Does your Insight team hunt for insights or farm them?
That was the main question posed at our most recent networking event in November this year.
The fact is that most Insight teams focus on a series of unconnected projects and insights, rather than joining up and harvesting a complete body of knowledge.
Consequently, Insight Knowledge seldom gets the attention it warrants.
And yet, most Insight teams also buy in to the idea that doing so has considerable benefits: being ready to provide quick, contextualised observations when put on the spot by senior execs; extended reach and impact without increasing resources, to name but a few.
Best practice in Insight Knowledge includes having processes for recording and curating new insights, along with a sharing culture and appropriate systems.
Whilst teams know what they ought to do, somehow other more urgent demands take up their time in place of this important focus.
So what are the key motivators to make this happen?
A key driver is where the team are officially called upon to contribute knowledge to specific business processes on a regular basis. In essence, where they have to.
However, where there is no external pull, how can Insight teams be the drivers to make this happen? It is certainly not a case of just telling teams to do it. Suggested techniques to encourage and motivate the process are Motivational Interviewing and use of Behaviour Economics principles. Both of these were explored during the practical sessions of the day.
Our Insight leader panel, including panellists from IHG, Waitrose, eBay and RBS, also shared their experiences, challenges and successes of managing Insight Knowledge.
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