The demands for change in the research industry are predictable. I believe that clients have always expected more from their research partners than what they were getting, and now they are demanding rather than asking for more value from their partners.

Over the years, I have observed a widening chasm between measurement, understanding and implementation. There has been increasing frustration on the side of clients with research agencies merely providing numbers rather than understanding and insights into how to achieve desired outcomes.

Relative to transformation initiatives failing, they fail because the transformations undertaken are superficial, are not comprehensive and fail to touch or change the underlying paradims relating to organizational alignment issues that inhibit positive outcomes. Much of the research conducted stays, or has stayed at too high a level (too strategic) for organizations to use at the daily, operational/tactical level. Thus, the demand for real-time data and understanding. And, I would add systematic implmentation strategies and tactics.

Clients, their agencies and consultants need to become less adversarial and more cooperative in seeking comprehensive, systematic solutions to difficult organizational and business issues to achieve desired outcomes. Beyond changing the nature of research, analysis and recommendations, the relationship of work (management and employee responsibilities and accountability toward outomes) needs to be challenged and changed. All involved parties need to work together to develop and implement effective methodologies that link strategic insights to tactical deployment throughout organizations. It will no longer be good enough for researchers to provide insights. The new researcher must be able to take insights and work with their clients to turn them into tactical solutions. Researchers will need to become more operations savy to help their clients succeed.

Thanks for sharing.

Useful thoughts for researchers who want to make a difference, not just meet a deadline.

Apparently not so useful for someone who wants famous examples when they have none (plus an unexplained hostility with regard to management consultants).

Now, to comment on the research-industry vision you described, three ideas come to mind: First, closely examine today’s successful tech entrepreneurs, and unpack what motivates them to listen, act, iterate, progress and impact the world around them. Second, throw out the ideas and legacy of “research industry” and simply build it backwards. What’s to preserve? Third, get rid of the consultants.