Most of us have been there: a stakeholder asks for a “quick pulse check” or “just some data” to prove a theory. The project gets the green light, research begins, the final deck lands… and nothing happens. No decisions, no actions, no visible impact.
According to Nick Graham, founder of insights consultancy Vertemis and former Global Head of Insights at Mondelēz and PepsiCo, the problem usually starts well before the research does. More specifically, the real issue is generally with the research brief. Because if you don’t begin research with a clearly defined business decision, it’s tough to deliver insights that drive action.
In our recent episode of the Insighter’s Club Podcast, Nick shares how asking the right questions at the beginning of a project can change everything – from how you design the work to whether your insights land with decision-makers.
Keep reading to discover Nick’s insights and how you can use them to strengthen your next project start with stakeholders.
Nick’s early career in advertising sparked his first big “aha” moment. Working on a campaign to promote apprenticeships in the UK, he observed compelling, creative consumer research basically have no impact.
The campaign was great, but the problem wasn’t the advertising. Instead, work needed to be done on shifting people’s behaviors with approaching research.
This realization prompted Nick to focus on brand strategy and innovation. Later, he moved into client-side roles where he could influence decisions more directly.
The takeaway? Even the most rigorous, carefully planned research can’t fix a fuzzy or misaligned brief. Always clarify the business problem at the very beginning of the research.
So, how do you transition from being an order-taker to a strategic partner?
Nick shares three simple questions to ask at the beginning of any research project:
Instead of jumping straight into potential research methods, stop and identify the business choice at stake.
Is it about entering a new market? Repositioning a product? Convincing internal stakeholders to invest?
The clearer the decision or goal, the sharper the research project and insights can be.
Research results don’t always primarily affect the customer. Sometimes, it’s the sales team. Sometimes, it’s internal leadership.
Understanding who actually needs to be persuaded (and what motivates them) is key to shaping research that lands.
Is it proof of ROI? Evidence of unmet consumer needs? Competitor analysis?
When you know exactly what your stakeholders need, you can tailor your work to meet them there.
These three simple questions help reframe a vague request – such as, “Can we get a segmentation?” – into a strategic plan of action. And you might still proceed with the segmentation, but you’ll approach it differently, with a really honest brief.
Too often, teams stop when insights are available and ready to be shared. They identify the friction point of a problem and maybe even surface an opportunity. But, they often don’t go that final mile to connect it to a decision.
But this is a missed opportunity. To make a real impact, insight professionals need to show up as co-pilots and partners rather than just transactional service providers sharing passive observations.
Don’t just answer the research question. Help reframe it. Recommend what the business should do with the insights.
Many insight professionals hesitate to challenge a stakeholder’s request.
For example, maybe you think the key research question should be more strategic, or perhaps the proposed methodology doesn’t feel like the right plan of action.
But when approached in the right manner, pushing back doesn’t have to equal conflict. It’s about alignment.
Nick recounts a project where the team disagreed with a proposed product reformulation surrounding flavor innovation. But instead of digging into a debate about flavors, they took the time to understand what was behind this push, which was to drive incremental growth and achieve more shelf space. This understanding allowed them to propose alternative paths forward that better addressed the underlying objective.
You need to understand your stakeholders. Ask why they want what they want. Then, show them a better way to achieve it.
Empathy, curiosity, and an understanding of your customers go a long way in building trust and delivering work that actually moves the needle.
Clear briefs lead to tighter research scopes, faster decisions, and more confident recommendations. With well-organized briefs, teams can avoid heavy projects full of nice-to-know information that doesn’t actually lead to action.
Likewise, one of the most significant benefits is the strengthening of stakeholder relationships. Because when insight professionals ask the right questions, think like the business, and deliver research with clarity, they become go-to partners rather than just service providers.
🎧 Listen to the full podcast episode here to learn more about becoming a co-pilot of the business. 🎧