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
The differences and the combined
knowledge brings the group´s strengts
Chef Navigator
Leader
Logistics
Automation and Self-service
91% of customers say they prefer self-service if it were available and tailored to their needs.
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.
KCS
Knowledge Centered Support
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
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”
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
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
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
S
CHOOL OF
M
EDICINE
IRT
KCS C
ASE
S
TUDY
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
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
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
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
CASE STUDY
City of Palo Alto Lisa Bolger
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BACKGROUND
1200
Employees16
Departments32
IT10
Procurement3,000
REQUISITIONSFrustrated
Customers
No Centralized
Documentation
Frustrated
Staff
KCS…
It’s not just for
IT anymore!
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