View the current situation of domestic consulting companies from the "useless knowledge management theory"

Reposted from my colleague l's original article, continuing the article titled viewing the current situation of domestic consulting companies from the "useless knowledge management theory"

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1. The consultant stepped down from the platform

First, we do not deny the value of the consulting consultant in the Knowledge Management Service. At least our company now provides consulting services to our customers. In terms of introducing some advanced concepts or mature implementation models, we still need someone to summarize and sort out the information. However, our position is to make the consulting work more "classmates ". First, we should not regard ourselves as "Mentors". Don't look at what we can say about "Strategic Analysis" and "Business Value". We are all students in the actual business operations of our customers, no one knows more about the origins and considerations of the business model than the customers themselves. If we do not consider the problem from the customer's own perspective and adopt a disruptive development strategy, even if we are far-sighted, we will only teach Zhao Benshan to dance ballet.

We also need to provide seamless transition from consultants to information systems. We require our consultants not only to understand the business, but also to work closely with the technical departments, the business model design of knowledge management is not only at the "process and specification" level, but also at the "function design" level, integrate the consultant's results with the information system provided to the customer. We should not think about the value of the "consulting report". The actual results provided to users at the information system level are far better than the results of successful consultants.

2. Take the long-term cooperation route

Going deep into the industry is an old saying, but not much can be done. Long-term cooperation allows consultants to see more business details of customers and gradually understand the differences in various business areas. Of course, this long-term cooperation does not have no cost. It seems that it is hard to bear the cost of making consultants put on a company for a long time. We can consider letting a dedicated technical implementation team follow up on this process. On the one hand, the technical team is relatively low in cost, and on the other hand, the technical team can continuously obtain development projects and maintain the existence of them in the enterprise. Although there is a certain amount of loss in it, the long-term existence in the enterprise is indeed a problem that we need to consider.

India's large outsourcing companies are not only competitive in developing human resources at a low price, but also have a group of "white-haired people" who can gain an in-depth understanding of the customer's business details, from business analysis to technology, we can provide comprehensive services throughout the entire process. We can think of it as a success model of "providing services from the bottom up.

Although we do not want to turn a consultancy company into an outsourcing company, should we also consider "planting our seeds from top to bottom" in the consultancy service?

3. Example of "partially succeeded"

For example, we can prove the above point: is there any knowledge management in the call center of XXX Customer Service Center? Yes, most of the product descriptions and service information are available in the service information directory and BSS client of the call center system, customer Service representatives can quickly locate information on the call center operation interface (because the interaction time is very short and there is no high-resolution large display, the operation interface needs to be customized to be fast, interface simplified mode), and can respond to customer inquiries in a standard manner. This is why they do not need a dedicated knowledge management system.

However, does this model meet the requirements of knowledge management? Actually not. In the future development, they have also customized a lot of knowledge support functions related to customer data to improve the service capability and level of customer service representatives, the customer service representative can see at a glance what kind of customer you are, what products are suitable for you to recommend, and what the advantages of the product should be clearly stated in one sentence. Of course, we can think that this involves improving the capabilities of the CRM field, but we can see that the concept of knowledge capability is ubiquitous in support of business capabilities, through a large number of projects with marketing lines, A large amount of Customer business information has been learned, which in turn improves the implementation level of knowledge management in this field.

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