Home > KCS v6 Adoption Guide > Appendix C: Stakeholder Engagement Matrix

Appendix C: Stakeholder Engagement Matrix

Techniques to create and sustain stakeholder engagement in KCS, by adoption phase.

 

Audience Executives Managers Knowledge Workers Business Owners

Phase 1 -

Planning

  • Develop the Strategic Framework
  • Engage C-level executives in Strategic Framework 
  • Review cost benefit analysis and baseline measures
  • Understand the timing of benefits
  • Understand the impact of self-service success on traditional measures
  • Support the introduction of new measures for the health and value of support, and set C-level expectations for new measures
  • Contact references (executives at other companies who have been successful)
  • Fund and support KCS Council and the coaching program
  • Representative managers involved in KCS Design Session and adoption planning
  • Receive KCS overview and information about how it will help them
  • Help with identification of early adopters and KCS Coaches
  • Receive KCS  overview and information about how it will help them
  • Representative knowledge workers involved in KCS Council participate in KCS v6 Practices Workshop and Design Session 

 

  • Representative managers participate in KCS v6 Practices Workshop and Design Session
Audience Executives Managers Knowledge Workers Business Owners

Phase 2 -

Adopting

  • Review Strategic Framework
  • Receive regular updates on the status of adoption activities and success stories
  • Build relationships and communicate with Business Owners about the value of article reuse reporting and root cause analysis
  • Advocate the value support creates for the business (to C-level executives)
  • Align Director goals and measures (VP direct reports) to re-enforce/recognize KCS behaviors and contribution
  • Support KCS assessment program for teams (KCS Council manages and evolves)
  • Review plans and reporting to support new value-based measures 
  • Receive training on KCS concepts and new performance assessment model (old measures can disrupt KCS success)
  • Align team goals to reinforce and recognize KCS behaviors
  • Celebrate achievement of KCS licensing levels (recognition of those who earn license)
  • Support KCS Coach activities
  • Coaching for managers
  • Management representation on the KCS Council (selection and/or rotation)
  • Attend KCS training and get a KCS Coach
  • Share anecdotes about success
  • Recognition for achievement of KCS licensing levels and creation of value in the knowledge base
  • Periodic status updates on progress
Audience Executives Managers Knowledge Workers Business Owners

Phase 3 -

Leveraging

  • Review reports on the benefits: performance against baseline measures
  • Review top reused article report with analysis
  • Implement the new measurement model for self-service measures and cross-functional measures (time to cure)
  • Acknowledge KCS impact and value in communications (news-letters, all-hands meetings)
  • Advocate for the value support creates for the business
  • Review new value-based measures with C-level executives
  • Support the KDE program
  • Review analysis from the New vs Known studies done by KDEs
  • Training on new measurement model
  • Develop team measures
  • Provide constant feedback to knowledge workers on the impact of their knowledge contribution
  • Acknowledge knowledge workers who are creating value
  • Review article reuse reports - both internal and self-service.  (Knowledge workers must be able to see the impact of their contribution.)
  • Receive feedback from the AQI and PII reviews
  • A few knowledge workers take on the role of KDE 
  • KDEs review article reuse reports and analysis with Business Owners
  • Develop plans for root cause analysis and corrective actions for pervasive issues 
Audience Executives Managers Knowledge Workers Business Owners

Phase 4 -

Maximizing

  • Review/update Strategic Framework
  • Review reports on customer success with self-service measures and a summary of top reused article (internal reuse and customer use) reports
  • Review cross-functional measures (time to cure)
  • Acknowledge KCS impact and value in communications (news-letters, all-hands meetings, ops review with C-level)
  • Advocate for the value support creates for the business
  • Review analysis from New vs Known study
  • Celebrate customer success with self-service
  • Celebrate changes in the products, services, and/or policies due to patterns in the knowledge base
  • Acknowledge knowledge workers who are creating value 
  • Access to internal and external reuse reports
  • Acknowledge contribution to self-service success
  • Visibility to and acknowledgement for changes in product due to patterns in the knowledge base (their contribution)
  • Review information about self-service activity patterns, trends and customer feedback
  • Review information about community activities: patterns, trends, and sentiment

 

You Know You Are Doing KCS When...

Phase 2 Benefits: operational improvements

  • Knowledge workers integrate use of the knowledge base into their problem solving process 
    • It is a faster way to identify known issues
    • Access to others' experience helps them solve new issues faster
    • Creating and maintaining articles in the workflow takes zero (0) incremental minutes 
  • Percentage of problems recognized as "known" doubles
  • Average time to resolve drops by 20-50%
  • Support capacity increases by 20-50%
  • The biggest cynics become KCS advocates because they have “experienced it”
  • Knowledge worker morale is at an all-time high
  • Turnover rate is at an all-time low
  • Peer pressure becomes a primary motivator: knowledge workers don’t tolerate their peers messing up the knowledge base

 

Phase 3 Benefits: leverage knowledge to improve self-service and the business

  • 90% of customer usable content is published to the web when the resolution is known (90/0)
  • Customer use of and success with self-service is over 70%
    • Content in the customer’s context
    • Self-service design: choices on how to find content (browsing and searching) and no dead ends
  • The work in the support center shifts from mostly known to mostly new
    • Perceived incident complexity in the support center increases
  • Knowledge workers are spending a higher percent of their time on new, challenging issues
  • Support process evolves to a non-linear, collaborative network

 

For more information the organizational benefits and measures of KCS please see the Measurement Matters paper.

Last modified

Tags

This page has no custom tags.

Classifications

This page has no classifications.