percentage of revenue dropped by 25‐50%, decreased and the volume of customer issues resolved is up at least 100% (web success combined with incidents closed) Customer satisfaction Increase customer success Increase from the and loyalty increased baseline Employee satisfaction Increase profit Increase from the and loyalty increased baseline Important Lessons Learned The concepts behind KCS are really quite simple. The Solve Loop: Integrating the creation and maintenance of knowledge into the problem solving process Making the knowledge “sufficient to solve” The idea of letting demand drive our focus for what knowledge to create and what knowledge to improve The Evolve Loop: Leveraging knowledge for self-service Identifying high value content based on Article reuse Identifying high impact opportunities to improve the products or services based on the customer experience (patterns and trends in the knowledge base) These concepts are well established in academic work and research. Many of the concepts in KCS align with the quality concepts of Dr. Deming (see Deming’s 14 Principles of Quality on Wikipedia). Nonaka and Takahachi ‘s book The Knowledge Creating Company was a constant reference during the formative years of KCS. Why then do organizations struggle with KCS adoption? It is because a successful adoption of KCS requires that we rethink traditional support processes, structures, measures, and management practices. That’s a hard thing to do!
percentage of revenue decreased dropped by 25‐50%, and the volume of customer issues resolved is up at least 100% (web success combined with incidents closed) Customer satisfaction and loyalty increased Increase customer success Increase from the baseline Employee satisfaction and loyalty increased Increase profit Increase from the baseline Important Lessons Learned The concepts behind KCS are really quite simple. The Solve Loop: Integrating the creation and maintenance of knowledge into the problem solving process Making the knowledge “sufficient to solve” The idea of letting demand drive our focus for what knowledge to create and what knowledge to improve The Evolve Loop: Leveraging knowledge for self-service Identifying high value content based on Article reuse Identifying high impact opportunities to improve the products or services based on the customer experience (patterns and trends in the knowledge base) These concepts are well established in academic work and research. Many of the concepts in KCS align with the quality concepts of Dr. Deming (see Deming’s 14 Principles of Quality on Wikipedia). Nonaka and Takahachi ‘s book The Knowledge Creating Company was a constant reference during the formative years of KCS. Why then do organizations struggle with KCS adoption? It is because a successful adoption of KCS requires that we rethink traditional support processes, structures, measures, and management practices. That’s a hard thing to do!