Key Insights

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  One dedicated researcher per team, researched every sprint, and including users with access needs proved transformative at GDS.

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  Boldly asking for needed resources, even if initially seen as outrageous, can secure more support than self-limiting negotiation.

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  Context radically changes what research practices and team structures will succeed; one strategy does not fit all organizations.

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  Distributed locations and low local user diversity at DTA required extensive fieldwork and creative ways of sharing insights, like empathy walls and Showcases.

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  Embedding researchers in every team is not always possible or beneficial, especially in complex, distributed product organizations like Atlassian.

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  Pairing researchers to focus on craft and professional growth helps shift teams beyond comfort zones and improve quality in challenging contexts.

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  A strong user-centered mindset, rather than pure product or feature focus, is crucial to understand broader user goals beyond current product usage.

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  Building research capability and consistency across multiple agencies demands different leadership and operational approaches than centralized teams.

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  Avoid focusing on researcher-to-designer or researcher-to-engineer ratios; success depends on problem focus and depth of involvement rather than numeric formulas.

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  Uncertainty and humility are assets; embracing them keeps the door open for learning and adapting strategies to changing contexts.

Notable Quotes