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Stephen Mann | 06 février 2024
There are a variety of benefits to be realized through effective knowledge management, no matter the IT or business use case. These very much relate to augmenting the knowledge and skills, and thus the capabilities of employees such that they can do more, quickly, and potentially with better outcomes. Ultimately, knowledge management makes us, and what we achieve, better—both individually and collectively.
As the follow up to my “Tackling Common Knowledge Management Issues for IT Service Desks” blog post, this article outlines why IT organizations finally need to get knowledge management right for IT self-service and self-help success.
There is little debate on the power of knowledge management at a high-level, with some of the potential benefits of knowledge management being:
It is also important to highlight the fact that the above benefits ultimately come from knowledge use and reuse—or exploitation—rather than its collection. It is the inability to effectively use what is collectively known that can be a common cause of knowledge management failure (please see my previous blog here).
The IT service desk is not alone in struggling with knowledge management, which often is a corporate capability that fails to deliver on its promise (even though it shouldn’t).
The impact of this issue is also increasing as the criticality of knowledge and knowledge management grows thanks to additional technology-enabled use cases. This is easiest thought of as the three evolutions of IT-support knowledge management use cases:
Originally, the failure to get knowledge management right—even before the need for IT self-help capabilities—is something that just keeps on hurting IT support capabilities and its outcomes.
As with knowledge management per se, many IT organizations have struggled with end-user adoption of their new IT self-service and self-help capabilities (Level 0 support). For example, research by the UK-based Service Desk Institute (SDI) states that only 12% of self-service initiatives have delivered the anticipated return on investment (ROI), with this mainly boiling down to the lack of user (employee) adoption and use.
When taking a broad view of self-service and motivation, consider what’s in it for employees. In the absence of self-service and self-help, employees predominantly use telephone and email channels. The former offers an immediate resolution while the latter is a much slower support offering in terms of the total elapsed time. However, telephone support involves a higher investment of personal time—from waiting in a queue to initially speaking with a service desk agent, while email is relatively quick—typing and sending the email, then working again.
When a new self-service capability is introduced, there are two different speeds of support:
Thus, what is actually in it for the employees is the immediacy of resolution that comes from accessing fit-for-purpose knowledge articles and automated capabilities. It makes sense that self-service capabilities that offer inferior or no self-help support struggle with user adoption. Ultimately, there is little reason for end users to change their existing way of working, i.e. seeking help, from using telephone and/or email to a new support channel.
Self-help knowledge management capabilities are the “killer app” for self-service portals and they will ultimately “make or break” your IT self-service capability in terms of realizing the anticipated ROI that comes from higher levels of end-user adoption.
Principal Analyst and Content Director at the ITSM-focused industry analyst firm ITSM.tools. Also an independent IT and IT service management marketing content creator, and a frequent blogger, writer, and presenter on the challenges and opportunities for IT service management professionals. Previously held positions in IT research and analysis (at IT industry analyst firms Ovum and Forrester and the UK Post Office), IT service management consultancy, enterprise IT service desk and IT service management, IT asset management, innovation and creativity facilitation, project management, finance consultancy, internal audit, and product marketing for a SaaS IT service management technology vendor.
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