[Case Study] 45% increased customer satisfaction at IT service company
A while ago we helped an IT and telecom SME improve their service delivery. The business had grown quickly, but they were getting more and more customer complaints, and sales were declining. We spoke with managers and technicians, and analyzed their operation.
Our analysis showed that the maturity of the organisation had not followed its growth. This is a bottleneck for many companies at the tipping point of 120 employees. Technical, operational, and customer knowledge had become fragmented, and existed mainly in the heads of employees. As the company grew, different assumptions emerged. The project leaders had different priorities and different ways of working. Agreements were unclear, and there was no systematic communication, both internal and to customers. More than once a technician had left during an installation without notifying the customer. This caused a lot of confusion and frustration.
We helped map their processes and make them visible in a central knowledge base. This revealed many potential improvements that had remained isolated knowledge. We set up a community for the project leaders, coached them in process management, and put communication at the center of the new way of working. Within 6 months, the company saw 30% fewer complaints and incidents, 35% less rework, 45% higher customer satisfaction, and overall lower operating costs.
What do we take away from this?
1. Make processes and agreements explicit, even if it feels too soon.
If knowledge remains in the heads of people, it quickly creates the wrong assumptions and misunderstandings. Making processes explicit makes them clear to all, and makes it easier to improve them.
2. Communication = Service Quality.
Nothing is more frustrating than a lack of clarity. Problems happen, but proactive and empathetic communication makes the difference between "understandable" and "unacceptable". Make effective communication an explicit part of the work processes.
3. Experience is the added value.
Executing a project (or solving a problem) not only produces a technical result, but also experience. This experience is the source of all improvements. Deal with it purposefully and systematically. Invest in reflection, analysis and process improvement. If not, the same problems and inefficiencies will keep happening.
Metaknowledge Part V : Roles
A deep dive into the different roles involved in each of the knowledge management activities.
Metaknowledge Part IV: Process
An in-depth examination of the processes and practices related to the four knowledge management activities, with examples for each.
Metaknowledge Part III: The 4X4KM knowledge management framework
This part of the Metaknowledge Guide provides the 4X4KM framework, based on the four core KM activities. This framework is an invaluable tool in organizing your KM, and keeping your efforts focused and productive.
Metaknowledge Part II: The three kinds of knowledge management
This part of the Metaknowledge Guide outlines the the three kinds of knowledge management, and how knowledge management relates to learning & development.
Metaknowledge Part I: Knowledge, Information, and Data
A practical, intuitive interpretation of "knowledge", and how it compares to information and data. This will help you position knowledge management in relation to information management and data management in your organisation.
The Do's and Dont's of IT projects
What should we do to (and not do) to ensure the project runs smoothly, and delivers the best results? I asked a few experienced IT project managers what they've learned.
How we used Digital Transformation to improve construction projects
Here's the story of how we used process analysis and digital transformation to speed up construction project initiation.
It Took A Lot Of Jelly Beans
Peter Maeseele is an expert in design and business analysis, and a lead in a number of IT knowledge management initiatives. In this talk he shared some of his experiences and insights - and why jelly beans proved a key component of their change management.
The Lazy Man's Way Of Working
Lazy smart people leverage experience to their benefit. They take the time to save time.
Three Tricks I Learned, And You Should Too
Much of the value of knowledge sharing comes from sharing and reusing tricks and small improvements that are easy to replicate and adopt. Here are three 'tricks' I learned to improve work and life.
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Fewer calls, lower costs, and happier customers. Here are some results different IT teams saw by improving their knowledge sharing and communication. What would achieving similar results mean for you and your team?
[Interview] Not Everything German Is All German
Marianne Rutz shares some great insights and practical advice on how to account for local culture in global service teams, and how teams can leverage cultural diversity to improve their services.
[Interview] Breaking Silos in the Virtual Workplace
In this talk, Stefano Leone (IT communications and people strategy at Euroclear) sin improving collaboration and breaking down silo's in a tech-focused environment.
[Interview] The future of IT services
I recently appeared on the podcast of Marianne Rutz, a leading operational excellence consultant in the contact center industry. We talked about the future of IT services, and how to deliver real value to customers.
Nobody cares about the ServiceDesk
Traditionally, the ServiceDesk offers a safety net for IT users. But here's the thing: nobody wants a good safety net. They want to not need a safety net.
Shift-Left: getting started the right way
Many IT organisations are working to implement a shift-left of knowledge and capabilities. However, many of these initiatives don't deliver the expected results. To prevent this from happening to you, I’d like to share three pieces of advice to get started the right way.