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1、ForewordIn this years State of Insights report,we explore howparadoxically everything and nothing has changed in the worldof insights.While new and evolving technologies like Generative AI offer achance to transform the field as we know it,many of the samechallenges that have existed for decades per

2、sist.And in this transitional space,there are both emergingopportunities and risks that face todays insights leaders.Drawing on conversations with industry leaders and experts onthe Consumer Insights Podcast over the last year,well explorevarious perspectives on how technology might just make insigh

3、tswork more human,and how insights leaders and their teams canmaximize the opportunities offered by this new era.Its a new dawn for insights.And youre invited.The opportunities andchallenges of emerging tech With the rise of technologies like Generative AI,there hasbeen ample discussion about the be

4、st ways to leveragesuch tools.Over the past year,weve spoken with insights leaders andexperts from across the globe to learn more about theopportunities they see technology brings,as well as thenew sorts of challenges it presents.The best advice was from my first or the second manager that Ihad in t

5、he organization,and it links back to the whole learningaspect that I mentioned earlier as well.He basically said,For youto continue growing and continue learning in your career,itsimportant that you make yourself redundant to your current role.And as I broke that down,in my mind,that essentially mea

6、nt acouple of things.One,first and foremost,you should not need to be actively doingyour current job.Thats when youll have time to learn.Now,to beable to get to that stage,you need to automate what you can inyour current job and get it out of the way.And from that,come opportunities to realize where

7、 there aresynergies across different kinds of work that you might be doingand then explore that to create sort of a product or anaccelerator that can do more than just that small piece of workthat you were doing.A career acceleratorBhaskar Roy,Client Partner APAC at Fractal,a leading AI provider toF

8、ortune 500 companies,highlighted the opportunities thatautomation can create for your career development.Byautomating as much of your work as possible,you create moretime to learn and develop.In other words,tech can make youredundant-in a good way.He explained:From:Combining Human Expertise and Arti

9、ficial Intelligence withBhaskar Roy,Client Partner APAC at FractalBhaskar RoyClient Partner APACMarket researchers having the right tools,I think,can be game-changing.This AI thats coming out Im still learning a lotabout it.Were using it in some instances,but I think makingsure to be open to that an

10、d staying up-to-date,making sureyou know how to use it so that youre not left behind,and youreable to leverage the efficiencies that they bring to your job.And then I would add onto that to say research to me,its acreative art.And the more tools you can use,the moreprocesses you can put in,just to g

11、et some of the non-creativework out of the way,so you can spend more time on thebrainpower and the really good gold that comes out of sittingdown and developing insights.I think thats very critical forresearchers to have the right tools.Miranda Patton,Enterprise Insights Leader at Insperity and form

12、erDirector of Insights and Analytics at AT&T,also saw the right tools asa way to reclaim time.She emphasized that the right tech createsroom for deep work by getting non-creative work out of the way.From:The Creative Nature of Insights Work with Miranda Patton,Director of Strategic Insights at AT&T(

13、LIVE)A springboard forcreativity Miranda PattonEnterprise Insights LeaderAndi Govindia,CEO and Co-founder of Riviter,a predictiveintelligence provider that specializes in social graphing AI andvisual search,reflected on how AI can help to counteract humanbiases.However,she also highlighted that it c

14、an bring its ownbiases to the table.What I found in my experience with things like the OpenAI toolsis that theyre really good at bringing hidden things to thesurface.So as we converse with people,we all inevitably comewith our biases.We hear things that we have anchors for thatresonate with us,and t

15、hen we tend to accidentally ignorethings that we dont have a reference for.AI is biased,but not in the same way.So it doesnt necessarilyknow what I think is important,it knows what it thinks isimportant.And ideally,you have a different partner in that AI,someone who has different biases,in a sense,t

16、o be able to seethose things.From:Building Iconic Brands Through Predictive Social Intelligencewith Andi Govindia,CEO&Co-Founder of RiviterA measure againsthuman biases witha key caveatAndi GovindiaCEO and Co-founderIn the research world,I think what is probably going to beimportant is you really un

17、derstand how to think sharply about itand use it in ways that leverage its capabilities.So GenerativeAI is great at generatingI think where the major pitfall might be is allowing the AI to doeverything by itself without some co-piloting.I have a Tesla andI let it drive itself some of the time with m

18、y oversight.And someof the time I just decide to take control of it myself completely.And I moved back and forth in modes between sort of co-piloting,partial co-piloting and so on.And I think thats a good,interesting model for AI going forward in research and insights I think the main pitfall is.not

19、 that AI is dangerous,and certainlyin the research space I think thats less of an issue,but simplythat we think about what are the most powerful ways toleverage it and act intelligently on those.Wheres the highestand best use of AI?From:Lights,Camera,Actionable Insights with Steve Mushkin,Founder of

20、 LatitudeSteve Mushkin,Founder of Latitude,a leading insights provider fordigital content and technology,discussed some of theopportunities and pitfalls that he saw with Generative AI in the worldof research and insights.A powerful co-pilotSteve MushkinFounder of LatitudeWhat I think attention measu

21、rement represents,and whether ornot it is actually attention measurement,its a move towards aworld where were not just looking at the breadth of media,butpotentially the depth of the things that actually have meaning.Because where Ive found that what Ive been personallyinterested in,I think where we

22、ve made the most advancementsin the measurement world is not just,did you or someone elsesee a message,but did it have some impact?Did it draw you toaction?Did it have some cognitive impact?Because ultimately,I would love to think that,if an advertiser orbrand or what have you is going through the t

23、rouble of puttingtogether an ad campaign,they want to effect change,right?They want to maybe convince you to buy a product,or think alittle bit better of their company,or what have you.I thinkattention is a step in that direction because were not justlooking at how many people saw it,but again,did t

24、hey reallyinternalize it?So were not all the way to the point ofunderstanding cognitionbut were getting a lot closer.Dr.Jonathan Stringfield,VP of Global Business Research andMarketing at Activision Blizzard,highlighted how advances inattention measurement are changing the ability for us tounderstan

25、d the cognitive impact of advertising.From:Measuring,Capturing and Paying Attention with Dr.JonathanStringfield,VP,Global Business Research and Marketing at ActivisionBlizzardA step closer tounderstanding cognitionJonathan StringfieldVP of Global Business Research and MarketingSummary:The opportunit

26、ies andchallenges of emerging tech AI and other emerging tools can be a way to propelyour career,creativity,and human understanding.AI can be an effective way to counter human biases,but ensure that youre mindful of its limitations.Rather than fearing AI,look to find its most valuable usecases inste

27、ad.Tech is a means,not an endThe idea that technology should serve as a means not anend in insights is not new.The importance of capabilitiesover tools themselves was a key theme in the State ofInsights 2023 as well.But over this past year,the conversation has taken on anew level of urgency.Technolo

28、gies like Generative AI thathave the ability to mimic human outputs in anunprecedented way raise questions about the role thattechnology should play in our work lives.Technology has impacted us quite a bit.With artificialintelligence,machine learning,all of that stuff is just wonderful how this has

29、impacted and shaken the insights industry.And weneeded to be shaken.There are many reasons for that.I mean,right now,we are one of the most important departments andfunctions in any company,not only at La-Z-Boy,but the way thatit has changed for me now that I have 25 years to reflect is:whydo we do

30、this?Why do we do insights?You know,its not about the reports.Itsnot really about finding something meaningful to grow thebusiness.I mean,it is.But at the core,for me,is that I lovecreating a culture that is consumer-centric.So the tools thathelp me create that environment where people can access da

31、ta24/7,anywhere in the world,identify it in such a way that iseasier to digest-some people call it democratizing,socializingdata.That is important to meIf you cannot give people dataand knowledge and insights,youre going nowhere.Jorge Calvachi,Director of Insights at La-Z-Boy discussed thepositive c

32、hanges that have come from new technologies shakingup the industry.And while the tech has impacted how things aredone,he emphasized that its the underlying reason why things aredone that is the most meaningful:From:Creating a Consumer-Centric Culture with Jorge Calvachi,Director of Insights at La-Z-

33、BoyA bridge between peopleand data Jorge CalvachiDirector of InsightsTechnology nowadays has a crucial role in gathering,analyzingand deriving meaningful insights from vast amounts of data.Because consumers today are leaving a lot of hints on theirbehaviors across several touchpoints,AI-powered algo

34、rithmscan easily identify unexpected patterns and color relations.However,I want to underline that artificial intelligence is a superpowerful tool,but its a tool that needs the expertise of aconsumer insight professional or data scientist.Let me use ametaphor with a provocative question for you:woul

35、d you let aperson who is not a surgeon use a perfect scalpel on your body?I can guess what your answer is So by combining the power of artificial intelligence with theexpertise of insight professionals,organizations can really unlockthe full potential of data-driven decision-making.So only byembraci

36、ng this tool,we can stay ahead in the insight field.Simone Ballarini,Head of Consumer Insight&BusinessDevelopment at Lavazza,reflected on a variety of ways to applytechnology in insights work,from using neuroscience instrumentsas a complement to traditional research tools to the value of aknowledge

37、management solution.And when it came to the role of artificial intelligence,he offered avery vivid metaphor:From:Grounding Insights in Reality with Simone Ballarini,Head ofConsumer Insight&Business Development at LavazzaThe scalpel,not thesurgeonSimone BallariniHead of Consumer Insight&Business Deve

38、lopmentIts not that tools arent important because they are reallyimportant,but theyre our tools.So I hire a builder to build a house.Idont need to know which hammer he used and which saw heused.What I need to know is that he delivered a house thats stableand sturdy and will stand the test of time.An

39、d its the same for us.The tools that we have at our disposal now are vastly superior toanything that I could have ever imagined when I started in thisindustry.And thats wonderful for me because that helps make mylife and my teams life that much better.But its not about the tools for the audience tha

40、t Imcommunicating with and for my marketing teams and for thebusiness.The business shouldnt care about the tools.And sometimes thats been a danger in our industry,is that we getfixated on tools when what we really ought to be fixated on is thequestions that we ask and leave it to us to answer those

41、questions.Joanna Dumont,VP of Strategy,Insights,and Innovation at Danone,reflected on how the tools available to insights professionals noware vastly superior to the ones available when she started.But she underscored that tools are just that tools.She urgedinsights professionals to instead focus on

42、 the end goal,rather thanbecoming too fixated on the tools themselves.From:How to Ask Power Questions with Joanna Dumont,VP ofStrategy,Insights,and Innovation at DanoneThe hammer,not thehouseJoanna DumontVP of Strategy,Insights,and InnovationI think outside of sort of using some platforms and softwa

43、re tomake things more accessible,I think its still very much ahuman project.I dont think that were evolved enough to havea marketer,for example,know what to ask for.Its not justabout delivering the research,its about the strategic mindsetof an insights professional.I think we are no longer justresea

44、rchers,I think we are internal consultants,and we shouldbe part of the internal strategic ecosystem where we areactually advising.So I think the human element is really hard toovercome I think its the human mind,the human brain that is strategic.Arobot can help us absolutely automate things and take

45、 thegrunt work away from us.That would be great and its alreadyhappening,but I think ultimately its still going to be a humanmind that is going to move the needle.So that over reliance ontechnology is probably a bit of a watch out for us as well.Emilia Simonin,Global Market&Business Intelligence Dir

46、ector for theConsumer Products Division at LOral,and former Head of GlobalMarket Intelligence at Mot Hennessy,emphasized that its thehuman mind that will ultimately move the needle.While tech canautomate away grunt work,she highlighted the core of insightswork is still very human:From:Achieving 3-Wa

47、y-Win Outcomes with Emilia Simonin,Head ofGlobal Market Intelligence at Mot HennessyA human projectat its coreEmilia SimoninGlobal Market&Business Intelligence Director for theConsumer Products DivisionSummary:Tech is a means,not an endTechnology can be a powerful way to improve the how,but the why

48、will always come down to people.The perfect tool is still dangerous in the wrong hands.Combining your expertise with the right tools is the bestway to unlock the full potential of data-driven decisionmaking.Keep the end goal in mind,and avoid becoming overlyfixated on tools themselves.Human expertis

49、e willultimately be what moves the needle.When leveraged correctly,tech can be a way to createmore room for high-value work.The role of humans in this new eraWhile its clear that technology creates new opportunitiesand has a valuable role to play in insights work,its equallyclear that it is no subst

50、itute for human expertise.But what role should humans play in this new era?And where is human expertise irreplaceable?Market researchers have to be streetwise.And I mean,thats theword that I use a lot of times,right?We have to be streetwise.Quiteoften we get into the,But the data says this,you know?

51、So forexample,quite often in the past,Ive seen drivers analyses wherepeople have put certain things in their drivers analysis wheretheres seven or eight most important things,and thats whattheyve gone through.It might be the seventh,eighth mostimportant thing,but it might also be if its missing,they

52、re not goingto buy your product at all anyway.Security is an example,youknow,or privacy,or in the mobile phone case,apps.They dontreally talk about apps,they talk about the phone design,they talkabout how fast it is,everything else.But if the apps arent there itsgoing to find it really hard to break

53、 through.So I always ask my teams and speak to myself,Ill just say,youknow,Whats the common sense thinking about this?You know,ifyoure really thinking about a common sense thing,can the data bewrong?Probably not.Can the data be misleading?Yes.Humayun Rashid,Consumer Insights Director at Microsoft,ex

54、plained why market researchers need to be streetwise and applycommon sense thinking to all decisions.Because while data mightnot be wrong,it can be misleading:From:How Insights Fuel Growth with Humayun Rashid,Director ofConsumer Insights at MicrosoftThe ability to think critically and ground data in

55、 reality is askillset that many of the insights leaders we spoke to saw asbeing fundamental to driving business success.Critical thinkingStreetwise market researchHumayun RashidConsumer Insights DirectorThere has been a lot of conversation around personalization asfar as an individualization perspec

56、tive,an actual one-to-one.Ilove the concept of it.I think that,yes,there are times where wecan create these truly one-to-one experiences.But I also spent a lot of my career in ops and working withbrands whose marketing ops teams were pretty jammed upfrom a time management perspective.And I know that

57、 creatingthat type of experience and the curation that it takes to dosomething that individualized,is really not something that islogistically possible from an every message perspective.So my position on it is,yes,there are moments where 100%wewant to create that individual experience.Yes,for some o

58、f themessaging,we want to do that.But its not all the time.Its notevery place.And so if you look at the different building blocks,you can kind of,by the use case,help weave together anexperience.And by use case,I mean what your actual messageis and also where the customer is in their lifecycle with

59、you.Somaybe somebody is very early on with the brand and you donthave a lot of information,you can use some of the learnedinformation to drive the next best action.Jennie Lewis,Senior Manager of Customer Insights at Airship,delvedinto the power of mobile personalization,illustrating the uniqueopport

60、unities it offers compared to web or in-store customerexperiences.However,she also called attention to the fact that atruly one-to-one experience is often impractical at scale from anoperations perspective.Her 7 Building Blocks of Mobile Experience Personalizationframework is a prime example of the

61、type of human expertiserequired in our increasingly digital world.From:One-Size-Fits-All Fails:Jennie Lewis,Senior Manager ofCustomer Insights at Airship,on Mobile PersonalizationPragmatic personalizationJennie LewisSenior Manager of Customer InsightsWe found some numbers in our BOPiS(thats our Buy

62、Online,Pickup in Store)channel of sales here.And we found that in thisBuy Online,Pickup in Store channel,our experience numberswere starting to slide.And if we were just being interesting,wedput those numbers on the wall,right?But we were ready to act.And so we went back and understoodthe why behind

63、 those numbers.And we found that there was abit of a technology issue,but also a communication issue.Andso what we found was,to be totally transparent,we hadnt toldcustomers,“We hear you,we know youre here,were on ourway.”And it was really impacting our scores.But we found the numbers,we found the w

64、hy,and we inspiredthe business to take action.And as soon as we took action,guess what happened?The scores turned around.Elizabeth Oates,VP of Consumer Insights at Ulta Beauty,explainedthat she sees understanding“the why”as fundamental to insightswork.In her episode,she shared an example of how unde

65、rstanding“thewhy”was crucial for turning around a decline in customerexperience metrics:From:Going Beyond Interesting for More Impactful Insights withElizabeth Oates,Senior Director of Consumer Insights at Ulta BeautyUnderstanding“Why?”Elizabeth OatesVP of Consumer InsightsWeve been saying that if w

66、e know the age and income andgender and marital status and sexual preference of a group ofpeople,we somehow know who they are.And we dont.We just know what they are.So lets keep using demographicsthat waytheyre like the Dewey Decimal System of the insightsworld.They say,This is the bookshelf of peop

67、le here,this is the shelf ofpeople.Cool.But assuming that all the books on that shelf areidentical to each other,thats a big flaw.And thats what wevebeen doing wrong.David Allison,Founder of Valuegraphics,a global dataset that usesvalues-based research to influence and predict the behavior ofpeople

68、anywhere in the world,reminded us of the importance ofunderstanding who people are,not just what they are:From:How Uncovering Values Unlocks Insights with David Allison,Founder of ValuegraphicsUnderstanding“Who?”not just“What?”David AllisonFounderWork harder on not just mastering the art of insights

69、,getting toinsights,but really turning around the organization instorytelling and activation.I think its a big job.I think itsunderestimated how important that is.This is all about making people see and feel things.Thats notthe same as creating a PowerPoint document and having aone-off workshop.Its

70、about campaigning continuously in away.And thats a huge transformation.I think the whole insight industry is preparing for,and we are onthe journey,but theres a big job there and I think the ones whodo this very well will be the leaders of the future for sure.Kristof de Wulf,Co-founder of Human8(for

71、merly InSites Consulting)posited that the role of insights professionals is shifting from deliveringinsights to using them to inspire.He highlighted the importance ofstorytelling as a way to help stakeholders connect with insights:From:A Masterclass on Holistic Insights with Kristof De Wulf,Co-Found

72、er&CEO of InSites ConsultingIn an age of information overload,the way that insights arecommunicated to stakeholders becomes paramount.Whiletechnology can help lay a strong foundation,human expertiseis still needed to ensure that the message sticks.CommunicationFrom delivering insightsto inspiring Kr

73、istof de WulfCo-founderWhile everything that weve learned might be important,not allof it is important to everyone,and not all of it is important all atonce.And so what I recommend we do instead is,once wevegot this robust body of learning,to take a step backand justthink about,Okay,who is my audien

74、ce that Im sharing thiswith?What is my goal with that audience?Is it to get them tostart thinking differently?Is it to get them to make an actionbased on that?And then thinking about those things,take a piece of paperand write down what are the three things that they need toknow based on the ultimat

75、e goal that I want to come out ofthis.And I think in doing that,youre really able to simplify andtell them only what they need to know,when they need to knowit.The rest of the information can come later,but youve got tograb their attention from the get-go,and if you do that bytrying to share everyth

76、ing,they remember nothing.Rachel Pruitt,Director of Enterprise Insights at Target,underscoredthe importance of knowing and understanding your stakeholdersbandwidth.In order for insights to have the desired impact,carefullycurating what is shared and when is crucial.From:Insights in Action:Driving Im

77、pact with Rachel Pruitt,Director ofEnterprise Insights Capabilities at TargetWhen everything is shared,nothing is remembered Rachel PruittDirector of Enterprise InsightsThe worst thing I think that can happen to an insights team is tobecome too insular and sort of be hunkered down and emergeonly whe

78、n theyre calledWe need to be part of the business.We are not a standalone team just focused on marketresearch.We need to understand the frontline,the product,thesupply chain.We need to understand the opportunity,thefuture,the financials,so that we understand what matters.Greg Ambrose,Principal at Ga

79、llium Strategy and former VP ofConsumer Marketing at Cineplex,explained how its essential for theinsights function to be integrated into the rest of the organization,not kept insular.He highlighted how strong internal connections areessential for business understanding:From:The Value of“insights”and

80、“Insights”with Greg Ambrose,VP ofConsumer Marketing at CineplexThe more prevalent advanced technology like AI becomes,the lessof a competitive advantage it will be on its own.How peoople worktogether will be a crucial differentiator in the months to come.CollaborationConnection is key tounderstandin

81、g whatmattersGreg AmbrosePrincipal at Gallium Strategy Tzachi Ben-Sasson,Head of Global Voice of the Customer atAmdocs,posited that when looking to work more effectively withyour stakeholders,its essential to go beyond the org chart andactually get to know who they are as people.The ability to estab

82、lishgenuine human connection is foundational to successfulcollaboration.One of the things that is crucial in stakeholder management asa first step is to really understand who your stakeholders are.And it may sound like a no-brainer,but its not going backagain to the power map once you understand and

83、 its muchmore difficult in an era where many of us have hybrid offices.Its not the same as water fountain/coffee discussions and 5oclock beer in some cultures.But still,the first step instakeholder management is understanding who thestakeholders are,not just the org chart.Dont settle for the orgchar

84、t.From:Lessons in B2B Customer Insights with Tzachi Ben-Sasson,Head of Global Voice of the Customer at AmdocsThe org chart wontreplace understandingwho your stakeholders areTzachi Ben-SassonHead of Global Voice of the CustomerIts not just about the customer service team.And thatsanother thing that I

85、 want to emphasize is we sometimes thinkthat,you know,building brand loyalty is marketings job.No,itseverybodys job.Everybodys job,right?The salesperson,the person whos doing the merchandising,the e-commerce,the person whos designing the e-commercesite,of course customer service,and so many more,eve

86、ryoneis ultimately responsible.Because I,as a customer,if I comeand buy your brand,I dont care who you are.I may go on yourwebsite,I may go to your store,I may go pick up the phone andhave someone help me.For me,its the same company,right?And so making sure that it is consistent and well done across

87、 isreally,really key.So through research,were really trying toelevate visibility to that,what matters,and then what to doabout it,so that we can help build that loyalty longer term.Uzma Rauf,Founder and CEO at Khatanalytics Consulting,emphasized the true value of organizational alignment in building

88、brand loyalty.Because at the end of the day,its not about alignment foralignments sake.Its about how your customers perceive you.From:Engineering Brand Loyalty with Uzma Rauf,Founder and CEOat KhatanalyticsEngineering brand loyaltyrequires consistencyacross the organizationUzma RaufFounder and CEO F

89、rom a foresights perspective,you have to kind of scenario plan.You come up with three or four different cases like If such andsuch happens,this is kind of the path we think will happen forconsumers and where we need to meet them.And you just plotthat out.Its literally just predicting the future,so t

90、heres no goodformula for it.I think as long as youve got a really good base of data,youve gotreally great consumer understanding and learning,you candefinitely plot out where you think things are going to go.And thenyou track it.You track your hard data,you track your consumer.You can kind of see li

91、ke,Oh,I think were headed towards thisscenario.And that again leads you down what path you need togo from an innovation perspective,from a foresight perspective.Kerry-Ellen Schwartz,Director of Consumer Insights-PredictiveIntelligence&Platform Innovation at PepsiCo Foods North America,highlighted ho

92、w combining tracking technology,hard data,andgenuine consumer understanding provides the foundation youneed to scenario plan for foresights work.From:Building a Brighter,More Insightful Future with Kerry-EllenSchwartz,Director of Consumer Insights-Predictive Intelligence&Platform Innovation at Pepsi

93、Co Foods North AmericaWhile AI can help automate the process of synthesizing information,the ability to connect the dots and scenario plan isnt just a science its an art,too.And its one that also requires stakeholder collaboration.Connecting the dotsForesight is a science and an artKerry-Ellen Schwa

94、rtzDirector of Consumer Insights-PredictiveIntelligence&Platform InnovationWorking with future understanding,where consumers areheading in the long term,is a process where the entirecompany,or at least the people involved as key stakeholdersneed to be involved.And preparing for the future is somethi

95、ngthat should be considered a collaborative effort.So its aboutgetting people on board and starting to plan for differentfutures because theres actually several of them,right?We cant predict one,but as an insight person working with thefuture,we need to look at all these trends,understand andinterpr

96、et different macro trends and think about What does thismean for our business?And then the collaborative process isgetting key stakeholders on board and starting to plan withthem,to build out different scenarios.If we look at this trend and think about what it means for thebusiness,what are the diff

97、erent scenarios that we can think of,and how do we prepare for that?How do we start preparing forthese potential outcomes that we can see within a specifictrend?Mrta Eriksson,Senior Manager of Consumer Insights and Analyticsat Marshall Group explained that future-proofing the business isntjust about

98、 connecting the dots between data sources its aboutconnecting the dots between stakeholders as well:From:Striking a Chord:How to Harmonize Consumer Needs andBusiness Impact with Mrta Eriksson,Senior Manager,ConsumerInsights&Analytics,at Marshall GroupPredicting the future is ateam sportMrta Eriksson

99、Senior Manager of Consumer Insights and AnalyticsWhat Ive witnessed is that elevating the role of insights is allabout trust and demonstrated value.So you build trust with soliddata and working closely with stakeholders to help themunderstand and apply that knowledge.If youve got trust andyouve got

100、good data and processes,that applied knowledge willhopefully lead to successful outcomes and that yieldsdemonstrated value.So its sort of a virtuous cycle.You can also build trust by asking stakeholders what theyactually need and aligning your agenda with plans that will makethem more successful.I t

101、hink we can also think about ways totrack and measure trust and impact,even on a qualitative basis.So for example,I sit in marketing.Is my team invited to 2024planning sessions for the members of the CMO direct leadershipteam who use our insights,or use our research?Thats a measureof trust.You know,

102、look at the org chart and tally it up.Thesecreative proof points will give you something to point to becauseironically,research impact can be very tough to quantify.Dr.Daron Sharps,organizational psychologist and Brand Researcherat Pinterest,shared that part of elevating the role of insights isdemon

103、strating research impact.While it can be difficult to quantify,she recommended finding creative proof points to connect the dotsbetween research and value.From:Where Psychology Meets Commerce:Data-InformedDecisions with Dr.Daron Sharps,Researcher at PinterestDemonstratingresearch impactDaron SharpsO

104、rganizational psychologist and Brand Researcher Summary:The role ofhumans in this new eraCritical thinking skills are more important than ever.Dont be afraid to use common sense or to trust yourgut when machine-generated outputs feel off.In this era of information overload,its crucial to curateyour

105、insights communications.Prioritize the mostimportant messages for key stakeholders,andcommunicate strategically.Collaboration will be a new source of competitiveadvantage.How you work together with yourstakeholders to ask the right questions and developrich,actionable insights will be what makes the

106、difference.Cultivating foresight and building brand loyalty requireconnecting the dots between sources and stakeholders.These resource-intensive endeavors are worthwhile,and automating away grunt work can help reservemore time for them.Turn anxiety into opportunity Technology will bring both new opp

107、ortunities and challenges,and its important to prepare accordingly.Staying informedabout the strengths and weaknesses of emerging tech is crucialfor keeping a balanced perspective.Ask what tech can do for youIdentify clear use cases for tech in your current workflows,andavoid implementing tech just

108、for the sake of it.Dont lose track ofwhat youre ultimately trying to achieve,and recognize the areaswhere human expertise is still essential.Embrace the role of humans in this new eraCritical thinking,curated communication,strategic collaboration,and the ability to connect the dots across different

109、methods,stakeholders,and initiatives are all areas where human expertisewill be crucial in the months to come.Its a new dawn for insights.Heres how to prepare:AcknowledgmentsWed like to thank everyone who has shared their stories,experiences,and wisdom on the podcast so far.Your insights(nopun inten

110、ded)have been invaluable,and we wouldnt have beenable to put together this report without you.Dr.Jonathan StringfieldUzma RaufDr.Daron SharpsRachel PruittJennie LewisSteve MushkinHumayun RashidMrta ErikssonSimone BallariniMiranda PattonEmilia SimoninOn behalf of the entire Stravito team,wed like to

111、extend ourdeepest condolences to the family and friends of the late HemantMehta,who so graciously shared insights from his multi-decadecareer in the market research space with us on the podcast.Tzachi Ben-SassonAndi GovindiaKerry-Ellen SchwartzHemant MehtaBhaskar RoyJoanna DumontDavid AllisonGreg AmbroseElizabeth OatesKristof De WulfJorge CalvachiExplore all episodes of Of course,we cant cover all of the wisdom shared on theConsumer Insights Podcast in a single report.If you want to explore all of our episodes,you can find them onApple Podcasts,Spotify,and Google Podcasts