Here’s a simple process to help keep your knowledge base in good shape. When it’s in good shape, you’ll be able to take advantage of customer self-service and automated chat. Click on the infographic to see it in full-size.
Slack is a great tool for just-in-time comms, but it hits a wall when it’s your only centralised knowledge source or when conversations and channels get so vast, you have no hope of finding something that’s already scrolled by. Thankfully, there are a few add-ons that are coming to the rescue. It’d be nice if collaboration tool vendors would put a focus on building/acquiring good search in the first place, but it seems to be a universal condition, so let’s take a look at your options.
Niles is a bot that lives in and logs channels to learn the answers to common questions, and can be referenced directly within Slack. Anyone that’s supplied an answer will be prompted via email to review and refresh, if needed. Bots like this rely on machine learning, natural language processing, and time, so it won’t work perfectly out of the box. However, a great …
Original photo by Flowizm
It’s easy to see the benefits of knowledge management when its applied to a support function. Problems are solved more quickly, customers are happier, analysts are less stressed. It’s almost a no-brainer to look here first for improvements to knowledge flow
Knowledge management has application across the whole lifecycle of a product or service, though—from strategy, to design, to delivery and operations, to support, to continual improvements, and finally, to sunsetting (and even failure).
So, imagine the wobbly movie image as we flashback to the early days of a new service offering when it was just an idea in the CEO’s mind. She heads up a successful organisation servicing a healthy niche, and she’s looking to the future to offer a new kind of service in hopes of deepening relationships with existing clients and broadening market reach to gain new clients. A CEO that doesn’t look for new opportunities, …
Getting the most out of Confluence’s personal spaces
If your organisation has been using Confluence for several years, already, chances are it’s adoption has happened gradually—organically, even—as one team started using it for documentation, and then another, and then another. Your organisation’s Confluence may have become many things to many people. One of the often untapped benefits is the personal space feature. In terms of basic info like name, location, department etc, it’s very much like any other directory service; it relies on the profile owner to keep it up to date, and hopefully a little bit interesting, so that you can quickly find contact info for whomever you happen to be looking for. But that’s just one small part of it.
Customisable home page
When you create a personal space, you’ve got your own dashboard view of your workday, in a way. The sidebar can be configured with links to frequently used …
I’ve been working on an interesting project with a higher education institution. They have Oracle Service Cloud Enterprise, which ships Knowledge Foundation as standard. Knowledge Foundation is what used to be known as RightNow Answers. They came to me with a need to fix their knowledge base—the search returned irrelevant results, there was a lot of outdated and incorrect answers, and there hadn’t been a knowledge manager role in the organisation for more than a year. The platform was good enough to do the job, but their previous workflow had a built-in bottleneck and the state of the knowledge base had only gotten worse since that one person left.
Knowledge Foundation allows you to serve knowledge articles to different audiences via interfaces and respective access levels. My client had three interfaces, each with a matching access level, set up to serve separate and distinct audiences—current students, prospective students, and internal …
Earlier this year, I was listening in on the Twitter stream for #writethedocs—a conference for technical writers—when one of the speakers mentioned turning documentation from passive to dynamic.
Support: the wild west of documentation. — @gkoberger Fantastic #writethedocs talk. https://t.co/ZQc11NH3ad
— Aprill Allen (@knowledgebird) May 19, 2015
Gregory Koberger is a developer and founder of ReadMe, a documentation tool for developers. It’s intended to fill the need that developer communities have for up-to-date API documentation, but I could see a fit for DevOps in the enterprise, so I went digging some more, by way of hitting up Gregory with some questions.
Developers are notorious for hating on documentation. Can you explain why that is?
The biggest reason is probably that it feels like busy-work. If you think they hate writing documentation, though… it doesn’t compare to how much they hate how bad other people’s documentation is.
Programmer’s live in a very logical world. An out of …
I saw a tweet today and it made me think of you.
Profound @landesk customer review: “You need the headspace and time as an organisation to fully exploit it.” http://t.co/cLwcXZ9h75 #itsm
— Martin Thompson (@itammartin) July 1, 2015
We could say this about anyone, couldn’t we? The truth is, people have limited time and as long as the new tool meets the basic business-as-usual needs, your customers are unlikely to go exploring the boundaries without provocation.
Too often, customers’ purchase decisions will be influenced by the length of your feature list or your responses to a spreadsheet. This isn’t sticky marketing, because you’re all addressing those same BAU capabilities. Where’s the magic? Where’s the value?
Remind me of those features I’ve forgotten about. Design email marketing campaigns with protips for my use case. Uncover and share those customers like me who are already doing innovative things with your solution. It doesn’t even need to be all that innovative, …
One of our biggest challenges in service management is explaining what it is and why it’s useful. The ITIL definition is dry and completely unsellable.
A set of specialised organisational capabilities for providing value to customers in the form of services.
It’s a problem ITIL has more broadly—it’s dry and bureaucratic in its worst form. It’s the nature of most best practice guidance, though, so don’t blame ITIL.
A recent thread on my Facebook wall prompted James Finister to challenge us to Seussify ITIL. Perhaps he thought it couldn’t be done, but Phil Green stepped up and posted a response. Following on nicely from my Return of Service post, here’s Phil’s representation of the definition of service, Dr Seuss style.
An outcome to achieve is what I desire,Today, tomorrow, is what I require,Will you help me achieve the outcome I require?Can you, could you, should you be my provider?I’ll help you achieve the outcomes …
You know, it’s funny. In this app economy we’re working in, you can buy just about anything as-a-service. And yet we—the makers, the designers, the writers, the product marketers, etc—are trying out all kinds of different marketing and pricing recipes to build a package people want to click the buy button for. Freelancers, consultants, and software developers have productised their offerings. We’ve abstracted the value of the person out of the sale, even though it’s our particular expertise and contexts that is the basis of what we’re selling. We’ve distilled what we DO down to things people can put in a shopping cart—a transaction.
You need a product
I know how this happened. It’s the revolution of the Four Hour Work Week, and the desire to make passive income; to make more money from less time/effort.
But, even if you’re an affiliate marketer making coin from selling the work of others, (not that there’s anything wrong with that; …
I watched a video on YouTube last week and I want to share it with you. Destin, of @smartereveryday, did an experiment that shows how those things we do every day that are just like riding a bicycle, are actually complicated. And when we introduce even a minor change, it’s hard and we won’t necessarily be able to do it straight away.
Watch this video and tell me how this backwards-bike experiment makes you feel about your organisational change initiatives.