kellypuffs 06000168YK Visits (4167)
This video tells you more...
hat? What do you mean?
"Just in time, not "just in case" is a great catch-phrase that captures our knowledge management practices here in Rational Client Support. And we thought you might be interested in learning a little more about that.
We believe that knowledge base content (in a support context) is different and should be managed differently from other types of technical content, like documentation, white papers, or manuals. Technical Support content is dynamic and needs to be created, managed and delivered for "just in time" accuracy and freshness. A piece of support content is most valuable within the first 30 days of the problem being discovered. Unfortunately, many organizations take 60-90 days to document and release new solutions, which you can see from this graph is ... sub-optimal.
The Acme Co has started fielding support calls about the new bilateral destabilizer functionality, released last week. Sadly, a use case has emerged: if you plan on deploying the bilateral destabilizer underwater (like anyone would EVER do that), you need to make some adjustments in the motor housing.
Acme believes that getting this information out to their clients quickly is far more impactful than investing in a lengthy writing, editorial and review process while clients continue to struggle without this valuable knowledge nugget. Acme certainly doesn't want to continue to field calls about known issues. They want to get the knowledge as close to the clients as soon as possible, so their support engineers can be helping clients with new issues.
We believe the same is true for our business, and client surveys bear this out.
We want to fill knowledge gaps (yours and ours) as quickly as possible. We value accuracy and speed over presentation and format.
That is why we focus on "just in time", not "just in case". Content is created in the context of the issues a client is facing this minute - in the context of a PMR. We're not building an encyclopedia, we are providing solutions. And we create those solutions at the time they are being demanded. We recognize that knowledge is more accurately captured at the moment of using it, not in attempting to recollect it accurately later, which is why we ask our support engineers to capture their knowledge use in the PMR workflow. Capturing knowledge for reuse is not something we do afterwards, if we get a spare minute. It is an integral part of the core business.
Everyone in Rational Client Support is a knowledge worker. And you win.
Here in Rational Support, we understand the deep value of influence and thought leadership. We work hard to make sure our experiences across the organization are captured and shared out to help all of our clients and other IBMers alike reuse and benefit from our collective knowledge. One of these ways is through our periodic "Top Content" posts which highlight the most reused support content in the prior month.
Identifying and quantifying the value of what we do, however, isn't quite as easy. This is something that we've touched on before, and something which is a huge trend in the 'social' industry today: measuring value. Recently I ran across this article from Wired Magazine discussing one of these ranking systems: Klout. In the closing of this article the author, Seth Stevenson, posits that while this tool is becoming more of a pivotal piece in the social spaces it is likely missing a key factor (or more) to really crack the nut of measuring influence and subsequently value. Seth makes an important note on his own anxieties and calling out what he has seen in terms of who the biggest score holders are: big names that appear caught in an echo chamber, versus those he finds truly interesting who tend to have lower scores across the board.
In Rational Support, we believe we've stayed away from that echo chamber effect in our social spaces, instead focusing in on the information that is critical and necessary for you, our clients, to be successful in your businesses. Sure, we may watch our Klout score with a little interest, but we don't let that drive how we do our jobs. Our core beliefs remain squa
Given that influence is comprised of so many differing variables, both observable and intuitive, how would YOU quantify your influence? What are those key factors or variables that are important to you, which do you look for to identify the influencers in your networks? Let us know in the comments below!
AcdntlPoet 2700019V2G Visits (4136)
Social CRM is becoming a bigger deal as businesses grow in the social spaces. Where we once referred to this all as "social media" or "new media", we've begun to shift the jargon in how we talk about the spaces. Moving from words indicating "what", we are now using words to indicate "how" we work in the spaces. You've likely seen me use the phrase "Social Business" in the past few months. I made this shift in verbiage based on the fact that "Social Media" really just described the tools we used, not how we used them. We are a business after all, and our primary focus is to help our clients, to help YOU, be successful with the products and services IBM provides.
We are constantly striving to improve how we engage and help, which not only means implementing our strategies, but to get out and learn as much as we can about how best to work in these spaces. And wouldn't you know it, in my effort to learn more, I was pointed to a fabulous paper provided by IBM Global Business Services (htt
From social media to Social CRM: http
There is some really great and recent information in this paper outlining the gap between what customers want and what companies/brands -think customers want. (As an aside, one of my difficulties has been finding studies like this which match the present climate. Most social media/social business studies I have found were released as far back as 2008 or 2009, some of the more recent ones in early 2010 based on 2009 data. This particular paper has the most up to date information I've found thus far!)
While the paper provides some very eye-opening data and likely will help change how many businesses focus on their social efforts, I was happily surprised to see that our efforts in IBM Rational Support, as well as the larger IBM Rational brand efforts appear to fall in line with the gap table of customers' rankings. Now, I may be biased here (an amazing realization, I know), but I think our four social media channels (Twitter, Facebook, Youtube, and here on NFRS) are indeed aligned directly with customer/client demands from a support organization. But that's just my view, we'd love to hear your view.
So go on and take some time to read the Social CRM paper. I think you'll find some very valuable insights there which you can take back to your own areas and use the data to build your own successes in social business. Of course, once you've read read the paper we here in Rational Support would really appreciate your insights as to how you really think we're doing here and how we may be able to improve the spaces to help you be even more successful!
image credit: (cc)Some rights reserved by smemon87
kellypuffs 06000168YK Visits (4123)
What does VoiCE stand for?
It's shorthand for VoiCE of the Client Events.
What is it?
VoiCE is a series of 1-day or 2-day confidential conferences held in conjunction with Rational software conferences (Innovate) world-wide. VoiCE is also held at six-month intervals before/after Innovate in some geographies. Organized around product or solution-related tracks, VoiCE is attended by key clients, usually 10-25 per session. VoiCE is sponsored principally by Rational Support and VoiCE sessions are owned by Rational engineering and product delivery. Usually held in a face-to-face setting, VoiCE discussions are about:
VoiCE is geared toward:
Products that our clients are excited about and committed to because they’ve been able to meet directly with development and product teams and influence product direction.
World Wide VoiCE Events in 2010:
If you would like more information about these VoiCE events, please contact the VoiCE team at firstname.lastname@example.org