Dear clients and friends,
A senior sales executive recently remarked to us: “We don’t know what we know as an organization—and beyond that, we don’t even know what it is we need to know to be more effective.” Though uncommonly candid, he’s not alone—we’ve heard similar from executives in a range of organizations.
In spite of a continual deluge of data, most organizations are systematically failing to compete in the ‘knowledge economy’ as effectively as they could. They spend plenty of time and money on information content and technologies—yet their leaders lack the full set of information they need to guide their organizations strategically through rough waters.
Is this true in your organization? If so, it adversely impacts your bottom line in the short run—reflecting the costs of unseen threats and missed opportunities.
Worse, it can become accepted as ‘business as usual’, creating a longer-term drag on your ability to compete effectively.
If you are responsible for creating business results, you simply cannot afford this penalty on your performance. Succeeding in business is tough enough, but this is like running a road race with a blindfold on. Organizations can—and, to succeed, must—do significantly better at obtaining and using the information they need to compete.
A universal problem…solved?
Most of my professional life has been dedicated, in one way or another, to solving one fundamental problem: What is the optimal relationship between an organization’s knowledge—including data, information, and intelligence—and how that organization creates value—revenues, profits, stock price gains, etc.?
We’ve discovered that by documenting that linkage, you can begin to manage it better—resulting in increased ROI, value-added, and strategic relevance of knowledge-based activities. TKA has developed toolsets and methods to apply this insight with clients in strategy, market research, corporate intelligence, knowledge management, corporate libraries, IT, R&D, sales, and security.
Fast forward
Our approach has accelerated over time and experience into the Knowledge Value Chain® framework and methodology. After developing the KVC model in the mid-’90s, I spent years testing and refining it in seminars, webinars, workshops, and clinics conducted around the world.
Now, under the direction of veteran strategy and business intelligence consultant Reuben Danzing, TKA conducts comprehensive organizational assessments based on the KVC framework. It’s helping them focus their information on the strategic challenges facing them—in a way that controls costs, and in many cases reduces them.
Next steps
Hundreds of organizations—large and small, in a range of industries and government agencies—have already benefited from the KVC approach. I’d like you to join them soon.
Contact me and let’s make it happen.
Thanks for your interest,
