Question:

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

Possible Answer:

Bitting Nails

OUTSTANDIN

GS

Customer C

all-back

s

MTTR

FPR

CSAT

Staff Morale

Foetal Position

• Picture with Face cut out “Your Face Hear”Your Face Here

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

satisfaction.

WH

ATCH

OO

TALK

IN’‘B

OU

TW

ILLI

S?

These are not empty promises

• Julia Gillard, there’ll be no carbon tax.

“There will be no carbon tax under the government I lead”. 10th July 2011

Service Desk Story

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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

Call

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Av T

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Tim

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ITIL KCS

55% Turnover

Main Contributor

A tried and tested

Knowledge Management Framework

KCS

A LITTLE FUZZY

Knowledge Centred Support

Solutions ManagementMethodology

Simple premise: capture,

structure, re-use

support knowledge

Consortium for ServiceInnovation

www.serviceinnovation.org

Seen it all before!

All triedFail!Misunderstanding KnowledgeUtopian View of KnowledgeUnachievable Knowledge Outcomes

1. Gained through interaction and experience

2. Constantly changing (we never stop learning)

3. Never 100% complete or 100% accurate

Characteristics of Knowledge:

4. Validated through use; experience and interaction (not by subject matter experts)

Is this what people in your organisation expect when we say we are implementing a

knowledge base or a knowledge management practice?

Characteristics of Knowledge:

Do they expect knowledge to be created as a result of interaction and experience, constantly

changing, never complete not absolutely accurate and validate through use?

Usually not! Unfortunately, people’s expectation of a

knowledgebase or a knowledge management system is perfect, pristine knowledge approved by

experts

`Characteristics of Knowledge:

We have to change people’s expectations if we really want

to capitalize on the collective experience of the

organisation.

Characteristics of Knowledge:

DEFINITION OF KNOWLEGE:

Information that you can act on

Just-In-Case

Just-In-Time

VS

Non KCS Orgs:Av KA Pub Days

60 days 90 days30 days

Lost Opportunity, Efficiencies, Money, Reputation, Cust Experience

Nu

mb

er O

f R

edis

cove

ries

TimeSource: 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.

Knowledge is our biggest Asset

Everyone’s Responsibility

RemoveKnowledge Silos

rewarding sharing and

contribution

Removesbottlenecks

promotes knowledge for all to interact with.

every call closed with Knowledge

Style is secondary to clear concise instructions.

Licences Knowledge

Schedules it into workforceplanning

IntegratedInto support

29

Seamless

KCS is not something you do in addition to

solving problems –

KCS becomes the way you solve problems

Culture, Process & Toolset

30

KCS

A Cultural Focus ShiftFrom Call Centric to Knowledge Centric

Shift

• Individual to Team• Activity to Value Creation• Completion to Evolution• Escalation to Collaboration• Content to Context• Knowing to Learning and Sharing

Four Concepts of KCS:

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

Structure

Reuse

Leadership &Communication

PerformanceAssessment

Capture

ProcessIntegration

Content Health Improve

Knowledge

Evolve

SolveKCS

What's KCS

How does it work?

Service DeskLevel 1

Desktop SupportLevel 2

Network & CommsLevel 3

Error XYZ

Title: Error XYZEnvironment: MS Word

Cause:

Solution:

Status: Framed

Title: Error XYZEnvironment: MS Word

Cause:

Solution:

Status: Framed

Title: Error XYZEnvironment: MS Word

Cause: Conflicting NW Drive Folder Permissions in different OUs Solution:

Status: Framed

Title: Error XYZEnvironment: MS Word

Cause: Conflicting NW Drive Folder Permissions in different OUs Solution:

Status: Framed

Title: Error XYZEnvironment: MS Word

Cause: Conflicting NW Drive Folder Permissions in different OUs Solution: Configure Save Options to Save a copy locally.

Status: Draft

Status:FramedDraftApproved

Customer

Inci

dent

M

gmt

Know

ledg

e M

gmt

Title: Error XYZEnvironment: MS Word

Cause: Conflicting NW Drive Folder Permissions in different OUs Solution: Configure Save Options to Save a copy locally.

Status: Approved

ConfidenceLevel

Title: Error XYZEnvironment: MS Word

Cause: Conflicting NW Drive Folder Permissions in different OUs Solution: Configure Save Options to Save a copy locally.

Status: Approved

Service DeskLevel 1

Desktop SupportLevel 2

Network & CommsLevel 3

Error XYZ

EfficienciesTime, Cost & Quality

Shift Left

Customer

Inci

dent

M

gmt

Know

ledg

e M

gmt

Title: Error XYZEnvironment: MS Word

Cause: Conflicting NW Drive Folder Permissions in different OUs Solution: Configure Save Options to Save a copy locally.

Status: Published

EfficienciesTime, Cost & Quality

Shift Left

Customer

Inci

dent

M

gmt

Know

ledg

e M

gmt

Level 0

Customer Success

24 x 7

Support Deflection

Reduced Support Costs

I know what you’re thinking

We need to talk!

Quality Control

Quality is Subjective

Duplicates

To ManyFramed

VisibilityGroupsNot in

ContextToo

Specific

No Products

Irrelevant Linking Resolved

Withframed

Manual Work-Arounds

Capture

StoreRetrieveReport

Adjustments

Toolset

Processes

Culture

Structure

Governance

Monitoring & Reporting

How will it be rolled out?

Grow Into It

KCS PhasesPhase 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

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

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

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

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

IndividualResults

- Staff with high knowledge activity average greater FPR than the team averages.

- New staff members with high knowledgeactivity achieve FPR team averages in < 6 months

- Knowledge resisters consistently fall below team averages for FPR.

- Knowledge resisters take more calls on average and have lower call handling times (This reflects Log and Flog practices).

- Their backlog volumes, Av Open Age + MTR for their support tickets are much higher than team averages.

FPRMTR

CSAT

KM Reuse

Resources

Paul_Jay@tpg.com.au

Paul Jay

0421 054 073

KCS_Evangelist

Service Desk Story

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ITIL

Service Desk Story

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ITIL KCS

Service Desk Story

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ITIL KCS

Service Desk Story

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ITIL KCS

Service Desk Story

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ITIL KCS

Service Desk Story

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ITIL KCS

Service Desk Story

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ITIL KCS

Service Desk Story

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ITIL KCS

Service Desk Story

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ITIL KCS

Service Desk Story

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ITIL KCS

Service Desk Story

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IT Help Desk Service Desk

ITIL KCS

Service Desk Story

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IT Help Desk Service Desk

Call

Back

s

Av T

alk

Tim

e

ITIL KCS

55% Turnover