Successful Change Management in Content and Knowledge Management

It is getting more unlikely to find paper documents in filing cabinets or electronic documents in shared network drives. Filing cabinets and shared network drives have been replaced by content management systems, knowledge base application, and collaboration tools in majority of organizations.

At a certain point, it's inevitable that organizations have to make adjustments to keep up with the times. users must constantly adapt to the tools of an evolving world. After all, if customers are using advanced technology, it makes sense that companies should be interacting with them using tools that are up to date as well.

If technology adoption is to have an effect on an organization, users' commitment becomes a required element. But getting that kind of cooperation is not always a simple task. Users might not immediately take to the new processes without some resistance.

Though it's counter-intuitive that anyone would resist technology designed to make their job easier, the resistance is unavoidable element of content and knowledge management initiatives. Organizations should anticipate a number of challenges and do their best to ease their users's resistance through the transition and change management.

Drawing from our 16 years of experience successfully managing user adoption and change management in content and knowledge management initiatives, these are our guidelines for organizations to overcome challenges in these areas.

1. Communicate the Goals

There may be myriad practical reasons for why the change in how your organization manages its content needs to be put in place. Before proposing any major change, establish clear reasons for why the change is being proposed, and how it is going to enhance users' experience.

For users to understand how technology is going to help them, they need to understand what their future will look like with this technology in place. What it amounts to is if you can't articulate the benefits of making the change, you have no business of making this change.

It is very important to create a consistent narrative that instills confidence in users as well as the language you use to deliver this narrative to users. Avoid using the term "change management". The reason is that employees hear "change management" as "Whatever you have done until now is wrong, and now we are going to put you on the right track." That is not a good message.

You may want to use the term "cause management" which attributes any need for adjustment within a company to a cause. Under this approach, organizations would make an effort to craft a story that communicates the idea that this is the outcome that will best benefit the company.

Highlighting what is not going to be changing can be a source of encouragement for users. This way you are introducing a consistency while asking users to evolve.

2. Fear of Change is not Necessarily Fear of Technology

Technology itself is not usually the reason that employees are resistant to change. People are becoming less resistant to using technology. Problems begin to surface when employees are not given enough notice about what technology they are expected to use.

Even before it's been decided which technology organizations have settled on, organizations should give their employees an outline of the problems they are trying to fix. This would give them the opportunity to provide input and make suggestions about what types of processes they would like to see streamlined and how they envision their ideal work environment. Though organizations might not always have the budget for what the employees have in mind, they will at least be involving them and making them feel as though they are part of the equation from the outset.

Also important is that workers are given the time to develop the kinds of skills necessary to make full use of technology. It takes employees some conditioning to see how new technology and procedures can be of aid to them. If you can be proactive about teaching people these new skills and how to use the technology in small segments, this definitely can accelerate the change.

3. New Technology Can Bruise the Ego

All employees are proud of their work. They like to feel as though they possess an innate talent, and that there's a reason they're doing what they've chosen to dedicate so much of their time to. Regardless of age or experience level, there are certain natural emotions that might come into play when companies are proposing changes. If employees are led to believe that so much of what they spent a great deal of time mastering can be transferred to anyone with an ease, they might resent it on an emotional level that they might not even share.

Thus, it would be a good idea to communicate how the technology is going to help them work together and be more connected.

4. Technology is not Only for Managers

It goes without saying that technology should never force people to do more work than they are already doing. If you force people to use a system that is making their jobs worse, they' are going to do everything they can to avoid it.

Employees should never feel as though technology is being deployed solely for the benefit of the managers. Granted, content management system provides managers with more visibility into work processes, but the central message managers should be sending is that the technology is there to help employees do their jobs better.

It is helpful to illustrate that higher management is using the technology as well, for the sake of driving home the idea that the technology is being universally adopted by the organization.

5. Deploy Gradually

When it comes to deploying the systems that employees are going to be using regularly over an extended period of time, it is a good idea to steer clear of an abrupt implementation in favor of a more gradual one.

Use Pilot Periods. During these periods, a small subset of the company is selected to test the technology and share its experiences with the others. Keeping employees updated via email, meetings, or through other internal communication channels can be helpful, as it also lets people know what to expect. Likewise, getting user testimonials and videos in which those who have piloted the product attest to its benefits could prove useful.

However, it's important to be all-inclusive when deciding who is going to be participating in such trial periods. While it might be tempting to recruit the most enthusiastic and vocal representatives of a company to test the materials, it might be a better idea to go for a mix to act as testers. Use a subset of users that will represent those who are ultimately going to be expected to use the new technology. Of course, asking volunteers to step forward is advised, but testers should also be drawn from a segment of those who are not as keen on trying it.

Including people who are not technology experts is a good idea, because it helps drive home the point that anyone can use the solution effectively. It also reinforces the idea that there will be support and training opportunities available.

If the right group of people is selected for the pilot program, they can generate excitement about the system and show how the program has helped them do their jobs.

One small factor to keep in mind about the pilot period, however, is the capacity of the system. Since the entire program will eventually be inhabited by more users, the experience that the small subset reports might differ from the one that is waiting further down the line. For example, a system that works fine when you have ten users on it may not work as quickly when there are 200,000 users connected to it. You need to be able to account for things like that.

6. Maintain the Change

Change management is not as simple as preparing employees for the transition that is about to be introduced. It has just as much to do with ensuring that employees don't revert to outdated and inefficient methods as it does with ensuring that people begin to use it. Managing resistance is a process, not a series of events.

Because it's a process, managers should be very careful to communicate the fact that the improvements might not come all at once, but rather in small increments. Incentives can also act as fruitful aids in encouraging adoption. For this very reason, gamification applications have been gaining popularity because they allow employees to compete against one another and display to the rest of the company how well they have done by showing off their achievements.

It is important to build employees confidence and a positive environment. Set specific event days to encourage the use of the new technology. Typically held once a month, these are known as blitz days. The idea is to set aside a time period during which everybody is forced to use the technology in a fun environment. At the end of the day, the users share those results. The goal is to say that if this can be done on one particular day, why can't it be done every day? Over time, the benefits of these events could be substantial.

Change is ongoing. As time goes on, the window for change for technology is becoming much narrower than it used to be, with updates occurring far more frequently. For some people, it might seem that just as they are getting used to one change, another one is on the way. Organizations need to create an infrastructure that better supports that.

Characteristics for Driving Change

• Be outwardly focused - avoid being locked into one area of the company. Look for ways to make an impact across organizations.
• Be Persuasive - be clever and persuasive enough to gain the support of users.
• Be Persistent - do not give up. Constantly work through the channels of the organization to ensure that new systems and processes are factored into organizations' way of work.

Better Business Operations with Better Data

Businesses today understand that data is an important enterprise asset, relied on by employees to deliver on their customers' needs, among other uses of data such as making business decisions and many others.

Yet too few organizations realize that addressing data quality is necessary to improve customer satisfaction. A recent Forrester survey shows that fewer than 20% of companies see data management as a factor in improving customer relationships. This is very troubling number.

Not paying attention to data quality can have a big impact both on companies and the customers they serve. Following are just two examples:

Garbage in/garbage out erodes customer satisfaction. Customer service agents need to have the right data about their customers, their purchases, and prior service history presented to them at the right point in the service cycle to deliver answers. When their tool sets pull data from low-quality data sources, decision quality suffers, leading to significant rework and customers frustration.

Lack of trust in data has a negative impact on employees productivity. Employees begin to question the validity of underlying data when data inconsistencies and quality issues are left unchecked. This means employees will often ask a customer to validate product, service, and customer data during an interaction which makes the interaction less personal, increases call times, and instills in the customer a lack of trust in the company.

The bottom line: high-quality customer data is required to support every point in the customer journey and ultimately deliver the best possible customer experience to increase loyalty and revenue. So how can organizations most effectively manage their data quality?

While content management systems (CMS) can play a role in this process, they can't solve the data-quality issue by themselves. A common challenge in organizations in their content management initiatives is the inability to obtain a complete trusted view of the content. To get started on the data-quality journey, consider this five-step process:

1. Don't view poor data quality as a disease. Instead, it is often a symptom of broken processes. Using data-quality solutions to fix data without addressing changes in a CMS will yield limited results. CMS users will find a work-around and create other data-quality issues. Balance new data-quality services with user experience testing to stem any business processes that are causing data-quality issues.

2. Be specific about bad data's impact on business effectiveness. Business stakeholders have enough of data-quality frustrations. Often, they will describe poor data as "missing," "inaccurate," or "duplicate" data. Step beyond these adjectives to find out why these data-quality issues affect business processes and engagement with customers. These stories provide the foundation for business cases, highlight what data to focus on, and show how to prioritize data-quality efforts.

3. Scope the data-quality problem. Many data-quality programs begin with a broad profiling of data conditions. Get ahead of bottom-up approaches that are disconnected from CMS processes. Assess data conditions in the context of business processes to determine the size of the issue in terms of bad data and its impact at each decision point or step in a business process. This links data closely to business-process efficiency and effectiveness, often measured through key performance indicators in operations and at executive levels.

4. Pick the business process to support. For every business process supported by CMS, different data and customer views can be created and used. Use the scoping analysis to educate CMS stakeholders on business processes most affected and the dependencies between processes on commonly used data. Include business executives in the discussion as a way to get commitment and a decision on where to start.

5. Define recognizable success by improving data quality. Data-quality efforts are a key component of data governance that should be treated as a sustainable program, not a technology project. The goal is always to achieve better business outcomes. Identify qualitative and quantitative factors that demonstrate business success and operational success. Take a snapshot of today's CMS and data-quality conditions and continuously monitor and assess them over time. This will validate efforts as effective and create a platform to expand data-quality programs and maintain ongoing support from business stakeholders and executives.

Galaxy Consulting has over 16 years experience helping organizations to make the best use of their data and improve it. Please contact us today for a free consultation!

Hadoop Adoption

True to its iconic logo, Hadoop is still very much the elephant in the room. Many organizations heard of it, yet relatively few can say they have a firm grasp on what the technology can do for their business, and even fewer have actually implemented it successfully at their organization.

Forrester Research predicted that Hadoop will become a cornerstone of the business technology agenda at most organizations.

Scalability, affordability, and flexibility make Hadoop uniquely suited to change the big data scene. An open-source software framework, Hadoop allows for the processing of big data sets across clusters on commodity hardware either on-premises or in the cloud.

At roughly one-thirtieth the cost of traditional data storage and processing, Hadoop makes it realistic and cost effective to analyze all data instead of just a data sample. Its open-source architecture enables data scientists and developers to build on top of it to form customized connectors or integrations.

Typically, data analysis requires some level of data preparation, such as data cleansing and eliminating errors, outside of traditional data warehouses. Once the data is prepared, it is transferred to a high-performance analytics tool, such as a Teradata data warehouse. With data stored in Hadoop, however, users can see "instant ROI" by moving the data workloads off of Teradata and running analytics right where the data resides.

Other use of Hadoop is for live archiving. Instead of backing up data and storing it in a data recovery system, such as Iron Mountain, users can store everything in Hadoop and easily pull it up whenever necessary.

The greatest power of Hadoop lies in its ability to house and process data that couldn't be analyzed in the past due to its volume and unstructured form. Hadoop can parse emails and other unstructured feedback to reveal similar insight.

The sheer volume of data that businesses can store on Hadoop changes the level of analytics and insight that users can expect. Because it allows users to analyze all data and not just a segment or sample, the results can better anticipate customer engagement. Hadoop is surpassing model analytics that can describe certain patterns and is now delivering full data set analytics that can predict future behavior.

There are few challenges.

Hadoop's ability to process massive amounts of data, for example, is both a blessing and a curse. Because it's designed to handle large data loads relatively quickly, the system runs in batch mode, meaning it processes massive amounts of data at once, rather than looking at smaller segments in real time. As a result, the system often forces users to choose between quantity and quality. At this point in Hadoop's life cycle, the focus is more on enormous data size than high-performance analytics.

Because of the large size of the data sets fed into Hadoop, the number-crunching doesn't take place in real time. This is problematic because as the time between when you input the data and the time at which you have to make a decision based on that data grows, the effectiveness of that data decreases.

The biggest problem of all is that Hadoop's seeming boundlessness instills a proclivity for data exploration in those who use it. Relying on Hadoop to deliver all the answers without asking the right questions is inefficient.

As companies begin to recognize Hadoop's potential, demand is increasing, and vendors are actively developing solutions that promise to painlessly transfer data onto Hadoop, improve its processing performance, and operationalize data to make it more business-ready.

Big data integration vendor Talend, for example, offers solutions that help organizations transition their data onto Hadoop in high volume. The company works with more than 800 connectors that link up to other data systems and warehouses to "pull data out, put it into Hadoop, and transform it into a shape that you can run analytics on.

While solutions such as those offered by Talend make the Hadoop migration more manageable for companies, vendors such as MapR tackle the batch-processing lag. MapR developed a solution that enhances the Hadoop data platform to make it behave like enterprise storage. It enables Hadoop to be accessed as easily as network-attached storage is accessed through the network file system; this means faster data management and system administration without having to move any data.

Veteran data solution vendors such as Oracle are innovating as well, developing platforms that make Hadoop easier to use and to incorporate into existing data infrastructures. Its latest updates revolved around allowing users to store and analyze structured and unstructured data together and giving users a set of tools to visualize data and find data patterns or problems.

RapidMiner's approach to Hadoop has been to simplify it, eliminate the need for end users to code, and do for Hadoop analytics what Wordpress did for Web site building. Once usable insights are collected, RapidMiner can connect the data platform to a marketing automation system or other digital experience management system to deploy campaigns or make changes based on data predictions.

Moving forward, analysts predict that leveraging Hadoop's potential will become a more attainable goal for companies. Because it's open-source, the possibilities are vast. Hadoop's ability to connect openly to other systems and solutions will increase adoption in the coming months and years.

Oracle Knowledge Management

As customer expectations rise, delivering personalized experiences that improve customer loyalty, increase customer acquisition and optimize efficiency is increasingly more challenging to achieve. It is very important to engage customers in their preferred channel and to minimize the overall effort of that engagement.

A key to minimizing the customer effort is to deploy a knowledge management platform that crosses all channels, presents accurate content from multiple sources, maintains, relevance, and captures feedback for continuous improvement. Oracle Knowledge is a complete knowledge management solution which provides personalized cross-channel service and support.

Knowledge Platform

Oracle Knowledge Platform is an integrated set of knowledge management capabilities including advanced natural language processing, search, flexible authoring and publishing, rich analytics, customizable self-service, and agent facing knowledge applications. Oracle Knowledge is built on a highly scalable J2EE architecture and on Oracle technologies including WebLogic, Oracle Data Integrator, and Oracle Business Intelligence.

Semantic Search

The Oracle Knowledge semantic search capabilities are built on the fundamental understanding of language. Core language dictionaries are available in 20 languages understanding everyday terminology. In addition, multilingual industry dictionaries are available for major industries including high tech, telecommunications, insurance, finance and automotive.

This core understanding of a user’s language is key to finding precise answers from multiple external sources including the knowledge base, web sites, file systems and other internal knowledge repositories. The most recent release of Oracle Knowledge continues to build on this foundation with widely expanded language and geography coverage, significantly increased performance and reduced footprint with faster search response times, faster content processing performance, and a reduced semantic index size, as well as learning-based search ranking for reduced incident handling time. These improved features deliver increased productivity and lower operation costs.

Authoring, Publishing, and Workflow

Oracle Knowledge is designed to help companies to develop a knowledge base as an integral part of a user’s job. Contact center agents and customers create content as a by-product of solving support issues using a powerful, web-based, WYSIWYG rich text editor. Product experts and contact center agents can collaborate with other users and customers to refine or expand the knowledge base.

Advanced editing capability such as global find and replace and replacement tokens improve the article accuracy while lowering operation and knowledge administration costs. Oracle Knowledge comes with valuable tools to manage the life-cycle of articles. Customers can create their own article templates and metadata. The software tracks all revisions of the articles and provides detailed history. Articles may be routed for approval through the use of a workflow. Providing users with the ability to attach files to forum posts allows them to provide additional information to explain their issues. These capabilities improve self-service rates, while expanding the knowledge base and the user community.

The user interface of the authoring system is available in 24 languages, but content can be created in nearly any language. Oracle Knowledge allows customers to manage the relationship of an article across different locales and languages, while providing authors with the ability to develop locale-specific content and metadata allowing fine-tuning of the customer experience.

Analytics

Analytics Dashboards are tailored to functional roles across the service organization. They harness the optimal value of company stakeholders by providing relevant insights at a glance to reduce operational costs, increase employee productivity, and strengthen customer relationships. With the configurable custom KPI wizard for creating KPI with thresholds and triggers, organizations can increase the efficiency of authoring content, increase answer relevancy, and improve the overall insight of knowledge activity.

InfoCenter: Self-Service Knowledge

InfoCenter provides a Knowledge portal for customers and employees with integrated browse and search functionality via a customizable user interface and knowledge widgets. InfoCenter surfaces the power of industry-based libraries, knowledge federation abilities, and natural language processing abilities of the platform to deliver true, intent-based best possible answer to customers. It transforms the self-service experience for customers by providing contextual, and relevant answers to their questions.

iConnect: Agent Knowledge

iConnect provides robust and scalable answer-delivery framework aiding the agent-facing service delivery model. The context-driven user interface simplifies and enhances the user experience and is tuned for increased performance. iConnect is available as an out-of-the box integration into Oracle Service, and Oracle Service Cloud. Open APIs allow for integration into most industry standard CRM applications.

AnswerFlow: Guided Knowledge

AnswerFlow provides consistent service resolution for agents and customers with the prescriptive delivery of knowledge. AnswerFlow combines decision trees with external data that leverages and increases the strategic value of Knowledge Platform across self and assisted service customer interaction channels. AnswerFlow enables to create and deploy automated interactive processes that guide users toward appropriate answers or solutions in cases where:

• answers are conditional, and can vary based on factors such as account status, location, or specific product or model;
• diagnosis is complex, and identifying the best response among many possible answers involves asking detailed questions and eliminating alternatives.

Galaxy Consulting has over 16 years experience in many knowledge base applications. We can help you to deploy Oracle Knowledge Management. Contact us today for a free consultation!

Use Knowledge Management to Increase CRM Value

Today's post focuses on how knowledge management adds an essential layer of value to customer facing systems, which ultimately drives improved customer experiences.

Two sweeping trends have emerged in recent years: the proliferation of customer channels and the resulting explosion in the amount of data produced. 

Customer relationship management has done a great job of providing a strong framework for these multi-channel interactions. Knowledge management (KM) has done an equally remarkable job by providing the brains behind the increasingly diverse network of customer contact points.

With the explosion of data from many different types of sources in the past several years, the tight integration of KM and CRM systems has become even more essential to offering customers and the agents who serve them the concise and timely information they need.

KM and CRM have a long history of ultimately serving the same goals of quickly and efficiently providing customers with information, whether it is through Web self-service, a call center agent, kiosk or mobile application.

CRM and KM Synergy

CRM applications are systems of record that manage customer data. Knowledge Management (KM) systems, in the context of customer engagement, enable businesses to systematically capture knowledge from subject matter experts within the enterprise, and social knowledge from online communities, social networks, partners, etc. for use by customer-facing organizations and end-customers.

When integrated, KM helps expand the business value of CRM, delivering transformational benefits in enhanced customer experiences, contact center productivity, and improved customer acquisition, among other things. KM systems are also able to leverage existing content management systems by adding a layer of findability and know-how for content-enabled process automation.

How it Works

There are many use cases of how CRM and KM work in tandem to deliver business value. A common one is in the customer contact center where knowledge solution is often used in conjunction with CRM.

When customers call, agents use a CRM to open a case, enter the problem description, and click on a “solve” button. This, in turn, invokes a resolution path, for example, a set of search paths to find the right answer or next steps. Agents get to the resolution using the path of their choice, “accept” the resolution, communicate it to the customer, and close the case. The interaction, including the path to the answer and the knowledge base article that was used to solve the problem or sell a product, is recorded in both the CRM and KM systems.

Business Value

Many companies worldwide leverage the combined power of knowledge and CRM to drive business value. Adopting best practices can help make the business case, implement knowledge, and manage it for sustained business value. Here are some examples:

• Premier home appliance manufacturer: $50M in savings by eliminating unwarranted truck rolls through knowledge-powered resolution processes in the contact center and website.
• Semiconductor giant: 59% increase in web self-service adoption, 30% increase in First Contact Resolution.
• Global knowledge and legal services solutions provider: 70% deflection of calls and emails through knowledge-powered self-service, 30% reduction in content authoring time.
• Leading telco provider: 42% reduction in unwarranted handset returns through knowledge-powered resolution process in the contact center.
• Global bank: 88% reduction in agent training time and 70% increase in productivity through knowledge-powered account opening process in small business sector.

Quantify Value

Assessing expected and realized ROI before and after the deployment would help you to justify the initial investment as well as continuous improvement of the CRM - KM solution. Make sure the ROI metrics you use are aligned with business objectives. For instance, if your main business goal is to increase sales, reduction in average handle time will be a conflicting metric. As you assess ROI, keep in mind that KM delivers ROI across a broad range of business problems. Some examples are:

• deflection of requests for agent-assisted service through effective self-service;
• increase in first contact resolution and sales conversion;
• reduction in escalations, transfers, repeat calls, and average handle times;
• reduction in training time, unwarranted product returns, field visits, and staff wage premiums.

Start with Depth

Unfocused deployments almost always result in a shallow knowledge base that is full of gaps. If agents and customers can’t find answers, or receive inadequate or wrong information, they simply stop using the system. Focus first on depth rather than breadth. Start with common questions on common products or lines of business and expand out over time.

Knowledge-Centered Support (KCS)

Best practice frameworks have emerged over time in knowledge management. For example, the Knowledge-Centered Support (KCS) framework is a comprehensive methodology that helps to improve speed of resolution, optimize resources, and foster organizational learning. Adopting frameworks like KCS is a win-win-win for customers, contact center agents, and the organization alike. Implement the best practices in knowledge-centered customer support.

Maximize Findability

Users prefer different ways of searching for information, just as drivers prefer different ways of reaching their destination. A GPS-style approach with multiple options to find information dramatically improves knowledge base adoption. For example, new agents may find it difficult to wade through hundreds of keyword search results, but might fare better if they are guided through a step-by-step dialog, powered by technologies like Case-Based Reasoning (CBR).

Multiple search options such as FAQ, keyword and natural language search, topic-tree browsing, and guided help enable a broad range of users to quickly and easily find information. Make sure you leverage a unified multi-channel knowledge platform for consistent answers across customer touchpoints.

Implementing these best practices, while making sure that the KM and CRM solutions are tightly integrated, will help you deliver transformational customer service experience while generating breakthrough value for the business!

Galaxy Consulting has 16 years experience in this area. We can help you to integrate your knowledge base with your CRM. Contact us today for a free consultation!