KCS : The Great Enabler · 2018-10-26 · Success Initiative Leadership in an Adaptive Organization...
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KCS ® : The Great Enabler Greg Oxton Consortium for Service Innovation
Transcript of KCS : The Great Enabler · 2018-10-26 · Success Initiative Leadership in an Adaptive Organization...
KCS®: The Great Enabler
Greg Oxton Consortium for Service Innovation
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Agenda
• What is the Consortium?
• Definition of Service Excellence
• The Consortium’s Five Initiatives
• KCS: the Great Enabler
• Benefits and Drivers
• KCS Center of Excellence (CoE)
• Localization and Translation
• Non-profit industry association
• Pursuing innovative ways to improve the customer experience
• Develop and test models through research and members’ operational experience
We Create Space to Think
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Consortium Members
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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
Definition of Service Excellence
6 Time
Cust
omer
Val
ue +
-
0
Customer Expectations
Expectations Not Met
“Maintenance”
Expectations Exceeded
“Added Value”
Customer Value
7 Time
Value Erosion
Value Erosion Cu
stom
er V
alue
+
-
0
Open Incident
Exception
Self-Service and Forums
Automation * *
* *
Chat *
Customer Expectations
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Five Consortium Initiatives
KCS
Predictive Customer
Engagement
Intelligent Swarming
Customer Success Initiative
Leadership in an Adaptive Organization
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Five Consortium Initiatives Intelligent Swarming
• 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
KCS
Predictive Customer
Engagement
Intelligent Swarming
Customer Success Initiative
Leadership in an Adaptive Organization
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Five Consortium Initiatives
KCS
Predictive Customer
Engagement
Intelligent Swarming
Customer Success Initiative
Leadership in an Adaptive Organization
Predictive Customer Engagement
How can we provide information
that we have…
that customers would value…
but don’t know to ask for?
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Five Consortium Initiatives
KCS
Predictive Customer
Engagement
Intelligent Swarming
Customer Success Initiative
Leadership in an Adaptive Organization
Customer Success Initiative
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Five Consortium Initiatives
KCS
Predictive Customer
Engagement
Intelligent Swarming
Customer Success Initiative
Leadership in an
Adaptive Organization
Leadership in an Adaptive Organization
Influencing a network is different from managing a hierarchy.
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Five Consortium Initiatives
KCS
Predictive Customer
Engagement
Intelligent Swarming
Customer Success Initiative
Leadership in an Adaptive Organization
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
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Five Consortium Initiatives
KCS
Predictive Customer
Engagement
Intelligent Swarming
Customer Success Initiative
Leadership in an Adaptive Organization Knowledge
Knowledge is The Great Enabler
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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 Customer 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
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The Organization
KCS enables:
• Lower operational costs
• Cross-organizational collaboration
• Automation: • chat bots, • detection & repair, • predictive customer
engagement
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The Requestor
KCS enables:
• Faster time to relief
• Less effort
• Consistency
• Trust
• Confidence
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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
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Operational Efficiency
Self-Service Success
Organizational Improvements
Capture
Structure
Reuse
Improve
Knowledge Worker
Behaviors
Realized Benefits
Benefits and Drivers
Leadership
Coaching
Licensing/Certification
Understanding & Buy-In
KDE
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Business Value? Reduce the Ratio of Support Cost to Revenue
and Improve the Customer Experience
$
Total Revenue
Time
Support Costs (historical trend)
Actual Support Costs
Additional Profit
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Business Value? Reduce the Ratio of Support Cost/User
and Improve the User Productivity
$
# of Users
Time
Support Costs (historical trend)
Actual Support Costs
Reduced Operating Expense
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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
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Localization and Translation
• Structure and style: • Issue, environment, resolution • Single complete thoughts
• Demand drive: • Article reuse rate identifies
translation candidates
• Machine translation • Labeled as “machine translated” • Sufficient to solve – good enough • Side by side presentation
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Maximize customer-realized value and success with our products and services.
Knowledge is the Key
• Knowledge is the key enabler
• KCS creates near term benefits as well as enabling new, long term capabilities
• The Consortium continues to evolve both the KCS methodology and the long term capabilities
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Resources
• KCS Principles and Core Concepts • KCS v6 Practices Guide • KCS v6 Adoption Guide • Measurement Matters • Case Studies
www.thekcsacademy.com/kcs-resources
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