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. How can we transition to a winning Knowledge Management culture? Author Daniel Pink outlines three key motivational factors in his popular book “Drive: The Surprising Truth About What Motivates Us”.
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. The benefits of reusing collective knowledge in an organization are huge. An organization can achieve operational efficiency and organizational learning, as well as drive innovation and product development. Achieving these benefits requires a corporate Knowledge Management strategy that supports a knowledge sharing culture and the building of a common knowledgebase.
The experience and expertise of the people in your organization are your biggest asset. They are the foundation for ensuring satisfied customers and having services that work well. Learn how to make sure you are taking care of your knowledge.
To succeed with self service, the knowledge base needs good searchability and to generate relevant hits. In ComAround Knowledge™ it is the search bar, which is based on the powerful search engine Microsoft Azure Search, that technically enables the search itself. The searchability of the content is largely determined by structure and wording, and this is where you and your colleagues can make a difference. In this article you will get several handy tips!
Barclay Rae, the CEO of itsMF UK, talks to Lena Stormvinge, Head of Training & Consulting at ComAround, about Knowledge Management at SITS 17
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. The interview is divided in three parts.
Part 1 – What is knowledge management?
Part 2 – What is KCS? – the 90/90 rule? What is the biggest challenge to make Knowledge Management work?
Part 3 – About ComAround and the future of service organizations