Value Metrics for Continuous Improvement
Metrics Workshop delivered at the SSPA Leadership Conference October 2007

Handout from SSPA workshop in October 2007.
Workshop abstract:  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. In this interactive session, learn how to apply systems thinking to create value metrics and apply them to promote ongoing improvement. You’ll come away with the knowledge you need to create a double-loop workflow process that includes both performance metrics and value metrics to not only measure problem-resolution, but also support improvement. This valuable new technique enables you to make serious positive changes without introducing any new technology. For example, you’ll hear how support can use the value metrics approach to influence and manage contact volume. The workshop includes a fun, participatory process exercise that teaches you how to expose the unrealized capacity of your support organization. You’ll learn how to create a value metrics performance management model and develop the new indicators you need to drive value in your business. You’ll also learn how to apply these value metrics to the systemic workflows of case management and how management can show measured returns from improvements with existing resources.

What Your Knowledge Does Not Know -- May Kill It
Published by the Services and Support Professionals Association (SSPA) in July 2007

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.

An Ongoing Practice: Normalizing Knowledge at Sun Microsystems
Co-presented with Sun Microsystems at the SSPA Best Practices Conference May 2007

Speaker’s Paper to support SSPA presentation in May 2007.
Presentation abstract: By adopting Outsights’ process methodology called NormalizationSM over the past two years, 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.

KCS Practices Guide v.4
Published by Consortium for Service Innovation in 2007

Consortium for Service Innovation recognized Knowledge Normalization as a best practice to be leveraged in the B-Loop area of the KCS methodology. Read about normalization as a KCS best practice along with the other latest KCS best practices.

Knowledge Normalization: Extreme Makeovers - Part 1, Part 2, Part 3
Published by SSPA in 2004

Read the three-part article series SSPA published to understand how you know if you Knowledge Normalization is needed in your organization, what to expect from the process of normalizing knowledge and finally how to sustain the results of the work.

Knowledge Normalization FAQ
Published by Outsights, Inc. in 2004

This Frequently Asked Questions (FAQ) document will outline some of the most common questions about normalization and answer them in a simple manner.

Pulling Your Own Chain
Published by Outsights, Inc. in 2003

Read this whitepaper to understand how KCS, Betty and 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.

Excerpt from document: "We would also like to recognize the contribution of the Consortium for Service Innovation for creating breeding grounds for the core principles of Knowledge Centered Support (KCS). Consortium-participating companies provided the framework of principles for KCS. ISN, embracing KCS principles, works with individual companies to put into practice the key learning of the KCS model and the newly evolved ISN model."

Adaptive Organization Model v2.0
Published by Consortium for Services Innovation in December 2002

Exerpt from document: "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."

Livia Wilson, co-founder and President of Outsights, Inc., is named the "visionary and architect behind much of the AO work and she has contributed significantly to the creation of this document. Livia has nurtured and facilitated the Betty team since its inception." Much of the AO model principles have shaped Outsights’ operational model the Integrated Solutions Network (ISN).

Betty White Paper
Published by Consortium for Service Innovation in October 2001

Excerpts from the Betty Whitepaper: "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."

"The Betty Team [was] lead by Livia Wilson, Director of programs for the Consortium and co-founder of Outsights, Inc., who provide[d] inspiration, insight and guidance to this effort."

Outsights’ Integrated Solutions Network (ISN) is model of service delivery practices aimed at operationalizing Betty and creating the Adaptive Organization.

Getting started with KCS
Published by Consortium for Service Innovation in 2000

Transforming Global Services at Sun Microsystems
Co-presented with Sun Microsystems at the SSPA Leadership Conference October 2007.

Presentation abstract: Sun Microsystems is embarking 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. This three-phase initiative will transform the business. 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.

An Ongoing Practice: Normalizing Knowledge at Sun Microsystems
Co-presented with Sun Microsystems at the SSPA Best Practices Conference May 2007

Presentation abstract: By adopting Outsights’ process methodology called NormalizationSM over the past two years, 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.

Presentation outlining normalization and how it has been adopted at Sun Microsystems. Shared normalization as a best practice to support KCS Practices Guide v.4 released in February 2007.

Knowledge Programs and Content Normalization at Sun Microsystems
Co-presented with Sun Microsystems at the KCS/Betty Program Team Meeting, Consortium for Service Innovation December 2006

The Tacit Taxonomy
Knova User Forum September 2006

Presentation abstract: Content and taxonomies quickly grow to the point of being unmanageable. The latest best practices focus on creating, managing and delivering only relevant content. The basic approach is to: A) Define value buckets according to demand, B) Organize content into core resolution paths, and C) Map knowledge to bridge your business’s six degrees of separation between its products and its customers. This approach yields meaningful metrics, automatically focused search results, and has shown the capability of using 75% less content to produce 75% higher relevance. In this session, Farrell will share customer examples and welcomes your feedback on this model in use by early adopters.