If there’s one thing the Universe can agree on, it’s that you just need to provide the data… you need to provide the INSIGHTS!!!
Of the 807,150 (!) words I’ve written on this blog so far, at least 400,000 are Insight.
A post on advanced segmentation, a post on how to build lean strategic dashboards, a post encouraging you to rethink your metric choices obsessed with using big impact matrices, and it goes on and on.
Let’s go to insight!
problem.
Over time, I hated the word insight.
In our world, marketing research and analytics has come to represent the term. spitting out data.
With dozens of reports and 80 slides, water is wet.
During my work around the world, I have observed that when we provide insight, we primarily offer something to our audience insight – What they can already see!
like, The blue line is 20% above the red line. understand! or, California buyers have 3X the lifetime value of Georgia buyersOh, please, you can see it on the table too.
Naturally, this is a huge waste of your incredible talent and an insult to the intelligence of your audience (the people who pay your salary).
The Fix.
Last time I changed jobs, I wanted to change the goals I was aiming for with the talented team.
Instead of insight, I made up a new phrase for a fresh start: Out of sight!
Our aim is to provide the unseen, the unseen by people.
like, The blue line is 20% higher than the red line. This is because our biggest competitor launched a new product and priced it 10% lower than our best product.. describes performance. boom!
It’s a little wordplay. But my goal was to provide this pause-worthy moment in which each peer delivers the results of their work. OMG, is this really invisible?
The impact on our culture, behavior and audacity has been very dramatic. It turns out that cultural transformation begins with language. 🙂
Each time the analysis was completed, we were able to set a higher bar. We said to each other: Are you sure you can’t see it?
Four attributes of out-of-sight.
While we… Obtained To deepen our understanding, we need a common language that we can share.
Our team tackled this challenge and systematically approached the problem of using a whiteboard to create a simple framework for identifying what the problem was. off-site.
I feel so blessed to be able to work with such smart people. At the end of several whiteboard sessions, out of sight I had to meet…
1. Novel: New and surprising.
Is this really new (data, sources, type of research)? If it was provided before, what was the impact? Why should it be provided again?
What’s here that we or the audience didn’t know before? Is this just a result? fishing expedition?
Can your audience (colleagues, bosses, the public) get this data from someone else? What makes you special if you provide it?
The novel is strict, high, standard. Eliminates his 90% of data spewing and makes the analyst’s job a lot more enjoyable.
2. Practical: Expressed with a clear meaning for the viewer.
What can your audience do as a result of your findings?
current or future specific campaigns, activities, internal or external business strategies, out of sight?
If you do not have an ID What should I do, whose job is it? Does the person know it’s their job to figure out what to do with the data?
Would it be wiser to work with colleagues who make decisions and understand strategy to come up with actions to take on the data before acting on it?
Practicality is the most important factor when working with data. It requires knowledge that goes far beyond data. This means business understanding, strong cross-departmental relationships, and compelling influence.
3. Reliable: Data sources (tools, people, entities) are respected by the audience.
What steps did you take to determine the source health?
Do you understand the limitations of your data collection methods? Have you noted any assumptions you make to share with your audience?
Does it pass the 24 basic filters of skepticism? For example, was it just correlation or did it allude to causation? [Premium subscribers see: TMAI #298: Smart Statistical Significance Reporting.]
Do you have room for another explanation? If so, please find it.
I have a question for the analytics team:
We have to be work’s worst enemy. We have to ask the hard questions. You have to push in every nook and cranny. I’ll have to look for another explanation. It seems harsh, but we are probably the most analytically savvy individuals looking at this data. After that, it’s usually our business associates who know less about analytics than we do. yes. Be the worst enemy of our work. It builds credibility.
Reliability helps a lot.become maximum enemy of your analytical work.
4. Relative: expressed in context.
Are the things you can’t see represented unmistakably in terms of magnitude and urgency?
Context derived from:
size of opportunity
potential impact,
audience,
strategic altitude,
Dimensional criticality,
causal ratio,
competition,
channel,
And many more, including benchmarks
[Premium members also see TMAI #263.]
Relative attributes help speed comprehension.it’s your can not see It really sinks in.
All findings resulting from rigorous data analysis must meet the above four attributes (NACR). out of sight.
when in search of can not seeset standards for yourself, your team, your data, and everything you discover meaningful and important.
Your out-of-sight jumpstart guide.
you will find your own way to discovery can not see for your company. Still, I want to be of some help.I would like to provide a list of questions that increase the chances of coming across can not see.
Questions provide context, questions guide relationships, questions broaden your horizons, questions enhance business knowledge. In doing all of this, questions provide the missing piece of magic. Purpose.
And knowing the purpose increases the chances of discovery can not see It has all four attributes: novelty, practicality, reliability and relativity.
Here’s a helpful list:
1. How can you increase your website’s revenue by 15% in the next three months?
2. What are the most productive inbound traffic streams and what are the missing sources?
3. Would we be better off by allowing our customers to solve their problems via self-help on our website instead of feeling like they had to call us?
Four. What impact does your website have on the phone channel?
Five. How can I leverage my website to grow my customer evangelists?
6. What are the most influential content buckets on our website?
7. If there’s only one thing you can do to increase your website’s revenue, what is it?
8. What is the incremental impact of display advertising campaigns?
9. Are you building brand value through activity on your website?
Ten. Do full-featured trials or interactive demos work well on your website?
11. What are the top five problems customers face with our digital channels?
12. How much does it cost to earn $1.00 on our website?
13. How does a mobile paid search strategy affect offline sales?
14. How much will the lifetime value of your customers increase if you can turn them into 7-day active users of your mobile app?
15. What would be the impact on a natural brand recall if Facebook stopped all efforts?
This is by no means an exhaustive list, just a representation of the types of questions I answer with a strong belief and emphasis on your talent.
you don’t answer these questions Insight (what people can already see), but can not see (Things invisible to humans).
Conclusion.
Checking if the results of your analysis pass all four NACR attributes is likely to fail 90% of what you are doing today.because you tell people water is weteach week will be nothing but grief.
Instead of delivering sadness, it delivers meaning and impact. Enjoy your work!
what percentage of your team Insight I met all four this week can not see standard?
Happy Out of Sight!
Special Bonus: If you’re looking for a photo to insert into your leadership presentation, you can use this photo I use in my keynote…
