Knowledge management (KM) has enormous potential to improve operational efficiencies and customer satisfaction in a TS setup. But, far too many KM initiatives fail at various stages of implementation. Let us take a closer look at some of the reasons: Lack of organizational leadership to encourage collaborative culture: Effective implementation of KM involves introducing sizeable changes to the way support teams work. Absence of a KM champion, acting as a catalytic change agent, makes it difficult for the KM initiative to take off. You need someone who evangelizes (read: thinks, dreams, breathes) KM passionately. Knowledge has limited shelf-life: Delay in capturing or sharing knowledge base (KB) substantially reduces its utility. You may be losing valuable time in your efforts to review and sanitize the knowledge. In the absence of a published KB article, your support engineers are sharing their solutions with the customers anyway. KB does not capture the customer’s context: KB articles mostly talk about the root cause of a problem and the solution, but leave out the customer context. Customers do not call in saying, “IMAP proxy server crashes when the TCP packet size is XXX.” When you record the customer’s context, your frontline engineers can find the relevant KB article based on how customers describe their problem.
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Why do so Many KM Initiatives Fail in Technical Support (TS) Operations?