where is the “knowledge” for the knowledge worker?
Post on 25-Feb-2016
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Where is the “Knowledge” for the Knowledge Worker? Carl Ascenzo CEO & Consultant
Companies go through great effort and expense to recruit, train and retain employees for operational jobs such as customer service and back office
operations. Unfortunately important interpersonal skills such as professionalism, attitude, empathy and communication are often sacrificed
for technical skills. Why? Because the challenge with technical competence often lies with the ability to memorize vasts amounts of
information, complexity, multiple information sources and systems, and is further hindered by change, incomplete documentation, and flawed policies and
procedures.
Technology has helped with the “work” component. Technologies such as automated call routing, interactive voice response, business process
management and customer relationship management are a few examples. Companies should now focus on the “knowledge” part of the equation by
proactively driving context-sensitive information to employees when, where and how they need it. Unfortunately most content and knowledge management
systems don’t have this capability. Methodology and systems are now being introduced to compliment the work technologies, by providing real time
knowledge deployment.
Introduction
… and why is this important?
…for improved business operations performance is unrelenting and constant.
DEMAND1
why is this important?
OBSTACLES…limited qualified labor, more
products/policies/procedures, new systems, increasing regulations,
heightened risk management, accelerating change and complexity.
2
Can’t Absorb…Overwhelmed
Can’t Find…Frustrated
Can’t Execute…Confused
Which means…
Resulting in underperformance….
….and a direct impact on profits
More ErrorsWasted Time Stress & Turnover
Components of S&P 500 Market Capitalization1973 – 2007 (OCEAN TOMO)
Market Premium: No Book Value Intangible Asset Book ValueTangible Asset Book Value
…. intangible capital with no book value dominates value creation
“Structural Capital”, particularly knowledge and business practices,
is a largely untapped corporate asset.
Structural Capital(Processes, Information, Knowledge, Practices)
Human Capital(Competencies, Experience, Skills)
RelationshipCapital
(Customers, Vendors, Partners)
Intangible Capital with No Book Value
I-Capital Advisors
Challenges to optimizing structural capital• Many enterprises do not think about structural capital
and its impact on customers or costs• Eliminating all complexity is not practical, yet not dealing
with it isn’t an option• Organizations assume knowledge management includes
knowledge delivery• Traditional training emphases memorization, versus
ongoing support and can’t keep pace with change• Adults learn best by doing; at that moment they have a
high interest in the task, situation and related concepts
average 10+ windows running simultaneously
Words: 34,768
↑ complexity
= indigestible
Page: 13 of 145
Technology Dilemma• BPM and CRM are architected for moving a transaction
(data) on a path of tasks through a process• Document Mgmt and Content Mgmt are architected to
store information in a catalogued way• Knowledge Mgmt and Collaboration are architected to
facilitate team creation of work artifacts• Search is unpredictable in accuracy, granularity, speed• As transaction processing differs from data warehousing,
knowledge delivery has to differ from Knowledge Mgmt
evolution of systems
< 1980 1985 1990 1995 2000 2005 2010 >
Spee
d to
Info
rmat
ion
Search
Imaging
Workflow Management
Paper Files
Electronic Document
Management
Content Management
Business Process
Management
eLearning
Enterprise Portals
IntranetKnowledge
Management
Business Practice Guidance
p a s s i v e v e r s u s a c t i v e
CRM
HELP
Collaboration
Solution: Business Practice Guidance (BPG)
To navigate through complexity faster and accurately without disrupting
underlying business and technology systems.
Business Practice Guidance is the capability to proactively
drive real-time, accurate, context-relevant knowledge and
information to employees when, where, and how they need it.
BPG improvement – operations
• Incorrect handling• 60 – 90% reduction
• Average handle time• 10 – 30% reduction
• First call resolution• 20 – 40% improvement
• Escalation to expert• 40 – 70% reduction
• Improves quality• Reduces errors• Improves consistency• Increases productivity• Reduces risk• Improves overall customer,
employee experience• Simplifies complex processes• Turbo charges existing IT
BPG improvement – compliance
• Enables “active” adherence to policies, regulations, procedures
• Enforces appropriate controls at all business levels• Enhances risk management• Provides audit capability• Immediate availability of additions & revisions
BPG improvement – knowledge deployment
• Delivers knowledge and information that is not operational
• Captures knowledge in a structured way• Makes knowledge useful• Effectively maintains knowledge• Timely distributes knowledge
BPG improvement – learning & development
• Formal classroom training• > 50% reduction
• Initial & ongoing time to competency• 50 – 80% reduction
• Effective on job training and support
• Improved staffing flexibility
• Improved attrition• Reduced complexity &
burnout• Faster adoption of business
and systems change • Improved employee
satisfaction & engagement• Transforming without pain
case study: banking
Significant increase in productivity (table on next slide)
91% reduction in non-lending losses
40% to 60% increase in employee engagement
99% on-time service score 99.9% transaction accuracy score Faster implementation and ROI in
rollout of 4 major systems
Financial Services
case study: banking
BEFORE AFTER
(continued)
case study: health insurance
Search times reduced 94% (from 120 to 7 seconds)
10% reduction in customer hold time 20 second reduction in average
handle time Significant decrease in Help Line calls 80% CSR engagement in continuous
improvement New hire attrition rate reduced 26%
Health Insurance
• British Telecom – order management
• National Australia Bank – call center & back office
• Blue Cross NE Pennsylvania – member service
• Caterpillar – dealership operations
• Hewlett Packard – sales & service
• Stellar – call center & BPO outsourcing
• Celgene – risk management
Early Adopters
“Structural Capital”, particularly knowledge and business practices, is a largely untapped corporate asset.
For many enterprises…they do not think about complexity, its impact on customers or costs.” – Mark McDonald, Gartner.
Adults learn best by doing things, so providing learning at the moment of need is a highly leveraged technique. – Gloria Gery
Eliminating all complexity is not practical; dealing with it is not an option and needs to be a core competency for every organization. – Delphi Group
Business Practice Guidance, proactively drives accurate, context relevant knowledge and information to employees when, where and how they need it.
BPG is not Help, Search, BPM, CRM, CM or KM - BPG leverages these capabilities to increase operational performance.
Summary
Carl Ascenzo CEO & ConsultantO: 978.283.0408M: 860.716.5893Carl@AscentionConsult.com
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