Knowledge management. We all want to do it, but few really do. Finding the time for it is difficult in busy times. And how do we motivate people to share their knowledge without making them feel they give away their most important asset: what they know that others don’t.
Knowledge Centered Service, previous Knowledge Centered Support, is the answer to these questions. The methodology not only explains how to embed demand-driven knowledge creation and maintenance into the process of interacting with customers, it also helps you to prepare the required organizational and cultural changes. Measuring performance and customer success are also key elements of the methodology.
We look critical at the value that our services add to you as our customer. A KCS project we carry out should add value to your service organization as well as to your customers. From experience we learned that that value can be compiled into the following five value drivers:
Optimize IT Costs
How do you optimize resource allocation, proficiency and employee retention through knowledge management?
How do you unlock the organizational knowlegde to improve customer enablement and get instant feedback on customer experience?
Increase Business Value
How do you improve customer experience through self-sufficiency by sharing contextual relevant knowledge?
How do you secure the organizational knowledge and prevent knowledge drain by making it explicit and searchable?
Assure Quality of Service
How to ensure consistent service support while increasing the capacity to handle business critical requests?
Our approach is aimed at defining projects with you, based on our clear Knowledge Centered Service (KCS) vision that lead to a gradual introduction of knowledge management at your organization. We believe in short, pragmatic projects that deliver clear results.
Our KCS projects consist of the following steps:
- The first step is to perform a KCS assessment with you. During this assessment we look at how your organization currently handles knowledge and knowledge sharing and what the advantages would be for your organization if you were to adopt the KCS method. Data is also collected in order to quantify the benefits of KCS in a business case that is specific to your company. This phase ends with a presentation to the executive team about what the method could mean to your organization in qualitative and quantitative terms.
- The foundation for the KCS adoption is laid during the second step. After approval of the project by the executive team, the core team is trained in the KCS method, and the contribution that the project must make to the company's goals is established within a strategic framework. The various deliverables for the project are also defined during this step, such as the communication plan, the content standard and the adoption strategy, which are assigned to the members of the core team.
- In step three a pilot group is selected in order to put the method into practice. Experience has shown that adopting this method in various phases is the most successful implementation method. The pilot group is trained in the method and the various roles and goes to work on the content standard and the other deliverables.
- In step four the experiences of the pilot group are evaluated and follow-up groups are selected to continue to roll out KCS at the organization in consecutive "waves". The pilot group further develops through training provided by coaches and knowledge domain experts and by working on performance indicators.