The New ROI: How to Use Knowledge to Drive Tool Adoption
•Download as PPTX, PDF•
0 likes•66 views
Every team relies on multiple tools to get work done, collaborate effectively, and deliver delightful customer experiences. But how do you ensure tools are properly used across your team? Learn how one enterprise leader has created a virtuous adoption cycle across critical tools centered around regular usage and value-driven adoption. Speaker: Eraj Siddiqui, Director, Customer Success Operations at Autodesk
Recommended
More Related Content
What's hot
What's hot (18)
Similar to The New ROI: How to Use Knowledge to Drive Tool Adoption
Similar to The New ROI: How to Use Knowledge to Drive Tool Adoption (20)
More from Empower by Guru
More from Empower by Guru (9)
Recently uploaded
Recently uploaded (20)
The New ROI: How to Use Knowledge to Drive Tool Adoption
- 1. Driving success with inter- connected systems 1 Eraj Siddiqui
- 2. 2
- 3. Autodesk gives you the power to make anything.
- 4. $2.75B FY19 Revenue 9,500+ Employees worldwide 200+MAutodesk customers worldwide
- 5. Customer Success at Autodesk Relentless focus on earning customer loyalty 850 Employees KPIs ACV Renewal NPS Adoption Core Values Courage Impact Accountability
- 6. Organizational Challenges Excel-based success plans Inability to share real-time updates No consistent understanding of customer health Difficult to identify and mitigate risk Minimal visibility into key activities with customer No single source of truth Wasted time searching through multiple systems Success Plan Updates Customer Health Insight Customer Information Customer Interaction
- 7. Customers CSMs Consulting Premier Support Technical Solution Executives Product Teams Account Manager Sales Leadership CS Leadership & Managers Gainsight Being empowered to create and launch new solutions for planning and collaboration. Create measurable customer value.
- 8. Driving success with inter-connected systems 8
- 9. Problem: Disconnected Communication & Collaboration Tools Abundance of communication and collaboration tools throughout the organization which contribute to user experience 9 CSM’s, Customer Support and Consulting Teams have access to Gainsight for productivity gains CSM’s and Support Staff use Slack as their primary place for collaboration Internal knowledge and processes live in various locations without integration or links
- 10. Solution: Overcome Fragmentation Challenges Signed up with Guru to support Gainsight launch: ● Created a collection of new training and enablement knowledge in Guru ● Migrated or linked through to related content from other distributed systems 10 Guru’s intelligent content editor & easy migration features allowed us to connect knowledge from several different sources making the entire body of knowledge easy to search and deliver
- 11. Create a Virtuous Adoption Cycle 11 Guru cards are used to answer frequently asked questions, proliferating re-usable content, training and instructions Gainsight is a required system for our customer success practitioners For Gainsight support, we direct end users to a dedicated Slack channel we monitor and update consistently This community in Slack is dedicated to Gainsight, whereby Slack and Gainsight drive mutual adoption Content lives in Guru and we use Slack to propagate it at the right times to the right people, supporting our Gainsight users. End users can easily search Guru directly once they become familiar with it. Guru cards thereby support Gainsight adoption by distributing information through Slack.
- 12. Results Users have become accustomed to these connected systems 12 Self service has allowed us to scale system rollout to hundreds of end users supported by a small team Enabled our power users and champions to step forward and help further drive adoption and enablement The three interconnected systems are in tandem propagating adoption across the others, creating content and value in a technology stack Higher adoption rates, week on week, for Gainsight, Guru and Slack User Friendly Scaled Rollout Increased Collaboration Increased Adoption Rates Interconnected System
- 13. Key Takeaways 13 VIRTUOUS ADOPTION CYCLE Develop virtuous adoption cycles by integrating key systems centered around best practices for each INTERNAL CULTURE OF SUCCESS Through shared best practices, an internal culture of success will develop where innovation and collaboration grow and thrive CUSTOMER SUCCESS reflected ultimately in success for our real customers at large BEST PRACTICES
- 14. Thank you! 14
- 15. 15
Editor's Notes
- [CLICK]
- Good afternoon. My name is Eraj Siddiqui, and I lead customer success operations at Autodesk. My team at Autodesk is responsible for creating programs and technology to drive customer success at scale. We will conduct this session in part as a presentation, but more importantly open it up for your questions and comments on this topic in the second half. To get things started, I would like to share my Empower moment with you. [CLICK]
- To share my Empower moment, I have to give you the context for the company I work for, Autodesk. Autodesk makes software for people who make things. If you’ve ever driven a high-performance car, admired a towering skyscraper, used a smartphone, or watched a great film, chances are you’ve experienced what millions of Autodesk customers are doing with our software. With Autodesk, you have the power to make anything. [CLICK]
- Autodesk has recently made a successful license model transformation; we are now a subscription model company. As part of this journey, Autodesk is also a “customer” company now. [CLICK] We have about 2.75B in revenue [CLICK] More than 200M customers worldwide [CLICK] And over 9500 employees globally. [CLICK]
- A large part of becoming a customer company is being driven by our Customer Success organization. Here’s an overview of the Customer Success Organization at Autodesk. [CLICK] We are a newly formed organization within Autodesk. We have approx. 850 employees worldwide. [CLICK] Our core values are courage, impact, and accountability [CLICK] We measure our success using the KPIs of ACV renewal (annual contract value), NPS (net promoter score), and adoption of our products (via time to use, and tokens). [CLICK] Our mission is to have relentless focus on earning customer loyalty. [CLICK]
- The reason for mentioning all of this is …. When I joined Autodesk as an organization, in the Enterprise Customer Success org, we faced some major challenges that inhibited our ability to effectively deliver value to customers. We struggled with [CLICK] [CLICK] Success Planning for our customers [CLICK][CLICK] Understanding and acting on customer health [CLICK][CLICK] Tracking customer interactions [CLICK][CLICK] Managing our customer information in a single source of truth [CLICK][CLICK] My onboarding at Autodesk was my moment of Empowerment. We had all these problem spaces to solve in, and my mandate was to solve for the most egregious ones.
- [CLICK] [CLICK] For our hundreds of global strategic customers, [CLICK][CLICK][CLICK] with massive account teams, [CLICK] we built and launched a new Customer Success CRM system, with Guru as a backbone to support this implementation. [CLICK] Over two years, this was the culmination of my Empowerment journey at Autodesk. [CLICK] Being empowered to create and launch new solutions to drive team planning, collaboration, and knowledge management, and create measureable customer value. [CLICK]
- This is the topic of the main presentation. Driving success through inter-connected systems. [CLICK]
- To put our problem statement in context: [CLICK][CLICK][CLICK] Autodesk is a Large, / and sometimes fragmented / organization. Our institutional knowledge for customer success / lived in Many different places // which weren’t Always reliable or Interconnected. Content was always Hard to find. Different groups could Choose the systems that the used for communication // Thereby making Collaboration challenging. Teams and groups Operated in their functional Silos / with little crossover or collaboration. To remedy this, we launched Gainsight as a single source of truth for account information, and converged on Slack as our central place for collaboration. [CLICK]
- [CLICK] To support our Gainsight launch, we signed up with Guru to help drive clarity in our communications and documentation. [CLICK] We created all our support and enablement material in Guru, and drove the adoption through a dedicated Slack channel where all our users converged. [CLICK] Thanks to Guru’s great integration with Slack, we were able to leverage the best of both systems to drive their mutual adoption, as well as support our globally distributed end users. [CLICK] In our Guru repository, we have built Up to Date documentation about all our processes, our Active programs and offerings. If there is a question surfaced in Customer Success at Autodesk, we Intend to answer it with content from Guru. This mechanism is always helpful in Spreading Best Practices and Answering questions that are often repeated. We have now come to a stage where account team members Regularly bring up Guru cards to Answer questions from their colleagues. [CLICK]
- [CLICK] For our customer success organization, Gainsight is a required system for all customer success practitioners. [CLICK] To support our hundreds of users spread around the world, we leverage a dedicated Slack channel that we monitor constantly and update religiously. [CLICK] We have driven the adoption of Slack as a collaboration platform by delivering Gainsight support exclusively through Slack. [CLICK] All our customer success content is housed in Guru, which can be easily searched within Slack itself, or by using the browser extension. [CLICK] We answer all customer success questions by using Guru cards. Slack has therefore driven up our Guru usage. [CLICK] And finally, all the cards in Guru have a clear positive impact on Gainsight adoption, as best practices and enablement have been delivered at scale. [CLICK]
- [CLICK] [CLICK] As the mutual adoption cycle has continued, users have become accustomed to these interconnected systems. [CLICK] [CLICK] Through self service and community formation, we have been able to scale our enablement and support to hundreds of users globally. [CLICK][CLICK] We have created roles for power users and champions who have helped us drive further adoption. [CLICK][CLICK] Through these efforts and through the best practices we have developed, we see higher adoption rates on Gainsight, Guru and Slack month over month. [CLICK][CLICK] The three interconnected systems are creating mutual adoption and greater value together, in tandem. [CLICK]
- The key takeaways are: [CLICK] Develop a virtuous adoption cycle by integrating systems around key best practices. [CLICK] Create an internal culture of success centered around innovation and collaboration. [CLICK] The success of these key systems will reflect in the success for our real customers at large. [CLICK]
- Thank you for your attention. We can open the floor to some questions.