Transcript Where is the “Knowledge” for the Knowledge Worker? Carl Ascenzo CEO & Consultant.
Where is the “Knowledge” for the Knowledge Worker? Carl Ascenzo CEO & Consultant
Introduction
Companies go through great effort and expense to recruit, train and retain employees for operational jobs such as customer service and back office operations. Unfortunately important interpersonal skills such as professionalism, attitude, empathy and communication are often sacrificed for technical skills. Why? Because the challenge with technical competence often lies with the ability to memorize vasts amounts of information, complexity, multiple information sources and systems, and is further hindered by change, incomplete documentation, and flawed policies and procedures.
Technology has helped with the “work” component. Technologies such as automated call routing, interactive voice response, business process management and customer relationship management are a few examples. Companies should now focus on the “knowledge” part of the equation by proactively driving context-sensitive information to employees when, where and how they need it. Unfortunately most content and knowledge management systems don’t have this capability. Methodology and systems are now being introduced to compliment the work technologies, by providing real time
knowledge deployment.
… and why is this important?
1 …for improved business operations performance is unrelenting and constant.
why is this important?
2 …limited qualified labor, more products/policies/procedures, new systems, increasing regulations, heightened risk management, accelerating change and complexity.
Which means…
Can’t Find… Frustrated Can’t Absorb… Overwhelmed Can’t Execute… Confused
Resulting in underperformance….
Wasted Time More Errors Stress & Turnover
….and a
direct
impact on profits
Components of S&P 500 Market Capitalization 1973 – 2007 (OCEAN TOMO)
Market Premium: No Book Value Intangible Asset Book Value Tangible Asset Book Value …. intangible capital with no book value dominates value creation
“Structural Capital”, particularly knowledge and business practices, is a largely untapped corporate asset.
Intangible Capital with No Book Value
Relationship Capital (Customers, Vendors, Partners) Human Capital (Competencies, Experience, Skills) Structural Capital (Processes, Information, Knowledge, Practices)
I-Capital Advisors
Challenges to optimizing structural capital
• Many enterprises do not think about structural capital and its impact on customers or costs • Eliminating all complexity is not practical, yet not dealing with it isn’t an option • Organizations assume knowledge management includes knowledge delivery • Traditional training emphases memorization, versus ongoing support and can’t keep pace with change • Adults learn best by doing; at that moment they have a high interest in the task, situation and related concepts
average 10+ windows running simultaneously
Page: 13 of 145 Words: 34,768 ↑ complexity = indigestible
Technology Dilemma
• BPM and CRM are architected for moving a transaction (data) on a path of tasks through a process • Document Mgmt and Content Mgmt are architected to store information in a catalogued way • Knowledge Mgmt and Collaboration are architected to facilitate team creation of work artifacts • Search is unpredictable in accuracy, granularity, speed • As transaction processing differs from data warehousing, knowledge delivery has to differ from Knowledge Mgmt
evolution of systems
Business Process Management Business Practice Guidance Collaboration Electronic Document CRM Intranet Knowledge Workflow Management Management Paper Files Imaging Search Management Enterprise HELP eLearning Content Management Portals < 1980 1985 1990 1995 2000 2005 2010 > p a s s i v e v e r s u s a c t i v e
Solution: Business Practice Guidance (BPG)
To navigate through complexity faster and accurately without disrupting underlying business and technology systems.
Business Practice Guidance
is the capability to proactively drive real-time, accurate, context-relevant knowledge and information to employees when, where, and how they need it.
BPG improvement – operations
• • • • Incorrect handling • 60 – 90% reduction Average handle time • 10 – 30% reduction First call resolution • 20 – 40% improvement Escalation to expert • 40 – 70% reduction • • • • • • • • Improves quality Reduces errors Improves consistency Increases productivity Reduces risk Improves overall customer, employee experience Simplifies complex processes Turbo charges existing IT
BPG improvement – compliance
• • • • • Enables “active” adherence to policies, regulations, procedures Enforces appropriate controls at all business levels Enhances risk management Provides audit capability Immediate availability of additions & revisions
BPG improvement – knowledge deployment
• • • • • Delivers knowledge and information that is not
operational
Captures knowledge in a structured way Makes knowledge useful Effectively maintains knowledge Timely distributes knowledge
BPG improvement – learning & development
• • • • Formal classroom training • > 50% reduction Initial & ongoing time to competency • 50 – 80% reduction Effective on job training and support Improved staffing flexibility • • • • Improved attrition • Reduced complexity & burnout Faster adoption of business and systems change Improved employee satisfaction & engagement Transforming without pain
case study: banking
Financial Services
Significant increase in productivity (table on next slide) 91% reduction in non-lending losses 40% to 60% increase in employee engagement 99% on-time service score 99.9% transaction accuracy score Faster implementation and ROI in rollout of 4 major systems
case study: banking
BEFORE AFTER
(continued)
case study: health insurance
Health Insurance
Search times reduced 94% (from 120 to 7 seconds) 10% reduction in customer hold time 20 second reduction in average handle time Significant decrease in Help Line calls 80% CSR engagement in continuous improvement New hire attrition rate reduced 26%
Early Adopters
•
British Telecom – order management
•
National Australia Bank – call center & back office
•
Blue Cross NE Pennsylvania – member service
•
Caterpillar – dealership operations
•
Hewlett Packard – sales & service
•
Stellar – call center & BPO outsourcing
•
Celgene – risk management
Summary
“Structural Capital”, particularly knowledge and business practices, is a largely untapped corporate asset.
For many enterprises…they do not think about complexity, its impact on customers or costs.” – Mark McDonald, Gartner.
Adults learn best by doing things, so providing learning at the moment of need is a highly leveraged technique. – Gloria Gery Eliminating all complexity is not practical; dealing with it is not an option and needs to be a core competency for every organization. – Delphi Group Business Practice Guidance, proactively drives accurate, context relevant knowledge and information to employees when, where and how they need it. BPG is not Help, Search, BPM, CRM, CM or KM - BPG leverages these capabilities to increase operational performance.
Carl Ascenzo CEO & Consultant O: 978.283.0408
M: 860.716.5893