THEFUTUREISTO COMPANIESWHO UNDERSTANDTHAT ‘ ACTIVATING ’ INSIGHTS AND ‘ RENEWING ’ YOUR KNOW LEDGEABOUT THEWORLDAROUND YOU CONSTANTLY , IS ASIMPORTANTAS ‘ ACQUIRING ’ NEW INSIGHTSAND KNOW LEDGE .
THROUGH ‘ HARVESTING ’
W ECOLLECTINSIGHTS FROM INTERNAL STAKEHOLDERS
observations , andresultedin13 potential internal projects identified by the crowd . The new strategy was shared among employeesand turned intothe # welovecooksmeme .
Toturnaninsightintoameme , insight professionals need to moveawayfrom thetraditional research modeland shifton 3 levels to establish the ‘ MemeficationofInsights ’:
1.1 . From reporting to involving (# experience ): W hile 92 % of insight professionals believes theirresearchgeneratesinsight worthsharing withcoleagues , only 65 % extensively shares them withtheirorganization .
Furthermore , only 1 in 5 researchers organizes interactive workshops to discussresults ( Schilewaertet al , 2014 ). Altoooften , MRtakes such an individualistic approach where executives need to identify their own actionswhenreadingresearch reports . However , to trigger meaningful actions , insight professionals need to bring insights to life through interaction . Therefore , wehave identified 4 building blocks when marketing insights ; harvesting , seeding , activating andcolaborating .
-Through ‘ harvesting ’, we colect insights from internal stakeholderswhicharealready known . -Secondly , ‘ seeding ’ enables insights managers to spread insightsviakeyambassadorsin a relevant way through the organization . -‘ Activating ’ the triggers stakeholders to not only discoverbutalso interactwith insights . -Finaly , the ‘ colaborating ’ connectsstakeholdersto work togetherand turninsightsinto actionsandnew futureprojects ,
At Unilever R & D the combination ofthese building blocks lead to 640 involved employeesofthe1000invitees , which triggered more conversations about their consumers on the work floor , measuredwithanincreasefrom 12 % to55 %.
2 . From teams to the organization (# reach ): In traditionalMR , consumerstories and insights are often discovered and owned by the MR department . However , in order to trigger meaningful actions , theinsightneedstobe co-owned by al employees . Firstofal , wewantextendthe MR reach from executives to managementto enable higher managementtotakelong-term decisions with a consumer contextinmind .
Secondly , we involve the front-lineemployees , whoare in almostdaily contactwith consumers , to shape their consumer feeling and ultimately improve their performance . Finaly , ininvolvingalotheremployees that have a rather indirect relationship with the consumer creates a beter understanding of the consumer context of the business , making them more motivatedasanemployeein general . TheextensionofMR reach cals for a layered approach , likewedidforthe Belgianbuscompany ‘ DeLijn ’ where involved their whole organization with consumer insights about their Gen Y passenger . We seeded the top 10 insights during an internalconferencewith200 top managers , weorganized a speed date forexecutives tomeettheirconsumersand finaly we activated al stakeholderstoplaytheGen Y passengerquizto interact withthekeyinsights .
3 . From projects to habit creation (# structural ): For most employees , working withconsumerinsightsisnot a routine . If you wish to trigger meaningful actions andenableemployeestoturn the insightinto a meme , it is of great importance that consumer relevant inspirations are integrated into their daily jobs . By identifying the employees ’ motivations and behaviours , we can betertriggerwhen and how to use consumer insightsonaregularbasis . If we learn to shift towards habits , we wil be more successful in triggering meaningful actions and