What does Drinking Champagne have to do with building modern enterprise software?

When we brought together leading organizations and leaders in companies to create a modern, open, balanced measurement scorecard — the Open Customer Metrics Framework (OCMF) — there were some measures we called ’emerging measures’. These are measures we felt were important, but we didn’t really have specifics on how to capture them. I’ll walk through one of the more intriguing ones, and how we use this internally at Klever Insight.

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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.

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Executive’s Guide to the few ‘business’ metrics that matter

This is part four 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 30% of their time on the needs of the business – the “Business Category” — which we’ll walk through here.

Leading customer success and support organizations have realized that we have fixated on cost and efficiency at the expense of a superior customer (and employee) experience or the value delivered. This is one category where we should pull back on some of what we currently measure and report on, to free up mind share to think about and act on some of the other categories of measures.

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Klever’s Law: Time to Customer Value

Want to know perhaps the simplest, most powerful measure that aligns every customer-facing department with the customer? Time to Customer Value.

Here is how to calculate it.

Time to Customer Value = Time to Value (before sale) + Time to Value (after sale) + Time to Smile (after interruption).

Measured in days. If your Time to Customer Value is zero or even negative (days), you are doing really well.

Let’s break this down.

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