member update - consortium for service innovation · • kcs measures (irvine, ca, october 28-30,...
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Member Update December 16, 2015
Board of Directors
• Brad Smith – (President) Sage North America
• Tom Brennan – (Vice President) Avaya
• Steve Young – (Treasurer) Cisco
• Dave Cutler – Venify
• Atul Nanda – Salesforce.com
• Stephenie Gloden – Apollo Education Group
• Doris Jurisson – DTCC
• Greg Oxton – Consortium 2
© 2015 Consortium for Service Innovation
Getting Things Done…
• Our speed and success is a function of the courage of our members. – Innovation is doing things no one else has done before
• Events – Web sessions: 6-8/year – Team meetings: working sessions, 6-8/year – Leadership Committee meeting: 1/year – Annual Member Summit: 1/year, spring – Annual Executive Summit: 1/year, fall
• Member services – Briefings, workshops, assessments on: KCS, Intelligent
Swarming, Leadership for Service Excellence
3 © 2015 Consortium for Service Innovation
Consortium’s Work: ���The Five Initiatives
Consortium’s Work
KCS Success and Evolution
Intelligent Swarming
Communities, Social Networks
and Support
Customer Success Initiative
Leadership Framework for
Service Excellence
4 © 2015 Consortium for Service Innovation
Consortium 2015 Events
5 © 2015 Consortium for Service Innovation
• KCS Adoption and Success: Evolve Loop (Aix en Provence, FR, November 9-10 2015)
• KCS Measures (Irvine, CA, October 28-30, 2015)
• Customer Success Initiative (Wellesley, MA, September 9-11, 2015)
• KCS Town Meeting (Andover, MA, July 23, 2015)
• KCS Adoption and Success: Solve Loop (Amsterdam, NL, June 25-26, 2015)
• Intelligent Swarming (Raleigh, NC, June 10-12, 2015)
• Discovery Summit: Data Science Meets Customer Experience (San Jose, CA, June 2-3, 2015)
• KCS Adoption and Success (Phoenix, AZ, April 15-17, 2015)
• The Evolution of KCS (San Francisco, CA, February 11-12, 2015)
• Convergence: Communities, Social Networks, and KCS (Austin, TX, January 14-16, 2015)
• Member Summit, Executive Summit, and three Web Sessions
Consortium’s Work: ���The Five Initiatives
Consortium’s Work
KCS Success and Evolution
Intelligent Swarming
Communities, Social Networks
and Support
Customer Success Initiative
Leadership Framework for
Service Excellence
6 © 2015 Consortium for Service Innovation
KCS Success and Evolution
• Member Adoption and Success – Ongoing support for members on the KCS journey – Based on what we know and current best practices
• KCS v6 – Identify and clarify updates for the KCS Practices
Guide – Moving from “Knowledge-Centered Support” to
“Knowledge-Centered Services”: defining KCS principles and practices as a generic knowledge management methodology.
7 © 2015 Consortium for Service Innovation
KCS Adoption and Success Events
• KCS Adoption and Success: Evolve Loop (Aix en Provence, November) – Measurement framework, evolution of KDE role, KCS Council structure, New vs. Known
study, Evolve Loop practices, optimizing the support network
• KCS Measures (Irvine, CA, October 28-30, 2015) – KCS Dashboard (Sage), Measurements & Data-Driven Coaching (Avaya), Management
dashboard (Oracle), Text Analytics for Linking Accuracy (Oracle), Knowledge Improvement Process (Dell), Effectiveness of Content Consumption/Self-Service (Dell), Customer Success with Self-Service (Oracle, Sage), Measurement Framework, Gamification of KCS
• KCS Town Meeting (Andover, MA, July) – KCS Successes and Challenges, KCS at Polycom, Open Space: Articles vs Product
Documentation, coaching, measures, customer experience across social media, building and maintaining KCS momentum
• KCS Adoption and Success: Solve Loop (Amsterdam, June) – Adoption experiences from Ericsson, SDL, NNIT, Avaya, PTC, Autodesk, benefits of
certification, Self-Determination Theory (Tell Tales Consulting)
• KCS Adoption and Success (Phoenix, AZ, April 15-17, 2015) – KCS across the organization (inContact, Salesforce.com, Apollo Group), updating the
Sustaining KCS Matrix, KCS Adoption program (Sage), licensing and certification, change management (OKAS Consulting), coaching, Social Network Analysis, building a KCS Center of Excellence
8 © 2015 Consortium for Service Innovation
KCS v6
• Scope – KCS is about knowledge management practices –
how to create and maintain content – Intelligent Swarming is about collaboration –
facilitating interaction between people – Communities, social networks, and support is about
extending our reach, relevance and diversity
• KCS v6 – going generic – Applying the KCS principles and practices to any
knowledge/information intensive environment (no case)
9 © 2015 Consortium for Service Innovation
KCS v6 Events
10 © 2015 Consortium for Service Innovation
• KCS Measures (Irvine, CA, October 28-30, 2015) – KCS Dashboard (Sage), Measurements & Data-Driven Coaching (Avaya), Management
dashboard (Oracle), Text Analytics for Linking Accuracy (Oracle), Knowledge Improvement Process (Dell), Effectiveness of Content Consumption/Self-Service (Dell), Customer Success with Self-Service (Oracle, Sage), Measurement Framework, Gamification of KCS
• Discovery Summit: Data Science Meets Customer Experience (San Jose, CA, June 2-3, 2015)
– Perspectives from PTC, Sage, Salesforce.com, HP, Berkeley iSchool, Berkeley Haas, IBM, Virginia Tech, San Jose State University, VRM. First crack at building a framework.
• KCS Adoption and Success (Phoenix, AZ, April 15-17, 2015) – KCS across the organization (inContact, Salesforce.com, Apollo Group), updating the
Sustaining KCS Matrix, KCS Adoption program (Sage), licensing and certification, change management (OKAS Consulting), coaching, Social Network Analysis, building a KCS Center of Excellence
• The Evolution of KCS (San Francisco, CA, February 11-12, 2015) – Content continuum, defining a generic workflow, development of KBII, evolving the KDE role,
Article states, Sustaining KCS Matrix, measurement framework
Consortium’s Work: ���The Five Initiatives
Consortium’s Work
KCS Success and Evolution
Intelligent Swarming
Communities, Social Networks
and Support
Customer Success Initiative
Leadership Framework for
Service Excellence
11 © 2015 Consortium for Service Innovation
The Problem/Opportunity:
• 70% of the workforce is “disengaged” with the purpose, intent of the businesses they work for (Zuboff, Forbes)
• Companies use less than 40% of the skills they employ (Gallup, StrengthsFinder research)
12 © 2015 Consortium for Service Innovation
From Streaming to Swarming
• Old Model: Streaming
• New Model: Swarming
Level 1
Level 2
Level 3
Escalation based process
Collaboration based process
13 © 2015 Consortium for Service Innovation
What’s Different?
• The first person to work on the issue is the most likely person to be able to resolve it
• The person who takes the case owns it until it is resolved – Eliminate queue bouncing – Improve learning and skills transfer
• Support Analysts can find the best available person to help • Support Analysts can see work that is relevant to them • Measuring the creation of value (not activity) by individuals and
teams • Managers as coaches – not judges and not “owners” of the teams • Support organization functions as a single team of people with
various skills who collaborate on resolving issues – No level 1/2/3, – No escalations within support
14 © 2015 Consortium for Service Innovation
Benefits!
• Skills growth, accelerate learning • Customer success and value realization
– Better customer experience, +7% in customer sat – A better way to deliver on our brand promise
• Improved resolution: – 27% reduction in call backs – 40% reduction in time to resolve – Handled 300K more case fewer headcount (attrition)
• Resolve multi-technology issues more quickly • Improve employee satisfaction/loyalty/engagement
15 © 2015 Consortium for Service Innovation
Lessons Learned
• Don’t over engineer the process or the tool – The people doing collaboration should be the ones to design and
own the process
• Culture change – Its ok to ask for help (support analysts, managers)
– Balance of individual outcomes and team outcomes
– 1st and 2nd line Management must shift mindset
• Consistency and communication – Hearing Vs experiencing (internalizing)
– Rate of change made it hard to keep everyone informed
• Collaboration – Not all issues are worthy of collaboration 60-70% solved with
initial swam (the customer and a support analysts) 16
© 2015 Consortium for Service Innovation
Intelligent Swarming Events
17 © 2015 Consortium for Service Innovation
• Intelligent Swarming (Raleigh, NC, June 10-12, 2015)
– Updates from Red Hat, PTC, and Cisco,, reputation model at Sage, knowledge capture as a by-product of interaction, Internet Identity and VRM projects, swarming and people profiles, reputation models and performance assessment, supporting roles for swarmers
• One Day Intelligent “Swarming Insights” Workshop Available
• Intelligent Swarming Design Session Available – Phase I: Initial Qualification
– Phase II: Organizational Analysis
– Phase III: Adoption Planning and Design
– Phase IV: Adoption Support
– Pilot in workshop and design session in Q1/Q2 2014
Consortium’s Work: ���The Five Initiatives
Consortium’s Work
KCS Success and Evolution
Intelligent Swarming
Communities, Social Networks
and Support
Customer Success Initiative
Leadership Framework for
Service Excellence
18 © 2015 Consortium for Service Innovation
Social Tenets
Monitor, Listen, Learn
Let Social Support Social
Improve, Inform,
Influence Customer Success
19 © 2015 Consortium for Service Innovation
Monitor, Listen, and Learn
• Text Analysis (Twitter, LinkedIn, Facebook…) – Mentions, Sentiment
• “The Know-Me Factor” – People profiles
• Identify, and listen to the “influencers” • Who in the organization is listening? Everyone!
– Identify liaisons in every function of the business; – Create a cross functional focal point “Social
Communications Center” or “Social 911”
20 © 2015 Consortium for Service Innovation
Let Social Support Social
• Pay attention to the health of the network – Community Health Index (see Dr. Wu’s paper)
• Nurture and enable - don’t manage, direct or filter
• Empower “value creators” (MVPs) • Recognize and nurture high value contributors (like
MVP, trusted partner or enthusiast designation) • Provide special/priority access for MVPs
• Don’t displace potential “MVP contribution” with employee contribution
• Have a policy/criteria for when employees can/should intervene – Posts not responded to in 24 hours (common practice?)
21 © 2015 Consortium for Service Innovation
• Get the issue into the best channel for resolution – To the extent possible, design the user interface to help guide
users into the best channel based on their intent/need. – Respect customer preference for point of entry – Promote the use of the channel that is best suited, most
effective for analysis and resolution – Enable seamless/painless movement from one channel to
another, in support forum a “click to open ticket” (integrates the forum with the CRM/assisted model)
• Measure “channel effectiveness” and identify ways to make it easy for the customer to do the right thing.
22 © 2015 Consortium for Service Innovation
Let Social Support Social
Improve, Inform, and Influence
• Use social to inform people of things they value • Be careful not to encourage undesirable behavior or set
expectations you can not fulfill • Respond to the “right people”
– Cross-functional response capability – Don’t respond or encourage the “trolls”
• KM processes (KCS) – Solve loop - Capture, structure for reuse – Evolve loop – pattern, cluster, trend identification
• Monitoring Tools? – Some capability available but still requires human assessment/
intervention
23 © 2015 Consortium for Service Innovation
Social Engagement Journey���Building a Matrix
Stages
Focus Areas
24 © 2015 Consortium for Service Innovation
Consortium’s Work: ���The Five Initiatives
Consortium’s Work
KCS Success and Evolution
Intelligent Swarming
Communities, Social Networks
and Support
Customer Success Initiative
Leadership Framework for
Service Excellence
25 © 2015 Consortium for Service Innovation
Customer Success Initiative Events
26 © 2015 Consortium for Service Innovation
• Customer Success Initiative (Wellesley, MA, September 9-11, 2015) – Customer presence, Predictive Customer Engagement model, Customer Journey
Mapping at Eagle and Sage, Digitizing Support Services at PTC, Proactive Service Delivery at EMC, Correlating Customer Experience to NPS (Vector Business Navigation), Data Scientist Summit and T-shaped people.
• Discovery Summit: Data Science Meets Customer Experience (San Jose, CA, June 2-3, 2015)
– Perspectives from PTC, Sage, Salesforce.com, HP, Berkeley iSchool, Berkeley Haas, IBM, Virginia Tech, San Jose State University, VRM. First crack at building a framework.
Customer Experience… ���A Few Assertions
• Most support organizations sit on a gold mine of information about the customer’s experience
• But few companies leverage it
Gold mine of customer experience information!
• In high tech, the customer support experience is a top driver of customer loyalty
• Which translates to company profitability and revenue growth)
Customer experience is top driver of loyalty
• Customers are individuals who have an experience with or about a company
• Intersection of the individual’s intent and the brand promise
Definition and Scope:
27 © 2015 Consortium for Service Innovation
Customer Success Framework
Perspective, Strategy, Culture and Leadership
Touch Point Model and Outcomes
Techniques for Understanding and Improvement
Customer Success
Observe CX
Measure Impact of
CX
Analyze and Prioritize
Design Improvemen
t
Measure Impact
28 © 2015 Consortium for Service Innovation
Mechanisms
• Customer Presence – A persistent part of the conversation
• “Know-me Factor” – People profiles: reputation, skills, interests, preferences
• Interactions – Creation and maintenance of knowledge – Tools = value networks, CX mapping and social network analysis
• Double Loop Processes • Structure = Network
29 © 2015 Consortium for Service Innovation
A Generic Touch Point Model
GET Cycle
USE Cycle
Evolve/Renew
Need or Discover
Commit
Explore
Use
Optimize/Support
Set Up
30 © 2015 Consortium for Service Innovation
Influence customer behaviors • Retention (renewals and increase) • Acquisition (revenue growth) • Promotion (NPS)
Esteban Kolsky www.thinkjar.net
Continuous Improvement Model
Observe CX
Assess Impact of
CX
Analyze and
Prioritize
Design ���and
Implement
Measure Business Impact
Customer Perspectives
Company Perspectives
So What?
31 © 2015 Consortium for Service Innovation
Predictive Customer Engagement
• How do we provide information, that we have, that customers would value, but don’t know to ask for?
• Delicate balance between being helpful and being annoying
• Predict customer needs/interests from recent behavior – If you downloaded this information … you might also like this
information
• Characterizing customer based on their behavior – Engaged (safe), not engaged (at risk)
• A model….
32 © 2015 Consortium for Service Innovation
People
Devices, Systems (IoT)
Environment
Events from Everywhere
33 © 2015 Consortium for Service Innovation
The Event Loop���(A Loop)
People Product/ services Knowle
dge articles
Company/
organization
Work
Events
Action
Listening Posts
Communication Mechanisms
34 © 2015 Consortium for Service Innovation
The “Black Box”
Vendor Offerings
People Profiles
Knowledge Articles
Work or Tasks
Customer Entity
Data Assets
35 © 2015 Consortium for Service Innovation
Four Layers To The ���“Black Box”
Presentation
People
Product/ services
Knowledge
articles
Company
/organization
Work
Data
Analysis
Rules
36 © 2015 Consortium for Service Innovation
Impact Assessment
Engagement Assessment
Asset Quality
Rules Effectiveness
Analysis Effectiveness
The Improve Loop���(B Loop)
People Product/ services
Knowledge
articles
Company/
organization
Work
Event
Action
37 © 2015 Consortium for Service Innovation
Consortium’s Work: ���The Five Initiatives
Consortium’s Work
KCS Success and Evolution
Intelligent Swarming
Communities, Social Networks
and Support
Customer Success Initiative
Leadership Framework for
Service Excellence
38 © 2015 Consortium for Service Innovation
Leadership Framework Events
39 © 2015 Consortium for Service Innovation
• Executive Summit (Chatham, MA, Sept 30-Oct 2)
– Three questions of focus: 1. What evidence are you seeing of the "inversion" -
moving from a vendor-centric approach to a customer-centric approach?
2. How do we help middle management become change agents rather than change inhibitors?
3. How do we articulate the value of support outside of support? What measures do you report to the rest of the business?
A Operational Model
Technology Process
Business Model
People
Measures
Engagement Transparency Reputation Interaction
40 © 2015 Consortium for Service Innovation
Definition of��� Service Excellence?
Maximize customer-realized value through the use of our products and services. • Easy and seamless service integrated into the
context of use • Continuous improvement of the whole customer
experience
41 © 2015 Consortium for Service Innovation
Customer Realized Value?
Baseline for value? • Customer expectations for capability and effort
Minimize value erosion • Customer exceptions (issues): anything that disrupts the
customer’s ability to be successful: installation, usability, “how to,” configuration, inter-operability
Maximize value realization • Providing capabilities that exceed expectations • Accomplish things with less effort than expected
42 © 2015 Consortium for Service Innovation
Customer Realization ���of Value?
• Capability/functionality – Can I do what I expected to be able do?
• Effort – Does it take the amount of effort I expected it to
take?
• Brand promise – Is it the experience what I expected? – Do I feel trust, confidence, respect
43 © 2015 Consortium for Service Innovation
Time
Cus
tom
er V
alue
+
-
0 Customer
Expectations
Expectations Not Met
“Maintenance”
Expectations Exceeded
“Added Value”
Customer Value
44 © 2015 Consortium for Service Innovation
Time
Customer Expectations
Case/Incident Opened
Exception
Self-service and Forums
Integrated Resolution
* *
* * Value Erosion
Value Erosion C
usto
mer
Val
ue
+
-
0
45 © 2015 Consortium for Service Innovation
“Added Value”��� Reduce Customer Effort
Custom
er Effort
High
Low
Automation
Ease of use
Context sensitive help
Customer Expectations
46 © 2015 Consortium for Service Innovation
“Added Value”���Increase Capability
Custom
er Value
Low
High
Sense and respond to customer intent Learning
On-demand Functionality
Customer Expectations
47 © 2015 Consortium for Service Innovation
“Added Value”���What if we could Increase capability and
Reduce Effort
Custom
er Value
Time
Custom
er Effort
Low
High High
Low
Automation
Ease of use
Sense and respond to customer intent Learning
Context sensitive help
On-demand Functionality
ADDED VALUE
48 © 2015 Consortium for Service Innovation
Value Add Categories: ���Can We Maximize…
• Customer’s capability – Functionality that aligns with customer’s intent and
needs
• Customer’s efficiency – Promote optimal use – Improve navigation
• Ease of use, ease of doing business – Policies, processes for interaction
49 © 2015 Consortium for Service Innovation
The Value Stack
Customer’s Customer Success
Customer Success and Productivity
Predictive and Preemptive
Fix
Low
High
Low
High
Value
50 © 2015 Consortium for Service Innovation
Implications
• Trust – Customers will not share the information we need
to move up the value stack if …. They don’t trust us
– Employees who trust…. promote customer trust
– Do employees trust company leadership?
• Business acumen
– Employee skills and experience: do they understand the customer’s business
– Hiring and training
51 © 2015 Consortium for Service Innovation
Implications
• Co-creation factor – Customer’s are a critical part of value creation
– Customer presence in designing high value offerings, processes and policies is crtical
• Know-me factor – Know a lot about the people who are relevant to
creating value
• Employees
• Customers
• Partners 52
© 2015 Consortium for Service Innovation
2016 Events
Jan 21 Communication Effectiveness Web Session
Feb 3-5 KCS v6 Phoenix, AZ
Mar 16-18 Global, Multi-Channel Support Strategy Richardson, TX
Apr 19-21 22nd Annual Member Summit Orlando, FL
May 18-20 Social Media and Support San Francisco, CA
Jun 6-7 KCS Success and Intelligent Swarming Copenhagen
Jun 13-15 The Know-Me Factor: People Profiles Boston, MA?
53 © 2015 Consortium for Service Innovation
April 19-21 in Orlando, FL Leadership and Measures: Creating a Success Story
– KCS v6: What's New? – KCS Adoption: Maximizing the Benefits – Leading for Success – Measuring for Success
2016 Member Summit
54 © 2015 Consortium for Service Innovation
Consortium Resources
• Web site www.serviceinnovation.org – Our Work, Events, YouTube Channel
• Wiki – notes and presentations from work in progress and past events (great stuff!) – Members can contact us for access the wiki
• KCS Academy www.thekcsacademy.net – KCS Certifications for people – KCS Verified for products that enable the KCS workflow – KCS Aligned for tools and services that complement KCS
Verified products with specific capabilities
55 © 2015 Consortium for Service Innovation
KCS Resources
• KCS Practices Guide • KCS Adoption Guide • Measurement Matters • Case studies and additional resources • All of the above are free to download,
“right to use with attribution” • The KCS Academy
– A network of KCS practitioners – Certification programs
56 © 2015 Consortium for Service Innovation
The KCS Academy
Available KCS Certification programs: • KCS Practices v5 – for KCS Program Managers, KCS adoption
team members and 1st and 2nd line managers • KCS Publisher – for Support Analysts who are licensed to
publish articles visible to customers • Support Coach – for Support Analysts in the role of Coach • KCS Trainer – for internal trainers or external consultants
who offer KCS training • KCS Verified/Aligned – for tools and services that support
KCS
www.thekcsacademy.net 57
© 2015 Consortium for Service Innovation