Calculate the Value of Your Knowledge

Enterprise Intelligence impacts how knowledge flows across nearly every function in an organization, influencing decision-making, productivity, and execution at scale. When that impact is quantified, it’s not uncommon for the modeled value of company knowledge to represent 25–35% of annual revenue.

For example, in a company generating $1B in annual revenue, organizational knowledge may represent $250M or more in measurable value. If results appear higher than expected, review inputs such as total revenue, revenue allocation, employee count, and adoption rate. Adoption rate, in particular, acts as a built-in moderation factor, with a conservative baseline of 40%.

Revenue allocation is typically defined by your finance team and reflects how different departments contribute to company performance. While we provide baseline allocations, these may vary significantly by business model. For example:

• Product-based businesses often weight revenue toward sales and operations
• Services organizations may attribute a larger share to customer service
• Investment-focused firms may concentrate revenue influence within finance and legal

Employee counts can be estimated using organizational charts, internal directories, or HR systems. We provide baseline estimates based on a representative enterprise with approximately 2,500 employees, which can be adjusted to reflect your organization’s structure.

The ROI model is designed to scale for organizations of all sizes. Smaller businesses can adjust revenue and employee inputs toward the lower end of each range and fine-tune values as needed.

In many cases, smaller organizations benefit from using baseline averages for revenue allocation and salaries, which still produce a realistic directional estimate of impact.

The effective improvement rate represents the measured impact of improved knowledge flow on a specific metric, based on findings from our Value Report. It is calculated by combining:

• The percentage of employees who report improvement
• The estimated magnitude of that improvement

Revenue per employee is a core productivity metric that reflects how much output each employee generates. Improvements in access to information, decision speed, and engagement increase individual productivity, which compounds across the organization.

For example, a 7.5% improvement applied to an employee generating $400,000 in annual revenue equates to $30,000 in productivity gain. Across 1,000 employees, that represents a $30M impact.

The model limits selection to five areas of impact to maintain focus and avoid overstatement. We recommend prioritizing the most strategically important cost and revenue drivers, as Enterprise Intelligence often delivers value across both dimensions.

Use the step navigation at the top of the calculator to go back and adjust things. You can adjust any of the company information variables or even change your areas of impact selections. Any adjustments you make will be reflected on the initial result and refined results pages.

Currently, our calculator does not have the ability to save your report. We recommend printing a pdf of the result and your selections before leaving the site. We are working on a solution to this and will release an update soon.

Time to Value is an estimate of the period between when an investment is made and when it begins to deliver a tangible payoff. For CFOs, this typically includes an initial phase where costs are outlaid—such as licensing and implementation—before benefits are realized.

Use our calculator to estimate the total annual value once your solution is configured, deployed, and adoption is underway. We can also help model an expected adoption curve to estimate value over time. Time-to-value is reached when realized benefits exceed the initial investment. For Bloomfire, this typically occurs within the first six months, depending on implementation complexity.

We model onboarding impact using three factors that affect both cost and productivity:

• Training time cost – The time a new employee spends learning their role instead of performing it, measured across the the average onboarding period.
• Productivity gap – The difference between a fully productive employee and one ramping up, as proficiency increases over time.
• Peer disruption – The temporary productivity impact on teammates who support and train new hires.

In cost-saving scenarios, customer service improvements are modeled through cost-to-serve. The ROI model uses three primary variables:

• Average handling time
• Percentage of employee time spent on calls
• Average cost per call

Daily inefficiencies come from time spent searching for information, recreating existing work, or interrupting others for answers. In organizations without a strong knowledge program, employees spend up to 8.5 hours per week on these activities.

Enterprise Intelligence reduces this by an average of 3.9 hours per week, unlocking nearly 10% of latent capacity across teams—equivalent to adding one additional employee for every ten, without increasing headcount.

Yes. For very large organizations, we can assist with a custom calculation. One common approach is to model ROI using a smaller revenue figure and apply a multiplier to the final results.

For example, a company generating $100B in revenue could model results at $10B and apply a 10× multiplier to revenue-related impacts. This produces a reliable directional estimate. Note that this approach applies only to impact areas tied to revenue growth.