Episodes

In the last episode of season 1, episode 10, we introduced the concept of Insight farming and drew a comparison between Insight farming and Insight hunting. Insight hunting represents the natural tendency of most Insight teams to spend nearly all their time on new primary research or analysis – hunting for new discoveries.Insight farming, represents an evolution for Insight teams, shifting the focus to knowledge development, the knowledge that is often drawn from many different sources and many pieces of research and analysis that have been completed in the past.

As we plough through past projects, we may find an immediate payback - golden nuggets that are of great interest to senior decision-makers. But if we want to produce a crop that we can harvest year after year, in other words a knowledge base that underpins all our future research and supports multiple business decisions, then we need to cultivate our insight. This requires more time and effort. Don’t worry if that sounds complicated! We’ll describe a way of tackling it in very basic terms with 3 simple steps.

In this episode, James talks about the way that successful Insight teams approach knowledge systems. Over the last 18 years the IMA has talked to hundreds of Insight leaders and discussed the knowledge systems they wish they had, would love to afford, were developing, embedding… or replacing. And the aspect of these conversations that always stands out is that it’s not really about the systems themselves, brilliant though some of them now are. It’s about identifying what role you need systems to play if you are going to make Insight make a difference in your organisation.

Episode 14 of the IMA's Transforming Insight podcast is now available. In this extended episode James talks to Jan Worsley, Insights Director at Carnival UK.Jan worked in IT before moving to the TNS World Panel and becoming Innocent Drinks’ first Insight manager. He then moved back to the agency side, before leading Insight at Carnival UK, part of the world’s biggest cruise company.

In this episode James talks about the way that successful Insight teams influence decision-makers. In our podcast so far, we’ve explored the twin requirements for corporate Insight teams to generate new insights and to develop accumulated knowledge - knowledge about their customers, their markets and their own business model. I’ve suggested that if we want to transform our Insight teams, then not only do we have to change our mindset about research and analysis projects, but we have to re-balance our focus from Insight generation to Insight farming. But there’s no point in either generating new insights nor farming customer knowledge if our organisations continue to behave in the same way as they would have done without us doing all that work.

What question do you get asked most often at work? Is it about what insights we have on our customers? Or about the latest insights on our brand? Or perhaps on the latest consumer trend? Every organisation has its own hot topics, and every Insight team could compile a list of their most frequently asked questions. But how often do we ask ourselves about the insight which we have on the audience for our own work – the senior decision-makers in our organisation? We all tell our organisations to spend more time really understanding customers. How well do Insight teams practice what we preach?

In this episode James looks at how successful Insight teams become trusted advisers.In the last episode, Lisa and I were discussing how we would never influence any group of people before we had taken steps to better understand them. We thought that many of our teams could improve the insight they had regarding the internal audience for their work. But having taken steps to better understand decision-makers in general, and our key stakeholders in particular, we then need to put those insights into action.So far in our podcasts, the steps we have explored to transform Insight have focused mainly on whole-team mindset and whole-team behaviours. This next step is also one for the whole team to embrace, but the nature of the challenge itself is probably more personal than most of the ones we’ve looked at so far. It could well be the biggest challenge yet for some of our colleagues.

Episode 18 of the IMA's Transforming Insight podcast is now available. In this extended episode, James talks to Liz Lamb, Head of Insight and Data at Card Factory. Liz gives an overview of her rich and varied career in Insight roles, in both corporate insights and agency after she “fell” into the world of Insight after her Psychology degree. Liz has worked in Insight teams for Millwood Brown, Sainsbury’s, Debenhams, Post Office, ASDA, N Brown, to now her current position at Card Factory.

In this episode James looks at how successful Insight teams learn to harness the power of their introverts. In episode 17 we explored the ways in which Insight managers, researchers and analysts could develop trusted adviser relationships with senior decision-makers. But what if your Insight teams include a large number of introverts who feel very uncomfortable at the idea of reaching out to senior people and networking? Or, in today’s world, simply coming back into the office or switching their cameras on?

In this 16-minute episode James looks at how successful Insight teams learn from the world of behavioural economics to improve their influencing tactics.In the last 20 years, there’s been an enormous advance in our understanding of the way we make decisions, and an entire field of study – and a whole library of popular books – now focuses on the topic of behavioural economics, or behavioural science. We now all accept that we are not rational decision-makers; instead we know that we repeatedly do things based on a half-hearted and subjective evaluation of imperfect information, constantly taking the path of least resistance, then justifying our behaviour afterwards.