Empowered Experts Everywhere

Empowering Experts Everywhere:

Practical ways this works in Customer Support/Operations

www.getklever.com

Feb 21, 2017

SIKM Discussion Phil VerghisCEO & 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

In the Intense Support Environment

Taking excellent care of customers consis-tently

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

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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

Increasing Customer Retention Rates by 5% increases profits by 25% to 95%

Fred Reichheld Bain & Company

Why Bother?

20% of your team’s workweek is spent looking for

internal information or trying to find someone who has the information

McKinsey

Massive Opportunity

“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/

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

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

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

www.serviceinnovation.org/kcs

Klever’s take onKnowledge Sharing

Create an environment where people want to improve information every time they touch it. Simply and joyfully, as part of their workflow.

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.

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

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

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)

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”

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.

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Free: Klever Content Standard

https://getklever.com/2015/09/09/sample-content-standard/

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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

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

• 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:

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:

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:

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:

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:

High Level Metrics

Category Definition Focus

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/Collaboratio

n

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:

“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

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:

Working Definitions & Tips

Level Zero SolvableThe 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

In the Intense Support Environment

Taking excellent care of customers consis-tently

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

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?

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What If

So we built it

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There Is No Platform That Addresses This

JHO-0781-2DM-3N

Klever Insight Answers 3 Critical QuestionsFor 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?

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.

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Here’s How

* www.OCMFgroup.org

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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

• Assessment and resulting recommendationsHP 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 doTyler Technologies gets 300% productivity improvement & 350% reduction in cost, all while increasing customer satisfaction(Case Study)

• Metrics FrameworkLed the formation of first-ever industry standard Open Customer Metrics Framework (www.ocmfgroup.org) with leading industry associations and enterprises

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How Do We Know It Works?

Klever Insight

Built On

Business Optimization Platform

BEHAVIORAL SCIENCE

KNOWLEDGE CENTERED SERVICE

SOCIAL PHYSICS

OPEN CUSTOMER METRICS FRAMEWORKOCMFGROUP.ORG

OPEN API

DEEP DOMAIN EXPERTISE

BENCHMARKINGMACHINE LEARNING

KLEVER’S LAW:TIME TO CUSTOMER VALUE

Open Customer Metrics Framework:www.ocmfgroup.org@ocmfgroup

https://getklever.com/library/ (Free stuff, no registration required)

Klever 2016 Knowledge benchmarkhttps://getklever.com/benchmark-report-the-state-of-knowledge-sharing-2016/

Phil VerghisCEO & co-founder

www.getklever.com

www.linkedin.com/in/philverghis @phil_Verghis

@getklever41

Questions? Comments?