Co-presented Case Studies
Stop the Madness with a Unified Knowledge Management System
John Quinn, Deputy Chief Executive, People Pay & Pensions Agency
Stacey Matinale, Director EMEA Sales, InQuira
learn:
- How to develop a scalable Knowledge Base (KB) upgrade strategy
- How to leverage existing content and advanced search technology to deliver quality support
- How to Empower your employees with the information they need
- How to partner with your vendors to achieve the best results for your knowledge base initiative
The People, Pay & Pensions Agency (PPPA) of the Ministry of Defence (MoD) was formed a couple of years ago with the mission to be the single point of contact for the HR needs of all civilian employees and their manages. However, with more then 90,000 employees, hundreds of different policies, comprehensive, but often very long, HR documents, 60,000+ calls per month, and constant changes to both the policies and the employee base, the agency faces a daunting customer service challenge. Whilst it was intended that the first point of reference for MoD employees would be online, the experience was so poor that telephone has become the default option. Therefore, the quality of service was completely dependent on the agent interaction. However, agent’s felt frustrated because they were using the same online facilities that the employees had given up on and, therefore, often had to rely upon their own knowledge, which varied considerably with each agent’s experience level. Employees also learned that repeat calls to different agents often yielded different responses, so people would just keep calling until they heard the answer they wanted. The PPPA is addressing this challenge with a comprehensive knowledge management overhaul that will empower agents in the call center, and enable employees to help themselves on the web.
Attend this live session to learn how the PPPA is transitioning from a phone-based to a web-based model hopes to reduce call center volume while improve service and support quality and raise employee satisfaction levels.
About John Quinn
As deputy chief executive of the People, Pay and Pensions Agency, John Quinn is responsible for transforming the delivery of HR transactional services to approximately 90,000 civilian employees of the Ministry of Defence. Previously, John was HR change director at Barclays Bank, where he was accountable for the development of HR strategy and the governance of major HR change programmes. While with Barclays, he led the programme to integrate The Woolwich into the Barclays Group following its acquisition in 2000, transformed Global Product Sales within the Corporate Banking Division, and was involved with the creation of the highly successful Treasury Sales business.
A Rational implementation of process change
Simon Washbrook, Team Lead, Support at IBM Rational
Andrew Vermes, Technology Practice Leader, Kepner-Tregoe
In just 18 months, IBM Rational achieved sustainable improvements in service and support of its platform and software, slashing the backlog of open issues and improving customer satisfaction. This was achieved by implementing Kepner-Tregoe systematic troubleshooting processes in Europe, North America and Asia Pacific. The program included training, performance system modification, integration of processes and tools, and ongoing coaching and support. Initial results demonstrated immediate improvements against key performance indicators including a 25% reduction in backlog and a 4% increase in customer satisfaction.
Through examples and case studies, this presentation will show how a culture change supports the dramatic improvements that are being achieved—and sustained. Systematic troubleshooting, based on enhanced critical thinking skills, focuses trouble-shooters on relevant data to accelerate identification of root cause and ensure the accuracy of corrective actions. Engineers immediately accelerated issue resolution for the most intractable problems, resolving issues in hours that had been outstanding for days. IBM Rational’s integrated approach to implementing the new processes and tools also created a culture change that ensured that improvements were rapid, sustainable, and supported on an on-going basis.
About Simon Washbrook
Simon Washbrook is Team Lead, Support at IBM Rational. His daily life involves handling incidents raised by some of the most demanding customers there are.
About Andrew Vermes
Andrew Vermes is Technology Practice Leader at Kepner-Tregoe (KT). Andrew and KT have helped clients like IBM, Siemens and Sun Microsystems increase customer satisfaction and at the same time, reduce time to resolution and resource use in support.
How 3 leading companies turn stale knowledge into new capacity
Farrell Hough, Principal, Outsights
Livia Wilson, President and Co-Founder, Outsights
Bob Tatemichi, Chief Operating Officer, Kaidara
Learning Objectives:
- What is normalized content
- What is the normalized taxonomy
- What is the measure of value that promotes increasing value
About Farrell Hough
Farrell Hough is a principal with Outsights, where she focuses on service delivery practices and management of strategic programs which deliver improved customer experiences and stakeholder value. Farrell has conducted projects in assessment (technical, operational and strategic), implementation, optimization, and re-designing operational practices to produce increasing value and capability.
About Livia Wilson
Livia Wilson is the President and Co-Founder of Outsights, Inc. Livia has more than 20 years professional experience in organizational leadership and development, development and implementation of Knowledge Centered Support Strategies and continuous process improvement processes for service delivery. Outsights supports knowledge management, performance management, resource management and interaction management models which create sustained high performance.
Global Services, Global Solutions — How the right tools drive cross-border growth
Morris Panner, CEO, OpenAir
Jodi Cicci, CEO, TOP Step Consulting
Jodi Cicci, currently the CEO of TOP Step Consulting, and formerly the Global Deployment Director at Software AG, will join OpenAir CEO Morris Panner to discuss the challenges facing global services organizations in today’s world of increased accountability and renewed focus on efficiency. In her experience as services executive in a organization spanning five continents, Jodi knows intimately the difficulties involved in bringing together disparate business units, with different cultures, languages and systems for operating. In this presentation, she will share her analysis of the necessary steps needed to ensure a smooth-running and successful enterprise services organization.
About Morris Panner
Since 2001, Morris Panner has been CEO of OpenAir, a global provider of SaaS project workflow solutions. OpenAir has been named a Fastest Growing Private Company in New England, a Deloitte & Touche Fast 500 Company, a Finalist for the SIIA CODiE awards and a Top 25 Global Service Provider by ASP News. Prior to OpenAir, Morris was a Federal prosecutor and spent a year fighting narco-terrorism at the U.S. Embassy in Bogotá, Colombia. Morris is co-Chair of the Board of the Software Division of the SIIA and has been featured in The New York Times, Forbes and Fast Company.
About Jodi Cicci
Jodi has been involved in the IT sector for over 20 years in a variety of roles ranging from software developer to project manager to operational director. This breadth of experience in technology services has given her a singular ability to understand the unique qualities each company possesses and how tools and processes can improve the efficiency of business operations. Since June 2005, she has been heavily involved in OpenAir system deployments, including a 23 office global deployment within Software AG over the course of 7 months. In July 2007, Jodi founded her own company, TOP Step Consulting, focusing on the needs of OpenAir’s User Community.