TSIA Knowledge Management Maturity Model

Transcription

1 1 Cross-Discipline Research Publication TSIA Knowledge Management Maturity Model Mapping Evolution of KM from Recognition to Strategic Program John Ragsdale, Vice President Research, Technology and Social with Judith Platz, Vice President Research, Support Services

2 TSIA and Coveo: Empowering Business Transformation TSIA is a research and advisory firm on a mission to help technology companies achieve profitable growth and business outcomes by effectively leveraging their services. With the world s largest vault of data-driven research and insight covering eight different focus areas including support services and customer success, TSIA s thought leadership empowers over 35,000 service executives worldwide, including 80% of the Fortune 100 technology firms, spread over 65 countries. Coveo is on a mission to help businesses transform by ensuring that every employee, support agent, customer, partner, and website visitor is empowered to do their best. They are committed to helping organizations unlock the power of their enterprise, by leveraging AI-powered search to ensure the best, most relevant information is surfaced in the course of every interaction. By combining TSIA s dedication to helping technology companies optimize their services and Coveo s passion for technical innovation, coupled with their commitment to empower business transformation, you ll have the resources you need to unlock the full potential of your people, processes, and technology.

3 2 Service Insight CUSTOMER SUCCESS EDUCATION EXPAND SELLING FIELD MANAGED PROFESSIONAL SERVICE REVENUE GENERATION SUPPORT TSIA October 23, 2017 TSIA Knowledge Management Maturity Model Mapping Evolution of KM from Recognition to Strategic Program by John Ragsdale with Judith Platz Executive Overview Knowledge management continues to be a top inquiry topic by TSIA members and has been on the list of technologies with the highest planned spending each year for the last decade. Today, understanding of the importance of capturing, sharing, and maintaining content is reaching beyond support services, with enterprise-wide programs becoming more common. As a result, more companies are looking for a quick assessment of the maturity of their KM initiatives, and to help answer that, TSIA has created a maturity model for management. This model uses four phases of maturity across people, process, technology, and corporate culture to allow companies to self-assess where they are and identify next steps to further improve sharing. Companies should use the TSIA Knowledge Management Maturity Model to guide internal conversations about the strength of current KM programs, and to identify next steps in order to take KM to the next level.

4 3 Four s of the Maturity Model TSIA s Knowledge Management Maturity Model uses four phases to identify the typical progression of KM initiatives from inception to strategic program, as follows: Recognition phase. Knowledge programs are informal, with no defined processes in place and no metrics program specific to KM. Employees are often recognized and rewarded for being the only person to know something, sending a message that hoarding is preferred to collaboration. Instantiation phase. Processes are established for capturing and sharing tacit, a content repository (or repositories) is identified, and executives understand the potential for improvements to quality, productivity, and cost metrics if the program succeeds. Value realization phase. With tools and processes established in the instantiation phase, measurable returns on investment (ROI) are identified in the value realization phase. Initial processes are adjusted to accelerate publishing and maintenance, and interest in KM spreads beyond a core department. Strategic phase. Knowledge sharing and collaboration are now commonplace, allowing new approaches to staffing and organizational structures. KM processes are extended across the enterprise, and long-term commitments to staffing and infrastructure are provided. For each phase, four separate aspects are examined: culture, people, process, and technology. Table 1: TSIA Knowledge Management Maturity Model Recognition Instantiation Value Realization Strategic Corporate Culture Share and others take credit. Employees recognized and rewarded for hoarding. Executives realize potential to boost productivity and cut costs through enhanced sharing. Executives see ROI for KM programs. Program expands beyond support. Executives lead by example and reward sharing. Executives receive regular updates on KM programs. Cross-enterprise czar appointed.

5 4 Recognition Instantiation Value Realization Strategic People Informal collaboration. Experts identified by topic. No goals or incentives for sharing. management training provided. Goals/incentives introduced for KM outcomes. Dedicated editing and maintenance resources. Employee: impacts to core productivity metrics, such as FCR, talk/resolve time, cost per incident, and ESAT. Customer: rise in assisted and unassisted support CSAT, self-service success, and deflection. Customers involved in creation/ maintenance. Improved collaboration enables swarming support. Long-term funding committed for dedicated KM resources. Process No formal processes. tracked in support cases and by Post-it notes. Processes established for capture, publishing, and maintenance. Publishing process optimized. sharing processes expand across service to involve PS, ES, and MS. KM processes expand across enterprise (development, QA, product management, product marketing, marketing, billing, etc.). Development priorities tied to root causes identified by support KM. Technology collected in multiple applications and repositories. No unified search index or strategy. Employee/ customer repository identified. Unified search strategy in place. maintenance automated. Analytics identify content gaps, top/least-used content, relevancy. Concept-based trend analysis. Infrastructure to further enable consumption, including search paradigms (chat bots) and formats (video, mobile). Long-term funding committed for KM infrastructure improvements. Source: TSIA Research. For more details on corporate culture s impact to the success of a management program, see the 2017 State of Knowledge Management.

6 5 TSIA Recommends Where does your organization fit into TSIA s Knowledge Management Maturity Model? To identify your current phase and then decide next steps, TSIA recommends the following: Assess and validate. Gather input from multiple levels of the organization, as individual contributors may have a very different perspective from that of managers or executives. In particular, the culture question could be a good discussion topic for team and departmental meetings. It may be helpful to poll the entire organization with the culture question TSIA uses in the annual management survey: How would you rate your company s culture regarding sharing? Use a 10-point scale, with 1 representing share and others take credit, and 10 representing leaders set the example and reward sharing. Create goals for improvement. Once you have decided your current phase, identify the goals across people, process, technology, and culture required to move to the next phase. In addition to goals, assign realistic time frames for each, depending on investments, resources, and mindshare required. Remember that changing culture is most easily attained by reinforcement from executives, so plan accordingly. Seek an objective third-party assessment. If you feel your program should be delivering more value than it is, sometimes an objective third-party assessment can help differentiate between intent and achievement. TSIA Research has expertise to assist with validating internal KM assessments, and we also offer multiple Consulting Alliance Partners (CAPs) with expertise in management tools and methodology to assist, and we are happy to make an introduction.