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 combinedknowledge brings the group´s strengts

ChefNavigator

LeaderLogistics

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.

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.

Recommended new self-service measurements

KCSKnowledge Centered Support

Knowledge Management Methodology

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

KM best practice and KCS principles

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 KnowledgeBest 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 KnowledgeService 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 IRTKCS CASE STUDY

March 11, 2016Todd 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 STUDYCity of Palo Alto

Lisa Bolger

38

BACKGROUND

1200Employees

16Departments

32IT

10Procurement

3,000REQUISITIONS

THE PROBLEM

Frustrated Customers

No Training

No Centralized Documentation

Frustrated Staff

KCS…It’s not just for

IT anymore!

45

3 KEYS TO KCS

01 End-User

Experience02 Content Creator

Experience03 Data &

Gamification

KNOWLEDGE EMPOWERMENT!

“

”

An

investment in

knowledge

always pays

the best

interest.

Benjamin

Franklin

Thank You!