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
-
•
User researchers should shift from just solving immediate tactical problems to addressing larger strategic opportunities.
-
•
Robust action can help organizations remain flexible and competitive amid changing market conditions.
-
•
Individual contributors should leverage cross-functional relationships to enhance the impact of their research.
-
•
Understanding organizational goals allows researchers to align their work with broader business strategies.
-
•
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."















More Videos

"Optimal performance is about making external conditions match your goals."
Jacqui FreyFlow and Superfluidity for Design Orgs
November 7, 2018

"We need meaningful and connective communication to thrive as individuals and as a species."
Laura Gatewood Laine ProkayBeyond Buzzwords: Adding Heart to Effective Slack Communication
September 23, 2024

"Don't underestimate the skills you already have and how you can teach others."
Johanna KollmannInsights-Driven Product Strategy: Get your Research to Count
December 6, 2022

"Good morning, good evening and afternoon everybody."
Bria AlexanderDay 3 Welcome
September 25, 2024

"When you explore lots of different ideas, you're going to understand the context better."
Billy CarlsonIdeation tips for Product Managers
December 6, 2022

"When expectations are low for process, it’s the perfect opportunity to rifle through new approaches."
Catherine DubutBridging Physical and Digital Spaces: Approaches to Retail Service Design
March 18, 2021

"Trust is the foundation of our team's culture and needs to be maintained during changes."
Kim Holt Emma Wylds Pearl Koppenhaver Maisee XiongA Salesforce Panel Discussion on Values-Driven DesignOps
September 8, 2022

"Talking about outcomes first helped question their previous experiences."
Adrian HowardSturgeon’s Biases
September 25, 2024

"Collaboration means involving design early and often."
Asia HoePartnering with Product: A Journey from Junior to Senior Design
November 29, 2023