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Consortium for Service Innovation

Exit Criteria for Phase 2

Phase 2 established learning, excitement, and momentum for KCS. The Solve Loop behaviors have become a habit for most knowledge workers because they realize the value in doing it.

At the end of Phase 2, we would expect to see improvement against the baseline measures: cost per incident will decrease due to the reuse of knowledge, and service quality will increase. There will be an increase in employee satisfaction as a result of the recognition gained from having others reuse their knowledge.

Phase 2 has resulted in benefits for the knowledge workers and the business. The benefits include efficiencies gained from improving the workflow, internal reuse of knowledge (reduction of rework), and a reduction in cost per incident. The benefits for the customer happen during Phase 3: the goal is to further improve operational efficiency while improving the customer experience, reducing customer effort and creating stronger customer loyalty.

(See Exit Criteria for all four phases on the Quick Reference page of the Measurement Matters v6 paper.)

Exit Criteria

Phase 2 Activities


Readiness Evidence

Key Performance Metrics are consistently reviewed to assess behaviors. 

Demonstrates commitment to the program

  • First contact resolution increased compared to baseline
  • Time to proficiency decreased compared to baseline
  • Increase in capacity (usually 20-30%)
  • Cost per incident decreased from baseline

KCS Training and Coaching 

Understanding and buy-in: knowledge workers have adopted the KCS workflow and understand the content standard

80-90% of knowledge workers are trained and licensed (KCS Contributors or KCS Publishers)

Knowledge base is being used for 65%-85% of requests

Reduced rework, leveraging the collective experience of the organization through reuse of knowledge, and minimal duplicate articles being created

Link accuracy is 90% or greater. Link rates are 65%-85% (this range represents the fact that using the knowledge base has become a habit, and it is enough use to sustain the methodology)

Articles are being reused or modified as needed, and created if they don't exist

Most of what the organization knows has been captured in the knowledge base

Reuse rate of existing articles is greater than the creation rate of new articles

Functional and integration improvements identified in Wave I have been implemented

Optimal process drives how the work gets done. Make it easy for the knowledge worker to do the right thing.

Technology supports the workflow (through modifications to existing tools or acquisition of new tools)

Articles adhere to the content standard

Articles in the KB are sufficient to help (findable and usable)

Content Standard Checklist average for the team is equal to or exceeds the checklist target

Knowledge workers are doing the Solve Loop activities Knowledge articles are being reused, improved, and if it doesn't exist, captured in the workflow PAR average for the team is equal to or exceeds the PAR target

Knowledge base has shown value internally

Assures customers will find helpful articles in self-service (Phase 3)

Reuse of existing articles is equal to or greater than the creation rate


Stakeholder Engagement

Techniques to engage stakeholders in Phase 2 (see complete Stakeholder Engagement Matrix in Appendix C)

Executives Managers Knowledge Workers Business Owners
  • Review Strategic Framework
  • Receive regular updates on the status of adoption activities and success stories
  • Build relationships and communicate with Business Owners about the value of article reuse reporting and root cause analysis
  • Advocate the value support creates for the business (to C-level executives)
  • Align Director goals and measures (VP direct reports) to re-enforce/recognize KCS behaviors and contribution
  • Support KCS assessment program for teams (KCS Council manages and evolves)
  • Review plans and reporting to support new value-based measures 
  • Receive training on KCS concepts and new performance assessment model (old measures can disrupt KCS success)
  • Align team goals to reinforce and recognize KCS behaviors
  • Celebrate achievement of KCS licensing levels (recognition of those who earn license)
  • Support KCS Coach activities
  • Coaching for managers
  • Management representation on the KCS Council (selection and/or rotation)
  • Attend KCS training and get a KCS Coach
  • Share anecdotes about success
  • Recognition for achievement of KCS licensing levels and creation of value in the knowledge base
  • Periodic status updates on progress


Don’t stop here! Knowledge worker motivation to continue using the knowledge base will be lost unless the redundant work gets removed from the workflow.  There are two approaches for eliminating known issues:

  1. Root cause analysis and corrective actions that remove the cause of the issue
  2. Publish articles externally to self-service so known issues are findable and solvable by the customer

These two things are critical in sustaining KCS. Phase 3 defines the approach for leveraging the knowledge base and ensuring these things happen. 

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