The Knowledge Agency® (TKA) designs, builds, and operates intelligence1 processes2 that enhance our clients' enterprise3 competitiveness4 and value5.
We also counsel and train clients in executing these functions for themselves.
Sounds good — but what does it mean? Here's a glossary of key terms as TKA defines them:
1What is Intelligence?
The capability of your organization to perceive and respond rapidly to value-impacting changes in your competitive ecosystem. Also, the data, information, and knowledge that support this capability for a decision-making team.
2What is an Intelligence Process?
A structured and coordinated series of information-gathering, -processing, and -analytic activities that together produce relevant, actionable knowledge about your competitive ecosystem. These activities typically include an optimal blend of advanced technologies with human skill, experience, and judgement.
3What is an Enterprise?
An organization with defined objectives, goals, and structures. An enterprise can be a profit-seeking business, a government agency, or a not-for-profit non-governmental organization (NGO). Enterprises range from large and complex (a multinational business, for example) — to small and relatively simple (a family or household, for example.) Many of the same cognitive-analytical frameworks apply across organizations of all types and sizes.
4What is Competitiveness?
The ability of your organization to produce superior results and outcomes through awareness of, and management of, competitive forces. We define a "competitive force" as any entity, event, or trend that impacts your enterprise's ability to produce value.
This definition of your competitive ecosystem includes — but expands well beyond — your direct competitors or rivals. It includes your customers, channels, and suppliers, as well as forces outside your industry: regulation; the business cycle; demographic and social trends; capital markets; technologies; and geo-political events.
To the extent that any of these competitive forces has the potential to impact your enterprise value, it should be continually monitored as part of an integrated strategic intelligence process. Such value impacts can be negative (i.e., threats), positive (opportunities), or not readily determined (uncertainties or risks).
5What is Value?
The over-arching mission or purpose of your enterprise. Value is measured as results, outcomes, and benefits against pre-defined targets and goals.
In business, value is defined primarily in terms of economic metrics and targets — revenues, profits, return on investment (ROI), market share, stock price, and the ability to attract new investments. Non-financial metrics, for example those describing reputation and customer satisfaction, can also be important.
In government and not-for-profits, value is measured against by mission-relevant objectives. These are primarily societal in nature — reducing disease, improving education, controlling crime, or exploring space, for example — though they typically have an economic component as well.