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Integrate Knowledge

Management throughout

the support process

Per Strand, CEO and Founder ComAround

pers@comaround.com

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

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The differences and the combined

knowledge brings the group´s strengts

Chef Navigator

Leader

Logistics

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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.

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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.

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KCS

Knowledge Centered Support

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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

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HDI 2015 Support Center Practices & Salary Report

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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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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”

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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

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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

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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

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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!

pers@comaround.com

www.linkedin.com/in/pedroplaya www.comaround.com

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S

CHOOL OF

M

EDICINE

IRT

KCS C

ASE

S

TUDY

March 11, 2016 Todd 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

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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

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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

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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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CASE STUDY

City of Palo Alto Lisa Bolger

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BACKGROUND

1200

Employees

16

Departments

32

IT

10

Procurement

3,000

REQUISITIONS

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Frustrated

Customers

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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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3 KEYS TO KCS

01 End-User Experience 02 Content Creator Experience 03 Data & Gamification

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KNOWLEDGE

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

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References

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