The ARF recently launched a major Research Transformation initiative, and has made a video that’s available at http://www.youtube.com/watch?v=BYfbjZmk2VQ

ARF has adopted a “wedding cake” as a framework for its new value creation model.  Think of it as Maslow’s hierarchy for Market Research.  The cake is terrific – it has seven layers, starting with Data Feeds at the bottom, progressing through Craftsmanship and Science to Synthesis, then to Communication, Storytelling and Taking a Stand, and ultimately to Inspiring Better Business Futures.  The only reason market researchers should get paid is for creating better business futures.  Research buyers must take the lead, and will need their suppliers to partner with them in order to deliver.

But as anyone who’s been to a few weddings knows, a great wedding cake doesn’t always lead to a great marriage!  So what does it take to get from the cake to successfull marriages that create better business futures?  One blog entry can only begin to address this, and a good starting point is the journey from researcher to consultant.  The journey requires a shift in how we define our purpose, in what we provide our clients, in how we define value, in how we work, and in our ability to influence others.  I organize it into four pillars – Mindset, Principles, Tools and Practices.

A consulting mindset is focused on making change happen, going beyond information to provide solutions and provoke action.  It measures value creation by the impact on client actions.  It’s not about lengthy PowerPoints - it’s about figuring out the important few things that the company needs to act on, and being the catalyst for action.

Consulting principles include understanding the different levels of client value, stakeholder alignment, empathy, collaboration, individual and organizational value creation, and more.  These principles don’t get taught to researchers progressing through the ranks – researchers are trained to operate independently, with a focus on technical mastery.

Consulting tools include problem/opportunity definition, the client value contract and delivery assessment, and solution development.  Learning these tools can ensure that research is better focused, with clearer expectations, and with higher level delivery.

Consulting practices include being a first mover, synthesizing knowledge & collaborating to leverage expertise, creating intellectual property, communicating for impact, and more.  These practices are far from commonplace among researchers today, but are well known to management consultants (who taught them to me!) and are essential for the new value creation model.

Client research departments who step up to the plate and embrace the consulting pillars can make a huge impact in their companies – those who don’t face being outsourced to research companies that figure out how to provide complete client solutions.”

Ian Lewis, Cambiar Partner

For more information on Ian, go to The Team section of our web site.