Summary
Researchers use our work to drive organizational action, by closing knowledge gaps, clarifying user needs, or identifying opportunities. But the extent of that action is often limited. We frequently want our research to be about strategy, but that's not how organizations usually work. Our stakeholders want tactical research on tight timelines. By contrast, Peter highlights a different, and distinctive, approach to making strategic impact: considering research as a form of "robust action," work that solves specific problems while visibly expanding the organization's field of future possibility. Peter gives examples of work he’s done in this fashion at Intel, Autodesk, and Airtable, and provides some guiding principles to help make our work more valuable.
Key Insights
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User researchers should shift from just solving immediate tactical problems to addressing larger strategic opportunities.
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Robust action can help organizations remain flexible and competitive amid changing market conditions.
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Individual contributors should leverage cross-functional relationships to enhance the impact of their research.
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Understanding organizational goals allows researchers to align their work with broader business strategies.
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Research should provide actionable insights that expand future possibilities for the organization.
Notable Quotes
"I think the most effective strategic research we can do is work that provides an occasion for expanding our organization's fields of future possibility."
"Cell phones were going to directly compete with personal computers and Intel should both accommodate this new communications medium and also adjust its strategy."
"Organizations want to solve big existential, durable questions."
"We're already doing this right here. It's already happening. Why don't we just extend it?"
"When I suggest that we could be catalysts for robust action, this is what I mean."
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