Integrate Knowledge Management throughout the support process Per Strand, CEO and Founder ComAround pers@comaround.com www.linkedin.com/in/pedroplaya www.comaround.com
We help professional support organizations capturing, structuring and sharing knowledge with ComAround Knowledge. We make knowledge valuable and fun.
Agenda Knowledge and challenges Introduction to KCS KCS Practices KCS results and local case studies
Knowledge is valuable information on which you can act upon
The differences and the combined knowledge brings the group s strengts Navigator Leader Logistics Chef Meteorologist
Service Desk s daily challenge
Technology Development
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.
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.
KCS Knowledge Centered Support Knowledge Management Methodology
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
HDI 2015 Support Center Practices & Salary Report
KCS double loop process
Just in time vs just in case
Article life-cycle
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
Create knowledge in the speed of speech
Search Early Search Often
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
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
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
Simple incident process and U.F.F.A.
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
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
Thank you! pers@comaround.com www.linkedin.com/in/pedroplaya www.comaround.com
SCHOOL OF MEDICINE IRT KCS CASE STUDY March 11, 2016 Todd Wheeler
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
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
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)
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
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
Questions?
CASE STUDY City of Palo Alto Lisa Bolger
BACKGROUND 38 1200 Employees 3,000 16 Departments 32 IT REQUISITIONS 10 Procurement
THE PROBLEM
Frustrated Customers
No Training
No Centralized Documentation
Frustrated Staff
KCS It s not just for IT anymore!
3 KEYS TO KCS 45 01 End-User Experience 02 Content Creator Experience 03 Data & Gamification
KNOWLEDGE EMPOWERMENT!
investment in An knowledge always pays the best interest. Benjamin Franklin
Thank You!