Alongside our research and innovation work, we train and coach your teams on their own projects, so the evidence gets used and they can do more of it themselves, in one country or many.
A food company wanted its insight teams, across countries, to turn many sources of evidence into recommendations, and to keep doing so after the training.
A drawing: an open course binder with its modules on the contents page and ten tabs down its edge, each with a different author’s mark; pencil notes on its page and a pencil beside them; a stack of six copies of the course; and a written capture with nine conclusions, lying on a stack of documents.
What happened next
The company extended the program from a pilot with its senior insight team to sessions in six countries.
Training insight teams to turn evidence into recommendations
Either can sit within a research or innovation engagement, or run on its own. We shape it around your team’s live projects.
For a skill a whole team should share, in one country or many.
Your team learns to turn many sources of evidence into a recommendation, and to take it to the people who will act on it.
We build the course from your team’s past projects, so people practice on evidence from their own business. It can start as a pilot with one team, then be adapted for other audiences and regions.
The training material, adapted for your audiences and regions, for your team to own and change.
For a team putting a skill to work on a live project.
Your team learns to design research and read the evidence on its own briefs, judging how much weight it can bear.
We work alongside your team on its own briefs. People join the design sessions, observe fieldwork and help interpret the evidence, so they learn the approach by using it.
A written capture after each session, for the team to keep working from.
A pet food company wanted its innovation teams to start from the progress consumers are trying to make, and to keep doing so on live products.
We drew its years of research into job statements, tested them with the core team, and took them into a digital sprint with people from five functions. What we handed over included three tiers of training, with notes for trainers.
An immersion does a different job: it puts leaders in front of customers for a question in hand. How we take a team into the field
What happened next
The company built the job-statement principles into its innovation process and later commissioned training for new champions. A second business in the group commissioned the champion training too.
Tell us what your team wants to be able to do. We’ll suggest whether training or coaching would fit, and which of your projects to build it from.
A partner or director will reply.