Four benefits of having a successful Knowledge Management strategy

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.

1. Operational Efficiency – Knowledge-centered culture and infrastructure

Knowledge Management is about teamwork. Collective experience will always be more accurate and complete than any individual’s knowledge. It is essential to integrate the use of the knowledge base into an organization’s workflow in order to benefit from this collective knowledge. It requires the setting-up of a knowledge-centered culture and infrastructure in the organization that reuses and improves existing knowledge and captures new knowledge where it doesn’t already exist.

The value of reusing collective knowledge is huge. An organization will benefit from the ability to introduce both new people and new work with dramatically less effort and time. Issues or situations will be resolved much faster. By choosing the successful Knowledge Management strategy based, for example, on the Knowledge-Centered Service (KCS®) methodology, you can receive operational benefits such as:

  • 20-35% improvement in employee retention
  • 20-40% improvement in employee satisfaction
  • 50-60% improvement in time to resolution
  • 70% improvement in time to proficiency

2. Organizational Learning and Improvement – Share more, learn more

The Irish author George Bernard Shaw said: “If you have an apple and I have an apple and we exchange these apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas.” Knowledge is like ideas. Knowledge is intangible whereas physical products are tangible. The more we share knowledge the more we learn.

Use of a knowledge base reveals patterns that help organizations make better decisions. Patterns of article reuse can highlight issues from a financial and customer-impact perspective, providing information for product management and development to act on. Organizations that have implemented the KCS methodology have reported a 10% reduction in issues due to root cause removal. Working with development and product owners to remove those issues results in a better customer experience and cost savings.

3. Customer Success with Self-Service – Findable and usable in the customer context

Setting the right strategy for Knowledge Management in your organization will result in the customer context. When knowledge is in the customer context it will become findable and reusable. For support providers such as service desks and customer service centers, having the majority of simple, recurring questions go through self-service will save time and money and will also improve the customer experience. The cost per resolution in self-service is dramatically less than that of an assisted call. Organizations that have implemented the KCS methodology report case deflection of up to 50% with self-service. Effective self-service allows support providers to focus their energy on new challenges and opportunities that lead to greater employee and customer satisfaction.

4. Summary of benefits: Reducing operating costs

The aggregated impact of these three benefits results in a reduced ratio of service providers’ operating costs (or costs per individual being served) to revenue, while simultaneously improving the success and productivity of those being served.

Your organization’s most valuable asset is knowledge, and you should take care of it.

If you would like to find out more, please contact one of ComAround’s Knowledge Experts.

Thanks for reading this blog article. Please leave a comment if you have any thoughts you would like to share.

Therese Walve, Marketing Manager at ComAround & KCS Practices V6 certified.

About ComAround

ComAround is a multinational software company that specializes in Knowledge Management and self-service. The company helps organizations to achieve exceptional support by using intelligent knowledge as part of their digital transformation strategy and by utilizing ComAround’s expertise in Knowledge Management. ComAround’s customers solve problems faster, handle increased volumes of issues in multiple languages much more easily, have lower organizational costs and deliver excellent customer experience. Read about ComAround’s Knowledge Software.

Related links:

Blog article: 4 benefits of choosing a separate and specialized knowledge management software

Whitepaper: Using Self Service and KCS to reduce support cost

On-demand webinar: Building a Business Case for Implementing an Advanced KM Solution


What are your organizations Knowledge Initiatives for 2016?

No matter if an organization is starting their Knowledge journey, or if they are maturing their Knowledge Centered Support processes in a phase II or III, the first months of the year are the time to plan and set the goals for the 2016 Knowledge Initiative.

Read more

How do you evaluate employees without rating them?

More and more companies move away from the traditional rating-based performance model in the organization. It makes sense to focus on goals instead of activities. You want your company (and employees) to grow and develop, and in order to do so, you need to focus on the right things. Measuring activities will give you an unfortunate result as your staff will focus on achieving what you are asking for, and nothing more.

Read more

Your first line resolution should be low!

It is an undeniable fact that CIO´s and CFO´s across the globe’s Fortune 500 companies have measured how well their company’s first line resolution rate performs as an important KPI. The higher the resolution rate the better. I dare to say “No”.

Read more

Self-Service means new metrics for your support organization

It’s time to rethink the traditional support metrics, used by a majority of service desks to measure how successful they are. And the reason to that is the value that the support organization creates cannot be measured inside the support organization. The value is on a higher level, just as it should, and the support is creating real business value and not only internal support value. It is also time to stop focusing to much on activity, and instead start measuring the outcome of our activities. Read more

Show business value, not standard IT department metrics

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 business and what is useful information.

Read more

Part 2: Resolve more cases with self service – support strategy and goals as fundamental control instruments

A new service or tool won’t automatically perform miracles if you don’t do anything useful with it. You must decide on a strategy and get people to follow it if you’re to be successful. In this blog, I describe the most important elements of a support strategy for self service and the importance of setting goals.

Read more

Part 4 Järfälla Municipality: Measures and plans for solving more cases in Zero Level support

Järfälla Municipality, outside Stockholm, has been using web-based self-service as a support channel for seven years. Last year, they decided to introduce Zero Level support as a stage before first line. Zero Level support is expected to solve 40% of all incoming cases. The challenge is to get users to help themselves via self-service.I have interviewed Hans Berkvall, IT Manager at Järfälla Municipality, who describes their measures and plans for increasing the number of solved cases in Zero Level support.

Read more

How actively do you use self-service and how high is your Self Service Score?

Do you focus on users when you offer support via self-service? Support functions often focus on rationalising their support organisation and measuring the number of cases resolved and how long it takes to deal with a case. How many of you measure users’ commitment to solve their problems via self-service?

Read more