future is Now: No More Tiers for Support Assisted Self-Help Development/ Engineering Product Management The tiered support model becomes ineffective Move from a tiered, escalation model to a collaboration model Intelligent swarming More complete view of customer experience Customer Demand for Support

19. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 19 Acknowledge the User Community Assisted Community Self-Help Development/ Engineering Product Management Customer Demand for Support Interaction between users – a lot of good content created in the user forum More complete view of the customer experience

20. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 20 Nurture the Value Creators Assisted Community Self-Help Development/ Engineering Product Management Customer Demand for Support By paying attention to (not managing) the community we identify the power users Connect the power users with the development

21. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 21 Connections Based on Relevance Assisted Community Self-Help Development/ Engineering Product Management Customer Demand for Support Connect people based on context, need and legitimacy (reputation)

22. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 22 It’s a Network! Assisted Community Self-Help Development/ Engineering Product Management Customer Demand for Support Support becomes a network that connects; people with content people with people In a highly relevant way

23. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 23 The Role of Support Changes Support becomes –Resolution experts for new, complex problems (NOT KNOWN!!!) –AND the facilitators of connections (the network) Connect people to content Connect people to people Based on: –Context, Need, Legitimacy (identity and reputation) Knowledge is the enabler –Content (the collective experience) –People profiles, identity, reputation Customer’s success is the goal Collaboration is the key Support is a Network!

24. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 24 Key Points The value support creates cannot be measured in support –The value of support is leveraged through knowledge and it is realized by customers (in the cloud) and by product design and development The customer support experience is indirect 1.The support experience is a key driver of customer loyalty 2.The support experience is not happening with the vendor’s employees or agents We need a new leadership model for the “organization as a network” And, we need a new measurement model with a more holistic view of the customer experience

25. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 25 Three different Support Paths Three “Types” of Demand Assisted Community Self-Service Assisted Assisted Support Customers want to talk to the vendor Phone, chat, email, click to submit case Support center, support analysts respond Self-Service Customers use automated service tools, help integrated into the product or a web based portal/KB Communities Customers want to interact with other users Ask, respond, comment, rate, vote Online forums, ideastorms, blogs, wikis, twitter, Facebook, Linkedin Customer Exceptions Communities and Social Media

26. Communities and Social Media 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 26 Satisfying the Demand Assisted Development/ Engineering Product Management Self-Service Assisted Customer Exceptions Support Center Self-Service User to user interaction

27. Communities and Social Media 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 27 Demand for Support is Huge! Assisted Development/ Engineering Product Management Self-Service Assisted Customer Exceptions Support Center Self-Service User to user interaction X 10X 30X – 100X

28. Communities and Social Media 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 28 Demand for Support is Huge! Assisted Development/ Engineering Product Management Self-Service Assisted Customer Exceptions Support Center As an example X = 10,000/month 300,000/month 100,000/month Total demand = 410,000/month…. 10,000… 2.4% of which comes through the support center User to user interaction Self-Service

29. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 29 Measurements Shift Assisted Community Self-Help Development/ Engineering Product Management Customer Demand for Support Old Measures: # of Calls handled Time to resolve $/incident First Contact Resolution Customer Satisfaction Employee satisfaction New Measures: Total demand (exceptions) % by path (assisted, self-help or community) % use of web first % success on the web % success in the community % New Vs known in assisted Time to solve known Time to solve new Time to publish % of product improvements identified Vs accepted Time to cure (remove issues from the environment) Time to adopt Time to stability Collaboration health, health of the network People loyalty (customer, employee, partner) Cost/exception (system level) Support cost as % of revenue

30. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 30 Creates A Knowledge Enable Network Assisted Community Self-Help Development/ Engineering Product Management 4 Knowledge Assets! Articles (known issues) People profiles (who knows what) Systems/product profiles Customer account profiles

31. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 31 User Experience Drives Improvement Assisted Community Self-Help USER EXPERIENCE Reduce demand for support Development/ Engineering Product Management Improved products and services Based on user experience The goal - Improve user productivity through optimum response and by reducing demand for support

32. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 32 Top Ten Reasons you Need KCS 10. Need to respond and resolve problems faster 9. Problems becoming more complex 8. Giving different answers to the same question 7. Support analysts suffering from burnout 6. Little time for training 5. Answering the same questions over and over 4. Opportunity to learn from customers’ experience 3. Need to improve first contact resolution 2. Enable web based self-help 1. You must increase your support capacity!

33. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 33 Why KCS? Solve Cases Faster –50 - 60% improved time to resolution –50% increase in first call resolution Optimize Use of Resources –70% improved time to proficiency –20 - 35% improved employee retention –20 - 40% improvement in employee satisfaction Enable Self-Service Strategy –Improve customer success with self-help on the web –Customer self-service success (25%-66%) Build Organizational Learning –Actionable information to development about customer issues –Incident reduction due to root cause removal

34. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 34 Two Examples of KCS Benefits Internet security services, high volume environment –Time to resolve from 7.0 min to 5.5 min (-28%) –Customer SAT+ 28% –Time to proficiency from 3 months to 1 month (-66%) Software Support –Time to relief -50% –Time to proficiency from 6 month to 1 month (-83%)

35. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 35 Change the ratio of Support Cost to Revenue $ Total Revenue Time Expected Support Costs Actual Support Costs Additional Profit

36. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 36 The Principles of KCS KCS is a methodology and a set of practices and processes that focuses on knowledge as a key asset of the support organization. KCS seeks to:  Create content as a by-product of solving problems  Evolve content based on demand and usage  Develop a KB of our collective experience to-date  Reward learning, collaboration, sharing and improving KCS is not something we do in addition to solving problems… KCS becomes the way we solve problems

37. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 37 The Evolution Of KCS The KCS journey started in 1992 with a simple premise: To capture, Structure, and Re-use support knowledge With 20+ years in development and over $45 million invested, KCS has been successfully implemented by companies like 3Com, Oracle, Novell, and VeriSign.

38. Knowledge – What is it?

39. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 39 Some Key Questions about Knowledge What is the definition of knowledge? How do we gain knowledge? When do we stop learning? How confident are we in what we know? Who reviews our knowledge before we use it? How valuable is your knowledge?

40. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 40 Knowledge… Knowledge is information upon which we can act –We learn through interaction and experience –We never stop learning –Our knowledge is never 100% accurate or complete –We validate it through use

41. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 41 Body Parts? Jot down all the body parts you can think of that are spelled with three letters… “PG rated”

42. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 42 3 Letter Body Parts – 19! Arm Leg Eye Ear Hip Lip Gum Jaw Toe Lid (eye) Cap (knee) Pit (arm, knee) Rib Gut Rod (eye) Sac (shoulder) Fat Bud (taste) Bum (UK only) What about? Foot Knee Heel Tooth

43. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 43 Leveraging Knowledge KCS is a methodology and a set of practices and processes that focuses on knowledge as a key asset to your organization. KCS seeks to: –Create content as a by-product of answering questions –Evolve content based on demand and usage –Develop a KB of our collective experience to-date –Reward learning, collaboration, sharing and improving

44. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 44 B Double Loop Process? B: Evolve Loop Organization level Processes across many events A A A A A: Solve Loop The event level Answering questions

45. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 45 KCS Practices Knowledge Article Capture Structure Reuse Improve Solve Leadership & Communication Performance Assessment Process Integration Content Health Evolve

46. © Copyright 2006-2012 www.serviceinnovation.org 46 Capture in the Workflow Articles are created at the moment of interaction Knowledge is available immediately after the article is created Implicit knowledge is captured and becomes explicit Capture focuses on the specific experience of the person who has a question 8/7/2015

47. © Copyright 2006-2012 www.serviceinnovation.org 47 Structure for Reuse Simple Structure –Problem/Symptoms What is the requestor trying to do or asking? What is the requestor’s experience that is undesirable? –Environment Products, model, rev levels involved Changes in the environment –Analysis What steps were taken to understand the issue? What steps were taken to resolve the issue? –Resolution What is the answer to the question? –Cause The underlying reason(s) for the question 8/7/2015

48. Metadata What is metadata and why is it important? –Findability! –Classification of articles –Solver identification in the swarm © Copyright 2006-2012 www.serviceinnovation.org 488/7/2015

49. Complete Thoughts Not Complete Sentences You don’t have to be a technical writer! –Don’t write complete sentences for the article –Take down main ideas –Keep them in the requestor’s language –Capture what you discover, even if it is just your perceptions or assumptions 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 49

50. © Copyright 2006-2012 www.serviceinnovation.org 50 Reuse Searching Is Creating Searching is the critical feature of KCS –Brings to the surface the implicit knowledge of the entire organization (what we collectively know!) –Emphasizes reuse over rework –Allows you to find articles across the organization that are currently in progress –Creates a culture of knowledge creation and sharing 8/7/2015

51. © Copyright 2006-2012 www.serviceinnovation.org 51 Improve Just-In-Time Article Quality Reuse is review – total team ownership of knowledge What do to with a article you find –Use it –Flag it –Fix it –Add it Benefits: –Constantly improving the quality of articles –Only spend time on articles that are being used –Timely availability, no post call knowledge re-engineering 8/7/2015

52. © Copyright 2006-2012 www.serviceinnovation.org 52 KCS Processes 8/7/2015 Knowledge Article Capture Structure Reuse Improve Solve Leadership & Communication Performance Assessment Process & Integration Content Health Evolve

53. © Copyright 2006-2012 www.serviceinnovation.org 53 Content Health Content Standard tailored to the environment –Article quality criteria –Article states, metadata –Aligns with audience needs Content migration process –Articles are improved through reuse –Articles that are being reused are migrated to a larger audience Random sampling of the KB –Scoring articles –Feedback to the players 8/7/2015

54. © Copyright 2006-2012 www.serviceinnovation.org 54 Process and Integration Structured problem solving –Ideally starts with the person with the question –Manage the conversation –Be literal first, listen and collect context –Search early, search often Tools/technology must support the structured problem solving process –Must function at the speed of conversation –Integration of tools –CRM, chat, email, web submit with Knowledge Base 8/7/2015

55. Linking to External Resources When do you link to an external resource? If the article is –Findable by search engine –In a maintained repository AND –If the requestor can access it –If it matches the requestor’s context © Copyright 2006-2012 www.serviceinnovation.org 558/7/2015

56. © Copyright 2006-2012 www.serviceinnovation.org 56 Performance Assessment KCS proficiency model –License metaphor that links to user rights and privileges –Performance model –Performance drivers (motivators) –Leading indicators (activities) –Business results (outcomes) Rewards and recognition –Acknowledge accomplishments –Acknowledge the creation of value in the KB Pattern of feedback from customers, other users builds a reputation. Staff have visibility to trends for leading indicators and results 8/7/2015

57. © Copyright 2006-2012 www.serviceinnovation.org 57 Leadership & Communication Creating a vision, articulating a vision –A purpose that has emotional appeal Model the values through attention and behavior Encourages buy-in to vision across the organization Align processes to business objectives –Set the context and boundaries –Define success Encourage and support –Executive sponsor –Organizational level KCS ownership –Do-ers guide the process Communicate 8/7/2015

58. © Copyright 2006-2012 www.serviceinnovation.org 58 KCS Processes 8/7/2015 Knowledge Article Capture Structure Reuse Improve Solve Leadership & Communication Performance Assessment Process & Integration Content Health Evolve

59. Process and Change

60. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 60 Keys to Successful Adoption Content standard Identify KCS Roles and Responsibilities (licensing metaphor), Coaching Workflow/process map Configuring Salesforce Knowledge Performance assessment Leadership Strategic framework Communications plan Adoption roadmap

61. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 61 Content Continuum – the Scope of KCS Conversations Instant Messenger Diagnostic Guides Cases/SRs Email Field Notes Support Knowledge (articles) Product Manuals Configuration Guides Informal Dynamic Formal Static Input KCS Improvements in Products & Services Input

62. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 62 Knowledge Articles Solve Loop articles: –Created and improved in the workflow using the Solve Loop –If it is worth answering it is worth having in the knowledge base –“Just-in-Time” content –Structure, context and good enough Evolve Loop articles: –Created by Knowledge Domain Experts –Based on patterns and tends of the Solve Loop content and/or the observations of the Knowledge Domain Expert(s) Closeness or relatedness of articles in the KB that are being reused Gaps in the content High value content Resolution paths; a collection of linked articles that address generic symptoms Processes or procedures documented through a collection of articles that are linked together Frequently used, new problem, new product, value of customer, severity –Structure, context and frequency

63. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 63 The Pattern of Rediscovery Time Value of an Article Number Or Frequency Time 30 days

64. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 64 Article Concept KCS seeks to create findable, usable information in the knowledge base We call the collection of information an “Article” An article is more than the answer or fix –Problem/question –Environment –Fix/answer –Cause/metadata Articles have a life cycle, they go through different states

65. 65 Data Objects for Support Company Contact info Event history Entitlement Severity SLA mgmt Workflow, status Ownership Problem/question Environment Diagnostic steps What we need Why we need it Resolution Cause Create date Modify date Reuse count Issue Cause Change Product/doc Status Owner History Incident/case Knowledge Article Change/Bug Manage the events Capture, reuse what we learn Act on what we know 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 65

66. 66 Many to Many Relationships Incident/CaseArticleChange/Bug Links 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 66

67. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 67 Establishing A Good Template The problem/question  What is the questioner trying to do?  What are they asking?  What part of the experience is undesirable? The environment  Products, model, rev levels involved  What has been altered in the environment The fix/answer  How to fix the problem  Answer to the question The cause  The underlying reason(s) for the problem Metadata  Article state, date created, reuse count,

68. © Copyright 2006-2012 www.serviceinnovation.org 68 KCS Articles A Simple Structure Incident/call record Customer called about a problem installing a NIC. Cannot get the system to recognize the NIC after reboot. Did not order the card from us, it is a 3Com NIC. Reviewed network settings and could not find anything wrong. Customer has meeting and would like a call back tomorrow am. Talked to Bob about NIC card problem, he is running Win 7 on a HP and he needs the latest driver for Win 7. Bob asked to leave the call open until he downloads driver. Article Problem: Network card not recognized Environment: Installed new network card 3Com network card, model 300X Windows 7 HP Pavilion Fix: 1. Download latest driver for Network Card 300X from 3Com www.3com.com/drvrs/NIC 2. Follow the installation instruction on the 3Com site. 8/7/2015

69. © Copyright 2006-2012 www.serviceinnovation.org 69 KCS Structure – Customer Service Incident/call record notes [time_stamp] Mrs. Jones called, she is concerned about their bill being too high. Asked her for the details and what she was comparing it to. Electric usage/rate compared to last year, same month. Described the rate increase of 8% last quarter. Mrs J is reporting a 25% increase year over year for last month. Asked Mrs J has anything changed in her home? She didn’t think so… I checked the online system to see if usage had been for Mrs J had been updated. KCS Article Problem: Increase in bill year over year Complaint about high bill Too expensive Environment: Electric service Actual monthly bill (not averaged) San Mateo county, CA Fix: 1. Validate increased consumption vs increase in rate, see rate history at www.utility.com/ratehist www.utility.com/ratehist 2. If consumption increase check list for common sources of increase LINK. 3. If a result of rate increase see “customer explanation of rate increase” at www.utility.com/mkt1037www.utility.com/mkt1037

70. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 70 Creating a Healthy Knowledge Base Content Standard tailored to the environment  Article quality criteria, aligns with audience needs  Examples of a good article  Article states, life cycle  Metadata Content migration process  Articles are improved through reuse  Articles that are being reused should be visible to a larger audience Article Quality Index (AQI) –Random sampling and scoring of Articles –Feedback to the players

71. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 71 Article Life Cycle Work in Progress—incomplete; problem or question has been captured but the resolution is not known. Draft—no confidence in this answer due to lack of customer feedback or any other use of this article. Approved—the article is considered complete and reusable. It has been created by a certified KCS expert or reviewed by a coach, and there is confidence in the resolution. Published—the article is ready for customer or end-user consumption. Depending on the situation, there are additional states a article may go through: Technical Review—someone has created a article, but they are not confident in the technical accuracy, regulatory compliance, quality, structure or relationship to other articles. Rework—a article has been flagged as confusing or incomplete.

72. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 72 Possible Article Life Cycles Draft Approved Published Technical Review Rework WIP

73. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 73 Possible Article Life Cycles in SFDC Not Validated Validated Int Validated Ext Technical Review Rework WIP

74. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 74 Article Characteristics The state of an Article defines its visibility Articles evolve over time based on demand and usage As people find and use Articles they should be improving them “Flag it or fix it” has to be part of the organization’s culture People have to take responsibility for the content they interact with An Article is complete only when it is obsolete

75. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 75 Article Quality Check List Defines a good Article Items that can be scored The list of items may change over time Basis for the random sampling of articles Scores go to team members and management

76. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 76 Article Quality Index Sample and score articles Start simple - The big six –Duplicate article –Complete problem/environment/cause/fix description and types –Content clarity—Statements are complete thoughts not sentences –Title assigned reflects article content for easy recognition –Valid hyperlinks –Properties set appropriately Evolve the score card based on experience

77. Article Quality Index 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 77

78. Mature KCS Environment 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 78 # Articles having this type of problem 13322113 825120153921 Article Quality Index ArticleContentAttributes Article creator Article s Revie wed To o thin Dupli cate Inc om plet e Co mp oun d Mixed Envir on. With proble m Envir on. Not to stand ard Fix not compl ete or usabl e Wo rdy To o spe cifi c Cu st. can 't see Ref. Hy perl ink inc orr ect Au die nce Inc orr ect Sta tus inc orr ect Typ e inc orr ect Al93.7%4151020031000015 Beth88.2%4101725274000033 Chuck77.6%703022010000012 Dave98.5%3711000000000011 Ed75.2%1513243412012201 Fran100.0%1300000000000000 Grace94.1%4144021110001030 Hector99.2%5601000001000001 Irene89.8%701011000000101 Joe95.6%4912300002001006 Kim87.5%491159011122001001

79. Article Quality Index: “Sufficient to Solve” Survey Results

80. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 80 The Scope of the Survey Just-in-time content (not tech docs, white papers, manuals) Over 500 responses from external customers –19% provided written comments Small to medium business - business production environment less than 300 users Americas, Europe, Middle East

81. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 81 3 Areas to Look At 1.Format/editorial Spelling Grammar Punctuation Structure Complete thoughts vs. complete sentences 2.Technical Accuracy Completeness Distinct – specific Actionable Confidence/experience 3.Image Brand Market presence Confidence in company Trust

82. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 82 What Customers Say 77% said “To gain knowledge faster, I’d like the option to see knowledge that has not been fully validated.”

83. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 83 What Customers Say “To gain knowledge faster, I would take responsibility for using incomplete information should there be mistakes.”

84. Summary of the Findings Customers want to know: What we know As soon as we know it And how confident we are in it 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 84

85. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 85 Beauty is in the eye of the Beholder Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a total mses and you can sitll raed it wouthit porbelm. This is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh?

86. Strategies for Legacy Content Start with an empty KB (really) –Don’t migrate existing, unstructured content that is not in the customer’s context into the KCS KB Two types of legacy content to consider –1) content that is not being maintained –2) content that is being maintained Both should be “searchable” –Pull valuable “un-maintained” content into the KCS KB based on demand –Link to valuable “maintained” content from KCS articles (don’t duplicate content) 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 86

87. When should you link? When do you link to an external resource? If the article is… –Findable by the search engine –In a maintained repository –If the requestor can access it –If it matches the requestor’s context © Copyright 2006-2012 www.serviceinnovation.org 878/7/2015

88. KCS KB Context Sensitive Index Product specs Legacy Support Content Technical White Papers Formal Customer Pubs Searchable but not Maintained (goes away) Pull valuable content into articles based on demand Searchable and Maintained content Create links to existing, maintained content 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 88

89. Content and the Evolve Loop

90. The Knowledge Domain Expert Monitors the health of KCS through the content Identifies patterns, trends and clusters of articles Prioritizes the opportunities based on the value to the business and the customer Identifies and works with development on root cause analysis and product improvements Works with support analysts to design and build diagnostic articles and resolution paths for generic symptoms Work with the coaches and the KCS Council on improvements to the KCS processes 8/7/201590 © Copyright 2006-2012 www.serviceinnovation.org

91. Leveraging What we Know The Value of the Collection of Content Analysis –Patterns in frequently used Articles Internal (by support analysts) External (by customers) –New vs known study Capture rate Link accuracy Publish rate/speed Problem recreation or diagnostics required Self-service use and success 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 91

92. Leveraging What we Know The Value of the Collection of Content Actions –New – can we fix them faster? How often was Collaboration required, could we do that sooner in the process? Problem recreation or a diagnostic required, can we improve the product error reporting –Known – can we improve self-service use and success? Do we need to publish more or faster? Do we need to promote/incent self-service? What can we do to improve findability 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 92

93. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 93 The Power of the Curve Evolve Loop content Example Common Symptoms – Diverse Causes Use Count (reuse) 1 1000s Individual Articles 20% or less of the Articles in the Knowledgebase represent 80%+ of the value (reuse) Articles that are frequently reused are being reviewed and improved in the Solve Loop Analyzing clusters or collections of related symptoms can add value in the Evolve Loop Create “resolution paths” for articles with “common symptoms with diverse causes”

94. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 94 Keys to Successful Adoption Content standard Identify KCS Roles and Responsibilities (licensing metaphor), Coaching Workflow/process map Configuring Salesforce.com Performance assessment Leadership Strategic framework Communications plan Adoption roadmap Next steps

95. KCS Roles Licensing Model

96. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 96 KCS User Development KCS knowledge, competency defines system rights and privileges See www.thekcsacademy.net/kcswww.thekcsacademy.net/kcs Knowledge Domain Expert (Evolve Loop content & domain focus) Coaches (people focus) KCS Candidate KCS Contributor Licensed to Contribute/Modify KCS Publisher (Licensed to Publish to web)

97. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 97 KCS Candidates –Create draft articles –Flag it – can put Approved or Published articles into a Rework or Technical Review state (depends on the workflow) –Can view all Approved or Published articles –Can view Draft articles as long as they: Are in their area of expertise (varies by organization) Were created in their level of support (varies by organization)

98. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 98 KCS Contributors –Can put Draft articles into an Approved state –Can view all Draft, Approved and Published articles

99. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 99 KCS Publishers –Can put Articles into Published state if: Early in the KCS evolution; The reuse count is 3 or greater (# varies by organization) Later in the KCS evolution: The support analyst is confident in the article

100. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 100 Knowledge Domain Expert Responsible for creating Evolve Loop content based on articles created in the Solve Loop Health of a general knowledge domain Domain expertise Profound understanding of KCS

101. Techniques for Picking Coaches Assign KCS coach roll to technical leads – low success rate Management picks coaches – marginally successful Let the people pick who they want to be their coach – reasonably successful Use organizational/social network analysis to identify coach candidates – highly successful 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 101

102. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 102 Organizational Network Analysis 019 012 004 010 026 030 018 014 027 023 032 002 009 024 013 025 003 007 028 035 005 011 001 015 016 029 020 006 021 022 031 008 033 034 017 “Strong” connections*: –Average: 5.74 –Coaches: 8.875 –Successful Coaches: 11 –Unsuccessful Coaches: 5.33

103. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 103 Coaching Best Practices Coaches are part-time (50%) During the adoption phase a ratio 1:8 coaches to support analysts Coaching per individual 2-3 hours/week Time to become KCS Contributor: 6-8 weeks Managers must enable coaching – the challenge is finding time…

104. Process and Integration Support the Solve Loop Structured Problem Solving Seamless Technology Integration

105. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 105 Workflow Techniques Structured problem resolution  Starts with customer  Listen and collect customer context  Search early, search often Tools must support the KCS process Seamless Integration of tools  Call tracking/CRM, chat, email, web submit with Knowledge Base Closed loop feedback

106. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 106 KCS – Structured Model Seek to understand before you seek to solve –Understand the customer issue (question or problem) –Understand what we collectively know about the question– “search early, search often” (don’t re-solve questions that have already been answered) Literal Diagnosis Research Knowledge Base

107. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 107 KCS – Structured Problem Solving Model Literal Diagnosis Research Listening skills Capture the issue in their words Search Reasoning skills Verify/interpret the symptoms and environment Search Analytical skills Reference design docs, lab work Search

108. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 108 Structured Problem Solving Admin Look-up Knowledge Base CRM/Tracking Research Analysis Admin Anatomy of a Question – Managing the Conversation

109. Sample Workflow Support Request Collect Incident data Create Incident? Collect Problem Info Collect Environment Info Found Article? Incident Name: Company: Phone #: Time Zone: Contract #: Incident #: Information Environment: Related products: Release/Version: Prob/Question: WorkflowComments No Search KB No/maybe Article ( at this point you have a WIP article in the KB) No/maybe - Other articles may give you ideas on questions to ask to refine the search Yes Refine For non-incident work follow existing process

110. Sample Workflow Search KB Give Customer article Modify article Found Article? Incident notes Information Update existing article with relevant new information and save. Notes or comments about incident WorkflowComments Escalate No Refine Search Updating the WIP article Escalate the WIP Article Refine: collect more info on Problem and or the environment Incident wrap up Yes Analyst must have confidence in the article. KCS candidate modifications must be reviewed by their coach Provide the answer or fix

111. Sample Workflow Escalate Review Article and Incident Modify Article Refine and Search KB Found Article? Article: Analysts has a view of the problem and what interaction has occurred with the KB. Information Update problem or environment information WorkflowComments No Problem solving, getting additional information from the customer, running diagnostic aides Follow existing the organization’s closure process Yes Problem analysis and research Develop fix/answer Based on analyst experience they may search the KB with additional information Incident closure Customer contact process Update the Fix/answer in Article

112. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 112 Prototype of an Integrated Interface Contact Name Company Problem/Question: Incident history/notes 9:12 15.08.04: Open Incident 9:13 15.08.04: Problem entered Svc LevelSeverity T ZonePhone #Lang Environment: Engage KB Recent Inc. Incident #Special Instructions/Alerts Collaborate Link Article KB window Copy Mdfy Flag Meta

113. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 113 Prototype of an Integrated Interface Contact Name Company Problem/Question: Incident history/notes 9:12 15.08.04: Open Incident 9:13 15.08.04: Problem entered Svc LevelSeverity T ZonePhone #Lang Environment: Engage KB Recent Inc. Incident #Special Instructions/Alerts Collaborate Link Article KB window Copy Mdfy Flag Meta Knowledge Management AppCRMApp

114. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 114 Prototype of Closed Incident Bob Kostus NBC Problem/Question: Install network card Network card not recognized Incident history/notes 15:12 15.08.04: Open Incident 15:13 15.08.04: Problem entered 15:15 15.08.04: Bob did not order the NIC card from us. 15:18 15.08.04: Reviewed net settings w/Bob 15:20 15.08.04 Bob has to go to a meeting, scheduled call back for tomorrow am. 15:20 15.08.04: Incident set to Pending 15:20 15.08.04 Call Back scheduled for 08:30 15.08.04 08:45 16.08.04: Incident assigned=ADotson 08:51 16.08.04: Talked to Bob, proposed fix 08:53 16.08.04: Bob rqsted cust. Pending 08:54 16.08.04: state=custpend Status = ClosedS - 2 Eastern +1.212.555.1212 English Environment: 3Com network card, model 300X Windows 98 Compaq Presario #0912150804Agent – Amy Dotson Article ID Fix: 1. Download latest driver for Network Card 300X from 3Com www.3com.com/drvrs/NICwww.3com.com/drvrs/NIC 2. Follow the installation instruction on the 3Com site Re Open

115. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 115 Technology to Support KCS KCS Verified Criteria Article object –Supports distinction between problem content and environment content Search engine granularity: –Search problem content against problem content –Search environment content against environment content Ability to link/point/relate incidents to articles and articles to incidents Article visibility management Article state Search arguments are preserved as the basis for a new article Reporting and metrics To find out which products are certified or to get a detailed list of requirements and scenarios, visit the Academy web site at www.thekcsacademy.net/tools. www.thekcsacademy.net/tools

116. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 116 Seamless Technology Integration Search—The ability to search the knowledge base leveraging information in the incident record to launch or refine the search Link—The ability to link an existing article to an incident and to retrieve information from the article to populate the incident record, such as the resolution View—The ability to quickly view an article that has been previously linked to an incident Modify—The ability to update existing articles in the process of reuse (reuse is review) Create—The ability to add an article to the knowledge base from information in the incident record Collaborate—The ability to identify subject matter experts related to the problem and quickly contact them through email or chat

117. Summary of Functional Requirements Links to additional content types Migrating from other content source to KB (forum etc) Search enhancements Handling duplicates KDE tools Capturing in the workflow Processing of customer feedback on KB articles Integrated user interface AQI integration Collective ownership Team based metrics and additional reporting Functional self-assessment worksheet (link)link 8/7/2015 www.thekcsacademy.net 117

118. Demo Scenarios Scenario 1: Self-Service to Incident Scenario 2: Self-Service with Feedback Scenario 3: Internal Reuse Scenario 4: Internal Fix-it Scenario 5: KCS Candidate Creates Scenario 6: Report and Merge Duplicates Scenario 7: Administration Scenario 8: Publication of Scenario 9: Reporting 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 118

119. http://www.thekcsacademy.net/tools/get-verified/ KCS Verified Information

120. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 120 Keys to Successful Adoption Content standard Identify KCS Roles and Responsibilities (licensing metaphor), Coaching Workflow/process map Configuring Salesforce Knowledge Performance assessment Leadership Strategic framework Communications plan Adoption roadmap

121. KCS Workshop Getting it Done! Day 2

122. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 122 Name the 8 KCS Practices And, what is in the middle?

123. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 123 KCS Practices Knowledge Article Capture Structure Reuse Improve Solve Leadership & Communication Performance Assessment Process & Integration Content Health Evolve

124. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 124 Performance Assessment KCS competency model –License metaphor that links to user rights and privileges (KCS Candidate, KCS Contributor, KCS Publisher, KCS Coach, Knowledge Domain Expert) Performance model –Performance drivers (motivators) –Leading indicators (activities) –Business results (outcomes) Rewards and recognition –Acknowledge accomplishments –Acknowledge the creation of value in the KB

125. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 125 Performance Assessment Performance drivers Leading indicators Results/Outcome The “Balanced Score Card” by Kaplan and Norton

126. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 126 Performance Drivers Alignment of purpose Alignment to values Involvement Understanding Attention An issue of leadership

127. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 127 Leading Indicators The activities that are necessary to produce the results Tasks and events Examples –Talk time, Hold time –# Articles created –# Articles reused –Competency development –Participation rate Don’t put goals on activities

128. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 128 Results/Outcome Align to business objectives Examples –Revenue/Profit –Customer loyalty/satisfaction –Employee retention & loyalty –Customer success on the web

129. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 129 Performance Model

130. Performance Assessment A Scenario – Who is Creating Value?

131. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 131 Exercise You have been engaged as a consultant to assess the KCS program in a company… 1.Review the data 2.Determine what questions you would like to ask a support agent, a KCS coach and management 3.Conduct the interview 4.Develop recommendations 5.Report your findings

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138. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 138 # Articles having this type of problem 13322113 825120153921 Article Quality index ArticleContentAttributes Article creator Articl es Revie wed To o thi n Dupl icate Inc om ple te Co mp ou nd Mixe d Envir oon. With probl em Envir on. Not to stand ard Fix not comp lete or usabl e Wo rdy To o sp ecif ic Cu st. ca n't se e Ref. Hy per link inc orr ect Au die nc e Inc orr ect Sta tus inc orr ect Ty pe inc orr ect Al93.7%4151020031000015 Beth88.2%4101725274000033 Chuck77.6%703022010000012 Dave98.5%3711000000000011 Ed75.2%1513243412012201 Fran100.0%1300000000000000 Grace94.1%4144021110001030 Hector99.2%5601000001000001 Irene89.8%701011000000101 Joe95.6%4912300002001006 Kim87.5%491159011122001001

139. How can we support the Managers in dealing with the complexity and ambiguity of a knowledge centered environment? Too Much Data!

140. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 140 Radar Charts “A Value Footprint”

141. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 141 Radar Charts “A Value Footprint”

142. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 142 Key Measures Key metrics are: –A combination of: Leading and lagging indicators (activity and outcome) Quantity and quality Individual and team –Leading indicators (activities) are compared to team average (not a goal) –Lagging indicators (outcomes) have goals –“Value Footprint” ; radar charts All measures are normalized to 1 (1=team average for activities or the goal for outcomes)

143. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 143 Setting the “one value” Knowledge contribution –Article Quality Index, individual (based on sampling and scoring, 1 = team goal) –Citations, individual (others use of articles, # per month, 1 = team avg.) –Customer satisfaction (index = of % cust. use web 1 st X % success) Process and Operations –Cases handled, individual (# of cases handled/month, 1= team average) –Average time to relief, individual (average minutes to provide relief/answer, 1 = team average, note this inverted; greater than 1 = better than avg, less than one = worse than avg) –Participation rate, individual (% of cases closed with article in KB identified (new sol or reused sol), 1 = team average)

144. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 144 Summary Performance Assessment Align individual and department goals to the higher level company goals (strategic framework) Use the license metaphor to manage and encourage proficiency –Value those with their license –Remove licenses when performance or quality drops The players must have visibility to the measures Assessing the creation of value requires a comprehensive view –Trends in leading indicators –Results in key outcome areas –Article Quality Index (AQI score)

145. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 145 Summary Performance Assessment Distinguish indicators for activities from measures for outcomes –Look at trends for the activities (not goals) –Create goals for the outcomes “Triangulate” Conversations with support analysts must focus on the behavior, process, and understanding, not on the numbers (otherwise the numbers become meaningless)

146. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 146 Triangulation Trends in Activity Results/Outcomes Article Quality Index

147. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 147 Keys to Successful Adoption Content standard Identify KCS Roles and Responsibilities (licensing metaphor), Coaching Workflow/process map Configuring Salesforce Knowledge Performance assessment Leadership Strategic framework Communications plan Adoption roadmap

148. Leadership and Motivation Motivators – what really motivates people? The power of alignment Strategic Framework Teamwork/collaboration Communication

149. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 149 Exercise - Motivation Motivation on a spectrum Inspired ----------------------- Apathy Think about a time when you were inspired … Write down the characteristics that contributed to that feeling?

150. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 150 Frederick Herzberg; One More Time: How Do You Motivate Employees?, Harvard Business Review, Jan 2003 What Motivates People?

151. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 151 Motivation Exercise How does KCS impact –Achievement? –Recognition? –The work itself? –Responsibility?

152. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 152 A Compelling Purpose? Known by all Bigger than “self” –Not self referencing Brief, clear, concise Elicits an emotional response A value proposition

153. KCS Benefits Calculator

154. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 154 KCS Benefits – The Big 4 1.Improved problem solving process This is the area of benefit we use for the ROI 2.Reduced time to proficiency New people New technologies/products 3.Increased customer success on the web 4.Improved products and product documentation

155. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 155 1. Improved Problem Solving Process Concept – Questions fall into two categories known and new –What we do to improve time to answer known is different from what we do to improve time to answer new KCS will increase the % of questions we answer as known as well as reduce to the time to answer known. –Answer a question once, use it often The model calculates improved capacity based on increasing the % handled as known and reducing the time to handle known (we do not try and calculate a benefit from answering new)

156. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 156 Investment Considerations KCS adoption program costs –Program management and KCS adoption team –Analyst training –Coaching –Management workshop –Large organization (1000+ analysts) = $1500/support analyst Technology –New functionality/tools –Integration –Needs and costs - TBD…

157. A Strategic Framework

158. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 158 Strategic Framework What are the company goals or initiatives with respect to: –Customers/users –Employees –Business performance

159. Strategic Framework 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 159

160. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 160 Components of the Communications Plan Identify the audience(s) Key messages for each audience –WIIFM (what’s in it for me) KCS Q&A/FAQ –Objections Elevator pitch – KCS in 10 seconds Vehicles/medium for delivery Plans and activities for engagement and socialization –Project plan, timeline

161. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 161 Keys to Successful Adoption Content standard Identify KCS Roles and Responsibilities (licensing metaphor), Coaching Workflow/process map Performance assessment Leadership Strategic framework Communications plan Adoption roadmap Configuring Salesforce Knowledge

162. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 162 Keys to Successful Adoption Content standard Identify KCS Roles and Responsibilities (licensing metaphor), Coaching Workflow/process map Configuring Salesforce Knowledge Performance assessment Leadership Strategic framework Communications plan Adoption roadmap

163. Phases of Adoption Assumption: –1 st Adopt KCS in the support center –2 nd Deliver knowledge through self-service model Phase1 – Planning and Design Phase 2 – Adoption –Training Phase 3 – Proficiency –Coaching and learning Phase 4– Leveraging the Knowledge Base –Deliver knowledge through self-service –Improve the environment/products based on the KB –Good knowledge practices changes everything! © Copyright 2006-2012 www.serviceinnovation.org 1638/7/2015

164. Phases of Adoption © Copyright 2006-2012 www.serviceinnovation.org 164 Benefits Time Phases134 Capacity Customer Success Internal Operational Internal And External 2 8/7/2015

165. Phase 1 – Planning and Design Executive sponsor buy in First draft of KCS adoption deliverables –Strategic framework –Content standard –Workflow –Technology map –Performance assessment model –Communications plan –Adoption road map Establish baseline measures © Copyright 2006-2012 www.serviceinnovation.org 1658/7/2015

166. Phase 2 - Adoption Wave 1 (pilot), testing and tuning all the foundation elements Key focus and indicators –Ratio of known to new incidents –Participation rate % of incidents closed with article linked –Article Quality Index Sampling and scoring articles –Competency profile % of support analysts at KCS Contributor and KCS Publisher © Copyright 2006-2012 www.serviceinnovation.org 1668/7/2015

167. Phase 3 - Proficiency Reuse rate exceeds create rate (critical mass in the KB) KDE role and Evolve Loop content KCS Adoption team becomes the KCS Council Key focus and indicators –Cost per incident –Resolution capacity –Percentage first contact resolution –Time to proficiency for new employees and new technologies © Copyright 2006-2012 www.serviceinnovation.org 1678/7/2015

168. Phase 4 - Leverage Leverage the knowledge –Promote self-service –Influence development Key focus and indicators –Support cost as a ratio to users/revenues/licenses –Customer loyalty Renewal rate: new product or upgrade adoption rate, willing to refer others –Customer satisfaction Speed to resolution: first call resolution –Employee satisfaction and loyalty Employee turnover rate © Copyright 2006-2012 www.serviceinnovation.org 1688/7/2015

169. Phase 4 – Leverage (cont) Self-service use Self-service success Issues resolved without assistance Ratio of known to new incidents Product Improvements –Number of Requests for Enhancements (RFEs) –% accepted by product development Time to cure –Remove the cause from the environment User time to adopt new products or upgrades Cultural health – collaboration health © Copyright 2006-2012 www.serviceinnovation.org 1698/7/2015

170. © Copyright 2006-2012 www.serviceinnovation.org 170 Key Roles for the Adoption Executive sponsor KCS Champion – program lead KCS Adoption support team –Support analysts (own the workflow and content standard) –Coaches and KDEs –IT Liaison –Management representation (own the communications plan and performance assessment) Early adopters

171. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 171 KCS Adoption – it starts with a foundation Performance Assessment Workflow Content Standard Adoption Strategy Strategic Framework Communications Plan Foundation Adoption Wave I Adoption Wave II Time Evolution Team Measures KCS Council Knowledge Domain Eng

172. Adoption Model Who is most likely to be Successful ? 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 172 Visionaries & Innovators Early Majority Late Majority Laggards Start with these people

173. Typical KCS Adoption Timeline Page 1 Weeks 12345678910111213141516 Assessment Design Session Wave I training Wave I KCS Adoption Team 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 173

174. Typical Timeline Page 2 Weeks 17181920212223242526272829303132 KDE Coach training Wave II training Wave I KCS Adoption Team Wave II Technology update Management training Wave III Wave III training 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 174

175. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 175 Critical Success Factors Executive commitment Coaching –Selection –Time to coach –Coaching yourself out of a job Measuring the right things –Who is creating value - triangulation –Not activity-based measures Deployment attitude –Just a tool vs. an organizational change Aligning to demand

176. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 176 Most Common Points of Failure  1 st and 2 nd line Managers  Management not taking ownership  Ineffective coaching program  Workflow and Content Standard  Not having the support analysts own and design the workflow model and content standard  Metrics  Continuing to use the “old” transaction based metrics instead of the “new” value based metrics

177. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 177 Observations on Knowledge It is not pristine … it is messy It is not static …….it is dynamic It is as much about context as content It is not about technology….. It is about people, values, connections, interactions and flow Integration in the workflow is hard … But worthwhile Knowledge is the by product of experience and/or interaction (Livia Wilson) We don’t know what we know …. Until someone asks us …. (Dave Snowden) Knowledge is personal … business, generally is not.

178. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 178 Mindset/Mental Model Shifts Old model Knowledge Engineering Knowledge from a few Individual ownership Just-in-case Perfection Management Linear, production line processes Activity based performance assessment Individuals New Model Integrated approach - KCS Collective experience of many Collective ownership Just-in-time Sufficient to solve Leadership Double loop processes (Solve & Evolve) Value creation based performance assessment And…Teams

179. 8/7/2015 © Copyright 2006-2012 www.serviceinnovation.org 179 KCS Practices Knowledge Article Capture Structure Reuse Improve Solve Leadership & Communication Performance Assessment Process & Integration Content Health Evolve

180. KCS is not something we do in addition to solving problems… KCS becomes the way we solve problems…

181. Reference material at www.serviceinnovation.org/kcs www.serviceinnovation.org/kcs