Consumer Insights – Time for a seat at the table?
With the advent of AI and big data, obtaining insights has never been easier. Vast amounts of information can now be streamlined, allowing us to track patterns, identify trends, and make data-driven decisions.
But what is the real value of insights if they don’t influence decisions? If they remain isolated as just research reports rather than driving real business strategy?
Consumer insights are not just about understanding behaviors; they are about driving innovation and change. Yet, too often, they are left in the hands of researchers and analysts, disconnected from leadership teams that shape company strategy. If insights are not embedded into the core decision-making process, they lose their power and potential.
To create business value, insight managers need to be:
- Part of the leadership discussions – Top management must have a clear understanding of consumer insights to align them with business objectives.
- Integrated into the strategy process – recommendation should not be an afterthought but a foundation for strategic planning.
- Actionable and utilized – The power of insights lies in their application. If they are not shaping product development, marketing, and customer experience strategies, then what’s the point?
The Leadership Mindset Shift
For organizations to truly leverage insights, leadership teams must move beyond seeing them as mere data points. They need to recognize consumer insights as a strategic asset—one that guides decisions, mitigates risks, and creates sustainable growth. That’s why leadership must work hand in hand with researchers to drive business growth.
At its core, consumer insights are about understanding people—their aspirations, motivations, and desires. The link between data, the heart, and the mind is what makes insights powerful. And real power comes from action, ensuring that insights don’t just stay on paper but drive change. It is time for insight managers to get a seat at the table of corporate leadership.
