Summary
Overcoming stakeholder objections and positioning qualitative data as an input to business and product strategy. When stakeholders have access to real-time data about millions of user interactions, how can qualitative researchers articulate the value of small-sample studies for product and business strategy? In this case study, we’ll show how we used our insights chops to understand stakeholder motivations and concerns, and get qualitative research a seat at the table shaping Google Assistant’s 2020 strategy. We’ll share learnings about how human-centered researchers can effectively collaborate with functions like data science and business strategy, and how to persuade analytically-minded stakeholders to embrace rich qualitative data about people’s needs and motivations as an input to business strategy.
Key Insights
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Engaging stakeholders early can lead to organic enthusiasm for qualitative insights.
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Using accessible platforms for data sharing increases stakeholder involvement.
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An incremental approach to introducing qualitative research can yield significant results.
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Finding advocate collaborators within the organization amplifies the visibility of insights.
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Establishing a physical presence for data (e.g., war room) fosters collaboration.
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Tangible, small-scale experiments can demonstrate qualitative research value effectively.
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Understanding organizational dynamics is crucial for implementing research strategies.
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Complementing quantitative data with qualitative insights is vital for strategic product development.
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Leveraging curiosity from other team members can enhance engagement in research activities.
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Bravery and experimentation are key to effecting change within corporate structures.
Notable Quotes
"If they don't give you a seat at the table, bring a folding chair."
"The higher up you go, the more qualities like bravery matter compared to methodology."
"You have to summon up your internal badass and let go of the wall."
"Finding the curious partner is essential for collaboration."
"When one analyst recognized the value of qualitative output, it changed how he talked about it."
"It's much more powerful coming from one of their tribe."
"You need to have empathy to drive organizational culture change."
"We need to develop products that meet people's needs because we don't know the underlying needs."
"These insights are presumed to be a key ingredient in yearly strategy shaping."
"The more the higher up you get, the more bravery you've got to be."
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