FURTHER INSIGHTS (INSIGHTS Series Book 2)
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A New Organizational Model for Highly Effective Insights Organizations – Part 2 of 2
The new Intelligence Organization Insights Generation is the heart of every insights organization and has to secure the availability of the right insights at the right time to ensure operational and strategic fact-based decision making by means of a balanced research agenda, consisting of primary and secondary research. Key tasks and responsibilities of insights generation include: Maintain and further develop the research agendas primary and secondary. Act as an incubator function for fundamental insights topics that are still missing in the insights portfolio.
Bring-to-life the stakeholder segmentation approach by implementing different operating models to ensure a differentiated service provision approach. Implement a holistic approach to data analysis: Core functions of Insights Excellence and Best Practice are: Systematic, ongoing screening of the research agency side to understand what new research tools, methods or techniques are being developed that could be applied, validated, resulting in a better way to generate insights.
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Addressing the training needs — first and foremost within the insights team — and the identification of suitable providers to cover these needs over the short- to mid-term. The second stage is to reach out also to the broader insights community within the company to train them too.
A New Organizational Model for Highly Effective Insights Organizations – Part 2 of 2 | GreenBook
Nowadays with tools like SurveyMonkey it is much easier for non-insights professionals within an organization to conduct research by themselves. The bigger the organization, the more complicated it is to control all insights-related activities. If an organization belongs to an association like ESOMAR, it is even more crucial to adhere to certain standards and ethical principles. Being aware of and understanding the changing requirements of the various insights stakeholders within an organization, addressing organizational changes in a timely manner to make sure that stakeholder requirements can be further met.
Developing the current agency portfolio agency segmentation e.
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Provide support for new emerging topics in the organization like test store concept, outcome driven innovation, customer experience design or digital transformation. Develop a clear and concise picture portraying the insights profession and communicate across the organization. These are the focal points: Ensure a consistently holistic data approach by creating synergies across the different insights topics e.
Provide an intranet-based solution, so whenever internal stakeholders are looking for insights, they know where to go. Insights can be accessed and downloaded for internal purpose.
Here, customization, powerful search functions or linking the insights with other insights are critical success factors. Develop F2F platforms where employees can exchange, address knowledge gaps and get impulses for insights activation. The online one-stop-shop solution is, without doubt, a good starting point but on top of this, f2f platforms are necessary to complement this offering.
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Human interaction within the area of knowledge dissemination is key and the best suitable platforms, for example, regular insights alignment meetings, lunchtime talks, workshop sessions. Whilst individual topic areas have a potentially strong impact as stand-alone insight studies, there is an additional, huge potential in ensuring these studies are connected: It is also a great promotional tool for insights departments to demonstrate the business impact of insights, like a case study from a consulting company.
Key Takeaways By adopting this new organizational model, companies can expect a range of improvements from the insights function.
Here are the most important ones: The quality of insights generated increases, because team members responsible for insights generation are able to fully concentrate on the generation of insights, not having to deal with additional topics that are re-assigned to insights excellence and best practice resp. The attractiveness of the insights department increases — for existing team members, but also for other employees in the organization.