Nick Morgan - Veeam Software: It's not something you can attack as a numbers game - that’s for sure
John Crowe @ Verint: How to differentiate Supports role as an advisor from that of the support account manager or customer success manager
Nick Morgan - Veeam Software: They are part of the same muscle here…. they have their strengths and leverage them with each other to meet the better overall outcome…. Determining when something changes hands is the “interesting” part π
Nick Morgan - Veeam Software: One thing we are looking at is giving all customer success and account management Read-Only licenses to our support knowledge domains
Laurel Poertner | F5 | Seattle: I see customers driving this through their relationships and less control the company has based on a title or role.
Nick Morgan - Veeam Software: Ooo that’s a good way to think about it. I really like that.
Laura Hild: Our customer success org is very reluctant to give up that “control”.
Tim Harris | Crunchtime | Indiana: I think we're going to see Customer Support and Customer Success compress into broader Customer Experience teams. "Enablement" and "Success Architects" are the buzzword roles that I'm seeing. The CTO of Zendesk, Adrian McDermott, has been talking a bit about this.
Kelly Murray | Consortium | Seattle: Oh, thanks for flagging that, Tim! We were in a meeting last week where Kimberly May at SAS was talking about building a Customer Value Organization along the same lines, I think!
Alexandra Robinson | Zendesk (Dublin, Ireland): Curious how everyone moves into predictive rather than proactive approaches too π
Nick Morgan - Veeam Software: You have to start measuring the right things first — good triangulation practices taken up to leadership so things are looked at as more of a “holistically” … that worldview makes reactionary steps less common as a manner of course
Travis Myers JLG Industries PA: Customers will go to whoever they last got the best answer.
Amador Loureiro | NetApp | The Netherlands: Then, we may need to be ready to provide an unified answer (from our perspective) wherever they would be found.
Amador Loureiro | NetApp | The Netherlands: How is going to be planned/defined the learning path to become a "Trusted Advisor" in the AI area?
Nick Morgan - Veeam Software: “Supports Success is Your Success”
Gabriela Pacheco | Cisco: The thing is that organizations keep using the same efficiency measurements to measure support. How can they measure what is not transactional?
Nick Morgan - Veeam Software: Outcome based measures πLagging Indicators not Leading… no measures are “good” on their own, its about bringing them all together and see what the big picture tells you. I got leadership on board with this showing how their view wasn’t “wrong” just not complete… lets expand it.
London Hanson | Alteryx | Arizona: We've been asking our Support Engineers to ask customers about their use case, and also share their customer wins in a form that goes to management. Management is also tracking potential influenced revenue (were there cases for accounts that had won deals in the same timeframe?).
Zach: "Do you know what thinking is? It's just a fancy word for changing your mind."
Nick Morgan - Veeam Software: … especially now that we work in an age when the paper we write stuff down on can write back///
Matt Seaman | Consortium | Boston: So important to think about what makes it hard for someone to ignore! What speaks to the person, how is it relevant to what they care about, how will it help them?
Jennifer Crippen | Smarsh | Medford, OR: WIIFM
Amador Loureiro | NetApp | The Netherlands: I fully believe we all fail in the "audience and context": How many conversations did you have where everyone was in the same page and agreed with, but nothing was moving/done?
Kelly Murray | Consortium | Seattle: CHALLENGE ACCEPTED
Lana Kosnik | Upland | Michigan: Be pretty cool if it did
Viji HPE: Wow! Great timing! I was just thinking about evolve loop :)
Laurel Poertner | F5 | Seattle: I love connecting the customer feedback to knowledge creators and collaborators.
Dave Stewart: In many organizations, Support’s contribution to overall revenue is one of if not THE largest piece of the pie….and yet they are usually tagged as a “cost centre”.
Nick Morgan - Veeam Software: I have been giving engineers counts on how many reuses their authors and improvements get. “Here is how many cases you helped solve this year without even being there”
John Heinonen, DSV, Denmark: Great inspiration Christina - looking forward to try it out, thank you!
Matt Seaman | Consortium | Boston: Shared Goals + Shared Data = shared view of outcomes
Amador Loureiro | NetApp | The Netherlands: Is not "hard to ignore" the hidden fuel of procrastination?
Amador Loureiro | NetApp | The Netherlands: And the framework is a loop, right? (we love loops!) So, if it is not working as you expected, check it again and try!
Kelly Murray | Consortium | Seattle: How can I help this busy person make ACTUAL meaning out of these activity measures? (Is how I look at it: we’re trending activities, and putting those into context and connecting to the bigger picture is the opportunity)
Laurel Poertner | F5 | Seattle: Activity measures are great at validating a correlation or outcome measure.
Tim Harris | Crunchtime | Indiana: First time hearing it called "vanity metrics". I like that.
Lana Kosnik | Upland | Michigan: LOVE concept of "vanity metrics" vs "impact metrics"
Matt Seaman | Consortium | Boston: From Technique 7.1: Are the activity measures heading in the right direction? How rapidly are they changing? Do knowledge workers have timely visibility to their performance indicators? And the best question…what action do we take when we see changes?
Dave Stewart: I’ve been trying to bucket metrics into Unambiguous (always a good thing, and usually trending towards 100%) and Ambiguous ones where “it depends” comes to mind when it’s analysis time. Things like KBAR is ambiguous, as is Coaching Compliance (% of expected sessions held) because they depend on the nature of the product being Supported and the maturity of a team and its knowledge base. They’re still potentially useful indicators IF you need to go back and figure out why you’re struggling in a certain area, but perhaps not until then.
Amador Loureiro | NetApp | The Netherlands: We have "some control" on harvesting data, searching for signals, deciding on how to present the information... and then we leave the story we want tell on the other peoples side. Do we need multiple skills to handle all those layers, right? (so, look for contributors?)
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