Measures, Metrics & Madness

Background
For a few years now, leaders at customer support organizations have talked about moving customers from a ‘transaction-based’ service and support model to a ‘relationship-based’ one. This involves changing customers’ perceptions, from contacting you only when there are break-fix or how do I questions, to one that understands their business, including the technical and business context of their queries.

With this new approach, you don’t just wait for customers to contact you and then react. Your teams embed knowledge sharing into their practices to reduce or eliminate the ‘known’ issues that customers call about, leaving time for ‘new’ issues or queries that need a personal touch to resolve. You help your customers’ business become more successful by improving the way they use your products and services. This evolution in turn is an important first step in moving from
an expert for hire to a trusted advisor.

After early successes in this journey, many organizations run into a seemingly impenetrable wall. Your senior team ‘gets it,’ but this understanding does not seem to trickle down to most mid-level managers and frontline teams. You are able to get people to share knowledge to tackle the proverbial low hanging fruit (answers to simple issues or frequently repeated questions), but you can’t seem to convince other groups to share knowledge around complex and rarely-repeated processes.

Do they just not get it? What exactly is going on?

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Executive’s Guide to the few knowledge metrics that matter

This is part five of a six-part series on each of the Categories of Focus suggested by the new standard Open Customer Metrics Framework (OCMF). Learn more about this modern, open framework and its five categories of focus in my first post on this topic.

OCMF suggests that executives should spend about 20% of their time on knowledge management – the “Knowledge/Collaboration category”.

For those of you keeping score at the office, this is the *same* percentage focused on customers and employees. Yes, it is that important. Your employees know this.

Klever’s State of Knowledge Sharing 2016 survey asked the following question: “If people in your workplace were sharing knowledge as well as they possibly could, it would improve productivity by:”

Nearly 50% of respondents believe that their organization could be at least 30% more productive if they shared knowledge better. Think about that the next time you think knowledge management is too fuzzy a concept to address.

Continue reading “Executive’s Guide to the few knowledge metrics that matter”