Data is the most valuable asset of many organisations today.

However only if its interpretation and impact delivers tangible competitive advantage. Arguably the key difference between data and insight is that the latter resonates with senior stakeholders within the client business, enabling them to take action and make decisions. It is a means to an organisational, strategic or commercial end.

Therefore an effective insight manager has to be able to analyse and understand the business context (for example, the strategic drivers behind the commissioning of research) and to then translate the data from that research into successful business strategies, articulating the meaning and implications of insight at a senior board level.

This highly practical workshop will enable insight professionals to analyse their client organisations, and the external forces and pressures impacting upon them, using a variety of business models and processes. It will enable participants to understand, and so improve their ability to meet, the needs and demands of their senior decision-makers – knowing what keeps them awake at night and how insight can help them to sleep more soundly.

Who will benefit from this course?

Anyone who wishes to ensure that the insight that they generate and communicate has a strategic organisational impact, based upon a firm understanding of, and connection, to the business and its key issues, needs and priorities.

Aims and objectives
  • To be able to analyse their own (or client) organisation to better understand the status quo, where the business aims to get to, how they plan to do that and, most pertinently, how insight can help them to get there.
  • To understand the potential impact of insight upon an organisation – the business issues that it could address, priority questions that it could answer, strategic actions and decisions it could enable to be taken and made.
  • To be better able to talk the same language as key stakeholders, rather than research methodological jargon.
  • To recognize the external factors, pressures and trends impacting upon an organisation and how it then chooses to respond to those.
Learning outcomes
  • The strategic situation grid and strategic options to cope with uncertainty
  • Analysing an organisation – its strategy, structure, style, etc.
  • Market positioning and (potential) competitive advantage
  • Opportunity analysis – identification and prioritisation
  • Where and how an organisation creates and captures value for stakeholders
Testimonials

“Brilliant!”

Zain Abbas, Ageas UK

12 April 2016

“Informative and engaging.”

Imogen Williams, B2B International

12 April 2016

“Fab!”

Victoria, BT Business

12 April 2016

Venue

MRS
The Old Trading House, 15 Northburgh Street,London,EC1V 0JR

Daniel Wain runs Daniel Wain Consulting, specialising in creative & bespoke training, coaching and strategic learning & development (L&D) consultancy. Previously he was Worldwide Director of Learning & Development at Research International, responsible for designing and driving the company's L&D strategy across its global network. An experienced researcher and business developer, his clients have included Royal Mail, Audi, Boots, Virgin, Chanel, Next and BT. He is a Full Member of MRS, Equity, the Society of Authors and the Writers’ Guild of Great Britain, and a Chartered Fellow of both the Chartered Institute of Personnel & Development and the Royal Society of Arts. He is also a published playwright, and award-winning conference speaker & actor.

Additional Information

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