Insight Influence

There is no point doing research or analysis unless it drives change. That will only happen if our Insight teams become better at influencing decision-makers, so the IMA will be publishing a range of Insight leader guides on this key topic.

The first 5 titles in the series are now available - see below. We shall publish the last guide in the series, IMP306: How to nudge decision-makers, in late August / early September.

To explore the other 7 territories of the IMA's Insight roadmap, visit the Insight leader guide - main page.

For more information, please contact us.

Insight Influence Guides

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IMP301: To change your companies’ behaviour, and for the Insight your team produces to really make a difference, you need to transform your Insight team's ability to influence. This guide outlines the 5 key aspects to consider.
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IMP302: We cannot influence if we don't understand, and yet many Insight teams have relatively little insight on the audience for their own insight. In this 10-page guide we explore what it feels like to be a senior decision-maker in today's corporate environment.
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IMP303: In this guide, we distill the skills involved in becoming a trusted adviser. We look at how these skills can be applied in practice in order to move from transactional and service-based relationships with decision-makers towards more trust-based relationships.
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IMP304: Most Insight teams have a mix of introverts and extroverts, but our workplaces tend be designed to suit extroverts. How can can Insight leaders make the most of introverts' strengths, and make sure they are not inadvertently discriminating against them?
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IMP305: Behavioural economics represents a fantastic opportunity for Insight teams over the coming decade. This guide explores the core essentials Insight teams need to know in order to influence both consumer decisions and internal corporate decisions.
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IMP306: A key challenge for Insight teams is how to effectively influence their internal stakeholders. This guide provides hints and tips on how to use behavioural economics to engage decision-makers with insights, providing a greater opportunity to ‘nudge’ their behaviour.