We write for Research-Live on raising the insights profile

"Delivering insights isn’t just about methodology, it’s about connection. If stakeholders aren’t engaged, even the most sophisticated work risks being overlooked." In his latest article for Research-Live, our Group Services Director, Horst Feldhaeuser, writes about a challenge he has seen across organizations of every size: insights teams doing smart, strategic work that still struggles to land where it matters.

Horst puts it plainly: many teams “do the research, the data is sound, but too often it doesn’t land where it needs to.” The issue boils down to influence. Insights only create value when they’re heard, understood and acted on. His article explores how teams can raise their profile, build trust across the business and embed themselves as strategic partners rather than support functions.

One of the central ideas he discusses is the role of stakeholder alignment. Instead of overwhelming colleagues with raw data, Horst argues for “actionable key messages that align with leadership and business goals.” That means shaping insights around the needs of marketing, product, finance or the C-suite, and speaking in a way that resonates with each group. As he puts it, influence often comes down to listening first, then sharing insights that feel “specific, timely and actionable.”

He also highlights the importance of demonstrating business impact. Research gains traction when it clearly supports organizational objectives - whether that’s guiding innovation, shaping customer strategy or validating investment decisions. Horst connects this to a lesson drawn from sport: winning isn’t just about models or metrics, it’s about intuition, timing and perseverance. Elevating insights works the same way.

Storytelling plays a major role as well. Horst writes that even the most complex data becomes more powerful when translated into clear, compelling narratives. “A good story, simply told, achieves more than a 100-page deck,” he notes. That clarity helps stakeholders not just understand the insight, but see themselves in it—and act on it.

He also points to collaboration and technology as critical enablers. Breaking down silos ensures insights stay central to decision-making, while automation frees teams to focus on strategic interpretation. Democratizing access to insights through intuitive, centralized platforms helps the whole organization engage more deeply with data. As Horst writes, “everyone needs to understand what it takes to succeed,” and that starts with giving people the tools and context they need.

Ultimately, raising the profile of insights teams requires more than great research. It takes relationship-building, strategic alignment, compelling communication and a strong foundation of technology to support it. As Horst concludes, when insights functions “break down silos, empower stakeholders and prove their value,” they shift from being supportive to being indispensable.

You can read Horst’s full article on Research-Live for more on how teams can strengthen their influence and unlock greater impact across their organizations.