How do you stack up against your industry peers?
What are your strengths to build on? What are your opportunities to improve? Where do you follow, or not follow, industry best practice? How do we get the organization to want to take action to improve knowledge sharing?
DB Kay will spend a day of meetings and observations on-site with you to answer these questions in a summary KCS and KM assessment report, including recommendations for high-value transformations and quick wins. Topics include:
- Leadership goals and vision for the organization in general and this initiative in particular; leadership practices for change management
- Measures and dashboards used to manage the business, assess staff and team performance, and determine the business benefit of support initiatives (including ROI analyses of the knowledge initiative and its associated technology investments)
- Case management practices and workflows, including internal and external escalations, customer channels, and queues / work allocation
- Organization: support operations and ancillary services; relationships with professional services, sustaining engineering, documentation, and other teams; support tiers
- Customer self-service practices and capabilities, including capabilities for social support
- Practices for knowledge capture and creation, maintenance and improvement, reuse, publication, and retirement
- Technology infrastructure (current and planned changes)
The outcome is leadership engagement, enthusiasm about what’s working well, and a desire to improve. Design workshops that follow Rapid Assessments are especially effective.