Q&A: Re-invigorating a stalled knowledge program

In our recent webinar, Creating Institutional KM Change that Sticks, our expert panel shared lessons learned in implementing new knowledge programs.

In this series of posts, Jennifer Crippen, Senior Consultant at DB Kay & Associates, and Dave Cutler, VP of Customer Success at Venafi, are joined by Irrevo’s Knowledge Strategists, Melissa Burch and Laurel Poertner to respond in detail to the questions our audience shared during our Q&A session.

Do you have suggestions for good resources, best practices, and/or lessons learned that address restarting KM programs that have stalled or failed, and that speak to the unique challenges that exist in such programs vs. ones operating in a greenfield environment? How does the failure of previous efforts impact the willingness of an org to change, and what pace they’re willing to move at?

Melissa Burch: 

Invigorating a stalled knowledge program is definitely different than initiating a new one. Previous failures are felt by all members of the organization and it is best to acknowledge what has gone wrong and how things will be different in the future. The heightened level of pessimism from the team means that it is important to share the victories early and often. A pace of change that is too slow is likely to be interpreted by the team members as a leading indicator of failure because they are not able to see the impacts quickly. Build momentum quickly and sustain it more carefully than during previous attempts.

Laurel Poertner: 

I do think that a restart is a little bit different because you may not have additional training since your audience is already familiar with the changes. I think you should always have a refresher course. I also think it’s important to understand in great detail why it failed. There’s so much to learn on why something failed, and you can really build on that. Try to make sure you understand the underlying causes. Was it a culture thing? A change in leadership? It is helpful to be transparent with those reasons for failure so your teams understand why the mistakes happened. Use that to your advantage by showing you have resilience and new experience to help you move past it. You may find that there are team members that still have some of that momentum that you leverage. I have been a part of several implementations that sought out additional help from an organization like DB Kay and Associates or Irrevo that helped them get going again. 

Dave Cutler:

I agree, analyzing what went wrong and having a plan to do something differently including outcome based objectives and getting people’s buy in right from the beginning, and communication and the three things we’ve talked about throughout the webinar.

Jennifer Crippen:

The restarts are where I find I spend a lot more of my time and Laurel and Dave hit it on the head, that transparency and recognizing whatever it was we did before that didn’t work and we’re not gonna do that again. Then really plan and demonstrate how you’re not gonna let the organization fall back into those same failures by doing things differently and very clearly explaining how things will be different this time around.

Learn More

If you missed the live broadcast, you can watch a recording of this webinar. Stay tuned to the Irrevo blog for more Q&A from this session, and follow us on Twitter to be the first to know when we share new answers.

 

Q&A: Training on knowledge base search engines

In our recent webinar, Creating Institutional KM Change that Sticks, our expert panel shared lessons learned in implementing new knowledge programs.

In this series of posts, Jennifer Crippen, Senior Consultant at DB Kay & Associates, and Dave Cutler, VP of Customer Success at Venafi, are joined by Irrevo’s Knowledge Strategists, Melissa Burch and Laurel Poertner to respond in detail to the questions our audience shared during our Q&A session.

We are trying to develop a training program for our Knowledge Base. Currently we train on our organization’s products and programs, but there is so much information now, that we are trying to orient the training for our employees to learn how to use the KB, instead of directly teaching its contents. Do you have any experience or advice with this type of training?

Jennifer Crippen:

The search is so important, and I think it’s a common oversight in how we train our employees. We offer a tool like a search engine so they can get to the right content, whether it is knowledge articles or training materials, white papers or product documents. Typically employees tend to expect a search engine in a knowledgebase to work how they use Google, but it doesn’t. Employees require some amount of training on what to expect and on how to use search effectively.

Laurel Poertner: 

I have asked some of the super users of the KM system to participate in very specific, tactical training sessions. This helps others see hands-on examples of how to do some of the daily tasks involving the KB. I have also asked for feedback from Managers and users on what specific topics they would like more information on so I could tailor a training class to that. Finally, the business systems team that fielded a lot of the questions about the KB created a separate article tag and wrote KB articles on some of the common questions that were coming up.

 

Learn More

If you missed the live broadcast, you can watch a recording of this webinar. Stay tuned to the Irrevo blog for more Q&A from this session, and follow us on Twitter to be the first to know when we share new answers.

 

Q&A: Managing a new knowledge management strategy when your team won’t buy in

In our recent webinar, Creating Institutional KM Change that Sticks, our expert panel shared lessons learned in implementing new knowledge programs.

In this series of posts, Jennifer Crippen, Senior Consultant at DB Kay & Associates, and Dave Cutler, VP of Customer Success at Venafi, are joined by Irrevo’s Knowledge Strategists, Melissa Burch and Laurel Poertner to respond in detail to the questions our audience shared during our Q&A session.

How do you deal with individuals or teams who don’t want to use the “single source of truth” and maintain their own sources of info? Do you push them into your KM flow, or meet them halfway and encourage them to share what they have developed?

Melissa Burch:

Luckily, within organizations there are always more who are eager to participate than those who actively resist. Acknowledge those who are participating in knowledge sharing as you have visualized. Put the spotlight on those individuals and teams by publicly acknowledging their contributions toward the strategic objectives. Leave those who are not cooperating out of these conversations. Take advantage of the natural tendency of people to want to be accepted and acknowledged. Keep messages coming with consistent messages that articulate the vision and strategic direction. Soon you will see fewer and fewer team members who resist the changes you are visualizing.

I would add a caution though. If there continues to be individuals and teams who are actively resist, then you need to step back and evaluate the organization with a critical eye. Evaulate as objectively possible and look for the common mistakes made by leaders. Are they guilty of losing focus too quickly? Have communication and messaging been consistent and frequent enough to be effective? Does everyone understand their role in meeting the strategic objectives of the organization? Do the measures used by the organization align to these new strategic direction? It is never too late to adapt. Persistence is the most important leadership characteristic in times of change.

Laurel Poertner: 

It may be more about timing than anything. If the KM program is relatively new and the single source is still ramping up, you may want to give them more time to see the value. Ask yourself what outcome you are trying to achieve. Is it to bring new employees up to speed faster? Is it giving customers more resources and information before they call support? Focus on the outcome and how the team or individuals can impact that. Find the “What’s in it for me” answer to help them see the value for themselves. Once they do, they will freely share and move knowledge into the single source.

Learn More

If you missed the live broadcast, you can watch a recording of this webinar. Stay tuned to the Irrevo blog for more Q&A from this session, and follow us on Twitter to be the first to know when we share new answers.

 

The one person who can make or break your new knowledge program

The best laid plans of knowledge managers oft go astray, as the saying goes. It doesn’t have to be that way. Strategic planning up front that takes into consideration the pitfalls you’ll likely encounter greatly improves your success.

We asked the panelists for our recent webinar, Creating Institutional KM Change That Sticks, to share their thoughts on one essential question that’ll keep your change on track:

Who’s the most important person to have on your side as you implement a change? 

Melissa Burch, Knowledge Strategist, Irrevo:

Lasting change within an organization relies heavily on the ability of executive leaders to convey the strategic direction they are taking. It is difficult for team members to understand why they are doing something in a different way if they are not able to visualize the connection to the bigger picture. Successful change initiatives are ones where the executive leaders make those connections very clear to everyone. The messages from the executive leadership team need to be consistent and continuous to solidify the change into the muscle memory of the organization. Without the consistent involvement and support of the executive leaders, change initiatives will struggle to achieve results.

Jennifer Crippen, Senior Consultant, DB Kay & Associates:

The curators and consumers of the knowledge are the people I would make sure to have aligned and bought in to the plan and vison. That’s important to making it stick because when you get them to participate in the planning and decision making they gain a vested interest in seeing it come to fruition.

Dave Cutler, VP of Customer Success, Venafi:

In my opinion, the support analysts are the most important people to ‘win over’ to improve a knowledge management program, and it takes a focused effort to educate & engage each of those individuals so they become ‘converted’ to a new way of thinking in order to create lasting change.

Laurel Poertner, Knowledge Strategist, Irrevo:

It is hard to pick just one because like any team, if one group doesn’t pull their weight, it can fall apart. Many would say the Executive Sponsor is paramount to making a lasting change but the middle managers directly leading the knowledge workers have a greater impact. This group has one of the toughest jobs because they need to promote the change while keeping up with customer demands to show a smooth transition. There is tremendous pressure coming from all sides to allow the knowledge workers additional time to train and ramp up plus pressure from customers to keep services levels from dropping. These leaders need to see that their effort will bring value for their teams.

To hear more on this topic, and other tips on implementing change within your knowledge program, watch the recording of our webinar, Creating Institutional KM Change That Sticks.

Customer Experience 2015: A year in review

looking-back-2015

As we tie a bow on 2015 and look forward to 2016, we can’t help but observe that the landscape of the customer service industry has changed. Customer support organizations are becoming more customer-centric, and with that, have adopted a more targeted approach to improving the customer experience.

We’ve asked a few experts to share their thoughts on how customer experience has evolved over the last twelve months:

Melissa Burch, Knowledge Strategist, Irrevo

The demand for a cohesive experience from pre-sales through to post sale has never been higher. Prospective customers and existing customers both demand the ability to find the information they need to make buying decisions and help themselves use products more effectively. To meet that demand, everyone inside the company has to work together to deliver relevant and timely information needed throughout the entire customer lifecycle.

Rich Weborg, CEO, OneReach

Today’s customer experience is 24/7, part of a multilingual, multichannel, multi-location world. There’s more data available around user preferences and how they interact with your business. In addition, there are better tools handling better interactions, so data is easier to manage. We’re creating customer experiences based on real-life data, and it’s easier to design them than it used to be. Customer data is integrated across multiple channels. Automation has also allowed for more proactive customer experiences, helping customers before they ask for it. In addition, smarter interactions based on artificial intelligence-type analysis.
But with all these innovations, it’s become somewhat harder to manage the customer experience. Customers expect a consistent experience across channels, so companies need to be able to deliver. Another challenge is that there’s more opportunities to expose yourself to criticisms; it’s harder to hide behind bad UX.

Tim Whiting, VP of Marketing, Opinionlab

In 2015, true omnichannel customer engagement arrived with an exclamation point as evidenced by the domination of mobile retail interaction during Cyber Five. Viewing consistent cross-channel customer experience (CX) as a competitive differentiator gave way to customer’s expecting consistent cross-channel CX as market parity and looking for CX innovation.  We enter 2016 with omnichannel CX established as the new battleground for customer acquisition and loyalty.

Laurel Poertner, Knowledge Strategist, Irrevo

The customer experience landscape this year is all about ME.  That is, how well do you really know “ME” as your customer?  On-line and in-person experiences alike, the more personalized, preemptive and on-demand you can make an interaction, the higher the value it will have.

The bar for quality customer experiences was raised in 2015, and the next twelve months will see even more evolution. Check out our recent webinar, The 5 Knowledge Trends that will Reshape Customer Experience in 2016 to learn how you can stay ahead of your customers’ expectations.

 

Shifting your Knowledge Management Strategy

The Irrevo team has authored a comprehensive guide to effective knowledge strategy. Below is a preview of our collected wisdom on managing knowledge as a program, rather than a project. Like what you see? Download our white paper to read more.

Shifting your strategy

The success of a modern knowledge management program necessitates a shift from Project to Program thinking. Capturing, managing, and reusing the knowledge found within an organization or community is a practice that provides tremendous value throughout the customer life-cycle.

Many organizations already focus some energy on KM activities within the call center or help desk. In other situations, organizations attempt to derive greater value from knowledge within the organization by focusing knowledge activities within other areas such as sales, product development, and services. Regardless of where the knowledge work is focused within an organization, many organizations discover that the initial enthusiastic response to KM has dissipated. User adoption has not met expectations.

A truly effective knowledge program never stops moving. They understand the knowledge program is the circulatory system of the organization. They create a culture of reusing their existing knowledge, and build upon it, capturing new information. Keeping their circulatory system flowing occurs regardless of the project schedules and quarterly timelines.
– John Coles, Global Operations Knowledge Manager

Are you managing your knowledge as a project or a program?

One of the biggest misperceptions is the belief that with the right knowledge tools in place, the  knowledge ecosystem will manage itself. An intuitive search and authoring interface is all that is needed to ensure that those within the organization who have knowledge to share will do so. However, many executives see a lackluster impact even after a significant knowledge investment. As it turns out, there is a whole lot more that needs to happen to make this ecosystem function well and deliver the predicted impacts. In order to derive the most value from knowledge, the ecosystem must be managed effectively. Most KM implementations begin as a strategic initiative with funding aligned for a specific project. As with all projects, they typically are managed by a project manager with oversight coming from an executive sponsor. Organizing this way makes sense during the initial implementation period when many different parts of the organization are working together. At some point before the project is completed, the executive sponsor should initiate a transition whereby a program is established to take over the day-to-day management of the knowledge assets. Anticipating this early ensures that there is a smooth transition from project

Ready to learn more?

whitepaper_managing-knowledge_thumbWant to learn how to effectively provide your customers, employees, and partners with the knowledge they need, when they need it? Download our white paper today!

The Experts Weigh In: Getting Your Knowledge Transformation off the Ground, Part 2

In our recent webinar, Build a Knowledge Management Transformation Plan that Wins Executive Support, our expert panel shared quite a few stories of how to get a successful KM program off the ground.

In this series of posts, Jennifer MacIntosh, VP of Customer Success at Coveo, is joined by Irrevo’s Knowledge Strategists, Melissa Burch and Laurel Poertner to address the incredibly insightful questions shared by our audience.

Q:  What is more important the technology or the process? Where do I start with the technology or the process?

Jennifer MacIntosh: I think it really depends on where you are on the journey, what your business outcomes are and what you’re really trying to drive at. So, it’s not a straightforward answer to say it’s one or the other. For me it’s always a combination of both. I’ve never done a knowledge management transformational project that didn’t require both technology and process. I don’t think it’s a matter of what’s first, it’s a matter of how do we ensure that we have both of these things working together and that we understand what changes need to be made on both sides of that equation.
Laurel Poertner: In my experience what I’ve done is look at the processes and gathered the requirements from that to try and understand if the current processes that are in place are meeting expectations, are they allowing us to get the business outcomes and objectives that we want moving forward, then look at the technology. I think a lot of times at the executive level they start and say “We’re going to change the technology” and so stepping back and taking a look at what does this technology really give us, and what are we doing today and what do we need to do to move forward. A lot of times you’ll find this technology can handle a lot of this and we need a change of technology but it can be quite expensive. So try not to jump to conclusions  or decisions that might impact something that big and take a look at what you’re doing with processes too.

Q: What kind of content do you suggest creating?

Melissa Burch: There are three ways you can start with that. The first one is to look at the content you already have available to your customers.
Identify what your end users or target audience are using today as a clue to indicate what you should do more of and also to identify what you should do less of. The second recommendation is to analyze your customer search behavior to understand what it is that they are searching for and then to extrapolate back what is valuable to your customers. The third would be analyzing your inbound customer inquiries or cases, what are customers asking for help on and let that also drive you to provide your customers exactly what they need related to those particular questions.

Jennifer MacIntosh: A couple things I’d like to add to that. If we start to look at cases, we have to remember that the cases coming into your support center represent a small fraction of the interactions that our customers are having, most customers are engaging with our content so I would tend to lean more toward what Melissa said and focusing in on what interactions are happening with the content you have available today. if you’re not publishing any content, we recommend that you start publishing some content to your customers whatever way you can. There are great tools available, I’ll throw a plug in here for Coveo, this is one of the areas that we do a really great job at, we can analyze and capture all the interactions of your website and help you understand what content is the most popular, which is the most valuable in your organization,  it can help you understand what search content people are using that will really help you design the type of knowledge your customers are looking for. Finally, if you don’t have any of those things available to you, there’s an easy way, ask them. Ask your customers what they’re looking for. It’s probably the most basic way you can do this. I think sometimes we shy  away from actually engaging with them, even if you have your support analysts, ask them at the end of a phone call, send a survey, post a survey on your website, there’s lots of different ways to get feedback and input from your customers and I’ve always found that they’re very willing to help us with those types of questions and give us lots of feedback that will set us in the right direction.

Laurel Poertner: To add to what Melissa said, what I have done in the past is to categorize your cases.  If you’ve got a ticketing system that has some reason codes use that information and if you don’t, analyze a sampling to understand what types of inquiries you’re getting. If it’s a lot of “how to”, if it’s a lot of installation problems, Knowing the kind of things your customers are asking can really help get you going in a particular direction and then you can expand on that.

Q: How do I start a KM program from scratch without an executive sponsor?

Jennifer MacIntosh: What’s the biggest pain point in your organization? Why all of a sudden do we need to have a knowledge manager? So is it that our support analysts are overwhelmed? That we have too much turnover, what’s the driving factor, the biggest pain in your organization that is causing you now to think that we ought to do this. So I would focus in on that and start to see how new tools and process around Knowledge Management could really help alleviate some of that pain and help to move that pain. Identify what’s you’re biggest pain point and do the research on how new Knowledge Management tools and processes help alleviate that pain.

Melissa Burch: I will echo that. Star with your pain points. Where you see opportunity to improve your Customer Experience . Many times the need around that Customer Experience  improvement almost always integrate with Knowledge Management. It might not be the only initiative that you embark on but it’s certainly one of the most common ones that we’ve seen. Mapping that problem to the solution. Out in the world there’s a  ton of information about Knowledge Management, impacts that it’s had, how people have implemented it. There are many case studies, there’s lots of organizations that are talking about this and have published information. Many times software vendors who are in the Knowledge Management space are putting out information that is of course highlighting how their particular technology solutions had an impact on Customer Experience , but it is Ok to look at those case studies and extrapolate that. If you were to make a change that is similar to one described the the case study, even if you don’t necessarily utilize the technology solutions that that particular vendor is offering. It’s still a scenario that you’ll have a positive customer impact. There’s a lot of evidence in the world. Identify what improvements you want to make and then take the information and see how a Knowledge Management program can make a positive impact there.

Laurel Poertner: I’ll also make a plug for Irrevo, we can also help you get that started with engaging with a Knowledge Management expert, talk through some of those things that Jennifer and Melissa just talked about. I think it’s great way to start that conversation. The other thing I was thinking of was the people part of that question. Who would I have in my organization to take something like this on, and I would ask for volunteers because this is something that I think you’ll find that there are people in your organization that have a passion for this whether they realize it or not you’ll get some of those people coming out of the woodwork, especially if you have an expert that comes in and starts those conversations you’ll start to see that this person or that person was really involved with these conversations and that will give you some of those answers.

Q: How do Customer Communities fit into the overall KM strategy? Are they integrated or distinct? I’m thinking of how knowledge gets data mined from a community and “promoted” into the KB (and whether or not this is even appropriate).

Laurel Poertner:  My personal experience is that there is huge value in the knowledge that comes from a community and it should always be leveraged in a self-service environment.  It is also extremely cost effective to companies because it takes very few resources to maintain once it is up and running.

I have seen examples of certain sites where customers can click a button to request that a particular thread be considered for inclusion in the knowledge base.  This would then need to be reviewed and converted into an authored document.  A more common approach is to offer a search filter on a community page.  This allows users to choose whether or not to search the community data along with other knowledge sources.  There are different schools of thought on whether to mine data from communities but I have seen it be very successful.

Learn MoreKnowledge Program Guidebook

If you missed the live broadcast, you can watch a recording of this webinar. Stay tuned to the Irrevo blog for more Q&A from this session, and follow us on Twitter to be the first to know when we share new answers.

Ready to implement a new Knowledge Strategy? Check out our latest white paper to learn more about getting executive buy-in for your knowledge transformation.

The Experts Weigh In: Getting Your Knowledge Transformation off the Ground

In our recent webinar, Build a Knowledge Management Transformation Plan that Wins Executive Support, our expert panel shared quite a few stories of how to get a successful KM program off the ground.

In this series of posts, Jennifer MacIntosh, VP of Customer Success at Coveo, is joined by Irrevo’s Knowledge Strategists, Melissa Burch and Laurel Poertner to address the incredibly insightful questions shared by our audience.

Q: What kinds of skills should we look for when engaging a knowledge management expert to help?

Melissa Burch: To be most valuable for you, the experts that you engage should fill the gaps in experiences that you and your team lack.  So for instance, if your knowledge management transformation involves a website redesign and the presentation of your support knowledge base from the website, you need expertise in at least 3 domains.  The first is website design.  The second is expertise in KM tool functionality requirements and third is expertise in knowledge program implementation to ensure that the content you present is maintained.  Or perhaps you aren’t really sure how to get started.  Then you should look for an expert who has expertise in designing effective solutions and can help build the roadmap to get there.

Q: What metrics would be good to report to the Executive Sponsor and how frequently?

Laurel Poertner: I would focus on the higher level metrics and trends that align with the strategic framework.  Something that I have done in the past is to present a Quarterly Business Review for the Knowledge Program.  This allows you to note monthly or quarterly trends in traditional metrics such as Time to Publish, Average Handle Time, Knowledge Reuse, Linking Rates, etc.  It also allows you to give project updates with completed milestones, potential risks and challenges, and finally an assessment of the progress towards the outcomes you identified within the strategic framework.  Don’t forget to add new goals and/or risks to head them off before they happen so the Executive Sponsor is not blindsided by any sudden changes.

 

Learn MoreKnowledge Program Guidebook

If you missed the live broadcast, you can watch a recording of this webinar. Stay tuned to the Irrevo blog for more Q&A from this session, and follow us on Twitter to be the first to know when we share new answers.

Ready to implement a new Knowledge Strategy? Check out our latest white paper to learn more about getting executive buy-in for your knowledge transformation.

 

Knowledge-Centered Support℠ (KCS): Expert Answers to Your Implementation Questions, Part 2

Recently, we hosted an expert panel discussion, Re-imagine Your Customer Experience With Knowledge-Centered Support (KCS℠), where industry experts shared some great insights on how a knowledgebase transformation can drive change throughout your business.

Our audience asked some very insightful questions, and we’ll be expanding on our answers in this upcoming series of blog posts.

Today, Melissa Burch and Laurel Poertner, Irrevo Knowledge Strategists, expand on some of the answers shared during yesterday’s webinar.

Once KCS is implemented, how do increase the adoption rate by your customer service team?

Laurel PoertnerStart talking about the KCS Continuum. KCS is a journey and there are so many things you can add to a KCS program that add value. Start by getting volunteers to learn and try out new practices and techniques and then have them present their findings to the rest of the organization. It gives them the opportunity to show what they have learned and you will have more “Champions” around the office that get KCS into more conversations.

Melissa BurchI have seen great success when knowledge sharing participants see the impact they are making. Provide regular communications that show all participants the number of people who are using content and the feedback it has received. It is so validating when the efforts are acknowledged and it is making a difference in the lives of customers.

The biggest challenge in rolling out KCS is getting buy-in. Can you share some thoughts about the initial increase of Average Handle Time and After Call Work (ACW)? 

Laurel PoertnerTypically, we have not seen an increase in AHT at all. People usually worry that it will happen but I have never experienced it. The investment is more around finding time to dedicate to coaching activities. I would definitely set aside some initial training/ramp up time around coaching. Testimonials and case studies may also help get buy in from upper management. No two KCS programs are alike so it is impossible to predict the impact on one organization vs. another but if you can find similar industries and share their successes with some detailed metrics, that usually helps. Finding someone with KCS program management experience to help with the initial assessment is also a great way to increase the chance for success.

Learn MoreKnowledge Program Guidebook

If you missed the live broadcast, you can watch a recording of this webinar. Stay tuned to the Irrevo blog for more Q&A from this session, and follow us on Twitter to be the first to know when we share new answers.

Ready to implement a new Knowledge Strategy? Check out our latest white paper to learn more about getting executive buy-in for your knowledge transformation.

 

 

Knowledge-Centered Support℠ (KCS): Expert Answers to Your Implementation Questions

Recently, we hosted an expert panel discussion, Re-imagine Your Customer Experience With Knowledge-Centered Support (KCS℠), where industry experts shared some great insights on how a knowledgebase transformation can drive change throughout your business.

Our audience asked some very insightful questions, and we’ll be expanding on our answers in this upcoming series of blog posts.

Today, Melissa Burch and Laurel Poertner, Irrevo Knowledge Strategists, expand on some of the answers shared during yesterday’s webinar.

Once KCS is implemented, how do increase the adoption rate by your customer service team?

Laurel PoertnerStart talking about the KCS Continuum. KCS is a journey and there are so many things you can add to a KCS program that add value. Start by getting volunteers to learn and try out new practices and techniques and then have them present their findings to the rest of the organization. It gives them the opportunity to show what they have learned and you will have more “Champions” around the office that get KCS into more conversations.

Melissa BurchI have seen great success when knowledge sharing participants see the impact they are making. Provide regular communications that show all participants the number of people who are using content and the feedback it has received. It is so validating when the efforts are acknowledged and it is making a difference in the lives of customers.

The biggest challenge in rolling out KCS is getting buy-in. Can you share some thoughts about the initial increase of Average Handle Time and After Call Work (ACW)? 

Laurel PoertnerTypically, we have not seen an increase in AHT at all. People usually worry that it will happen but I have never experienced it. The investment is more around finding time to dedicate to coaching activities. I would definitely set aside some initial training/ramp up time around coaching. Testimonials and case studies may also help get buy in from upper management. No two KCS programs are alike so it is impossible to predict the impact on one organization vs. another but if you can find similar industries and share their successes with some detailed metrics, that usually helps. Finding someone with KCS program management experience to help with the initial assessment is also a great way to increase the chance for success.

Learn MoreKnowledge Program Guidebook

If you missed the live broadcast, you can watch a recording of this webinar. Stay tuned to the Irrevo blog for more Q&A from this session, and follow us on Twitter to be the first to know when we share new answers.

Ready to implement a new Knowledge Strategy? Check out our latest white paper to learn more about getting executive buy-in for your knowledge transformation.