Integrate Knowledge Management throughout the support process

Transcription

1 Integrate Knowledge Management throughout the support process Per Strand, CEO and Founder ComAround

2 We help professional support organizations capturing, structuring and sharing knowledge with ComAround Knowledge. We make knowledge valuable and fun.

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4 Agenda Knowledge and challenges Introduction to KCS KCS Practices KCS results and local case studies

5 Knowledge is valuable information on which you can act upon

6 The differences and the combined knowledge brings the group s strengts Navigator Leader Logistics Chef Meteorologist

7 Service Desk s daily challenge

8 Technology Development

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10 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.

11 Recommended new self-service measurements 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 selfservice. 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 selfservice system.

12 KCS Knowledge Centered Support Knowledge Management Methodology

13 KM best practice and KCS principles 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

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15 HDI 2015 Support Center Practices & Salary Report

16 KCS double loop process

17 Just in time vs just in case

18 Article life-cycle

19 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

20 Create knowledge in the speed of speech

21 Search Early Search Often

22 Structure Knowledge Best 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

23 Reuse Knowledge Service Desk searches early and often Service Desk shares articles Service Desk links incidents to relevant articles Make articles available to the entire organization

24 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

25 Simple incident process and U.F.F.A.

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27 Results % 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

28 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

29 Thank you!

30 SCHOOL OF MEDICINE IRT KCS CASE STUDY March 11, 2016 Todd Wheeler

31 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

32 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

33 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)

34 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

35 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

36 Questions?

37 CASE STUDY City of Palo Alto Lisa Bolger

38 BACKGROUND Employees 3, Departments 32 IT REQUISITIONS 10 Procurement

39 THE PROBLEM

40 Frustrated Customers

41 No Training

42 No Centralized Documentation

43 Frustrated Staff

44 KCS It s not just for IT anymore!

45 3 KEYS TO KCS End-User Experience 02 Content Creator Experience 03 Data & Gamification

46 KNOWLEDGE EMPOWERMENT!

47 investment in An knowledge always pays the best interest. Benjamin Franklin

48 Thank You!