Armed With Knowledge

Leading Business Process Outsourcing (BPO) Company

Armed With Knowledge - Quiz

How Knowledge Centric Are You?
Answer the following questions to see where your organization falls within the knowledge competition continuum.

1. What are your company's knowledge capabilities?
	Our knowledge capabilities are negligible; in decision making, we're largely “flying blind.”

	Knowledge creation is local and opportunistic and does not support our company's full range of capabilities.

	Our organization has started to implement integrated knowledge processes.

	We are able to leverage knowledgedriven decision making to create a point-intime advantage for a specific business issue against our competition

	We are equipped to leverage knowledge-driven decision making to create sustainable, enterprise-wide advantage over our competition.

2. What questions might knowledge answer in your business?

	Don't know / We rely on individuals rather than any systematic method for making business decisions

	We know what has happened historically in our business; for example, we can accurately explain where we have gained or lost share and why.

	We can extrapolate existing trends, for example on price or on consumer preferences.

	We know which levers we can deploy and by how much we need to activate them to improve a specific metric against a competitor. For example, we can predict with reasonable certainty our share position against a competitor based on a specific change in our price.

	We know how to use knowledge to innovate and differentiate our products and services. For example, we can use our knowledge of the consumer and how his/her preferences have evolved over time to predict demand for our product based on features we plan to introduce into our product or service over the next year or two.

	We ask, and answer, questions such as: What's next? What's possible? How do we stay ahead? We know enough about the market, consumer behavior, where our competitors are headed, and what new products and services will emerge in the future to predict the next sea-change in our product or service markets.

3. What are your knowledge objectives?

	Not clear about our knowledge objectives

	To obtain more accurate data on where we are today.

	To use knowledge so that decisions are supported by facts, not just made by intuition

	To institutionalize processes so that we consistently use knowledge in our decision making.

	To extract unique insights from knowledge processes, in order to gain competitive advantage from specific decisions in specific situations.

	To use knowledge constantly so as to consistently make decisions that range from the strategic to the tactical with the objective of changing our competitive position in a fundamental and permanent way.

4. How do your knowledge processes currently drive value?

	We don't have any knowledge processes in place

	They do not drive discernable value.

	The value of knowledge processes can be measured in the ROI of specific decisions where we have applied knowledge.

	Knowledge processes may eventually drive future enterprise performance and market value.

	At some point in time, knowledge processes will be the important drivers of enterprise performance and market value.

	Knowledge processes are the primary driver of performance and market value of our enterprise.

5. What would best describe your organization's current research and analytics footprint?

	Our research and analytics footprint is non-existent.

	Few analytic processes or dedicated resources are embedded in the organization.

	Analytic resources are embedded in local functional teams.

	Analytic delivery models are embedded in specific processes.

	There is an enterprise-wide analytic structure in place but CXO backing is not apparent.

	Analytic processes are well-established across the enterprise with visible leadership from the CXO.

To know where your organization stands on the knowledge comptetion scale, please fill in your details below.

Company :

Name :

Title/Designation :

Country/Region :

Email :

Receive email from WNS *

Refresh
Please enter the letters and numbers displayed

Note : This quiz was developed by WNS based on Davenport and Harris' "Competing on analytics stages model" See Thomas H. Davenport and Jeanne G. Harris, Competing on Analytics (Bostom: Harvard Business School Press, 2007).

KPO Case Studies

A knowledge competitor: The Capital One story

Implementing actionable insights in the retail financial services industry

[+] See All

Sitemap | Terms of use | Privacy Statement