Key Insights

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  Design researchers often understand customers better than any other function but are rarely included in organizational strategy.

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  Most organizational strategy is poorly done, relying on outdated, incomplete templates and lacking adequate research validation.

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  Effective strategy should be continuous, circular, and evolve in real time rather than being a linear, one-off activity.

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  Bridging qualitative and quantitative research is a key advantage design researchers have over traditional business strategists.

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  Researchers must become fluent in business strategy vocabulary, tools, and processes to contribute effectively.

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  Expanding internal networks and starting dialogues with mid-level strategists is often more effective than targeting senior leaders directly.

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  Storytelling with tight, layered narratives that connect research insights to company mission and goals is critical for impact.

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  Operationalizing research insights with business context and financial impact strengthens credibility and influence.

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  New tools like living personas and stakeholder maps can help embed ongoing customer understanding within organizations.

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  Business cultures are resistant to change, especially if findings challenge established quantitative metrics like net promoter scores.

Notable Quotes