- Customer support organizations face many challenges in consistently providing excellent customer care, such as balancing urgent and important tasks, employee retention, and outdated metrics [Paragraph 1] - It is difficult to provide a seamless customer experience across different touchpoints like websites, assisted support, and self-service [Paragraph 3] - The presentation discusses a proven methodology called Knowledge Centered Service (KCS) that focuses on solving issues quickly through reusing and improving knowledge, empowering experts, and driving better metrics like faster resolution times [Paragraphs 8-19]

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. 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. 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. 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. Increasing Customer Retention Rates by 5%
increases profits by 25% to 95%
Fred Reichheld
Bain & Company
Why Bother?

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. “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. 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. 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. 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. 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. www.serviceinnovation.org/kcs

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. 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. 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. 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. 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. 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. 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. Free: Klever Content Standard
https://getklever.com/2015/09/09/sample-content-
standard/
19

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. “It is better to be approximately
right than precisely wrong.”
Warren Buffet

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. 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. 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. 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. 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. 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. “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. 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. 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. 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. 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. 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. So we built it
34
There Is No Platform That Addresses This

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. 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. 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. • 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. 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. 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?