Member Update - Service Innovation · Process (Dell), Effectiveness of ... Sustaining KCS Matrix,...

Member Update December 16, 2015

Board of Directors

•  Brad Smith – (President) Sage North America

•  Tom Brennan – (Vice President) Avaya

•  Steve Young – (Treasurer) Cisco

• Dave Cutler – Venify

•  Atul Nanda – Salesforce.com

•  Stephenie Gloden – Apollo Education Group

• Doris Jurisson – DTCC

• Greg Oxton – Consortium 2

© 2015 Consortium for Service Innovation

Getting Things Done…

•  Our speed and success is a function of the courage of our members. –  Innovation is doing things no one else has done before

•  Events –  Web sessions: 6-8/year –  Team meetings: working sessions, 6-8/year –  Leadership Committee meeting: 1/year –  Annual Member Summit: 1/year, spring –  Annual Executive Summit: 1/year, fall

•  Member services –  Briefings, workshops, assessments on: KCS, Intelligent

Swarming, Leadership for Service Excellence

3 © 2015 Consortium for Service Innovation

Consortium’s Work: ��The Five Initiatives

Consortium’s Work

KCS Success and Evolution

Intelligent Swarming

Communities, Social Networks

and Support

Customer Success Initiative

Leadership Framework for

Service Excellence


Consortium 2015 Events


•  KCS Adoption and Success: Evolve Loop (Aix en Provence, FR, November 9-10 2015)

•  KCS Measures (Irvine, CA, October 28-30, 2015)

•  Customer Success Initiative (Wellesley, MA, September 9-11, 2015)

•  KCS Town Meeting (Andover, MA, July 23, 2015)

•  KCS Adoption and Success: Solve Loop (Amsterdam, NL, June 25-26, 2015)

•  Intelligent Swarming (Raleigh, NC, June 10-12, 2015)

•  Discovery Summit: Data Science Meets Customer Experience (San Jose, CA, June 2-3, 2015)

•  KCS Adoption and Success (Phoenix, AZ, April 15-17, 2015)

•  The Evolution of KCS (San Francisco, CA, February 11-12, 2015)

•  Convergence: Communities, Social Networks, and KCS (Austin, TX, January 14-16, 2015)

•  Member Summit, Executive Summit, and three Web Sessions


Consortium’s Work




and Support



Service Excellence



• Member Adoption and Success –  Ongoing support for members on the KCS journey –  Based on what we know and current best practices

•  KCS v6 –  Identify and clarify updates for the KCS Practices

Guide –  Moving from “Knowledge-Centered Support” to

“Knowledge-Centered Services”: defining KCS principles and practices as a generic knowledge management methodology.


KCS Adoption and Success Events

•  KCS Adoption and Success: Evolve Loop (Aix en Provence, November) –  Measurement framework, evolution of KDE role, KCS Council structure, New vs. Known

study, Evolve Loop practices, optimizing the support network

•  KCS Measures (Irvine, CA, October 28-30, 2015) –  KCS Dashboard (Sage), Measurements & Data-Driven Coaching (Avaya), Management

dashboard (Oracle), Text Analytics for Linking Accuracy (Oracle), Knowledge Improvement Process (Dell), Effectiveness of Content Consumption/Self-Service (Dell), Customer Success with Self-Service (Oracle, Sage), Measurement Framework, Gamification of KCS

•  KCS Town Meeting (Andover, MA, July) –  KCS Successes and Challenges, KCS at Polycom, Open Space: Articles vs Product

Documentation, coaching, measures, customer experience across social media, building and maintaining KCS momentum

•  KCS Adoption and Success: Solve Loop (Amsterdam, June) –  Adoption experiences from Ericsson, SDL, NNIT, Avaya, PTC, Autodesk, benefits of

certification, Self-Determination Theory (Tell Tales Consulting)

•  KCS Adoption and Success (Phoenix, AZ, April 15-17, 2015) –  KCS across the organization (inContact, Salesforce.com, Apollo Group), updating the

Sustaining KCS Matrix, KCS Adoption program (Sage), licensing and certification, change management (OKAS Consulting), coaching, Social Network Analysis, building a KCS Center of Excellence


KCS v6

•  Scope –  KCS is about knowledge management practices –

how to create and maintain content –  Intelligent Swarming is about collaboration –

facilitating interaction between people –  Communities, social networks, and support is about

extending our reach, relevance and diversity

•  KCS v6 – going generic –  Applying the KCS principles and practices to any

knowledge/information intensive environment (no case)


KCS v6 Events


•  KCS Measures (Irvine, CA, October 28-30, 2015) –  KCS Dashboard (Sage), Measurements & Data-Driven Coaching (Avaya), Management

dashboard (Oracle), Text Analytics for Linking Accuracy (Oracle), Knowledge Improvement Process (Dell), Effectiveness of Content Consumption/Self-Service (Dell), Customer Success with Self-Service (Oracle, Sage), Measurement Framework, Gamification of KCS


–  Perspectives from PTC, Sage, Salesforce.com, HP, Berkeley iSchool, Berkeley Haas, IBM, Virginia Tech, San Jose State University, VRM. First crack at building a framework.

•  KCS Adoption and Success (Phoenix, AZ, April 15-17, 2015) –  KCS across the organization (inContact, Salesforce.com, Apollo Group), updating the

Sustaining KCS Matrix, KCS Adoption program (Sage), licensing and certification, change management (OKAS Consulting), coaching, Social Network Analysis, building a KCS Center of Excellence

•  The Evolution of KCS (San Francisco, CA, February 11-12, 2015) –  Content continuum, defining a generic workflow, development of KBII, evolving the KDE role,

Article states, Sustaining KCS Matrix, measurement framework


Consortium’s Work




and Support



Service Excellence


The Problem/Opportunity:

• 70% of the workforce is “disengaged” with the purpose, intent of the businesses they work for (Zuboff, Forbes)

• Companies use less than 40% of the skills they employ (Gallup, StrengthsFinder research)


From Streaming to Swarming

•  Old Model: Streaming

•  New Model: Swarming

Level 1

Level 2

Level 3

Escalation based process

Collaboration based process


What’s Different?

•  The first person to work on the issue is the most likely person to be able to resolve it

•  The person who takes the case owns it until it is resolved –  Eliminate queue bouncing –  Improve learning and skills transfer

•  Support Analysts can find the best available person to help •  Support Analysts can see work that is relevant to them •  Measuring the creation of value (not activity) by individuals and

teams •  Managers as coaches – not judges and not “owners” of the teams •  Support organization functions as a single team of people with

various skills who collaborate on resolving issues –  No level 1/2/3, –  No escalations within support


Benefits!

•  Skills growth, accelerate learning •  Customer success and value realization

–  Better customer experience, +7% in customer sat –  A better way to deliver on our brand promise

•  Improved resolution: –  27% reduction in call backs –  40% reduction in time to resolve –  Handled 300K more case fewer headcount (attrition)

•  Resolve multi-technology issues more quickly •  Improve employee satisfaction/loyalty/engagement


Lessons Learned

•  Don’t over engineer the process or the tool –  The people doing collaboration should be the ones to design and

own the process

•  Culture change –  Its ok to ask for help (support analysts, managers)

–  Balance of individual outcomes and team outcomes

–  1st and 2nd line Management must shift mindset

•  Consistency and communication –  Hearing Vs experiencing (internalizing)

–  Rate of change made it hard to keep everyone informed

•  Collaboration –  Not all issues are worthy of collaboration 60-70% solved with

initial swam (the customer and a support analysts) 16


Intelligent Swarming Events


•  Intelligent Swarming (Raleigh, NC, June 10-12, 2015)

–  Updates from Red Hat, PTC, and Cisco,, reputation model at Sage, knowledge capture as a by-product of interaction, Internet Identity and VRM projects, swarming and people profiles, reputation models and performance assessment, supporting roles for swarmers

•  One Day Intelligent “Swarming Insights” Workshop Available

•  Intelligent Swarming Design Session Available –  Phase I: Initial Qualification

–  Phase II: Organizational Analysis

–  Phase III: Adoption Planning and Design

–  Phase IV: Adoption Support

–  Pilot in workshop and design session in Q1/Q2 2014


Consortium’s Work




and Support



Service Excellence


Social Tenets

Monitor, Listen, Learn

Let Social Support Social

Improve, Inform,

Influence Customer Success


Monitor, Listen, and Learn

•  Text Analysis (Twitter, LinkedIn, Facebook…) –  Mentions, Sentiment

•  “The Know-Me Factor” –  People profiles

•  Identify, and listen to the “influencers” • Who in the organization is listening? Everyone!

–  Identify liaisons in every function of the business; –  Create a cross functional focal point “Social

Communications Center” or “Social 911”



•  Pay attention to the health of the network –  Community Health Index (see Dr. Wu’s paper)

•  Nurture and enable - don’t manage, direct or filter

•  Empower “value creators” (MVPs) •  Recognize and nurture high value contributors (like

MVP, trusted partner or enthusiast designation) •  Provide special/priority access for MVPs

•  Don’t displace potential “MVP contribution” with employee contribution

•  Have a policy/criteria for when employees can/should intervene –  Posts not responded to in 24 hours (common practice?)


•  Get the issue into the best channel for resolution –  To the extent possible, design the user interface to help guide

users into the best channel based on their intent/need. –  Respect customer preference for point of entry –  Promote the use of the channel that is best suited, most

effective for analysis and resolution –  Enable seamless/painless movement from one channel to

another, in support forum a “click to open ticket” (integrates the forum with the CRM/assisted model)

•  Measure “channel effectiveness” and identify ways to make it easy for the customer to do the right thing.



Improve, Inform, and Influence

•  Use social to inform people of things they value •  Be careful not to encourage undesirable behavior or set

expectations you can not fulfill •  Respond to the “right people”

–  Cross-functional response capability –  Don’t respond or encourage the “trolls”

•  KM processes (KCS) –  Solve loop - Capture, structure for reuse –  Evolve loop – pattern, cluster, trend identification

•  Monitoring Tools? –  Some capability available but still requires human assessment/

intervention


Social Engagement Journey��Building a Matrix

Stages

Focus Areas



Consortium’s Work




and Support



Service Excellence


Customer Success Initiative Events


•  Customer Success Initiative (Wellesley, MA, September 9-11, 2015) –  Customer presence, Predictive Customer Engagement model, Customer Journey

Mapping at Eagle and Sage, Digitizing Support Services at PTC, Proactive Service Delivery at EMC, Correlating Customer Experience to NPS (Vector Business Navigation), Data Scientist Summit and T-shaped people.


–  Perspectives from PTC, Sage, Salesforce.com, HP, Berkeley iSchool, Berkeley Haas, IBM, Virginia Tech, San Jose State University, VRM. First crack at building a framework.

Customer Experience… ��A Few Assertions

• Most support organizations sit on a gold mine of information about the customer’s experience

• But few companies leverage it

Gold mine of customer experience information!

• In high tech, the customer support experience is a top driver of customer loyalty

• Which translates to company profitability and revenue growth)

Customer experience is top driver of loyalty

• Customers are individuals who have an experience with or about a company

• Intersection of the individual’s intent and the brand promise

Definition and Scope:


Customer Success Framework

Perspective, Strategy, Culture and Leadership

Touch Point Model and Outcomes

Techniques for Understanding and Improvement

Customer Success

Observe CX

Measure Impact of

CX

Analyze and Prioritize

Design Improvemen

t

Measure Impact


Mechanisms

•  Customer Presence –  A persistent part of the conversation

•  “Know-me Factor” –  People profiles: reputation, skills, interests, preferences

•  Interactions –  Creation and maintenance of knowledge –  Tools = value networks, CX mapping and social network analysis

• Double Loop Processes •  Structure = Network


A Generic Touch Point Model

GET Cycle

USE Cycle

Evolve/Renew

Need or Discover

Commit

Explore

Use

Optimize/Support

Set Up


Influence customer behaviors •  Retention (renewals and increase) •  Acquisition (revenue growth) •  Promotion (NPS)

Esteban Kolsky www.thinkjar.net

Continuous Improvement Model

Observe CX

Assess Impact of

CX

Analyze and

Prioritize

Design ��and

Implement

Measure Business Impact

Customer Perspectives

Company Perspectives

So What?


Predictive Customer Engagement

•  How do we provide information, that we have, that customers would value, but don’t know to ask for?

•  Delicate balance between being helpful and being annoying

•  Predict customer needs/interests from recent behavior –  If you downloaded this information … you might also like this

information

•  Characterizing customer based on their behavior –  Engaged (safe), not engaged (at risk)

•  A model….


People

Devices, Systems (IoT)

Environment

Events from Everywhere


The Event Loop��(A Loop)

People Product/ services Knowle

dge articles

Company/

organization

Work

Events

Action

Listening Posts

Communication Mechanisms


The “Black Box”

Vendor Offerings

People Profiles

Knowledge Articles

Work or Tasks

Customer Entity

Data Assets


Four Layers To The ��“Black Box”

Presentation

People

Product/ services

Knowledge

articles

Company

/organization

Work

Data

Analysis

Rules


Impact Assessment

Engagement Assessment

Asset Quality

Rules Effectiveness

Analysis Effectiveness

The Improve Loop��(B Loop)

People Product/ services

Knowledge

articles

Company/

organization

Work

Event

Action



Consortium’s Work




and Support



Service Excellence


Leadership Framework Events


•  Executive Summit (Chatham, MA, Sept 30-Oct 2)

–  Three questions of focus: 1.  What evidence are you seeing of the "inversion" -

moving from a vendor-centric approach to a customer-centric approach?

2.  How do we help middle management become change agents rather than change inhibitors?

3.  How do we articulate the value of support outside of support? What measures do you report to the rest of the business?

A Operational Model

Technology Process

Business Model

People

Measures

Engagement Transparency Reputation Interaction


Definition of�� Service Excellence?

Maximize customer-realized value through the use of our products and services. • Easy and seamless service integrated into the

context of use • Continuous improvement of the whole customer

experience


Customer Realized Value?

Baseline for value? •  Customer expectations for capability and effort

Minimize value erosion • Customer exceptions (issues): anything that disrupts the

customer’s ability to be successful: installation, usability, “how to,” configuration, inter-operability

Maximize value realization • Providing capabilities that exceed expectations • Accomplish things with less effort than expected


Customer Realization ��of Value?

•  Capability/functionality –  Can I do what I expected to be able do?

•  Effort –  Does it take the amount of effort I expected it to

take?

•  Brand promise –  Is it the experience what I expected? –  Do I feel trust, confidence, respect


Time

Cus

tom

er V

alue

+

-

0 Customer

Expectations

Expectations Not Met

“Maintenance”

Expectations Exceeded

“Added Value”

Customer Value


Time

Customer Expectations

Case/Incident Opened

Exception

Self-service and Forums

Integrated Resolution

* *

* * Value Erosion

Value Erosion C

usto

mer

Val

ue

+

-

0


“Added Value”�� Reduce Customer Effort

Custom

er Effort

High

Low

Automation

Ease of use

Context sensitive help



“Added Value”��Increase Capability

Custom

er Value

Low

High

Sense and respond to customer intent Learning

On-demand Functionality



“Added Value”��What if we could Increase capability and

Reduce Effort

Custom

er Value

Time

Custom

er Effort

Low

High High

Low

Automation

Ease of use

Sense and respond to customer intent Learning

Context sensitive help

On-demand Functionality

ADDED VALUE


Value Add Categories: ��Can We Maximize…

•  Customer’s capability –  Functionality that aligns with customer’s intent and

needs

•  Customer’s efficiency –  Promote optimal use –  Improve navigation

•  Ease of use, ease of doing business –  Policies, processes for interaction


The Value Stack

Customer’s Customer Success

Customer Success and Productivity

Predictive and Preemptive

Fix

Low

High

Low

High

Value


Implications

•  Trust –  Customers will not share the information we need

to move up the value stack if …. They don’t trust us

–  Employees who trust…. promote customer trust

–  Do employees trust company leadership?

•  Business acumen

–  Employee skills and experience: do they understand the customer’s business

–  Hiring and training


Implications

•  Co-creation factor –  Customer’s are a critical part of value creation

–  Customer presence in designing high value offerings, processes and policies is crtical

•  Know-me factor –  Know a lot about the people who are relevant to

creating value

•  Employees

• Customers

• Partners 52


2016 Events

Jan 21 Communication Effectiveness Web Session

Feb 3-5 KCS v6 Phoenix, AZ

Mar 16-18 Global, Multi-Channel Support Strategy Richardson, TX

Apr 19-21 22nd Annual Member Summit Orlando, FL

May 18-20 Social Media and Support San Francisco, CA

Jun 6-7 KCS Success and Intelligent Swarming Copenhagen

Jun 13-15 The Know-Me Factor: People Profiles Boston, MA?


April 19-21 in Orlando, FL Leadership and Measures: Creating a Success Story

– KCS v6: What's New? – KCS Adoption: Maximizing the Benefits –  Leading for Success – Measuring for Success

2016 Member Summit


Consortium Resources

• Web site www.serviceinnovation.org –  Our Work, Events, YouTube Channel

• Wiki – notes and presentations from work in progress and past events (great stuff!) –  Members can contact us for access the wiki

•  KCS Academy www.thekcsacademy.net –  KCS Certifications for people –  KCS Verified for products that enable the KCS workflow –  KCS Aligned for tools and services that complement KCS

Verified products with specific capabilities


KCS Resources

•  KCS Practices Guide •  KCS Adoption Guide • Measurement Matters •  Case studies and additional resources •  All of the above are free to download,

“right to use with attribution” •  The KCS Academy

–  A network of KCS practitioners –  Certification programs


The KCS Academy

Available KCS Certification programs: •  KCS Practices v5 – for KCS Program Managers, KCS adoption

team members and 1st and 2nd line managers •  KCS Publisher – for Support Analysts who are licensed to

publish articles visible to customers •  Support Coach – for Support Analysts in the role of Coach •  KCS Trainer – for internal trainers or external consultants

who offer KCS training •  KCS Verified/Aligned – for tools and services that support

KCS

www.thekcsacademy.net 57


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