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Knowledge-Centered Support


Knowledge-centered service (KCS) is a service delivery method that focuses on knowledge as a key asset of the organization implementing it. Development began in 1992 by the Consortium for Service Innovation, a non-profit alliance of support organizations. Its methodology is to integrate use of a knowledge base into the workflow.

While the legacy of KCS lies in customer support organizations, the methodology is now being adopted across all the functions of business.

KCS seeks to:

With over 20 years in development and over $50 million invested in developing the methodology, KCS has produced significant benefits for support organizations around the world, including Apollo Group, Autodesk, Avaya, Dell, EMC, Ericsson, HP Enterprise, Omgeo/DTCC, Oracle, PTC, Salesforce.com and SDL.

The KCS Academy is a wholly owned subsidiary of the Consortium for Service Innovation. The KCS Academy is the designated certification body by the Consortium for Service Innovation. The KCS Academy offers certification programs for people and a KCS Verified program for knowledge base tools that enable the KCS practices.

Development began in 1992 by the Consortium for Service Innovation, a non-profit alliance of support organizations. Its premise is to capture, structure, and reuse technical support knowledge. Initially it was known as Solution-Centered Support, and was renamed to acknowledge the methodology as best practices in knowledge management.

The Consortium for Service Innovation was founded in Seattle in 1992 by Symbologic. Shelly Benton was the founding Executive Director and built the membership-based organization. The early work of the Consortium was used to identify features and functionality for a tool that would help organizations capture and reuse knowledge as a by-product of doing work.

From 1992 to 1994 the nature of the member's conversation was largely focused on technology. However the members began to see that success in capturing and reusing knowledge was more about people and their behaviors than it was about the tool. From 1994 to 1996 the conversation shifted to defining a methodology that focused on people and the organizational culture.

As the conversation evolved both the members of the Consortium and Symbologic agreed that the Consortium's work was about much more than technology and that both the work and the members would be better served by being independent and vendor agnostic. In 1996 Greg Oxton, who was a member of the Consortium at the time, joined the Consortium staff with the goal of creating a member funded non-profit organization.

In January 1997 the Consortium became an independent legal entity registered as a 501(c)(6) with the Internal Revenue Service. At that time it was called the Customer Support Consortium.


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