Sponsor Weve also learned to consider scale before insight must be embedded into business as (un)usual, undertaking pilots. If you cant see how the pilot could not just when things go wrong. In times of crisis, it is scale, dont do the pilot, which is resource intensive. inevitably all hands on deck, but often, afterwards, He adds that as Unilever has scaled the PDC to new the learnings are quickly forgotten. locations, it has leaned on Capgemini and other Boyd says: If anything, this whole situation partners to help resource the teams to deliver insights highlights the uncomfortable truth that business is and ideas back into the business. unusual. If we try to make believe that its usual, then Worsfold advises brands to shift their relationships were frankly not trying hard enough. with research agencies to benefit from regular insight A further challenge, he adds, is how the insight injections and consultancy, rather than treating them function operates in times of crisis and relative calm. in a transactional fashion. Such an arrangement Boyd cautions against running on full speed all the instinctively leads to more future-focused strategies time, suggesting that change is hard, particularly and relevant insight, he argues. for a companys people. You need to bring them with Businesses of any size can benefit from the right you easier in hard times than otherwise. partner and from using insight as a business This is a moment of organisational tool, rather than a communications one, reset, he concludes, where there are says Bulois. For instance, a recent changing consumer needs, expectations conversation he had with a client This whole and behaviours. involved its chief financial officer: He situation highlights One of the upsides of these was sharing confidential information the uncomfortable truth challenging times is that it will help because he knew that the power of that business is unusual. organisations move forward, research and insight could help shape If we try to make believe effectively to better operate and to their future growth, says Bulois. its usual, then were exceed expectations, and make them For business and brand resilience, frankly not trying more resilient in the future. hard enough 26