KANA: Change Redux

By Michael Fields

Earlier this year, in a previous post, I noted that change is the one constant in business and in life. Change is good as long as it ultimately carries a person and a business forward with new insight, knowledge and skills. Without change, a person can stagnate and an organization can lose its edge.

Look at the Yankees. Over the past 15 years, the team has changed managers, stadiums, and nearly every position player on the field. These changes might have been too much for another team. But the DNA of champions is deeply embedded within the Yankees organization. Ultimately, it was a combination of their winning DNA and the changes made during rebuilding years that lead the team back to the top – after nearly a decade without a Series ring.

Like the Yankees, KANA’s got winning DNA. The changes we’ve made at KANA to date this year are intended to have the same end game: getting us back on top. While these changes haven’t been easy and much hard work remains ahead of us, we continue making steady progress on all fronts.

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Hype or Hyper-Measurement?

By Vikas Nehru

Recently, Seth Godin posted on how we are moving into an era of “hyper-measurement.” As he explains, a journalist being fired because his or her web content isn’t drawing a lot of traffic is not going to be a newsroom novelty for much longer. In a world where, more and more, success can be measured in quantifiable metrics, why wouldn’t a publisher base business decisions on newly available evidence? It just makes sense.

The customer service industry is no different. As my fellow blogger, Kate Leggett, points out, to truly maximize the value of their contact centers, customer service mangers must take an experimental approach towards service processes.

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