October 2013

Best Practices in Knowledge Management

KMWorldSupplement to

Premium Sponsor

Andy Moore . . . . . . . . . . . . . . . . . . . . 2 Social Business: Delivering the Promise of KM?As we all know, KM has been an uphill sell for a long time. Failed projects. Misdirected strategies. Lack of adoption. Expensive and ineffective technologies. These are the kinds of thingsthat put a bad taste in the mouth of executives and investors.What KM really needed was a killerapp—a no-brainer, value-creating, business-improving reason to adopt and support a knowledge-based strategy in the fast-moving and diverse organizations that are commontoday.We might have stumbled onto it. In shorthand, we call it “social business.” More drawnout, it is the application of social technologies as they are applied to operational and mission-critical business functions. More on that later. . . .

Tim Zonca, Jive Software. . . . . . . . . . 4 Five Ways Social Intranets Solve CIO ProblemsSo every CIO is supposed to have a social strategy because social is taking over the universe. It’s thepreferred way people communicate at work or at the office.

OK, you get it. But what if I told you that, in fact, a social intranet will help you elevate your gameand make savvy CIOs more valuable in their own companies? Or that a CIO who does a good jobdeploying a social intranet will likely solve other thorny enterprise IT problems? Five reasons whyCIOs should embrace social intranets. . . .

Kelly Koelliker, KANA Software . . . 6 A Positive Experience at Every Touch PointWhile we may still be waiting for flying cars and calorie-free ice cream, the future may be closer than you think when it comes to knowledge management. Here are five progressive ideasyou can implement now to start building the knowledgebase of the future: 1. A search enginethat knows what you are thinking. One of the most frustrating aspects of using a knowledgemanagement tool is finding the answer you’re looking for. Precious seconds are wasted tryingdifferent search queries and navigating complex hierarchies. But what if you didn’t have tosearch at all? One of the most important advances in customer service knowledge managementis the incorporation of customer context. . . .

Ram Menon, TIBCO Software . . . . . . . 7 Didn’t We Already Solve That Problem?In the very funny movie, “Groundhog Day,” Bill Murray’s character is forced to relive the sameday over and over again—constantly repeating the same dialog, actions and events. More andmore companies are finding themselves in a similar “endless cycle” these days. Employees whoquit or retire with specialized expertise and knowledge take it with them. As a result, companiesare forced to spend time and money training their remaining employees to re-solve the exactsame problems over and over. . . .

Coveo . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 CEO Mandate: A Higher Return on KnowledgeThe top CEO challenge—according to recent surveys including IBM’s annual CEO survey—isresponding to customers and marketplaces with greater relevance and immediacy. That’s becauselack of relevance and responsiveness carries huge economic consequences—missing opportunities,poor customer service, lower sales, customer-churn, sub-optimal products and services, costs associated with reinventing the wheel and more. . . .

Jeremy Bentley, Smartlogic . . . . . . . . . 9 Critical Practices That Drive Successful Analytics and Data ProjectsSix important practices can propel organizations to the forefront of their industries by tappinginto the huge business value in content. Analytics tools (such as Smartlogic’s software suite,Semaphore) identify, classify, extract, integrate and surface the information contained in content, making it digestible, intelligible and valuable. This kind of “content intelligence” supportsexisting information management, enterprise search and business intelligence systems. . . .

embrace social business technology in mys-terious and impactful ways. ‘We can’t ignorethis,’ they are saying. ‘This is transforma-tional, and it’s going to affect everyone in theorganization,’ they say. So senior people arelooking at it at a very strategic level now,”Tim declares.

And I believe him. Social business col-laboration has taken a steep rise to the front-of-mind of organizations. Collaboration,social intranets, etc. are now freely talkedabout. I can remember when that kind ofthing would get you kicked out of a meet-ing, but these days... not so much.

I wanted to know from Tim how hewould characterize the current state of actualacceptance and deployment? Is it stillmostly talking points among the consult-

ants? Or has there been actual progress inadopting social for business?

“Maybe it’s a byproduct of who I talk to,”he answers. “But many of the largest finan-cial services organizations and other regu-lated industries are taking it seriously. Thereare even companies that are 150 years old inmanufacturing that have adopted this stuff.

“Late last year/early this year we’ve reallyseen a shift toward the mainstream. Therehave been a few factors driving this: consult-ants, analysts and media like yourselves arebringing it to the attention of business. Also,

customers are starting to talk about the valuethey are seeing. There was a McKinsey paperthat came out last summer which spelled outthe potential that social might provide to anorganization. At that time, they anticipatedthat $1.3 trillion could be either gained orsaved using social technology. After that, westarted having many more conversations,”says Tim. I’ll bet they did!

“We have since dug into our customerbase to find out where they are seeing thiskind of value, or, indeed, were they at all?”adds Tim. “It was a large sample, around400 customers, and they were not little sci-ence projects, but massive customers usingsocial business at scale. And we found thatsocial was bringing them a 15% increase inproductivity across the board, which trans-lates to about a 2% to 4% revenue impactper year. So it’s pretty substantial,” he says.

But Tim is also very realistic in his analy-sis of the state of the market. He is no dummy.“When I say it’s ‘moved to the mainstream,’I would not say it’s tipped entirely that way.But we’re definitely past the ‘early adopter’phase, and we’re hitting the ‘early majority’market, for sure.” But the message I get fromTim is that the world hasn’t entirely embracedsocial business, quite yet. That’s a realisticassessment, I think.

Teasing Out the ValueThe subject of value came up—a lot—in

our conversation. So I drilled down on thatsubject with Tim. “You’ve teased it out a lit-tle bit already,” says Tim. He likes thatexpression—”teased it out”—and so do I.For the record, I am hereby borrowing it forcasual conversation. Full disclosure: if youhear me use it, I got it from Tim.

But rather than tease, I asked full on:“What types of productivity can you possi-bly get from social business tools?”

“Less time in meetings and on email;finding the information experts they need to

Social Business: Deliveringthe Promise of KM?

As we all know, KM has been an uphillsell for a long time. Failed projects. Misdi-rected strategies. Lack of adoption. Expen-sive and ineffective technologies. These arethe kinds of things that put a bad taste in themouth of executives and investors.

What KM really needed was a killerapp—a no-brainer, value-creating, business-improving reason to adopt and support aknowledge-based strategy in the fast-mov-ing and diverse organizations that are com-mon today.

We might have stumbled on it. In short-hand, we call it “social business.” Moredrawn out, it is the application of socialtechnologies as they are applied to opera-tional and mission-critical business func-tions. More on that later.

One of the early and best-known propo-nents of social business has been Jive Soft-ware. Headquartered in Palo Alto, it has aglobal presence and an internationaloverview. Wanting to explore the intersec-tion of KM and social, I met with TimZonca. Tim is director of product marketingat Jive, but don’t let that fool you. He’s notyour typical pitchman. After ditching medschool to join the tech world, he’s spentmost of his career focused on things likeenterprise content management, businessprocess management and driving collabo-ration in the enterprise. He seemed like theman to talk to.

I start with the typical hard-driving pes-simistic journalist question (I’m not reallyone of those, but I play one on TV). “Howmuch of ‘social business’ is a reality, andhow much of it is early-adopter, too-cool-for-school, pie-in-the-sky dreaming? Isn’t‘social’ just a code word for ‘messingaround at work?’”

And the answer, apparently, is no.“That perception might have been there

at one time, but it has changed pretty drasti-cally, especially in the last six months,”insists Tim, right off the bat. “We talk to a lotof customers, and lately we’re spending timenot only with a CIO or CTO-level person, butalmost always a line-of-business leader.We’ve had cases where the CEO and even theboard is involved. That’s because they’veseen their counterparts and competitors

October 2013S2 KMWorld

By Andy Moore, Editorial Director, KMWorld Specialty Publishing Group

“How much of ‘social

business’ is a reality,

and how much

of it is early-adopter,

too-cool-for-school,

pie-in-the-sky

dreaming?”

Andy Moore is thepublisher of KMWorldMagazine. In addition,as the editorialdirector of theKMWorld SpecialtyPublishing Group,Andy Moore overseesthe content of themonthly “KMWorldBest Practices WhitePaper series,” in printand online, as well as

assisting with the creation and content of severalsingle-sponsored “positioning papers” per year.He is also the host and moderator of the popularKMWorld Web event online broadcast series.

Moore is based in Camden, Maine, and can bereached at andy_moore@kmworld.com

Andy Moore

October 2013 S3

get work done faster; that kind of thing,” Timsays. “The point is: there are tangible andimpactful gains people are getting fromusing social.”

But, Tim points out, there are a couplelevels of worth that social brings to the table,and he is adamant about understanding thedifference. “Successful deployments ofsocial have a couple distinct attributes,” hebegins. “The market at large talks aboutthings like ‘connecting people,’ ‘being moreengaged,’ ‘collaboration.’” Platitudes, Ithink, and very hard to cost-justify. “True.Some of that is important, but it’s not theonly thing. We call those ‘wide use cases.’If you deploy social only for those reasons,you might eventually get adoption...it willjust take a while,” Tim explains.

“But our most successful customerexamples, and the ones that have the fastestadoption also add to those wide use caseswhat we call ‘deeper use cases.’ These arespecific business applications. For example,marketing is using social for program plan-ning and execution; sales is using it for dealmanagement and sales enablement; R&D isusing it for product development planningand innovation cycles; IT is using it todevelop new technologies to deliver to theiremployees...” That’s when social begins tobecome a relevant business tool. I’m start-ing to get it.

“When those kinds of applications areaddressed with social, people start living inthe solution because they’re getting workdone,” says Tim.

I had been under the impression thatsocial was being mainly applied to the“softer” parts of the business—marketing,communications, customer care, etc. ButTim strongly insists that the hard science ofproduct development, R&D, engineering arebenefiting as well. Granted, it is more preva-lent in high-tech kinds of businesses, but thetrend is clear, he tells me.

“One of the areas it’s really good for isnot just R&D in product development, thatis already part of the plan, but also in inno-vation,” he says. “For example, T-Mobilefirst deployed social technology (Jive’s, ofcourse!), and they used it to coordinateamong the various teams that were devel-oping smartphones. And it was mainlyapplied to coordinating the developmentplanning among those teams.” But then theyrolled it out further, he says. “Now they areusing it to share ideas and to find expertswith specialized knowledge to create newproducts, better. They use it as a place toshare ideas that people come up with, as wellas a place to start new ones.”

I started this conversation as a way toconnect the dots between social and knowl-edge management, and I think I’m startingto get there. But—me being me—I’malways skeptical when people talk about“collaborating among departments.” I think

that the functional departments are dividedquite naturally by their immediate goals andinterests. For example, business wants tokeep everything, just in case; IT want to getrid of everything, because it costs them a lot;legal want to manage and maintain gover-nance over information, to keep their you-know-whats out of the sling. And I can’timagine them all getting in a room andagreeing on... anything.

“This is exactly where I think the valueof these various use patterns comes intoplay,” says Tim. “I think, in part, you’reright. They are probably thinking ‘we’re inlegal; what do we care about what market-ing is doing?’But I believe these cross-func-tional use cases is where the real valueappears. One example is sales enablement.That usually means there’s one team pro-viding sales opportunities (leads), a market-ing group providing collateral, anothergroup providing competitive intelligence tothe central sales team. It just makes sensefor those marketing and sales teams to worktogether.” True enough.

“A different use case is deal manage-ment,” Tim describes. Just so you know, thisis where a sales team uses social tools tomore effectively execute a deal. Why is thatnecessary? “We have one customer, a hugetechnology provider, who had 260 people,around the world, working on one account.This spans global account managers, regionalaccount managers, naturally, but it also spanspeople outside of sales, such as those who areworking on ‘proof of concept’ information,and statements of work, and terms and con-ditions agreements, people in finance help-ing to structure the deal(s)... So dealmanagement recognizes that there areimportant reasons to bring people from different departments to work toward a com-mon purpose.” OK, I’m convinced.

Who’s In Charge?I wondered, as I often do: who’s in

charge? To what degree is this an IT discus-sion? Seems to me that the business side also

needs to have a seat at the table in order tomake the strategic aspects work. Who wouldyou say leads the social business “band-wagon?” Business or IT? And if your answeris “both of the above,” do you see actualcooperation between those organizations?

“A couple years ago there was definitelymore of a spilt between the lines of businessand IT. And we also found that the decisionwould come primarily out of one group orthe other. IT would say ‘Here’s the decision.Let’s go.’ Or, line-of-business would say,‘this is the way of the future. Let’s go,’”answers Tim.

“But now, pretty much every time, IT isinvolved. It’s become mission-critical andtouches every employee.”And thus, it’s a struc-tural decision that needs an infrastructure to support it.

“But, having said that,” adds Tim. “thereIS one business group that seems to have astrong say. And that’s corporate communi-cations.” Huh? “It’s because they’re strug-gling to figure out a better way tocommunicate with ALL their employees andmake sure everyone is strategically aligned.And all the corporate information—fromHR and from the top down—gets dissemi-nated. So social makes sense as a platformfor that. I’ve heard plenty of anecdotal evidence that it is true.”

On a more or less personal side note, thisis exactly why knowledge management wasso attractive to us, at KMWorld, all thoseyears ago. And also why it has been soimpossible. Tim is right; there are terrificexamples of use cases where knowledgesharing is a prerequisite for the task. Butunfortunately, there are probably morewhere knowledge sharing is damnablyunlikely. We’ve been talking for years abouthow to institute “incentives” and set “poli-cies” that are supposed to create knowledge-sharing organizations. Most of the time theydon’t work.

But Tim (and Jive) have been very wiseto pick the cases that work the right way.Deal management (some would call it casemanagement) is one example where the var-ious players are not altruistically droppingwhat they’re doing to help out; this is a casewhere being part of the team IS their job.“You don’t have to convince them to do it,”says Tim.

Plus, it helps when it’s easier. “Socialgives people one place where they can coor-dinate across links, everything is a threadeddiscussion, you don’t have to sift throughstuff lost in people’s inboxes. People arealready doing this work; social technologyjust gives them an easier way to do it andsave time.”

Pretty much the goal of KM. Socialmight be the answer to making it real. Readon for more thoughts on the subject. z

KMWorld

“People start

living in the solution

because they’re

getting work done.”

October 2013S4 KMWorld

information is up-to-date, relevant andbrought to the attention of those who need it.Done right, a social intranet can lead to dra-matic improvements in information flow,knowledge capture, innovation, strategicalignment and workforce productivity.

A recent analysis of several hundredcompanies by a top-three global businessconsultancy showed just how big theimpacts can be.1 In a study of several hun-dred companies, researchers found that,on average, best-of-breed social intranets:u Improved employee productivity by 15%;u Grew top-line value by 2%-4%;u Reduced email load by 21%;u Reduced meetings by 16%;u Reduced the time to find knowledge, ex-

pertise and best practices by 34%; andu Reduced employee turnover by 24%.

In addition to the companywide bene-fits, social systems moved the needle sig-nificantly in lines of business such as salesand marketing:u Increased sales per rep by 13%;

u Decreased deal cycle time by 22%;u Decreased sales rep onboarding

time by 23%;u Decreased sales support needed by 14%;u Reduced time on marketing campaigns by

12%; andu Decreased collateral development time

by 28%.

These value metrics can help a CIObuild a strong case not only for socialintranets but also help them frame the ITdepartment as a key driver of broad ROIpossibilities and actual savings in huge cat-egories that touch the entire company.

2 Social intranets provide analytics . that demonstrate the value of knowl-

edge sharing.Coupled with the right analytic tools,

social intranets offer unprecedented insightinto critical processes and behavior. Forstarters, CIOs and community managerscan track adoption, usage and other keyactivity metrics to measure and optimizethe social intranet itself.

But that’s just the beginning. As socialintranets become a primary channel forconnection, expertise location, enterprisesearch and collaboration within an organ-ization, they generate a mother lode ofintelligence that can be used to answersome of the questions at the heart of com-pany success: How engaged are employ-ees? How aligned is the organization?How effective are onboarding and trainingassets. How successful are internal initia-tives and programs? What functions areunderperforming?

Semantic analysis and other tech-niques can reveal intents and sentiments,opening a huge array of other potentialuses including more proactive engage-ment, interventional training and capacityadditions.

As a result, the CIO moves from some-one responsible primarily for tactical andoperational support to someone who pro-vides more crucial strategic direction and abetter understanding of what employeesare thinking, saying and doing. By captur-ing real-time activity and results, the CIOis accessing—for the first time—criticalinformation that fuels an organization’sgrowth.

3 Social intranets solve the collaboration. conundrum.Building a useful and widely used col-

laboration environment for the enterprisehas historically been hard. The graveyardof “big IT projects” is littered withorphaned document management systems,little-used intranet portals, half-bakedWikis and the like.

Five Ways Social IntranetsSolve CIO Problems(And makes them look good, too.)

So every CIO is supposed to have a socialstrategy because social is taking over theuniverse. It’s the preferred way people com-municate at work or at the office.

OK, you get it.But what if I told you that, in fact, a

social intranet will help you elevate yourgame and make savvy CIOs more valuablein their own companies? Or that a CIOwho does a good job deploying a socialintranet will likely solve other thornyenterprise IT problems?

Five reasons why CIOs should embracesocial intranets:

1 Social intranets drive demonstrable. value across the enterprise.Yes, lots of other products from the pre-

social period—when transactional pack-ages and systems of record dominated—showed substantial ROI. Content manage-ment systems allowed companies to letanyone edit a Web page or manage content.ERPs made it far easier to track gross mar-gins and organize complex manufacturingand procurement cycles. But all of theseearlier advances were effectively siloed inone or a few business units.

Traditional intranets were the firsteffort to use a broad knowledge manage-ment tool for business process and effi-ciency improvements. But they rarelyworked because, let’s face it, they wererigid, top-down systems that forced usersinto content-centric practices, rather thanallowing them to engage in context-drivencollaboration that suited their needs. Theintranet put control of information distri-bution in the hands of a few overseers, thedefinition of a broadcast network ratherthan a social medium.

Social intranets add the critical interac-tive dimension missing from conventionalstatic intranets. They add a rich layer ofconnection and collaboration, providing thehuman context that makes content meaning-ful and useful. And whereas traditionalintranets rely on a few people to curateassets and keep everyone informed, socialintranets turn everyone into curators andstakeholders, collectively ensuring that

By Tim Zonca, Senior Director of Product Marketing, Jive Software

“Traditional intranets

rely on a few

people to curate

assets; social intranets

turn everyone

into curators.”

October 2013

Why did they fail or underwhelm?Because all of them are too hard to use or apoor fit in their own special way.

Many worked great for a certain cohortthat was heavily bought-in, but failed withother parts of the organization that wereless enthused with, say, learning a Wikimarkup language or dealing with anintranet that was rarely updated with time-ly information. Some collaboration toolsscale nicely across an organization but failto pull together enough key functionality tomake them relevant.

Likewise, collaboration tools that maywork for one part of a business can fail toentice other parts to partake. A collabora-tion tool that works great for a marketingcommunications team by giving themvideo upload, group editing and bloggingcapabilities may be far less well-receivedby the finance team if it fails to make iteasy for them to internally publish keyfinancial data and maintain security.

Also, many collaboration tools do notplay nice on mobile devices. And few col-laboration tools do a job good of capturingreputation and relevance data in order toidentify the best responses, most appropri-ate documents or the most useful resourceson specific topics. The latter is a key part ofcollaboration because, frankly, how manytimes have you seen emails fly around yourstaff asking where a document is located?Or someone trying to find an email sent sixmonths ago that included a key piece ofinformation?

The upshot? Legacy collaboration toolsscale poorly, are not easy enough to use,don’t fulfill needs of all intended users, andcan’t capture reputational information orperform sophisticated network analysis toidentify relevant information and people.

Many CIOs have been raked back andforth for much of their careers over the hotcoals of the collaboration software crisisand the inability of organizations to buildon-the-fly collaborations around projects(as opposed to workflows).

Social intranets can solve all (or at leastmost) of these collaboration issues. By tak-ing the best usability and scalability fea-tures of Facebook, Twitter and other con-sumer social media tools, the best socialintranet technology provides a simple,lightweight, omnipresent collaborationlayer that has feature richness required toaccomplish real work but is free from thecrushing complexity of many legacy col-laboration tools.

At the same time, next-gen socialintranets can scale up more easily thanpoint-source collaboration solutions, whichmay work well for teams but not for entirecompanies. Because relevance and reputa-tion, as well as advanced network analyt-ics, are built into leading-edge socialintranet platforms, two additional and com-

plicated layers of other software—enter-prise search and network analytics—aremade redundant. They are also simultane-ously and deeply integrated into the workproject flows, where search and knowledgeresource discovery are most used. In otherwords, content is far easier to socialize,share, search and categorize within a prop-er social intranet framework.

4 Social intranets makes self-service. far more viable.Lots of CIOs have attempted to set up a

self-service schema for their users to solvekey problems without pinging the helpdesk or picking up the phone. But self-service has generally failed at many levels,all the way from device support to applica-tions behaving badly to the inability of theIT support staff to properly or easily iden-tify key sources of problems for end users.

Self-service, at best, is a live conversa-tion that incorporates the best aspects ofonline communities and social media. Forthis reason, social intranets make self-serv-ice a far more viable option.

Further, social intranets put in place aSaaS framework for users that makes thebrowser the center of their application uni-verse in an app-store-meets-enterprise com-bination. Users don’t have to worry aboutconflicts between different pieces of hostedapplication software because that softwareis only interacting at the internet layer.

At the same time, users can be trusted toinstall and try out software in accordancewith their needs within a social intranet appstore framework. By removing softwarecomplexity from the equation, social sys-tems make it far easier for CIOs to focus onhigher order tasks.

5 Social intranets actually make security. easier.This is a simple but powerful numbers

game. A well-executed social intranet

deployment will reduce the number ofunsanctioned applications running on aCIO’s network. And users will have lessneed for third-party sharing or collabora-tion tools focused more on the consumerinternet.

By reducing (if never entirely eliminat-ing) the use of other social tools that previ-ously were in use, a CIO can rest more eas-ily knowing that the majority of social traf-fic on his network is running throughknown ports and through an SSL internetbrowser transaction layer, a much saferenvironment than random applicationsselected by end users.

Simplifying security becomes a biggerimperative in an age when workers demandto access internal networks from anywhereusing any device they want, and shareaccess to portions of those networks withthird-party collaborators on a nearly on-demand basis.

So by reducing the number of movingparts in an organization’s IT ecosystem,social intranets just make life easier. This isnot to say a CIO can shut down their firewall,turn off their anti-virus programs, and forgetabout malware—let alone fire their security-focused network engineers. Rather, socialintranets make it easier for them to managesecurity issues with their existing staff in anera when getting additional seats is harderand harder.

From Geek To Revenue Growth Engine

These are just a handful of the potentialbenefits a savvy CIO can realize through asmart social intranet strategy. That strategyshould not only seek to socialize businessprocesses but also to leverage the waysocial media inherently works to build abetter informed, more responsible, moresecure, more collaborative and more effi-cient organization.

We suspect that there will be a whole lotmore benefits coming to light as socialintranets become more widespread andorganizations gain valuable experiencewith their own implementations.

For the future-focused CIO, deploying asocial intranet turns the page from boltingon obvious social features to revolutioniz-ing how people work and how businessresults are achieved.

If you haven’t gotten started yet, don’twait. Soon social will become a total no-brainer and a key differentiator for both topand bottom line behavior at the IT departmentand company-wide levels. Now is the time totake the lead. And reap the benefits. z

1 See www.jivesoftware.com/resources/whitepapers/how-social-business-pays-off

S5KMWorld

“Self-service, at best,

is a live conversation

that incorporates the

best aspects of online

communities and

social media.”

October 2013S6 KMWorld

administrators can mine the community forthe top questions and answers needed by theircustomers. Routing these article draftsthrough a workflow ensures the answers arecorrect and vetted by the appropriate experts.

3. Problems that fix themselves.Maybe we can’t actually create self-heal-

ing televisions and copy machines, but what ifthese devices could at least tell you what’swrong and how to fix it? I already describedthe importance of customer context and howit can help you find answers without search-ing. Devices can provide the knowledge basewith contextual information, too. When adevice breaks, the model number and errorcode are often enough context to determinethe knowledge article needed to resolve theissue. By installing a knowledgebase directlyon the device or connecting wirelessly to acentral server, this context can be passed fromthe device to the knowledgebase automatical-ly. As soon as you notice the failure, you arealready able to see a knowledgebase articledescribing how to resolve the issue. This tac-tic can be used on televisions, copiers,machinery, mobile devices or any other num-ber of consumer products in use today.

4. The universe in your pocket.A few years ago, Web self-service revolu-

tionized customer service. Instead of callingthe contact center and sitting on hold, youcould log onto your computer and find helpon your own. While Web self-service is still acritical element of providing excellent serv-ice, customers no longer want to be tied totheir computers. Mobile service on a varietyof devices gives your customers the freedomto get help when and where they need it.

True mobile service is much more thanformatting some FAQs to fit on a phonescreen. Standard search and browse usabilityon a mobile device can be quite complex—and reading page-long articles on a four-inchscreen is a far cry from a great user experi-ence. To create a positive customer experienceon a mobile device, the knowledge manage-ment system must:u Be formatted to display on a variety of

devices;

u Offer guided resolution trees with ques-tions and answers, rather than forcing theuser to read lengthy articles;

u Use context, including the device’s GPS,to present personalized results specific tothe user’s need; and

u Provide escalation options, such as mo-bile chat and case submission options, ifthe user is unable to find their answerthrough self-service.

5. One version of the truth.I guess this idea isn’t so futuristic, but

it’s a statement that has been much easiersaid than done for years. As users look forhelp on the Web, phone, online chat, emailand now social media, large organizationsoften stockpile multiple silos of informa-tion scattered throughout the organization.Different departments manage differentaspects of the customer journey. Mergersand acquisitions bring overlapping tech-nologies into the IT landscape.

So how do you really offer your cus-tomers one version of the truth? You need asingle solution that presents knowledge tousers across all channels, while providing theflexibility to display content that is formattedand permissioned for each user scenario.

As customer expectations increase rapidly,it’s important that organizations keep up.These revolutionary capabilities will allowcompanies to use knowledge management toprovide faster, more accurate service acrossall channels of communication. By leveragingan omnichannel customer service platform(such as KANA Enterprise), you can truly dif-ferentiate from your competition by offeringyour customers a positive experience at everytouch point. z

KANA Enterprise is the first omnichannel, end-to-end cus-tomer service solution. As such, it is built to respond to cus-tomer inquiries across all channels. A single knowledgebaseserves content in the right format for each channel, ensuringthat customers receive the same answer on the phone, Web,chat or any other channel. Customers can transition fromone channel to another over the course of their journey andnot miss a beat. One version of the truth is finally a reality.

Dig in to KANA Enterprise Knowledge Management by reading the data sheet that’s accessible fromwww.kana.com on http://www.kana.com/kana-enter-prise-latest-product-news. See the new KANA Enterprisein action by contacting us at info@kana.com or visitingus online at www.kana.com.

Contact KANAinfo@kana.comNorth American Sales: 866-672-3791North American HQ: 800-737-8738EMEA: +44 1628 509 006APAC: +61 2 92 649 566

Connect with KANAWeb: www.kana.comTwitter @KANASoftwareLinkedIn: KANA SoftwareFacebook: KANA Software, Inc.YouTube: KANASoftware

A Positive Experience atEvery Touch PointFive Progressive Ways to Build the Knowledgebase of the Future

While we may still be waiting for flyingcars and calorie-free ice cream, the future maybe closer than you think when it comes toknowledge management. Here are five pro-gressive ideas you can implement now to startbuilding the knowledgebase of the future:

1. A search engine that knows what you arethinking.

One of the most frustrating aspects ofusing a knowledge management tool is find-ing the answer you’re looking for. Preciousseconds are wasted trying different searchqueries and navigating complex hierarchies.But what if you didn’t have to search at all?

One of the most important advances incustomer service knowledge management isthe incorporation of customer context.Context is any piece of information knownabout the end user—location, customer type,products owned, open cases, etc. As compa-nies collect more data points about each cus-tomer, the amount of context available growsand the relevance of search results increases.

By matching this context with associatedknowledge articles, the knowledgebase canoften predetermine the likely articles that willbe helpful to a user—without having tosearch at all. For example, if we know that acustomer lives in New York City and owns aSamsung Galaxy, a new article about expand-ed 4G coverage in the New York City area forAndroid users is likely to be very relevant tothat customer. Even if the customer does needto search, the contextual information is pairedwith the search query terms to hone in onexactly the right article with minimal effort.

2. Content that writes itself.Large organizations spend countless

hours authoring content for their knowl-edgebases. Not only is this process time-consuming and expensive, but how canyou even be sure you’re writing the contentthat is needed? What if the knowledgebasecould automatically write all the contentits users were looking for?

This notion is not too far-fetched, thanksto social media. Thousands of users go onlineevery day to help one another in onlineforums and communities. By intelligently lis-tening to these data sources, knowledge

By Kelly Koelliker, Senior Product Marketing Manager, KANA

October 2013 S7KMWorld

Donna with ACME Corp. is entering ini-tial orders for a new million-dollar deal forbackhoes needed in Kansas City in 90 days.The order then takes on a life of its own. Themanufacturing work order is approved byanother manager and then entered into alegacy ERP system. A global supply chainprocess follows, weaving from China toLong Beach to Kansas City. Meanwhile, inorder for Donna to answer a simple statusupdate question from the sales rep, she hasto log into an order-processing system, alegacy ERP and a delivery-tracking portal.Finally, she gets back on her new “enterprisesocial network” to answer the question.That’s life in the real world!

Savvy enterprise software vendors havebegun to respond by adding a social layer onan existing application or rebadging existingsoftware. Whether it’s content management,CRM, ERP or HR software, everyone has asocial channel to sell—it’s the flavor of themoment. But as a result, the enterprise buyeris faced with a bewildering array of choices.Do I buy a social channel for every applica-tion I use? It’s like buying a TV for each TVchannel I watch. How many TVs and howmany channels?

For the enterprise social revolution tosucceed you need three things:

Follow everything: Facebook hastaught us that the easiest way to consume

information is from the ubiquitous “wall,”which has become the 21st-century versionof a dashboard. All sources of informationat work—content, data, people, businessprocess, outcomes and exceptions—needto be able to declare their status and shareintelligence to the right people in the net-work in real time.

Support everything: The social net-work needs to be integrated with every sys-tem and available on any device thatemployees use. Our fictitious Donnashouldn’t have to log in to multiple systemsand then respond to a question on a sepa-rate social network. The social aspectshould already be integrated with thesesystems, so Donna receives the informationshe needs and can answer the sales repfrom the same place.

At the same time, while many of us waitwith bated breath for the next big mobiledevice. in the real world, an employee’s oldcomputer and three-year-old Blackberrystill matter. The ability to access informa-tion from any legacy business system andnetwork, irrespective of the browser or thedevice, is essential to the success of enter-prise social.

Control some things: The enterprisehas secrets it wants, and needs, to keep.Moving beyond passwords and authentica-tion, enterprise social technologies mustpreserve and seamlessly support existinglayers of privacy, retention and auditingpolicies that may be required for legalcompliance and risk management.

The staggering impact of social net-works in employees’ personal lives fore-shadows the change we’ll undoubtedly beseeing very soon in the enterprise. Facebookhas ensured that in enterprise social, springis in full bloom in corporate boardrooms aswell as on shiny billboards in Silicon Valley.However, for the revolution to succeed, weneed to respond to enterprise reality: theway Donna works in Peoria. z

Didn’t We Already SolveThat Problem?Using Social to Prevent the “Groundhog Day” Effect

In the very funny movie, “GroundhogDay,” Bill Murray’s character is forced torelive the same day over and over again—constantly repeating the same dialog, ac-tions and events.

More and more companies are findingthemselves in a similar “endless cycle”these days.

Employees who quit or retire with spe-cialized expertise and knowledge take itwith them. As a result, companies areforced to spend time and money trainingtheir remaining employees to re-solve theexact same problems over and over.

The solution, however, isn’t to simplyextract the knowledge from currentemployees and bottle it up on a serversomewhere. That approach to knowledgemanagement has failed, according to DonTapscott, an adjunct professor at theUniversity of Toronto. In an interview withMcKinsey Quarterly, he said “We had thisview that knowledge is a finite asset ...[that] you manage it by containerizing it.”

But that’s not true. As Don put it,“Knowledge is an infinite resource. Youdon’t achieve it through containerization;you achieve it through collaboration.”

Social platforms such as tibbr offer thecollaborative tools necessary for effectiveknowledge management. These robustplatforms allow knowledge sharing,ideation and project collaboration to hap-pen across systems and applications.

They tell the real story of what’s goingon inside a company better than Mondaymorning staff meetings or briefing booksprepared the previous week. Social plat-forms reveal what’s in the minds of theemployees who are on the front lines everyday. Just as Twitter and Facebook allowpolitical campaigns to take the pulse of thepublic minute by minute, private enterprisesocial networks can help to make sure thatyou are taking the pulse of your business inreal time, all the time.

But social technologies need to inte-grate with the way employees actuallywork. Let’s check into enterprise reality toshow you what I mean:

Ram Menon isresponsible forTIBCO’s socialcomputing business.Since joining TIBCOin 1999, he has helda variety ofexecutive positions.Prior to his currentrole, he served asexecutive vicepresident and chiefmarketing officer.

From 2001 to 2003, he served as chief strategistof the company responsible for new productstrategy and emerging vertical markets. Prior toTIBCO, Menon was with Accenture, a globalconsulting firm, where he specialized in supplychain and e-commerce strategy, consulting withGlobal 1000 companies.

Ram Menon

Ram Menon, Executive Vice President of Social Computing, TIBCO

“Social technologies

need to integrate with

the way employees

actually work.”

Data is factual information—measure-ments, statistics or facts. In and of itself,data provides limited value. It must beorganized into information before it can beinterpreted.

Information is data in context—organ-ized, categorized or condensed.

Knowledge is a human capability toprocess information to make decisions andtake action.

So, if knowledge is a human capability,how can it be housed in a system of record,such as a knowledgebase? It can’t. This isthe fundamental flaw of most knowledgemanagement initiatives—and why tradi-tional KM has failed.

How to Get a Return on Knowledge A new breed of context-aware technolo-

gies are transforming knowledge manage-ment initiatives, allowing companies tocapitalize on their collective knowledge—across systems, the Web and socialmedia—to become more relevant andresponsive to their customers.

Unified indexing and insight technologybrings content into context—assemblingfragments of structured and unstructuredinformation on demand and presenting them, in context, to users. Applying thistechnology to reach, correlate and contextu-alize knowledge and experts from any-where will generate a meaningful return on

knowledge—and help your organization bemore responsive and relevant to customers.

1. Crawl, enrich and contextualize theknowledge ecosystem. Designed for theenterprise, unified indexing and insight tech-nology securely crawls the systems storingyour valuable information (e.g. email, data-bases, SharePoint, Salesforce, CRM, ERP,social media, etc.), no matter the source orformat. The technology unifies the data in acentral index, normalizes and enriches thedata (using text analytics), and creates mash-ups on demand within the user’s context.

2. Present relevant content and experts,in context. Just like the suggested items onecommerce websites you visit, your employ-ees and customers will see personalized viewsof the information and experts they need –from your entire knowledge ecosystem--intheir context. This information can help themsolve customer support cases faster, be morerelevant, build better products and more.

3. Empower contribution. In an environ-ment where knowledge is used (and re-used)people see value in sharing. With a clear audi-ence and context, your employees and cus-tomers will be motivated to create content,rate it and share knowledge about customers,cases, products, etc. to make your knowledgeecosystem stronger.. Leading organizationsare using unified indexing and insight tech-nology to unleash the value of contextualknowledge. For example, a FORTUNE 500organization saw both a 30% reduction incase resolution time and a 10% increase incustomer self-service satisfaction by provid-ing customers and employees with betteraccess to knowledge.

A recent Forbes article highlighted thetrend, saying that we’re in a “new era ofsearch-powered wealth creation,” powered byorganizations that are unlocking the valueinherent in their disparate sources of knowl-edge. Companies that adopt these new meth-ods to exploit their collective knowledge willcreate new value and reap significant rewards.Those that do not will be outpaced. z

For best practices and guidance on how to compute thefinancial benefits of these new KM initiatives, visit Coveofor a free copy of the Coveo eBook “Measuring a Returnon Knowledge in a Big Data World.”

Coveo’s highly advanced, Unified Indexing and Insightplatform transforms knowledge management initiativesby redefining how people access and share fragmentedknowledge around the customer-focused enterprise.Coveo brings together the collective and yet fragmentedinformation from cloud-based, social and on-premisesystems, and injects it into the context of every user,every time.

More than 500 companies use Coveo to achieve theirbusiness goals. Among Coveo customers are L’OrealSwitzerland, Lockheed Martin, YUM! Brands, GEICO andSunGard. For more information, visit www.coveo.com,follow us on Twitter @coveo or like us on Facebook.

For additional information follow this link to our blog:http://blog.coveo.com/author/esteban-kolsky/

CEO Mandate: A HigherReturn on Knowledge

The top CEO challenge—according to recentsurveys including IBM’s annual CEO sur-vey—is responding to customers and market-places with greater relevance and immediacy.That’s because lack of relevance and respon-siveness carries huge economic conse-quences—missing opportunities, poor cus-tomer service, lower sales, customer-churn,sub-optimal products and services, costs asso-ciated with reinventing the wheel and more.

CEOs recognize collective knowledge asa critical asset—under-utilized and yet fun-damental to business agility and competi-tiveness. Relevant knowledge—every-where—is their key competitive differentia-tor and the greatest source of profitability.

Just like any other asset, knowledge willonly generate returns to the extent that it is re-utilized by employees and customers to takehigher value business actions. Otherwise theasset only sits there, latent and untapped.What’s more, at most companies, employeesspend a significant amount of time trying tofind and process information, often at a highcost. For example, IDC’s survey on the “HighCost of Not Finding Information” reportedthat knowledge workers spend anywherefrom 15% to 35% of their time searching for,assembling, and then unfortunately, recreat-ing information that already exists.

Companies have an urgent and financialincentive to get a higher return on their col-lective knowledge. Many see the opportunitypresented by their collective knowledge andbig data, but face a challenging conundrum ofrelevance versus volume as data and contentare increasingly fragmented across countlessand ever-changing sources.

Understanding Knowledge: Why Traditional KM Failed

Traditional KM has failed to achievethe goal of shared, ubiquitous, dynamicand contextually relevant enterpriseknowledge at the worker’s and customer’sfingertips. KM initiatives historically con-sidered knowledge a transferable commod-ity that could be stored in a system ofrecord and used mechanically. In reality,knowledge goes beyond data and informa-tion, and is personal and contextual.

October 2013S8 KMWorld

Excerpted from the Coveo eBook “Measuring a Return on Knowledge in a Big Data World.”

“Just like any other

asset, knowledge will

only generate

returns to the extent

that it is re-utilized.”

October 2013 S9

u Enhanced indices of quality facets for pre-cise recall by enterprise search engines;

u Rules based on meaning that drive work-flow and document governance;

u Documented, open and standards-based in-terfaces such as RDF, OWL, SKOS andSPARQL that are key to easy integration,vendor independence, and delivery of world-class performance over enterprise volumes.

3. Precise classification delivers qualitylinked data.

Semantic Web projects rely heavily onmanual tagging, which is inherently incon-sistent even among people trained in thesame field. W3.org describes this as “thechaotic, informal and weakly structuredworld of social approaches to informationmanagement, as exemplified by social tag-ging applications.” Content intelligenceadds structure around traditional enterprisecontent so that related content consistentlylinks to like content within and outside oforganizations. It automatically adds qualitylinks to data that enrich content beyondsimple descriptive tags and categorizeseach piece of information as a specifictype. This allows the information manage-ment tool chain to deliver on the promise ofsemantic data.

4. A modular platform delivers quick wins.A modular platform that allows licensing of

separate constituent parts yields flexibility andbudgetary pragmatism.u Model management and governance ben-

efit from ontology management;u Text mining is useful for quick-fire model

building;u Transparent, understandable and accurate

metadata tagging stems from rule-basedclassification;

uA user experience engine ensures informa-tion is surfaced in context;

uAn application framework embodyingbest practices means projects are off theground in days; and

u Out of the box integrations with popular systems, such as SharePoint, ensures the legwork is taken out of systems integration.

5. Auto-classification powers text analytics.Content intelligence is powered by a com-

bination of a precise rules-based engine, a sta-tistical-based natural language processingengine, and an ontology management tool.The combination delivers the quality of a rule-based system with the speed of statistical textanalytics—all based on a set of rules estab-lished by each organization. The resultingstandardized metadata drives the ability tofind unknown information, patterns and con-nections within text as well as the ability tosearch for connections among concepts. It canbe exported as linked data and used for:u semantic processing;u records and workflow governance;u sentiment analysis;u advanced content compliance;u concept relationship mapping; andu creating content types.

6. Content intelligence will increase ROI.International firms, government agen-

cies, non-profit organizations and smallbusinesses in many industries benefit fromcontent intelligence.u Media companies use content intelligence to

improve the quality of information feeds—boosting distribution, readership and sub-scriptions;

u Government authorities use content intelli-gence to tag information according to theirstandards for compliance, intelligence pro-cessing and citizen self-service;

u Healthcare companies use content intelli-gence to boost the level of Web self-serviceand improve the quality of critical health in-formation they provide to patients;

u Investment banks use content intelligence toconsolidate their information costs, betterpromote their primary research and auto-mate information compliance;

u Online directories use content intelligenceto increase their advertising revenues;

u Corporate intranets use content intelli-gence to boost use and maximize returnon information assets; and

u Information managers use semantics tomanage taxonomies, and ontologies, clas-sification schemes and records retentionpolicies. z

Critical Practices ThatDrive Successful Analyticsand Data Projects

Six important practices can propel organiza-tions to the forefront of their industries by tap-ping into the huge business value in content.

Analytics tools (such as Smartlogic’ssoftware suite, Semaphore) identify, classify,extract, integrate and surface the informationcontained in content, making it digestible,intelligible and valuable. This kind of “con-tent intelligence” supports existing informa-tion management, enterprise search and busi-ness intelligence systems.

Here are some words of advice basedon our experience:

1. Avoid unplanned big content.Growing volumes of data within organi-

zations need growing resources—human andcapital. Understanding what is in yourunstructured data allows you to discover,manage, control and store only the contentyou know is valuable. Content intelligenceadds a layer of machine-readable knowledgeby describing what the content is about andautomatically applying metadata with thatinformation. This metadata, in turn, givescontent management systems and enterprisesearch and process engines context. Becausethe context of a piece of information deter-mines its usefulness, relevance and treatment,you can use this metadata to keep, store andretrieve the content you know is valuable.

2. Information architecture extends thereach of your point solutions.

A strong information architecturedecreases the need for information manage-ment point solutions, increases efficiency byreducing duplicate work effort and providesconsistent results for end users. Content intel-ligence adds a semantic layer to content,ensuring that existing information manage-ment investments can all benefit from oneimplementation. Any system connected toenterprise content can use the facilities of acontent intelligence platform to add:u Classification facilities that increase

search and findability in SharePoint andother content management platforms;

u Precise metadata that powers the lifecyclesof content and records management systems;

KMWorld

Jeremy Bentley isfounder and CEO ofSmartlogic. Anengineer by training,he has spent hiscareer in enterprisesoftware, specificallywith informationmanagement systemsranging from businessprocess workflow,documents andrecords management,

search, and now Content Intelligence. Bentleyfounded Smartlogic on the belief thatorganizations can outperform others if they fullyuse the huge business value contained in content.

Jeremy Bentley

By Jeremy Bentley, CEO, Smartlogic

WWW.KMWORLD.COM

KMWORLD BUYERS’ GUIDE

For additional information or answers to specific questions, contact:

Kathy Rogals kathy_rogals@kmworld.com OR Paul Rosenlund paul_rosenlund@kmworld.com at (561) 483-5190

Corporate Bonus Package(includes 100-word corporate profile, color logo, contact information, up to 10 50-word product profiles (500 wordsmaximum), two product shots, color border, and hyperlink to corporate website)

____(One Issue) Fall 2013 Editionplus 6 Months Online–$5,200

____(Two Issues) Fall 2013 and Spring 2014 Editionsplus 12 Months Online–$8,850

Display Advertising Packages(Rates include advertising space and a complimentaryComplete Corporate/Product Profile Package)

Full 2013 Fall 2013 and Spring 2014___Full Page (4 Color) $10,800 ___$20,400___Full-Page Spread $20,000 ___$37,600___Half-Page $8,500 ___$16,400___Inside Covers $12,400 ___$23,500___Back Cover $12,700 ___$24,100

The KMWorld Buyers’ Guide, with two annual editions, is theonly industry sourcebook serving the combined market for:� Document and Content Management

� Business Process Management

� Social Networking and Collaboration

� Customer Relationship Management

� Records Management and Compliance

� Business and Competitive Intelligence

� 60,000 in Print—The Fall edition is mailedwith KMWorld’s Nov/Dec issue; the Fall edition with the November/December issue. 50,000 print circulation plus an additional 10,000 show and conference distribution.

� Online Listing—The Buyers’ Guide is also at www.kmworld.com. Your onlinepresence begins immediately and continuesfor a full 6 months after print publication.

Published by KMWorld and Information Today, Inc.

FAX THIS FORM TO (208) 460-2057 Today! Or sign up on the web at www.kmworld.com.60,000 Print Circulation • Fully Searchable on the web @ www.kmworld.comHyperlinking to Your Homepage, News Page, & Product Page(s)!Reserve your space now for the print AND online KMWorld Buyers’ Guide.We'll put your listing online immediately — AND reserve a space for you in the Fall 2013 Edition print edition!

Company Name:__________________________________

Mailing Address: __________________________________

Company Phone: ________________________________

Your Name & Title: ________________________________

Sign here, please: ________________________________

Company Email: __________________________________

City: ________________State & ZIP __________________

Company Fax: ____________________________________

Your Phone Number: ______________________________

Your Email: ______________________________________

SELECT YOUR PREFERRED PACKAGE:Basic Corporate Profile (includes 50-word corporate profile, color logo, contact information, and hyperlink to corporate website)

____(One Issue) Fall 2013 Edition plus 6 Months Online–$2,395

____(Two Issues) Fall 2013 and Spring 2014 Editions plus 12 Months Online–$4,100

Complete Corporate/Product Profile Package(includes 50-word corporate profile, color logo, contact information, up to three 50-word product profiles, one product shot, color border, and hyperlink to corporate website)

____(One Issue) Fall 2013 Editionplus 6 Months Online–$3,195

____(Two Issues) Fall 2013 and Spring 2014 Editionsplus 12 Months Online–$5,450

PREMIUM SPONSORSHIP PACKAGES:YOUR LOGO, prominently displayed and linked to your Buyers’ Guide listing, on the � KMWorld.com homepage; � KMWorld.com Buyers’ GuideIndex Page; � KMWorld.com Research Centers and Solutions Categories of your choosing; and � KMWorld articles featuring your company

FAL

L

kmworld .com/conference

SC

AN

Four events, one location.Attend them all with a Platinum Pass!

Register for your Platinum Pass today!Save more when you use code KMC13.

November 5–6

Renaissance Washington, DC

Downtown Hotel

Learn more

taxonomybootcamp.com

November 6–8Renaissance Washington, DC

Downtown HotelLearn morekmworld.com/conference

November 6–8

Renaissance Washington, DC

Downtown Hotel

Learn more

enterprisesearchsummit.com/Fall2013

November 7–8Renaissance Washington, DC

Downtown Hotel

Learn moresharepointsymposium.com/2013

If you’re looking to create a larger enterprise strategy that incorporates search as part of an expanded knowledge management, content management, collaborative, orEnterprise 2.0 strategy and want to better leverage taxon-omies in your enterprise search strategy, you can attend sessions at all four of our closely integrated events!

DIAMOND SPONSORS

ORGANIZED AND PRODUCED BY

www.infotoday.com

Produced by:

KMWorld MagazineSpecialty Publishing Group

For information on participating in the next white paper in the “Best Practices” series, contact:paul_rosenlund@kmworld.com or kathy_rogals@kmworld.com • 561-483-5190

Kathryn Rogals Paul Rosenlund Andy Moore561-483-5190 561-483-5190 207-236-8524 Ext. 309kathy_rogals@kmworld.com paul_rosenlund@kmworld.com andy_moore@kmworld.com

For more information on the companies who contributed to this white paper, visit their websites or contact them directly:

www.kmworld.com

Jive Software915 SW Stark St, Suite 400Portland OR 97205

PH: 503.295.3700 or 877.495.3700Contact: jivesoftware.com/contactWeb: jivesoftware.com

Smartlogic560 S. Winchester Blvd. Suite 500San Jose CA 95128

PH: 408.213.9500Contact: info@smartlogic.comWeb: www.smartlogic.com

CoveoPH: 800.635.5476Contact: info@coveo.comWeb: www.coveo.com

TIBCO Software Inc.3307 Hillview AvenuePalo Alto, CA 94304 USA

PH: 855.842.2770Fax: 650.846.1005 Contact: info@tibbr.comWeb: www.tibbr.com

KANA Software Inc.840 W California Avenue, Suite 100Sunnyvale CA 94086

PH: 800.737.8738Contact: marketing@kana.comWeb: www.kana.com