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Empowered Experts Everywhere

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Presentation by Phil Verghis to the SIKM Leaders Community on Feb. 21, 2017

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Empowered Experts Everywhere

  1. 1. Empowering Experts Everywhere: Practical ways this works in Customer Support/Operation s www.getklever.com Feb 21, 2017 SIKM Discussion Phil Verghis CEO & co-founder, Klever Linkedin.com/in/philverghis
  2. 2. Tentative Outline • Context of Customer Support/Operations • High level overview of a methodology used • Metrics discussion • Time permitting, behind the scenes peek at how we are building a company that empowers experts everywhere 1
  3. 3. In the Intense Support Environment Taking excellent care of customers consistently is very difficult to do CUSTOMER RETENTION ‘URGENT’ ALWAYS DISPLACES ‘IMPORTANT’ EMPLOYEE RETENTION TECHNOLOGY GETS IN WAY ESCALATIONS TRANSLATING BIG PICTURE GOALS TO TASKS FOR FRONT LINE CREATING AND UPDATING KNOWLEDGE SERVICE LEVEL AGREEMENT VIOLATIONS ANTIQUATED METRICS SILOS TRAINING BACKLOG
  4. 4. 3 Customer Experience is Even Harder 85% 85% 90% 65% Website Touchpoint Satisfaction Assisted Support Touchpoint Satisfaction Self-service Touchpoint Satisfaction End-to-End Customer Journey Source: McKinsey Digital Labs, Klever Labs
  5. 5. Increasing Customer Retention Rates by 5% increases profits by 25% to 95% Fred Reichheld Bain & Company Why Bother?
  6. 6. 20% of your team’s workweek is spent looking for internal information or trying to find someone who has the information McKinsey Massive Opportunity
  7. 7. “If people in your workplace were sharing knowledge as well as they possibly could, it would improve productivity by” Klever Knowledge Benchmark Report 2016 6% 26% 45% 30% 15% 29% 0 - 10 % 10 - 20 % 20 - 30 % 30 - 40 % 40 - 50 % More than 50 % https://getklever.com/benchmark-report-the-state-of-knowledge-sharing-2016/
  8. 8. 48% of employee-facing knowledge implementations and 39% of customer-facing knowledge implementations are on their 3rd, 4th, 5th or more solution in recent memory. 2014 State of Knowledge Management Report TSIA Current Solutions: Rip and Replace
  9. 9. Tentative Outline • Context of Customer Support/Operations • High level overview of a methodology used • Metrics discussion • Time permitting, behind the scenes peek at how we are building a company that empowers experts everywhere 8
  10. 10. There is a Proven Methodology • Knowledge Centered Service • De facto standard for knowledge management in high tech support • People and process, then technology • Proven results • www.serviceinnovation.org
  11. 11. 4 key KCS concepts 1. Create content as a by-product of solving issues 2. Evolve content based on demand and usage 3. Develop a knowledge base of our collective experience to date 4. Reward learning, collaboration, sharing, and improving
  12. 12. www.serviceinnovation.org/kcs
  13. 13. Klever’s take on Knowledge Sharing Create an environment where people want to improve information every time they touch it. Simply and joyfully, as part of their workflow.
  14. 14. The critical behaviors in the Solve loop (UFFA) • Use It—leverage and link an existing KCS article to resolve an incident. • Flag It— if we are not licensed or confident, we should add comments to the article so that an authorized person can fix it. • Fix It— modify an existing KCS article if we are licensed and confident. • Add It— create a new KCS article if one does not already exist.
  15. 15. Drives critical outcomes • Solve Cases and Incidents Faster • 50 - 60% improved time to resolution • 30 - 50% increase in first contact resolution • Optimize Use of Resources • 70% improved time to proficiency • 20 - 35% improved employee retention • 20 - 40% improvement in employee satisfaction • Enable eServices Strategy • Up to 50% case deflection • Build Organizational Learning • Provide actionable information to product development about customer issues • 10% issue reduction due to root cause removal
  16. 16. KCS articles • KCS articles create a “frame” around the knowledge – context, confidence, perceptions of the customer • KCS articles start with understanding (“seek to understand before you seek to solve”) the customer’s problem • The process of understanding, searching and refining becomes the foundation of the article
  17. 17. Tip: Structure • It is key to findability (titles written in customer language or “context”) • It is also key to reusability (with the title and environment, you should know if knowledge applies to you)
  18. 18. Tip: Structure • Ideally, we should create a simple structure (can be created “at the speed of conversation”) • Content should be created in straight-forward ways – “complete thoughts, not complete sentences”
  19. 19. Tip: KCS recommended structure • Issue (sometimes called symptom, question or problem)—the situation in the customer's words—what are they trying to do or what is not working? • Environment—what products does the user have (platform, products, releases)? How is it configured? Has anything in the environment changed recently? • Resolution (sometime called the fix or answer)—the answer to the question or the steps required to resolve the issue. • Cause—the underlying source of the issue. (optional, typically only valuable for problems or defects) • Metadata—attributes or information about the article such as the article state, the date created, number of times the article has been used, modification history and the date last modified.
  20. 20. Free: Klever Content Standard https://getklever.com/2015/09/09/sample-content- standard/ 19
  21. 21. Tentative Outline • Context of Customer Support/Operations • High level overview of a methodology used • Metrics discussion • Time permitting, behind the scenes peek at how we are building a company that empowers experts everywhere 20
  22. 22. “It is better to be approximately right than precisely wrong.” Warren Buffet
  23. 23. • Measurements are a way of communicating what is important to the organization. • A good measurement system • is simple enough to focus attention on a few key elements that are important • is fair enough so that people at every level believe they can affect the measures. • facilitates an environment of learning and dialogue – not of control and compliance. The latest version of the Open Customer Metrics Framework is at: www.OCMFgroup.org You must include this full text in any citation:
  24. 24. Background • There is no standard way for Customer Support/Service leaders to report on what we measure. Even worse, we measure too much and much of what we measure isn’t relevant. • The team at Klever was working on this problem for a while and decided there was great value to creating an open standard that we can all benefit from. This is v1 of that collaboration. The latest version of the Open Customer Metrics Framework is at: www.OCMFgroup.org You must include this full text in any citation:
  25. 25. Attributions/Endorsements • No endorsements implied or otherwise • This and subsequent versions are available for anyone to use, modify and build on with a Creative Commons Attribution-ShareAlike 4.0 International License as long as you respect the copyright and always point back to the source (www.ocmfgroup.org) for the latest version. The latest version of the Open Customer Metrics Framework is at: www.OCMFgroup.org You must include this full text in any citation:
  26. 26. Observations • Five categories of measures, and within that, suggested measures for executives and suggested measures for managers. • Balance between listening to our Customers, Employees and the Business, and applying what we learn. • Framework, adjust according to your needs. • Working definitions, not looking for precision. The latest version of the Open Customer Metrics Framework is at: www.OCMFgroup.org You must include this full text in any citation:
  27. 27. Observations • The two most difficult transitions for most executives will be • Moving from measurements as a means of ‘control and compliance’ to ‘listening and learning’ • Letting go of measures you have historically relied on and starting to capture and use harder-to- measure categories like Knowledge/Collaboration and Acceleration. The latest version of the Open Customer Metrics Framework is at: www.OCMFgroup.org You must include this full text in any citation:
  28. 28. High Level Metrics Category Definition Focu s Rationale Customer How well are we meeting the needs of customers? 20% The reason we exist Employee How well are we meeting the needs of employees? 20% Knowledge workers need meaningful work Business How well are we meeting the needs of the business? 30% Expanding the focus outside just cost Knowledge/ Collaboration How well are we capturing and re-using what we already know in our ecosystem? 20% 60 – 90% of what we do has been done before Acceleration What is the rate of progress against projects that will transform our business? 10% In a highly interrupt-driven environment, how do we ensure we make progress on the ‘important’ not just the ‘urgent’. The latest version of the Open Customer Metrics Framework is at: www.OCMFgroup.org You must include this full text in any citation:
  29. 29. “What makes a measurement of high value is a lot of uncertainty combined with a high cost of being wrong.” Douglas Hubbard How to Measure Anything: Finding the Value of Intangibles in Business
  30. 30. Measures for executives Measures for managers Options include: • Level Zero Solvable • Time to Publish • Ratio of New to Known Incidents being handled by the Support organization Options include: • Attach Rate • Level Zero Solvable • Reuse Rate • Participation Ratio • Article Quality Index Emerging Measures: • Collaboration Effort Score (all teams) • % of Knowledge-driven Suggestions that are Accepted Emerging Measures: • Collaboration Effort Score (for team) • Trend of Knowledge-driven Suggestions made Knowledge/Collaboration Category (20%) The latest version of the Open Customer Metrics Framework is at: www.OCMFgroup.org You must include this full text in any citation:
  31. 31. Working Definitions & Tips Level Zero Solvable The percent of incidents resolved by the Support organization that could have been resolved by the customer using self-service Time to Publish ‘Publish most of what you know, quickly, to your customers and it will dramatically improve customer success with self-service.’ Ratio of new to known incidents being handled by the support organization Attach Rate ‘How many incidents have at least one knowledge article attached to it’, Participation Ratio, Article Quality Index • Collaboration Effort Score This is an emerging measure that is best handled by a survey question. Something like “Department X makes it easy for me to collaborate with them.” • Knowledge-driven suggestions are suggestions for improvement that are made by analyzing the data from your knowledge articles. More tips online. The latest version of the Open Customer Metrics Framework is at: www.OCMFgroup.org You must include this full text in any citation:
  32. 32. Tentative Outline • Context of Customer Support/Operations • High level overview of a methodology used • Metrics discussion • Time permitting, behind the scenes peek at how we are building a company that empowers experts everywhere 31
  33. 33. In the Intense Support Environment Taking excellent care of customers consistently is very difficult to do CUSTOMER RETENTION ‘URGENT’ ALWAYS DISPLACES ‘IMPORTANT’ EMPLOYEE RETENTION TECHNOLOGY GETS IN WAY ESCALATIONS TRANSLATING BIG PICTURE GOALS TO TASKS FOR FRONT LINE CREATING AND UPDATING KNOWLEDGE SERVICE LEVEL AGREEMENT VIOLATIONS ANTIQUATED METRICS SILOS TRAINING BACKLOG
  34. 34. You were able to focus on the ‘important’ not just the ‘urgent’ so that you do things that truly make a difference for your customers, employees and the business? All based on a modern, open customer metrics framework? 33 What If
  35. 35. So we built it 34 There Is No Platform That Addresses This
  36. 36. JHO-0781-2DM-3N Klever Insight Answers 3 Critical Questions For Leaders and Managers How should I do it? What is the smartest thing to do next? How do I know if I am on track?
  37. 37. 1. Your customer-facing teams take a short, powerful survey. Our algorithms analyze the Alignment, Behavior and Capabilities of your teams through multiple lenses and recommend the smartest thing to do next. 2. We don’t stop there. We give you specific, actionable, contextual steps on how to do it. 3. We give you the relevant subset of measures based on the Open Customer Metrics Framework* to let you know if you are on the right track. 4. Continual, ongoing recommendations that change as you progress. 36 Here’s How * www.OCMFgroup.org
  38. 38. 37 Klever Insight: Business Optimization Platform Ongoing feedback based on learning and trends Klever Insight Teams take short powerful assessment Assessment results Contextual, actionable, step-by-step recommendations with relevant measures
  39. 39. • Assessment and resulting recommendations HP Enterprise wins President’s Quality Award from CEO in 2015 and cites Klever partnership for making this happen (Case Study) • Contextual, actionable, specific steps on what to do Tyler Technologies gets 300% productivity improvement & 350% reduction in cost, all while increasing customer satisfaction (Case Study) • Metrics Framework Led the formation of first-ever industry standard Open Customer Metrics Framework (www.ocmfgroup.org) with leading industry associations and enterprises38 How Do We Know It Works?
  40. 40. Klever Insight Built On Business Optimization Platform BEHAVIORAL SCIENCE KNOWLEDGE CENTERED SERVICE SOCIAL PHYSICS OPEN CUSTOMER METRICS FRAMEWORK OCMFGROUP.ORG OPEN API DEEP DOMAIN EXPERTISE BENCHMARKING MACHINE LEARNING KLEVER’S LAW: TIME TO CUSTOMER VALUE
  41. 41. Open Customer Metrics Framework: www.ocmfgroup.org @ocmfgroup https://getklever.com/library/ (Free stuff, no registration required) Klever 2016 Knowledge benchmark https://getklever.com/benchmark-report-the-state-of-knowledge-sharing- 2016/ Phil Verghis CEO & co-founder www.getklever.com www.linkedin.com/in/philverghis @phil_Verghis @getklever 40 Questions? Comments?

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