KCS in the real world. You are already using your knowledge—why not capture and reuse it while you work? Knowledge Centered Support (KCS) is gathering momentum, but it is evident that many people are still unsure of its concepts and are also a little skeptical of the benefits of knowledge management in the arena of service management. If you are willing to shift the focus of your support organization from “Call Centric” to ”Knowledge Centric,” then you will reap the benefits that have been realized by many support organizations that have implemented KCS. Paul Jay has been implementing KCS in many large organizations since 2005 and will share many tips and traps that come with rolling out integrated knowledge management solutions leveraging the KCS (Framework).

1. Knowledge Management
For Real
Paul Jay

2. Question:

3. How would you cope if you
had a 55% turn over of your
most experienced staff in one
year?

4. Bitting Nails

6. Foetal Position

8. • Picture with Face cut out “Your Face Hear”

9. This happened to us in 2006-2007,
and we actually delivered better
service, reduced costs, increased
efficiency, quality and customer
satisfaction.

11. Overstatement

12. Service Desk Story
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
20
40
60
80
100
120
2000 2001 2002 2003 2004 2005 2006 2007 2008
Staff Numbers Call Volumes (Thousands) # Applicatons Supported
Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase
Knowledge Re-Use
IT Help Desk Service Desk
CallBacks
AvTalk
Time
55%
Turnover
CSAT 20%-91%
FPR 40%-86%
KA Linkage
0%-83%
KA Reuse
0%-80%
Support Offering
14 - 47
Support Volumes
40K – 100K
Support Staff
70 - 36

13. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Jan,12
Feb,12
Mar,12
Apr,12
May,12
Jun,12
Jul,12
Service Desk
Resolved with KB %
KB Reuse %
Linear (KB Reuse %)
0%
10%
20%
30%
40%
50%
60%
70%
Jan,12
Feb,12
Mar,12
Apr,12
May,12
Jun,12
Jul,12
Field Services
Resolved with KB %
KB Reuse %
Linear (KB Reuse %)
0%
10%
20%
30%
40%
50%
60%
70%
80%
Jan,12
Feb,12
Mar,12
Apr,12
May,12
Jun,12
Jul,12
Service Operations
Resolved with KB %
KB Reuse %
Linear (KB Reuse %)
Service Management Office
Knowledge Management

14. 0%
20%
40%
60%
80%
100%
120%
Jan,12
Feb,12
Mar,12
Apr,12
May,12
Jun,12
Jul,12
Region 2 Site Support
Resolved with KB %
KB Reuse %
Linear (KB Reuse %)
0%
10%
20%
30%
40%
50%
60%
Jan,12
Feb,12
Mar,12
Apr,12
May,12
Jun,12
Jul,12
Region 3 Site Support
Resolved with KB %
KB Reuse %
Linear (KB Reuse %)
-20%
0%
20%
40%
60%
80%
100%
Jan,12
Feb,12
Mar,12
Apr,12
May,12
Jun,12
Jul,12
Region 1 Site Support
Resolved with KB %
KB Reuse %
Linear (KB Reuse %)
Service Management Office
Knowledge Management

15. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
0
5000
10000
15000
20000
25000
Total Logged First Point Res Closed < 1 day
Net level 1 Resolution Rate KM Re-Use Linear (Total Logged)
Linear (First Point Res) Linear (Closed < 1 day) Linear (Net level 1 Resolution Rate)

20. Consortium for Service Innovation
members have observed that the
redundancy rate for repeated problems
is anywhere from 65% to 90% of total
incident volume.

21. Support organizations in high tech
environment see less than 3% of the
total customer demand for support.
97% of the demand for your support
services is potentially Un-Serviced!

22. Average
First Contact
Resolution (FCR] are
65%-68%

25. All tried

26. 1. Gained through interaction and
experience
2. Constantly changing (we never stop
learning)
3. Never 100% complete or 100% accurate
4. Validated through use; experience
and interaction (not by subject
matter experts)

28. `

31. mmm,
interesting
I’d better start
planning!

32. Knowledgebase
Context
Experience
Need

42. :

44. • We have way more Tacit Knowledge than
Explicit Knowledge
• Open Questions draw answers.

45. Many minds make a better and quicker
We will very quickly
create the best answer
based on the
collaboration of lots of
people playing in that
process.
If we can
collaborate on
solving issues, and
then capture that
collaboration,

46. Many People Make a knowledge System

47. Each System has a path & flow
And our knowledge make it’s journey through the systems path

49. And our knowledge make it’s journey through the systems path
Each System has a path & flow

50. And our knowledge make it’s journey through the systems path
Each System has a path & flowTribal mind www.Tribalmind.coProblem
Solution
Learning Journey
heuristics (rules-of-thumb) they apply to the problem space through a process of constructivism
Sifting through noise to find the answer we need
KCS: Capture Once Reuse Often
Deduct
Rationalize
Exclude
Refine
Validate
Questions
Roadblocks
Navigate
Filter
Discount
Skills
Answers
Experience
Approaches
SourcesAdvice
Knowledge
Information
Problem
statements
Input Outcome
Statements
Input Input Input Input

51. Non KCS Orgs:
Av KA Pub Days
60 days 90 days30 days
Lost Opportunity, Efficiencies, Cost,
Reputation, Cust Experience
NumberOf
Rediscoveries
Time
Source: KCS Practices Guide v5.1 - Consortium of Service Innovation
The value of support knowledge begins to diminish 30 days after the issue is first discovered.

52. Knowledge is our
biggest Asset
Everyone’s
Responsibility
Remove
Knowledge
Silos
rewarding
sharing and
contribution
Removes
bottlenecks
promotes knowledge
for all to interact with.
every call
closed with
Knowledge
Style is
secondary
to clear
concise
instructions.
Licences
Knowledge
Schedules it into
workforce
planning
Integrated
Into support

53. 55

60. 1. Create ‘Just-In-Time’ content as
a by-product of solving
problems
2. Evolve content based on
demand and usage
3. Develop a KB of our collective
experience to-date
4. Reward learning, collaboration,
sharing and improving

63. Error XYZ
Title: Error XYZ
Environment: MS Word
Cause:
Solution:
Status: WIP
Title: Error XYZ
Environment: MS Word
Cause:
Solution:
Status: WIP
Title: Error XYZ
Environment: MS Word
Cause: Conflicting NW
Drive Folder Permissions
in different OUs
Solution:
Status: WIP
Title: Error XYZ
Environment: MS Word
Cause: Conflicting NW
Drive Folder Permissions
in different OUs
Solution:
Status: WIP
Title: Error XYZ
Environment: MS Word
Cause: Conflicting NW
Drive Folder Permissions
in different OUs
Solution: Configure Save
Options to Save a copy
locally.
Status: Draft
Status:
WIP
Draft
Approved
Title: Error XYZ
Environment: MS Word
Cause: Conflicting NW
Drive Folder Permissions
in different OUs
Solution: Configure Save
Options to Save a copy
locally.
Status: Approved

64. Title: Error XYZ
Environment: MS Word
Cause: Conflicting NW
Drive Folder Permissions
in different OUs
Solution: Configure Save
Options to Save a copy
locally.
Status: Approved
Error XYZ
Efficiencies
Time, Cost & Quality
Shift Left

65. Efficiencies
Time, Cost & Quality
Shift Left
Status: Published
Title: Error XYZ
Environment: MS Word
Cause: Conflicting NW
Drive Folder Permissions
in different OUs
Solution: Configure Save
Options to Save a copy
locally.
Customer
Success
Support
Deflection
Reduced
Support Costs

66. .

72. INC 01
Record
INC 02
Classify
INC 03
Investigate
INC 07
Resolve
INC 08
Close
KM 01
Knowledge
Framing
KM 02
Knowledge
Searching
KM 03
Knowledge
Matching
KM 05
Knowledge
Use
KM 07
Create WIP
Article
KM 06
Search
Again?
KM 04
Solution
Found?
No
No
No
KM 09
Flag for Fix
INC
07
INC
05
KM 10
Rate Article
KM 11
Link KCS
Article
Yes
Yes
KM 05
Refine Search
KM 08
Solution
Sufficient?
Yes
KM 02
Knowledge
Searching
KM 02
Review
Linked KA
KM 04
Solution
Found?
INC 06
Diagnose
Research
Lab Work
KM 02
Add/Clean up
Solution
INC 05
Accept
Escalation
KM 08
Solution
Sufficient?
KM 09
Flag or Fix
KM 02
Apply KCS
Article State
INC 04
Escalate
Knowledge
Yes
No Yes No
INC 04
Escalate

76. Community
Of
Practice
Plan
Do
Check
Act

80. Phase 1 : Planning &
Design
Phase 2: Adoption
Phase 3: Proficiency
Phase 4: Leverage of
the Knowledgebase.
• Build tools required for successful adoption
• Gather baseline measurements
• Set realistic internal and external expectations
• Create internal understanding and excitement
through initial competency
• Establish internal referenceability
• Create and mature the knowledge base
• Increase process efficiency
• Reduce time to proficiency
• Improve collaboration and analyst satisfaction
• Optimize resource utilization
• Reduce support cost
• Increase customer success
• Improve employee satisfaction
• Improve products and services

82. Solve Cases and Incidents Faster
• 50 - 60% improved time to
resolution (MTTR)
• 30 - 50% increase in first
contact resolution (FCR)
Faster

83. Optimize Use of Resources
• 70% improved time to proficiency
• 20 - 35% improved employee retention
• 20 - 40% improvement in employee satisfaction
Optimization

84. Enable eServices Strategy
• Improve customer success and use of self-service
• Up to 50% case deflection
Leverage

85. Build Organizational Learning
• Actionable information to product
development about customer issues
• 10% issue reduction due to root cause
removal

88. Assisted Support
Known New
High Volume
Low Complexity
Low Volume High
Complexity
Highly Replaceable /
High Competition
Irreplaceable /
Low Competition
Traditional Metrics will go backwards