The KCS sm Brief Knowledge-Centered Support Consortium for Service Innovation Greg Oxton.
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Transcript of The KCS sm Brief Knowledge-Centered Support Consortium for Service Innovation Greg Oxton.
The KCSsm Brief
Knowledge-Centered Support
Consortium for Service Innovation
Greg Oxton
Consortium for Service Innovation www.serviceinnovation.org
2
What is the Consortium?
• An Alliance of Support Organizations– Member funded– Not for profit– Vendor neutral
• Focused on addressing the challenges that face Customer Service– Rising costs– Declining customer satisfaction
• Through– Innovation, R & D– Business strategies– Cross industry perspectives
Consortium for Service Innovation www.serviceinnovation.org
3
Board of Directors
• LaVeta Gibbs – Cisco
• Rob Schauble - HP
• Lori Brownell – Microsoft
• Mike Lyons - Novell
• Brad Smith – Openwave
• Mike Runda - Intuit
• Bob Barnes – JPMorganChase
• Greg Oxton – the Consortium
Consortium for Service Innovation www.serviceinnovation.org
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The Evolution of KCS
• Started in 1992 – with simple premise– Capture, structure, reuse support knowledge
• 12+ years of evolution/investment– Collective thinking, collective experience– Early adopters; 3Com, Microsoft, Compaq, Tandem,
Attachmate, QAD, Nortel– Collective investment on the development of KCS
methodology– $45.7M (estimate, not including technology costs)
– Collective benefit in cost savings - $2B (estimate)
Consortium for Service Innovation www.serviceinnovation.org
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Knowledge-Centered Support Is the Effective
Solutions
CaptureStructure
Reuse
Of Support Knowledge in the problem Solving Process
Consortium for Service Innovation www.serviceinnovation.org
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What isKnowledge-Centered Support?
• KCS is a methodology (not a technology)• A set of practices and processes that focuses on knowledge as a key asset of the support organization.
• KCS seeks to:– Create JIT 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
Consortium for Service Innovation www.serviceinnovation.org
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KCS Processes
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
Contentvitality
WorkflowEvolve
Consortium for Service Innovation www.serviceinnovation.org
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KCS ProcessesThe Solve Loop
• Capture in Workflow
– Customer context
• Structure for Reuse
– Consistent structure, templates, style guide
• Searching is Creating
– Search Early, Search Often
• Just in Time Solution Quality
– Use It, Flag It, Fix It, Add It (UFFA)
Consortium for Service Innovation www.serviceinnovation.org
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Content is King!
• KCS seeks to create content that is good enough to be findable, and usable by a target audience
• We call the collection of information a “solution”
• A solution is more than the answer or fix
– Problem/question
– Environment
– Fix/answer
– Information/meta data
• Solutions have a life cycle,
– they go through different states
Consortium for Service Innovation www.serviceinnovation.org
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KCS SolutionsA 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 98 on a Cpaq-P and he needs the latest driver for Win 98. Bob asked to leave the call open until he downloads driver.
Solution
Problem:• Install network card • Network card not recognized
Environment:• 3Com network card, model 300X• Windows 98• Compaq Presario
Fix: 1. Download latest driver for Network
Card 300X from 3Comwww.3com.com/drvrs/NIC
2. Follow the installation instruction on the 3Com site.
Consortium for Service Innovation www.serviceinnovation.org
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KCS is a Risk Management System
• Can we create a knowledgebase…
• That capitalizes on our collective experience and interactions…
• And minimizes the risk, knowing knowledge is:
– Not 100% accurate
– Not complete
– Not static, constantly changing
– And, validated through use
Consortium for Service Innovation www.serviceinnovation.org
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KCS Processes
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
Contentvitality
WorkflowEvolve
Consortium for Service Innovation www.serviceinnovation.org
13
KCS ProcessesThe Evolve Loop
Knowledge
Leadership
PerformanceAssessment
Contentvitality
WorkflowEvolve
Workflow
• Incident management integrated with knowledge management
• Real-time solution creation
• Functions at the speed of conversation
Consortium for Service Innovation www.serviceinnovation.org
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KCS ProcessesThe Evolve Loop
Knowledge
Leadership
PerformanceAssessment
Contentvitality
WorkflowEvolve
Content Vitality
• Well-defined content structure
• Well-defined workflow
– WIP, Draft, Approved, Published
• Solution Quality Index
• Review through use
Consortium for Service Innovation www.serviceinnovation.org
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KCS ProcessesThe Evolve Loop
Knowledge
Leadership
PerformanceAssessment
Contentvitality
WorkflowEvolve
Performance Assessment
• Proficiency-Based Licensing Model
– KCS I, KCS II, KCS III
• Value-based Assessment
– Knowledge Re-use
• Roles
– KCS Coaches, Knowledge Domain Administrator, Management
Consortium for Service Innovation www.serviceinnovation.org
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KCS ProcessesThe Evolve Loop
Knowledge
Leadership
PerformanceAssessment
Contentvitality
WorkflowEvolve
Leadership
• Vision
• Strategic Direction
• Business Alignment
Consortium for Service Innovation www.serviceinnovation.org
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Quality Management in Inherent in the Processes
1. Content standard– Clear and usable
– With examples
2. Proficiency-based licensing model
3. Solution quality sampling– Based on content standard
– Feedback to users
4. Broad-based performance assessment
5. Just-in-time performance assessment– Culture change: collective ownership
– Use it, flag it, or fix it
Consortium for Service Innovation www.serviceinnovation.org
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Individual Radar Chart“A Value Footprint”
0.00
0.50
1.00
1.50
Avg Cases Handled
Avg TTR
Participation Rate
Citations
Solution quality
Customer Sat
Hector
Team/Goal
Consortium for Service Innovation www.serviceinnovation.org
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Individual Radar Chart“A Value Footprint”
0.00
0.50
1.00
1.50
Avg Cases Handled
Avg TTR
Participation Rate
Citations
Solution quality
Customer Sat
Kim
Team/Goal
KCS is not something we do in addition to solving problems…
KCS becomes the way we solve problems…
Consortium for Service Innovation www.serviceinnovation.org
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You Know you are “Doing KCS” When . . .
• % of problems handled as known doubles • Overall time to resolve drops by 30-50% (until
known issues are available on the web)• New people become productive in 25% of the
time it used to take• Support agents have confidence in handling a
broader set of issues• Support analysts morale is at an all time high
– Turn over rate is at an all time low– Analysts don’t tolerate their peers messing up the KB
• We can give development substantiated and actionable recommendations for improvements based on the customer experience
Consortium for Service Innovation www.serviceinnovation.org
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Keys to Successful Adoption
Strategic framework
Content vitality – findable, usable solutions
Identify KCS Roles and Responsibilities (licensing metaphor), Coaching
Workflow/process map
Technology – functionality and integration
Performance assessment
Leadership
Communications plan
Adoption roadmap
The Consortium for Service Innovation
www.serviceinnovation.orgGreg Oxton
+1.650.596.0772
Consortium for Service Innovation www.serviceinnovation.org
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