Knowledge Centered Support KCS Knowledge Management Framework – Chapter 1 – Part 1


Welcome to the future of Knowledge Management
for the arena of Service Support. I’m Paul Jay, and I’ll be guiding you
through a Knowledge Management Framework called Knowledge Centred Support, KCS for short. So lets get started. Support Organisations are under continuing
pressure to deliver greater levels of service while, at the same time, reducing operational
cost. More For Less! Is the common catch phrase. Higher Availability,
Easier Accessibility, faster turnaround times,
Cheaper prices All While trying to keep up with Current Technology
trends. Talk about pressure! The landscape of Technology is not only growing
in width, breadth, diversity and capability, but also Complexity. Think about how difficult this could be for
IT Managers, trying to source with the appropriate skills and knowledge to provide the desired
support. Then, Once you’ve obtain those resources
, the next hurdle is trying to capture, structure and store their knowledge in way that it can
be reused and shared throughout the support organisation. Additional critical resources like the technology
platforms, licensing, training programmes, and consultancy services are also on the rise. There’s definitely the need for some creative
thinking coupled with some innovative action to ensure IT Support Organisations remain
competitive, efficient, effective while maintain service quality. So this is a day in the life of a support
organisation! • Increasing Demand
• Increasing Complexity • Rising Costs
• Decreasing Budgets And they’re supposed to do this with a smile!
Fore mentioned “Yes sir, let me read back your request:
You’d like to grab me by the juggler and squeeze until I experience a system outage”.
“Yes mam, I do understand English” “you’d like to sue me, my children and
my grandchildren” “No I haven’t actually been called that
one before, and I’d like to commend you on your choice of words”. “Talk about glutton for punishment!” Now when considering aspects Service Support,
I’m sure you’ll agree that Knowledge is the top of the list. In fact it’s the only
product produced by support areas. Think about it…. In 1992 the Consortium For Service Innovation
created Knowledge Centred Support ‘KCS’ for short. The Consortium for Service Innovation is an
alliance of customer service organisations who work together to solve challenges that
the industry faces. To learn more about the Consortium for Service
Innovation or to download the KCS practices guide, visit their website by entering this
URL. Based on the premise that Knowledge is a Support
Organisations primary asset, their first challenge was to come up with
a methodology and framework based on the best practices to capture, structure and reuse
knowledge. Members of the Consortium have invested a
tremendous amount of money and effort to deliver KCS in its current form. It’s been estimated that collectively, that
over $50 million dollars has been invested so far and this is excluding the money invested
in Technology, but the collective savings have been estimated
be over 2 billion dollars! So 50 million to get 2 Billion, now that’s
Pretty Compelling! Now there are Four basic concepts that are
central to KCS. 1. The first is that knowledge content is
created as a by-product of solving issues. Think of it as conveyor belt,
Customer Queries come in through the service desk,
escalates though the support chain , who interact with it until a suitable solution
is found, to satisfy the customer’s needs. So It starts off with:” I don’t know”,
then “Let me find out”, to “May be this”, and “maybe that”,
and finally “Ahh Ha! that seemed work”, “yes it worked”,
“solution found!” So the output of the conveyor belt is a happy
customer, but also, a shinny new Knowledgebase Article generated by the support process,
One that can be re-used immediately the next time the same query comes to the Service Desk. 2. The second concept is: Evolve Content based
on Demand and Usage: Not every Knowledge base article needs to
be reviewed. You only need to review the ones that are being used. This is simple but profound.
The best time to do this is when people actually use it. Support analysts are expected to validate
and review the knowledgebase articles before applying to the customers situation. So in
essence ‘Reuse becomes Review’. This reduces the risk of requiring dedicated resources
to review knowledgebase articles that are not providing value. Saving time and money.
The review task is distributed to many bodies throughout the support organisation, each
interaction with the knowledgebase validates its accuracy and in essence performs a review.
So only the highly used knowledge articles are updated. Any knowledge base articles that
are not used, need not be reviewed but rather after an agreed idle time, can be retired. 3. The third concept is that we should Develop
a knowledgebase of our collective experience to date.
Knowledge is never complete, nor 100% accurate, but rather it is “What our organisation
knows to date”, or “our collective experience to date”. There’s always a new perspective,
a new situation, or a new technology being released into the customers environment. Because
of this we are committed to the fact that we will need to continue to capture and update
the knowledge stored in the knowledgebase. Have a clear Understanding of this, avoids
the unrealistic expectations of perfect, pristine knowledge. But rather sets the expectation
of all support analyst to continually improve the knowledgebase, by correcting errors as
soon as they discover them. 4. And finally, we should Reward learning,
collaboration, sharing and improving. Demands that Knowledge be treated as an Asset,
and States that it is Everyone’s Responsibility to participate building this asset.
KCS Removes Knowledge Silos by rewarding those who share and contribute to the knowledgebase.IT
removes Knowledge silos and bottlenecks, like the Expert Vetting process, but rather promotes
knowledge for all to interact with. its a culture shift , it’s a movement away
from Call Centric Focus to Knowledge Centered Focus. Support staff are no longer employed
as traditional ‘Support Analysts’ but rather ‘Knowledge Agents’, and are required
to capture the knowledge the organization does not yet have. Heroes or Standouts in
your team, are no longer those who possess the knowledge to resolve things that others
can’t, but rather those who empower others by sharing that knowledge. Organisational
and Team Scorecards as well as individual performance appraisals should be updated to
contain Knowledge Objectives, KPIs and Metrics.

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