TKA's Mission

The Knowledge Agency® (TKA) designs, builds, and operates intelligence processes that enhance and protect our clients' enterprise competitiveness and value-creation.

We also offer training and consulting services to assist our clients in doing this for themselves.

 

Lofty words indeed, but what does it mean?  Let's break it down...

 

What is “intelligence”?

The capability of your organization to perceive and respond rapidly to changing conditions in your competitive environment.  Also, the information that supports this capability.
 

What is an “intelligence process”?

A structured series of information-gathering, -processing, and -analytic activities that together produce relevant, actionable knowledge about your competitive environment.  These typically include an optimal mix of advanced technologies and human skill and judgement.
 
EXAMPLE: Your company, seeking to enter new markets, systematically assesses their potential growth and profitability, as well as barriers to entry, before committing the substantial resources needed to launch in those markets.
 

What is an "enterprise"?

An organization with specific goals and structures—for example, a business, government agency, or non-governmental organization (NGO).  Large, small, and in-between.  The family or household is the most fundamental form of enterprise.

 

What is "competitiveness"?

The ability of your organization to produce superior results through sustainable management of competitive forces.  At TKA we believe that a competitive force is by definition anything that impacts your enterprise's ability to create value.
 
Our definition expands well beyond your direct rivals, and includes your customers, channels, and suppliers, as well as forces acting from outside your industry—like litigation, legislation, general business conditions, and social and technology trends.

 

What is "value-creation"?

This depends largely on how key stakeholders for your enterprise define value.  In business, value is typically measured by financial metrics and targets—things like sales, profits, return on investment (ROI), market share, stock price, and the ability to attract new investments.  Non-financial metrics, for example those related to environmental sustainability and corporate social responsibility, can also be important.
 
EXAMPLE: Your company identifies an unmet market need and, by acting rapidly on that knowledge, creates an innovative product that establishes, grows, and protects a dominant share in what becomes an expanding, profitable market.