Latest Updates: Knowledge Management RSS

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  Vikas 04:06:53 am on March 4, 2010 | 0 | # |
  Tags: customer experience management, customer service, Customer Support, Knowledge Management, service experience, Service Experience Management, voice navigation system

  Call Center Agents Need a Voice Navigation System!

  Today’s voice navigation systems help you get to where you need to be and let you focus your attention on what’s important: driving.

  Think back to life in the old days, before GPS. You’re lost with a map open on your lap, looking for the right street to turn into and driving more slowly than rest of the traffic. Angry are drivers honking loudly behind you!

  This can’t be too different than how call center agents feel about their current tools and technology. Their typical desktop applications open up to reveal an ALT-TAB nightmare — 20 tabs with 10 tabs under each of those tabs. It’s not uncommon for an agent to have 15 of these applications open at once. Their desktop search function, if it works, returns a long list of possible solutions. Their knowledge solutions, if available, come in the form of long documents. And, they’re expected to figure how to navigate all this while trying to help a customer on the phone. Pretty grim environment to work in, eh?!

  Now imagine the equivalent of a voice navigation system for call center agents. A  system that presents the agents with an intuitive and interactive experience to lead them to the right resolutions quickly. By delivering the ideal blend of process, screens, and contextual knowledge, a service experience management system can act just like voice navigation system, letting agents focus on what’s important: the customer.
   
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  John Chmaj 10:40:04 am on February 8, 2010 | 0 | # |
  Tags: Brand, Knowledge Management, user demand

  “Begin with the End in Mind: User Demand”

  This paraphrase from Steven Covey’s 7 Habits summarizes the beginning and end of the KM game plan itself.  Knowledge Management practices are fundamentally all means to one end:  the right person finding the best information to meet their need at the right time.  “Knowledge” in KM  refers to information tailored for use as well – specific to the task or inquiry, formatting the key elements in readily consumable fashion. So the  activities, tools and resources used to enable KM drive to this one objective.  Success = access to knowledge, whether it’s a customer readily self-serving, engaging in effective online chat or mail, or a customer service rep finding everything they need just in time to drive a quick, quality service interaction.

  It stands to reason, then, that the first thing one needs to know to build towards the goal of meeting user requests is to know precisely what that demand IS.   Furthermore, within that demand it is imperative to know what combinations of information, in what forms, will meet those needs.  So to start thinking about any form of KM a few basic but critical questions need to be answered:

  1. Who are my USERS?  What are their expectations, level of understanding and expertise, ability to engage your tools, processes and data?
  2. What is the amount and distribution of the types of QUESTIONS they ask, what needs are there to satisfy?  This must be understood at more granular level than simple topics or questions – it’s key to define as rich a taxonomy of issue types and classes as possible.
  3. What types of INFORMATION do they require?  What’s going to satisfy the common requests?  Again, the further you can define the full spectrum of content types, interactions, and information aggregations the tighter the fit wil be.
  4. How can they best CONSUME the information on each channel, given the constraints and opportunities of that channel?

  (More …)
   
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  Vikas 10:32:34 am on January 22, 2010 | 2 | # |
  Tags: business, business process management, Customer Experience, IT, Knowledge Management, process

  IT Is from Mars, Customer Service Is from Venus

  IT and business simply do not speak the same language. Collaboration between the two groups is difficult. Often perceived as ‘lack of alignment’, it results in frustration for both sides. The problem has existed for ages. However, in today’s hyper-competitive world, where agility is one of the most important differentiators, poor collaboration between IT and Business holds huge repercussions.

  So much so, that in the recent 2010 State of the CIO Survey, two of the top three imperatives for CIO were identified as:

  1. Aligning IT initiatives with business goals

  2. Improving IT operations and systems performance

  3. Cultivating a better IT partnership with line of business operations

  (More …)

   
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  John Chmaj 09:09:07 pm on December 9, 2009 | 0 | # |
  Tags: best practices, Feedback Management, KM, Knowledge Management

  KM Governance: It’s a Lifestyle, not a Project

  I’ve had several requests lately to address the issues and approach to knowledge management “governance” — the practices, commitments and plans that define how organizations work together. Aside from the many tactical issues and details an organization needs to address, there are a few things about knowledge management governance that are worth considering at the outset whenever you think about how to initiate or improve it:

  1.  Knowledge Management doesn’t exist or belong to any one group — it’s the COMPANY’S job to do it.

  Because content usually surfaces through search tools and websites, it’s often lumped in with other IT or web initiatives in terms of who owns it, how it’s governed, etc.  The limitation with this approach is it doesn’t address the fundamental organizational alignment necessary to achieve effective knowledge management.  The content stakeholders, support organization (these two usually overlap), and support mechanisms (e.g. technology) all play a part in getting ‘knowledge to market’.  It’s not any one group’s assignment.

  That being said, clear leadership and drive has to be centered somewhere in the organization to create and sustain this alignment.  This usually happens at the executive level within or among some part of the services and support organization, in conjunction with the products group.  But the scope and responsibility of creating and delivering knowledge MUST involve ALL the stakeholders involved — marketing, products, support, content groups, IT, etc. — from the outset in some capacity, otherwise KM forever swims upstream against the other priorities of all the other core initiatives of the company.

  2. Knowledge Management is a LIFESTYLE, not a PROJECT:  Take a program approach.

  While individual content or technology initiatives may well be performed in project mode, the actual long-term capability of developing and delivering knowledge is a core organizational competency that requires ongoing investment, commitment and monitoring.  The most effective way to approach it is as a program – draw a circle around what is to be accomplished, engage all the stakeholders in the life cycle of knowledge (see item #1 above), and create an internal branding, awareness and energy around it.

  This is not foreign to organizations:  cross-group marketing, product development and sales programs happen all the time.  Seek out allies and long-term partners across the business, and just keep at it — it takes years to establish an ongoing cultural commitment to something in any organization.  As long as the goals and outcomes are clear and compelling people WILL come on board as more and more stakeholders get involved.  Which leads to another principle of KM success: show success!

  3.  Focus the program on the higher organizational goals served, and build commitments continuously towards achieving them.

  Often there’s a disconnect between the day-to-day, mundane tasks associated with creating content, managing KB’s, etc., and the critical organizational capabilities that are served by the KM program.  The fruits of Knowledge Management are the successful outcomes: customer sat, efficiency, better resourcing, agent productivity.  THAT is what the organization truly cares about.  The more clearly, compellingly and continuously KM owners and stakeholders can keep the organization focused on resourcing the program towards these objectives, the more KM seeps into the organizational culture as a fundamental enabler.

  This is more than just proving a business case – it’s getting the organization to see and believe that knowledge delivery drives value to the business.  Here’s where good metrics, clear reporting and analysis, and outright evangelism and communications come in.  People in the organization are busy, they have a lot on their plate already, and many other objectives happening at one time.  We have to GET and KEEP their attention on why they should care about KM, what it’s done for them lately, and how they can help get it to the next level with their resources, content or support.

  At the end of the day (or month, or year) KM is a core organizational competency.  Self-service has finished a process that began decades ago when online information began to become available on networks, then intranets, now the web and customer communities at large.  Very few organizations do not need to create and share knowledge to enable their services and support process in some regard or not.  Whether that activity is ad hoc, weakly managed, and drives inconsistent results, or is well managed and drives value and differentiation is up to the organization.  Hopefully thinking about these principles will help you think about approaching KM as a way towards building a more knowledge-centered organization. Good luck — remember, it’s happening whether the organization wants to acknowledge it or not!

  John Chmaj
  “The Knowledge Advocate”

   
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  Mark Angel 02:04:09 am on November 24, 2009 | 1 | # |
  Tags: customer experience management, customer satisfaction, customer service, enterprise feedback management, Knowledge Management, Service Experience Management, service-oriented architecture, SOA, strategy

  Top 5 Problems with Service Today

  We’ve all been the victims of bad service. We have to repeat ourselves to agents; we get different answers depending on whether we use email or we call a service rep; or worse, we don’t even receive a response. We have a tendency to blame the agents.

  But it’s not their fault. They want to do a good job. They just don’t have the tools they need to meet customers’ expectations of personalized, consistent, accurate and fast service. They don’t have the tools because their technology isn’t working.

  Thus, I trace bad service to 5 root causes:

  – IT organizations have not solved the integration problem. Agents need dozens or often hundreds of un-integrated tools and applications to perform their jobs. Agents must toggle through many applications in the span of a service call, resulting in long hold times.

  – IT organizations have not solved the change problem. Agent tools are typically hardwired together. When procedures change in a company, IT organizations cannot quickly respond to the changes in order to give the agents the new tools that they need.

  – Knowledge management vendors have not solved the knowledge problem. Corporate knowledge exists on an island; it does not fit into the context in which agents are searching for content. This means that agents need to wade through many solutions in order to find the one that is right for a particular customer.

  – Case management vendors have not solved the business process management problem. Today, business or call center leaders can’t drive agents through clear processes. This means that they put the responsibility of following the right resolution processes in the hands of agents, which are not all equally competent.

  – Organizations have not solved the agent training and turnover problem. Businesses know how they want service delivered, but they can’t have their best, most highly trained agents handle every interaction.

  How do we start solving these problems? We start with technology. We implement service-oriented architectures (SOAs) to begin integrating systems in a flexible way so that information is no longer siloed. This means that when processes change, IT systems can be rewired easily, without a tremendous amount of overhead. We ensure knowledge is it’s shared and applied appropriately. We present in a way that makes sense to agents, and we use it to inform our decisions about what’s working and what’s not working in our service processes. We provide agents with stepped procedures for each and every service interaction that allows them to provide the consistent service that we desire. If we are able to achieve these goals, and provide agents with the tools they need to succeed, then we’re solved our final dilemma. Because every agent becomes as good as our best, most highly trained agent.

   
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  John Chmaj 09:16:12 pm on October 16, 2009 | 0 | # |
  Tags: best practices, knowledge, Knowledge Management, search, Self-Service

  FINDING Depends on How you SEEK –

  One of the most important things to think about in making knowledge delivery systems work is HOW users will find what they’re looking for.  At first glance it may seem simple:  type in a search, find your stuff.  But is it really that straightforward?  Do you really know what you’re looking for?  Do you really know what the right query is?  Do you even know what content exists in the system you’re using?

  One of the main reasons we all engage in building and managing support-focused search tools and portals is because we are trying to create a series of efficient, intuitive user experiences that lead people to the right answers to their questions.  However, my experience is that all questions – and all users – are not created equal.  Sometimes we know exactly what we need and how to ask, other times we haven’t a clue.  The same person, who may be expert on one issue, may be totally lost just looking for a slightly different issue in their own KB.

  In this context always think of one Christmas morning spent huddled over my sister’s computer, trying desperately to get the Disney Aladdin DVD to install and run properly, my little 4 yr old daughter wailing and pleading with me as I, the great computer expert in the family, struggled to figure out what query to enter in the Disney knowledge base to address the failure of this $5 DVD to load!  One is only as smart as the next problem, really —

  One of the most critical yet unrecognized features of a knowledge base is its ability to teach users about the terms, taxonomy, and content that is available to solve their question.  Most searches aren’t a one-shot deal – the user progressively browses to learn about an issue, scope the content, tries different queries to see what’s in the KB, and finally decides when to browse through titles and content for the best fit.  I find it useful to boil the types of interactions one needs to have based on how much one knows about an issue, and what one needs in terms of guidance from the knowledge base to get to the answer. A simple way to think about it is as follows.

  Three types of navigation

  1. I Know What I Know – Lookup

  This is the stereotypical “Google-esque” query – I know the data I want, I know the terms that should bring it back, I type in “error 99” and voila!  There’s my stuff.  Support experts usually expect this type of behavior, and in fact the weaker a KB is the more they memorize special terms, document ID’s and keywords that will give them what they want.  But in the end they’re not really searching as much as looking up known content.  This is an important capability that must work well, but it’s far from the only interaction people have, ESPECIALLY in self-help systems.

  2. I Know What I Don’t Know – Guided Search

  In this scenario users know the TYPE of information they need, perhaps also the topic or potential terms, but don’t exactly know what content is out there.  They may browse to scope the issue, then type in a query or two based on what appear to be the common topics.  KM systems assist here by providing potential additional browse and filtering options that are relevant to the current query scope.  The user can go back and forth, examining the options provided by the system, to find the right fit of topic and query detail.  These systems work well when the user has some idea of what the right solution is and just needs assistance getting to the right area of the knowledge base.  But that’s not the final area, nor perhaps the most important…there’s still:

  3. I Don’t Know What I Don’t Know – Browse and Filter

  Many users, especially those new to a particular domain, don’t really know how to think about the information that’s in it, what terms or topics are relevant, maybe not even what they’re supposed to ask.  In my Disney DVD problem, I had some smart ideas but none turned out to be relevant.  Was it the display driver?  The computer RAM?  OS version?  Plug-in requirements for video?  And how should I query a simple Disney DVD for this kind of stuff?  These scenarios are where a good browse experience can shine.  Not only can it help users figure out what the key components of a product are, the topics and known problems, but should also quickly point up common questions the user is likely to have.  By seeing common issues and how they are organized users can get insight into what their questions are, or likely queries should browsing and filtering not bring back the answer immediately.

  At the end of the day we’re all just looking for ANSWERS, aren’t we?  If we think through what the process of acquiring knowledge entails, we can trace these patterns of inquiry and do our best to model them for particular audiences, users and issues.  When this is well done for all three query types, users experience the ‘magic’ of knowledge bases.  They DO indeed seem to ‘know exactly what you want’, yet you may not even be aware of how seamlessly the system allows you to move between these modes of inquiry and still get the scent of the answer you need.  As KM system builders, we just have to give a little THOUGHT to how people THINK….!

  John Chmaj
  “The Knowledge Advocate”

   

• John Chmaj 06:25:48 pm on September 18, 2009 | 1 | # |
  Tags: best practices, KM, Knowledge Management, search, Self-Service

  Why Support Search CAN’T Be “Just Like Google”

  Google is on my homepage.  I use it every day.  It’s an indispensable part of my access to Internet resources, and usually the first place I look to find something. But Google is NOT the tool I recommend for most support & service organizations to use for customer self-help.  Many organizations ask “why can’t support search be just like Google?”  Here’s what they WANT, and what they actually NEED:

  Why We Like Google

  • Google WORKS:  it’s fast, easy to enter whatever text you want, results always seem relevant
  • Google appears FLEXIBLE and FORGIVING:  even if you enter in text that isn’t quite what you meant usually something useful comes back
  • Google is SIMPLE:  type two words and go – what could be easier?

  These are all desirable aspects of finding good information quickly, and self-help should aspire to reflect all these capabilities.  So what’s the issue?

  THE ISSUES are the issues:  Google is geared towards worldwide access to the most popular or important resources for anything and everything.  Support & service inquiries are focused on very specific questions, applying to only a tiny subset of worldwide information.

  Most importantly, support & service self-help is a negotiation, a set of back and forth transactions by users and services resources to:

  • Define the real need (the users’ query is just a guess or vote for what that might be)
  • Explore the available resources to see what types of information is best suited
  • Bring back the specific tasks, data gathering, processes and steps required to achieve the services outcome

  All of this goes far beyond a simple two-word query.  If I enter “Sprint handset upgrade” into Google I might get all manner of interesting information, but I really haven’t defined my need yet.  Do I want a new handset?  Do I have one and want to activate it?  Do I want to know the programs I’m entitled to?  Do I have a billing question?  Furthermore, even if I could identify that in my query, do I REALLY want all the resources of the world returned as the answer to my question, or even all the resources of a large company like Sprint?

  At the end of the day an effective support & service self-service system needs to help users with these three critical phases of the support process.  Beyond just bringing back information from a query, the whole point of KM tools & technologies is to create a fast, intuitive, effective session with users to help them get quickly to the best answer for their services need at the moment.  So additional capabilities are needed beyond basic text query processing and results:

  1. Defining the Question:  helping users navigate the topics, top issues, terminology and overall way to think about the company’s products and services, so they can effectively express what they need in relationship to how support can help.  This may include additional field selection to narrow the focus, scripts that guide users to define their issue specifically, guided search interactions, filters, etc.  to help users refine and focus their need.

  2. Exploring Resources: giving clear feedback and quick navigation through the various information that is available.  All content is not the same when it comes to fulfilling a specific support request.  The answer to a question on “handset upgrade” may come from pricing tables, program offerings, technical support articles, documentation, etc.  Users need feedback from the system on what’s going to meet their need as it becomes more clear.  In many organizations the next step is not content related, it’s to generate email or even to call based on the customer and the issue.  So the support outcome is a function of the overall need, the user, and the organizational business model, not just a query and its results.

  3. Content Fit to Task:  Just finding “relevant information” is not the goal of a service inquiry.  It may be interesting to know all the Mexican restaurants in my town, but figuring out the dial-out codes to get proper roaming access internationally from my phone while in Sweden is not a casual question.  Almost WON’T count.  Support & services information itself must be written with the users in mind and with a focus on helping them navigate towards the answer without the benefit of any more details about their products than they need to get the job done.

  In the final analysis Google has performed an enormous service to the world, and to the support industry:  it’s made the Internet searchable, and provided a clear value proposition for getting good information online.  EVERYONE is interested in achieving more, better self-help.  But searching is only PART of the information definition, access and usage tasks associated with support transactions.

  Google is neither good nor bad – it just is what it is!  Beware of trying to make it more than it should be – a great search tool – and be sure to think through what service actually means and model those processes as best you can in your online tools.  We’re always searching for something better aren’t we?

  John Chmaj
  “The Knowledge Advocate”

   

• John Chmaj 04:50:27 pm on September 10, 2009 | 0 | # |
  Tags: best practices, customer service, KM, Knowledge Management

  In Search of LEADERSHIP!

  OK, so your organization has committed to expanding self-service, building a new knowledge base, initiating a new comprehensive approach to knowledge management, or all of the above.  Who will lead the charge?  Where does the momentum, focus and just plain tenacity of purpose come from to see it all through?  Who owns the result and is accountable to produce success?  Arguably the most important factor in successful knowledge management initiatives is LEADERSHIP.

  “Leadership” is one of those terms that’s often used but hard to pinpoint in relation to knowledge management.  Everyone understands formal leadership – the executive chain of command, heads of departments and groups, and their ownership of some area of the business.  But the challenge in KM is precisely the inter-disciplinary nature of it:  KM crosses and blurs neat lines of responsibility and coordination between IT, Call Center operations, content groups, product groups, website owners, support partners, and many other stakeholder groups. Who is ultimately responsible, then?  Rarely do these groups fall under just one executive or group.

  Furthermore, these groups have varying and sometimes competing purposes:  IT is often focused on enterprise tool standardization & efficiency, product groups are driven by releases and marketing targets, support is continually trying to do more with less and has enough of a challenge just synchronizing content and tools to meet user and business demand. It can almost appear as if “KM leadership” is an oxymoron!

  Often times the answer is not defining “who” but “what” it is that is the lead focus. The most successful organizations I’ve worked with have the ability to define strategic goals and assign elements of them across key groups, such that each group remains accountable to the larger goals of the initiative, and its own role in driving the outcome.

  There’s still no substitute for evangelism:  SOMEWHERE in your organization people with passion and clear purpose are needed to strategize and plan for new knowledge-enabled capabilities.  But the #1 aspect of an effective KM plan is that it can define what success means, and who is accountable to it, in each critical facet of a KM program:

  • Who owns the content, how it will be updated and managed, who owns content communications and coordination
  • Who owns the KM toolset, what commitments need to be made to achieve new levels of functionality and performance
  • Who will drive knowledge to a new channel, such as web, email and/or chat, and what their targets are
  • What success looks like, who will measure it, and what the consequences of meeting, succeeding or failing to meet the measures are

  Then somewhere in the business there needs to be a sign-off that rolls up to someone capable of monitoring progress and keeping any lagging parts moving forward.

  Looking for leaders?  Start with the people who have the biggest pain, and/or who would benefit the most, from new tools, content or services driven by support & services information.  People who will get their own group goals best met through new KM capabilities should be the most obvious co-owners, if not outright sponsors of a renewed KM program. Figure out who else must be involved, what their scope of activity and accountability would be in the overall program, and where and how they can COMMIT to specific actions within their job function to make these things happen.  You might be surprised who your allies are, especially if you can articulate the KM program in relation to what THEIR group is trying to accomplish.

  At the end of the day leadership is a state of mind. I’ve seen middle managers and even PM’s drive a whole enterprise-wide initiative successfully over periods of years when they have clarity of purpose, communications and motivation skills to bring all the necessary groups on board with specific goals, and alignment with larger executive sponsorship to assure that each group plays its part.  But more often leadership comes as a ‘joint venture’ through mutually agreed-upon goals that groups commit to together.

  In a way KM is a great opportunity for the organization to learn new capabilities by collaborating and coordinating.  Just start with the pain and possibility and work inward from there.  Someone is waiting to listen and help in each group in your organization!

  John Chmaj
  “The Knowledge Advocate”

   
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  Kate Leggett 04:56:44 pm on August 21, 2009 | 0 | # |
  Tags: CRM, customer service, email, enteprise feedback management, Knowledge Management, Self-Service

  Its going to be a recovery that only a statistician can love”. Mark Vitner, Wells Fargo Senior Economist cautions us against upbeat economic news. Most of us are still living the realities of the recession –being out of work, basic household budgets, and trying to save.

  Malls are empty. Discount same-store sales are down  about 7% from a year ago. Teen clothing sales have given way to hand-me-downs (Abercrombie reports a 28% drop in sales!!). Macy and JCPenny’s sales are down over 10% from last year, even with their big sales.

   E-tailers are asking us how to do more with less and still preserve the customer experience that shoppers are used to. Here is my nuts-and-bolts top 10 list of to-dos:

  1. Design a successful shopping experience:  
     1. Structure your website with consistent navigation, theme, and use breadcrumbs to orient the shopper
     2. Go beyond search – give shoppers alternate ways to find information (ex:browse, guided discovery)
     3. Extend these principles to your self-help offering ( both to help with the shopping experience, and for customer service)
     4. Place chat links strategic points in the shopping experience
  2. Focus on converting browsers into buyers
     1. Use proactive chat to help browsers buy (this channel has a real ROI!)
     2. Use co-browse to help shoppers  with checking-out
  3. Use website monitoring to keep track of activities of your high value customers
  4. Target campaigns based on customer profiling and past purchase history – and send them from a customer service email address as they are more likely to get opened
  5. Make it easy for a shopper to ask a question- and get a useful answer  
     1. Consistently publish the communication channels that are offered to your customer base
     2. De-escalate inquiries by tying chat, email and knowledge channels together
     3. Guide customers to use the right communication channel for their inquiry
  6. Maximize agent productivity using automation capabilities built into eService tools (example: auto-responses, auto-suggestions, auto-classification)
  7. Make sure that  agents have all the knowledge that they need to answer a customer’s question
  8. Boost the effectiveness of temporary agents – give them the collaboration tools to reach out to subject matter experts and get the answers they need
  9. Keep a pulse on your business and your customer’s satisfaction (by using real time statistics, reports and enterprise feedback)
  10. If you are not doing as well as you should, be flexible enough to change.

  Any other additions to this list? Thoughts?

   
• 

  Allen Bonde 04:24:36 am on July 25, 2009 | 1 | # |
  Tags: customer experience management, Knowledge Management

  Is it still all about the experience?

  
  About a year and a half ago I wrote a column for CIO.com looking at the state of CRM and customer service and proposing that three priorities were emerging: delivering a differentiated customer experience, better leveraging content assets so reps and customers have answers at their fingertips, and tapping into collaboration and social networks. As I discussed a couple posts ago, our recent survey of customer service leaders shows that content (and KM) and social CRM are in fact two of the areas that are attracting additional investment this year despite lower spending overall on customer service. So the last two have definitely been predictions I can live with (remember, I was an analyst at one point…)! But what about customer experience management? The third of the “mega” trends I started to see back at the end of 2007.

  
  Well…it just so happens that in the same survey, we also asked respondents about their organization’s position on customer experience management. The results are shown below.

  

  What is interesting in this data is that not only are more organizations focusing on how to deliver a differentiated customer experience via some “flavor” of CEM (or SEM, if you use KANA’s lingo), but more than a quarter are currently deploying or have finished deploying a CEM program. Another 30% have a CEM strategy and presumably are ready to go once funding is in place.

  
  What about your organization? With pundits such as Forrester recommending companies keep customer experience top of mind in the current economic climate and some evidence that companies with improving customer service scores can actually boost their share price (see discussion and table in BusinessWeek), are you looking at experience management as an area of investment for the remainder of 2009 and beyond?

   

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