How to Manage Inconvenient Insights

Clients and stakeholders often need to 'hear' insights that require a change of direction or that impact plans. It's quite a skill to be able to broker disruptive insights and make them more palatable. Anna Miley, Director at The Foundation, speaks about 'how' you can manage these tricky insights.

Great insight is naturally disruptive: it SHOULD change the way you see things, it SHOULD shed light on opportunities and most importantly it SHOULD inspire action. But disruption isn’t always convenient, especially for some key stakeholders. Being told that the way you’ve always done things for customers 'isn’t working' is tough to hear. Hearing that your new innovation doesn’t make the grade is hard, and it really is easier to say “thanks very much, very interesting” and just keep doing what you’ve always done.

This video highlights novel approaches that help leaders tackle the ‘rational sceptics’ and make customer-led change happen. It highlights the pitfalls of traditional market research approaches when it comes to getting people to act on inconvenient customer insights. Examples include:

Clients seeing and hearing from customers first hand. Seeing is believing and it creates a more visceral response.

Projective or disruptive techniques to really dramatise customers wants and needs for clients.

Building relationships with individual customers over time to create genuine empathy.

Focusing on stories about individuals rather than data driven averages so they’re relatable.

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