Episode 28: A strategy for Insight
Welcome to Season 4 of our podcast and a quick reminder that you can download all 27 episodes from our first 3 seasons free of charge from your favourite podcast platform.
I think most of us would agree that demand for insights is rising as senior managers increasingly acknowledge the importance of customer-centricity and see research and analytics as a potential source of competitive advantage.
At the same time, the proliferation of digital transactions and data sources has increased the complexity of managing Insight activity.
As the potential for Insight to make a difference keeps growing, and as the practicalities of making it make a difference get more complicated, I think there’s a critical need for us to define a strategy for Insight.
So that’s what we’re going to focus on at the July 2023 Insight forums and for several of our podcasts this season.
Please listen to find out more!
Topics Discussed
- A challenge for Insight leaders (2.38)
- Doing the right things as well as doing things right (4.34)
- The potential keeps growing, but so do the difficulties (6.25)
- Why do so few organisations have an Insight strategy? (7.39)
- What we really need is very different from an activity plan (10.47)
Highlights
- “If your team generates new, joined up insights focusing on solving business issues, develops big picture customer knowledge, influences senior decision-makers, and communicates insights across the whole organisation, then you’ll certainly identify more value for your organisation and drive more change within it. But is that enough to create an Insight-driven organisation?”
- “Many Insight functions report an ever-growing workload, with less time to stop and think about big questions, like why your organisation has an Insight team, how much it spends on Insight activity, what return it gets on its investment, and whether there are structural issues to challenge if you want to create an Insight-driven organisation.”
- “Our team at the IMA believes that Insight leaders need to move their planning upstream, ideally developing a strategy for Insight as a concept and as a department which either aligns directly with a top-level corporate strategy, or better still, examines the data and thinking behind that corporate strategy and, if necessary, challenges it.
This is episode 28 of the Transforming Insight podcast.
If you have the ambition to transform your Insight team and the role it plays in your organisation, please tune in to future episodes. Not only will we explore the 42 secrets of successful corporate Insight teams as outlined in the Transforming Insight book, we will also talk to senior corporate Insight leaders, delve into books that have inspired us, and discuss new best practice research carried out with the IMA’s corporate members.
You won’t want to miss this! So please subscribe - and thank you for listening.
About James Wycherley, the author of Transforming Insight
James Wycherley was Director of Customer Insight and Analytics at Barclays from 2005 to 2015 when he became Chief Executive of the Insight Management Academy (IMA). A popular keynote speaker and acknowledged expert on Insight leadership, strategy, and communication, he is the author of the book Transforming Insight: the 42 secrets of successful corporate Insight teams.
He has provided thought leadership in the UK, Western Europe, the USA, Canada, Australia, India, and the Middle East, and regularly hosts the IMA’s Insight forums - London, Manchester, UK Online and US Online.
The Insight Management Academy is the world’s leading authority on transforming Insight teams.
Resources:
If you would like more information on any of the ideas discussed in this episode of the Transforming Insight podcast, please visit www.insight-management.org
Copies of James Wycherley’s book Transforming Insight: the 42 secrets of successful corporate Insight teams can be purchased direct from www.transforming-insight.com
Disclaimer
The Transforming Insight podcast is published by the Insight Management Academy and produced by Zorbiant.
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