Let’s assume that you know something about insight creation with data and analytics. But how is the insight framed in the first place? Good framing helps set up the entire process of generating and using insights. What problem needs to be solved? Is the decision being addressed amenable to being answered by data and analytics? Are enough alternatives being examined? Are the decision-maker and the analyst aligned on how the problem is framed and pursued?
Appealing to the consumer of the insights means, in some cases, using analytical approaches that are less than fully rigorous. Certainly some insights are sounder than others in terms of their analytics, but that doesn’t mean they will result in a better decision. I once interviewed a wise market researcher about the techniques he used with his clients. He was well aware that focus groups, for example, are not typically known for generating high-quality insights about customers. Focus groups are notorious for telling marketers what they want to hear, among other issues. But the market researcher sometimes employed them anyway, he said, if that was the only kind of insight that his client was prepared to act upon. He believed that insights based on questionable data might be better than those based on no data at all.