The Evolve Loop reflects on and learns from a collection of Solve Loop tasks and associated knowledge articles. It is the organizational-level processes which analyze the patterns that emerge for a collection of tasks and knowledge use. It only works if each task is done correctly. The Solve Loop and Evolve Loop are interdependent: each enables the other.
The Evolve Loop is the systemic view that provides:
The Solve Loop and Evolve Loop together create a system that is self-correcting. The Evolve Loop depends on people doing the right things in the Solve Loop. It is the aggregate of lots of events, each handled correctly, that enables the Evolve Loop analysis. By analyzing the collection of events and related knowledge articles over time, the Evolve Loop identifies areas for improvement in the Solve Loop. Perhaps most importantly, the Evolve Loop identifies opportunities for improvement to the business. The root cause analysis done in the Evolve Loop can drive improvements to products, services, processes and policies. These improvements are based on the collective experiences of the knowledge worker and of those we serve.
Each of the Evolve Loop practices includes a set of indicators that together can be used to assess the value KCS is creating for the organization. These indicators can also be used to assess the health of the KCS Practices. The definition and use of these indicators will be discussed in more detail under each Practice section. Here is a summary of the key indicators by Practice:
In KCS, content is king. We will start the Evolve Loop discussion with Content Health: what are we trying to create? Then we will discuss the Process Integration practices: how are we going to create good content? From there we move to a discussion on Performance Assessment: how do we measure how we are doing? Performance Assessment is about individual and team value creation. Last, but certainly not least, we will discuss the critical elements of Leadership & Communication: how do we get people, at all levels of the organization, to understand and buy in to KCS. It is leadership's responsibility to create an environment where people are willing and eager to change their behavior; it is the behavior change that KCS requires of both the knowledge worker and the leadership of the organization that creates the profound benefits.