The implementation of a strategy often requires changes in people, processes, and technology. Perhaps the most difficult change and the one we struggle most with is changing ourselves – the people. We’re creatures of habit, and if we’re not motivated or can’t see what’s in it for us, we essentially won’t ever change. When establishing successful Knowledge Management, we need to shift the culture away from recognizing people for what they know, and toward recognizing people for their ability to learn, collaborate, and share.
About Therese Walve
Therese Walve is Marketing Manager at ComAround. She has 15 years of experience in marketing and has previously worked as an advisor focusing on online marketing. She holds a master’s degree in economics from Stockholm University and is KCS v6 Practices certified.
Entries by Therese Walve
Knowledge is often scattered everywhere in an organization. Knowledge arises and is produced in departments and projects groups, and for individual purposes. It could be stored as documents on a server, on an employee’s computer, as well as in knowledge bases, or not stored at all. Usually the majority of documented knowledge is seldom used despite its benefit to many employees, customers, and partners. That’s because they can’t find it or don’t even know that it’s there.
Many organizations share competitive challenges and a need to scaling their business and be at the forefront of their customers’ minds, etc. while having limited staff and budget resources. Organizations that really understand that their most valuable assets are the collective knowledge of their staff, customers and partners can thrive with less effort. In this blog article I will highlight the most important benefits to an organization of implementing a successful Knowledge Management strategy.
Most of us working in a service organization are struggling with making our customers satisfied with limited resources. Using an established Knowledge Management methodology and a specialized Knowledge Management solution, streamlines our support workflow to be able to resolve more incidents with our existing resources. Adopting the KCS methodology helps service organizations to know exactly what to do to get great results.
Barclay Rae, the CEO of itSMF UK, talks to Lena Storvinge, The Head of Training & Consulting at ComAround, about Knowledge Management.
Self service means to obtain answers to questions by yourself, without having to contact the staffed support function. This is 6 reasones why a Service Desk should use self-service as a support channel to their customers.
It is easier than many believe
It is not enough to offer self-service if users are not aware that it is available or understand the advantages. It is essential that Service Desk markets the self service solution, its content and the benefits it provides in order for more users to resolve their problems via the self-service solution.
Users will benefit from easy access to the self-service knowledge tool. With easy access users will resolve problems themselves instead of calling the service desk. It is also advantageous to have the self-service solution integrated with the ITSM tool. This integration gives users the ability to access knowledge articles while registering an incident. It is […]
While attending the ITSMF conference in Norway on 3-5 March 2015, I had the opportunity to listen to the key note, Rae Ann Bruno. While her entire presentation was fascinating, she really got to me when she talked about the real business purpose of the IT-department, especially the gap between what they report to the […]
The management staff constitutes an important tool for changing behavior in an organization. Include them early in the process, use best practices, references and provide prompt feedback on progress.