This quarter I've started some research on knowledge management (KM) for the contact center and customer service. This is KM for both agent-assited and self-service. One of the biggest misnomers about customer service is how important great knowledge management is to good experiences. And no, I don't mean Sharepoint. That's a fine product- but for customer service- one needs to find answers and not documents.
Customers often wonder - why, when they do a search on a website or when they ask a customer service agent for help- they wonder why the search results are awful- meaning nothing that got pulled up in the search was even remotely what they needed. And they also wonder why the agents don't have THE answer.
I get many requests from Forrester clients to describe job requirements for a head of BI team, department, solutions center, etc. While Forrester does not have a formal description of such requirements, if I map such requirements to all BI best practices that I write about, here’s what I come up with:
Champion and rally the organization around BI. Educate senior non-IT executives on the value of BI: without measurement, there’s no management. Be able to argue that business, not IT, should own BI.
Build and support BI business cases (BI ROI)
Understand Key Performance Measures and Indicators that drive company measurement, reporting and analytics across functions like
Compliance and Risk Management
Understand how these metrics and measures align and track against overall business strategies, goals and objectives.
Be proficient in all aspects of BI and Information Management processes, technologies and architectures such as
BI delivery mechanisms: portals, thin/thick clients, email/mobile phone alerts, etc
It's interactive, you can select country/region of origin, and you can look at actual size of the population as well as percentage. Anybody interested in researching and targeting ethnic audiences should check this out! Compliments to Matthew Bloch and Robert Gebeloff of the NYT for putting this together.
We’ll kick of The Data Digest with a graphic on what US 12 to 17 year olds regularly use their cells for, next to making calls obviously. SMS and MMS are the most popular activities, while only a quarter of them use their phone for IM or email. For youngsters, the phone serves as a substitute for a digital camera – about 2 in 3 phone owners takes pictures with their phone at least once a month while less than half (46%) of US youth regularly use a digital camera.
This blog is now up and running for about a month, and I want to thank everyone for visiting us, sharing your feedback with us, and keeping us on our toes. From today onwards we’re introducing a new recurring element to the site: The Data Digest. Every Friday we’ll publish a graphic ranking consumers' attitudes or behaviors on a specific topic.
In the next weeks we’ll cover topics like Social Network sites used, financial products owned, PC activities, online activities, health issues reported, mobile features interested in, etc, etc. The data could be from any of the regions we cover with Technographics but with an emphasis on the US and Europe.
Please reach out with any suggestions on possible topics.
I had an interesting briefing with L. Ravichandran, the Executive Vice President and COO of Tech Mahindra this week.This was quite a nice briefing to have from the company, given the dramatic changes that have taken place over the last year.In January, Forrester analyst Sudin Apte and I wrote about the drastic consequences of the accounting fraud at Satyam (“What the Events at Satyam Mean For Service Providers”). Sudin has continued to write about the subject with great research that would interest virtually anyone in the IT services industry (clients and tech professionals) on Forrester.com.
Followers of my posts on this blog have seen a consistent theme: what does the influx of young workers mean for the present and future business world? Yesterday afternoon my colleagues Clarie Schooley and Heidi Shey joined me in hosting 82 Forrester clients for an open and frank discussion on this topic. The conversation, which included participants across the age spectrum, was spirited and landed on a few broad concepts:
When you spend time taking a sober look at a market's maturity - like we did with our recently published BPM Tech Radar report - some technologies make you yawn, but then other technologies give you goose bumps. The primary purpose of the BPM Tech Radar was to map the maturity of the 15 most critical technologies that make up the BPM landscape. This included tried and true technologies such as workflow, process modeling, document imaging, and business rules; in addition to bleeding and leading edge technologies such as process data management and process mashups.