Articles and Publications

Understanding the Logistics...

  • The Seven Deadly Sins and Customer Service Doctrine

    (Outsights, Inc.) - Customers of technical support are getting more dissatisfied and a new support paradigm is emerging to satisfy their needs. The following are some of the concerns expressed by enterprise customers in private interviews and in public web forums.
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  • A Strategic Approach to Knowledge Management

    (Presented by Taleo at TSIA Technology Services World) Covers - how to build a winning knowledge management strategy, how to get your content right and make it scale with your business, how to connect users to the right resources when everything else fails and how to recognize performance based on value added.
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  • Support Family Feud

    (Co-presented with Taleo, Oracle and EMC at TSIA Technology Services World) Asks the question - If We All Face the Same Challenges.. Why Not Do Something Completely Different?
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  • Outsights Normalization Presentation

    (Outsights, Inc. Presented at Kaidara User's Forum) There is too much variability in how we approach solving the things we already know. In actuality, 80% of case volume is supported by 20% of the content we write.
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  • Turning Stale Knowledge into New Capacity

    (Co-presented with Kaidara at SSPA Technology Services Europe) The key differentiator is not technology – but how an operation can realize value from their KM deployment. Knowledge Management (KM) models have a 3-year life-span until they become stale.
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  • Value Metrics for Continuous Improvement

    (Outsights, Inc. - SSPA workshop) Most support organizations continually gather data to monitor support Engineer performance. Yet today’s key performance indicators don’t promote improvement. While performance data is useful, it only tells half the story. To promote improvement, a second set of metrics is needed — value metrics that speak directly to your improvement goals.
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  • What Your Knowledge Does Not Know May Kill It

    (Outsights, Inc.) Most knowledge management systems go on life-support during the first two years after implementation. While most users resort to other means to get to information, a few zealots continue the quest to really make it work. Then after three years, the business decides to pull the plug and start over, either by buying replacement technology or re-launching the existing technology. What your knowledge does not know — how to stay lean, viable and healthy — will ultimately destroy it.
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  • Transforming Global Services at Sun Microsystems

    (Co-presented with Sun Microsystems at the SSPA Leadership Conference) Presentation abstract: Sun Microsystems embarked on a strategic transformation to turn global technical services into a value-creating network enabling the organic growth of value and capacity. The transformation has three phases: Normalization of Expertise, Implementing Value Based Metrics, and Regulated Collaboration. Although there is no shortcut to value-creating performance, there is an approach which starts to change delivery from the outset. This method can be applied to any support environment with a growing and complex product to support.
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  • Knowledge Programs and Content Normalization at Sun Microsystems

    (Co-presented with Sun Microsystems at the KCSsm/Betty Program Team Meeting, Consortium for Service Innovation) A overview of the normalization initiative. Sun has reduced time to resolve on complex products by over 20% and maintained zero quality defects for more than 5 months. Adoption of the Normalization methodology forces a change in perspective from traditional volume-driven content to one where knowledge is structured in resolution paths enriched with customer context to deliver content in a more usable and findable way.
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  • The Tacit Taxonomy

    (Outsights, Inc. presentation at Knova User Forum) Content and taxonomies quickly grow to the point of being unmanageable. The latest best practices focus on creating, managing and delivering only relevant content. This approach yields meaningful metrics, automatically focused search results, and has shown the capability of using 75% less content to produce 75% higher relevance.
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  • An Ongoing Practice: Normalizing Knowledge at Sun Microsystems

    (Co-presented with Sun Microsystems at the SSPA Best Practices Conference) By adopting Outsights’ process methodology called Normalization, Sun Microsystems has taken managing knowledge to a whole new level and has begun to see ROI as a result. Sun has reduced time to resolve on complex products by over 20% and maintained zero quality defects for more than 5 months. Adoption of the Normalization methodology forces a change in perspective from traditional volume-driven content to one where knowledge is structured in resolution paths enriched with customer context to deliver content in a more usable and findable way.
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  • KCSsm Practices Guide v.4

    (by The Consortium for Service Innovation) Knowledge Normalization is recognized by The Consortium for Service Innovation as a best practice to be leveraged in the B-Loop area of the KCSsm methodology. This guide covers normalization as a KCSsm best practice along with other KCSsm best practices.
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  • Knowledge Normalization FAQ

    (Outsights, Inc.) This Frequently Asked Questions document will outline some of the most common questions about normalization and answer them in a simple manner.
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  • Pulling Your Own Chain

    (Outsights, Inc.) KCSsm, Betty and the Adaptive Organization principles have been translated into practices to transform today’s service delivery model. By flattening the organization and networking resources together, the Integrated Solutions Network pulls the organization toward creating more value.
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  • Adaptive Organization Model v2.0

    (with The Consortium for Service Innovation) This paper outlines the operational elements of the Adaptive Organization. The AO environment is a knowledge-based network. It is optimized for the creation and evolution of knowledge. It acknowledged how things get done in an organization and the value of productive relationship and how they promote continuous innovation.
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  • Betty White Paper

    (with The Consortium for Service Innovation) Betty is a vision that integrates individual values and capabilities with organizational values and capabilities through relationship and network structures, such that we can improve the organizational capacity to perform, successfully.
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  • Getting Started with KCSsm

    (with The Consortium for Service Innovation) Whether you support products for a corporate help desk, a product manufacturer, a channel or a third party provider, chances are you’re under the gun to better manage your resources and improve your service levels. Knowledge-Centered Support (KCSsm) is a business methodology that was developed and put to the test by members of the Consortium for Service Innovation. The goal of KCSsm is to solve a problem once. . .and use the solution often! Adoption of KCSsm has improved operational efficiency, employee moral and customer satisfaction. This brief examines the need for a knowledge-centered strategy as well as the organizing principles of KCSsm and its benefits.
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