Let’s face it, work is difficult enough. The hardest part of managing anything is keeping it focussed and on track. Often, continuing on along the wrong track is more attractive than stopping and changing direction. How many times do we stand around the coffee machine moaning about “How we do things”? Or fruitlessly reciting the same list of “quick wins” no one ever achieves? Or worse, ruminating on the organisation’s unresolved strategic flaws.
Yet at the same time everyone is faced with the need to grow. To do better than last year, to overcome the competition, to find the next hit product, to engineer the new solution. To take action based on insight.
At Morar HPI we have a definition for insight. In our book, an insight is a credible alternative explanation. It’s powerful, at least for us and our clients, because a credible alternative explanation helps everyone see how things really work, and move beyond how they thought it worked.
For example, one news broadcasting client believed presenting the news without bias was a unique benefit for its US audiences, yet the client couldn’t understand why very few people subscribed to their channel. The alternative explanation, made credible by research, was audiences valued precisely the opposite, showing far greater willingness to pay for very heavily biased and opinionated news and considering unbiased news the broadcasting equivalent of tap water.
“Hey guys, the Earth goes round the sun, not the other way round!”
Alternative explanations are valuable because they enable businesses to do things other business wouldn’t do, such as invest in different ways, or design unique products and services. Insights bust myths and can create advantage if acted on.
And they can also create chaos and anxiety. And frustration if not acted on. Challenging assumptions about how things work is a perilous task with lots of vested interests.
Remember the Pope threatened Galileo with jail for suggesting the earth wasn’t the centre of the universe! If only Galileo had been better at stakeholder management things might not have gotten so out of hand.
At Morar HPI we passionately believe that thoughtful and well executed research leads to alternative explanations. And we also understand how to carefully introduce new ideas into organisations so that insights can ultimately take root and deliver growth. For this reason we at Morar HPI pay special attention, throughout our projects, to how clients feel and how their stakeholders feel. That’s at the centre of how we deliver insights for growing brands.
The broadcasting client in question reflected on the insight and switched its focus to marketing its entertainment programming. These programmes have become consistent top 10 ratings performers nationwide.
In the end, the value of insight is the extra sales, profits and other gains made by acting with insight. This is what people actually seek. The process to get there involves challenging prevailing patterns of thought and action. We understand this process and work with clients to get the most out of what we discover.
That’s why Morar HPI doesn’t really sell insights, we offer a route to growth.
To learn more about our offer and how it could help you, please do get in touch.
This article was originally published in Research Live