KCS : The Great Enabler. Matt Seaman Consortium for Service Innovation

Transcription

1 KCS : The Great Enabler Matt Seaman Consortium for Service Innovation

2 We Create Space to Think Non-profit industry association Consortium for Service Innovation Pursuing innovative ways to improve the customer experience Develop and test models through research and members operational experience

3 Consortium Members 3

4 Definition of Service Excellence Maximize customer-realized value and success with our products and services. Easy and seamless service integrated into the context of use Continuous improvement of the whole customer experience 4

5 Value Value + 0 Expectations Exceeded Added Value Expectations Not Met Maintenance Expectations - Time 5

6 Value Erosion Value * * Exception Automation * Value Erosion Self-Service and Forums * Chat * Expectations Open Incident Time 6

7 Five Consortium Initiatives Knowledge Centered Service Leadership in an Adaptive Organization Intelligent Swarming Success Initiative Predictive Engagement 7

8 Five Consortium Initiatives Leadership in an Adaptive Organization Success Initiative KCS Intelligent Intelligent Swarming Swarming Predictive Engagement Collaboration on steroids A new way to align people to work Connect people to content for known issues Connect people to people for new issues 8

9 Five Consortium Initiatives KCS Predictive Engagement Leadership in an Adaptive Organization Success Initiative Intelligent Swarming Predictive Engagement How can we provide information that we have that customers would value but don t know to ask for? 9

10 Five Consortium Initiatives Success Initiative KCS Leadership in an Adaptive Organization Intelligent Swarming Success Initiative Predictive Engagement 10

11 Leadership in an Adaptive Organization KCS Intelligent Swarming Five Consortium Initiatives Leadership in an Adaptive Organization Influencing a network is different from managing a hierarchy. Success Initiative Predictive Engagement 11

12 Five Consortium Initiatives Knowledge is The Great Enabler Leadership in an Adaptive Organization Knowledge Centered Service Intelligent Swarming Success Initiative Predictive Engagement 12

13 Five Consortium Initiatives KCS Operational Efficiency Improved time to resolution, improved first contact resolution Self-Service Success Improve customer success by making what you know available to the customer as soon as you know it Business Improvements Remove customer pain points by providing actionable data to business owners 13

14 The Great Enabler The Organization Automation: detection & repair, predictive customer engagement Cross-organizational communication and collaboration; silo-busting Lower operational costs Increased employee loyalty/lower turnover Reduce time to proficiency/expertise Automation: chat bots using KB Machine learning/matching problems & solutions Predictive capabilities based on articles reuse and linking Increased consistency/reduced risk of error Reduction in duplication Improved requestor success & productivity leading to increased NPS, revenue, engagement Improved compliance, less variation Business improvements; features, functions of product/services, process, policies Voice of the initiatives Capture/retention of organizational knowledge Optimizing resource utilization (people work new!) Improved brand reputation, deliver on brand promise Organizational alignment/consistency to vision and across the lifecycle Omnichannel capabilities & consistency Requestors Self-service success Lower level of effort on known Consistent responses on known Reduction in time to find Streamlined access Refined solutions (reuse improves content) Ability to share solutions with others Collaboration Opportunity learning/potential teaching Value realization Co creation = increased loyalty Confidence (self, product, company) Trust Increased loyalty to companies who deliver on their brand promise Responders More interesting work/elimination of redundant work Lower level of effort on known Consistent responses on known Increased confidence during on boarding Less stress, more trust in peers Sense of belonging Wider scope of work, diversity Empowerment, direct influence Impact beyond one-to-one, sense of contribution Collaboration independent of space, time and organizational boundaries Faster development of resolutions Constant learning Opportunity to develop skills and new roles; coach, KDE Leadership opportunities Visibility to impact of contribution Cross-functional solution development 14

15 The Organization KCS enables: Lower operational costs Cross-organizational collaboration Automation: chat bots, detection & repair, predictive customer engagement 15

16 The Requestor KCS enables: Faster time to relief Less effort Consistency Trust Confidence 16

17 The Responder KCS enables: Consistent responses Wider scope of work, reduction in redundant work Constant learning and growth Higher confidence, less stress Recognition for value creation 17

18 Benefits and Drivers Understanding & Buy-In Leadership Knowledge Worker Behaviors Capture Realized Benefits Operational Efficiency Coaching Licensing/ Certification KDE Structure Reuse Improve Self-Service Success Organizational Improvements 18

19 KCS Center of Excellence (CoE) Goal: successful KCS adoption across the organization Integrates KCS and change management expertise Small team of people Project management Conduct assessments and design sessions Deliver KCS training Coordinate coach and KDE activities Global KCS Council See the KCS Adoption Guide Appendix B 19

20 Resources KCS Principles and Core Concepts KCS v6 Practices Guide KCS v6 Adoption Guide Measurement Matters Case Studies 20

21 Thank You Matt Seaman

22 Right to Use This work by the Consortium for Service Innovation is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. For information about commercial use or any permissions beyond the scope of this license please info@serviceinnovation.org You are free to: Share copy and redistribute the material in any medium or format Adapt remix, transform, and build upon the material The licensor cannot revoke these freedoms as long as you follow the license terms. Under the following terms: Attribution You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use. NonCommercial You may not use the material for commercial purposes. No additional restrictions You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits. Notices: You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation. No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material. 22