Simple, focused KPIs
The marketers who were able to move quickly from crisis mode were those who got clearer on the KPIs they needed to run their businesses on these two speeds, and to assess the impact and effectiveness of their work now and for the future. Combining these consumer and market KPIs with key financials and a range of analytics drives better conversations and actions, filtering out the noise.

At Diageo we’ve been talking about this as ‘precision marketing’, beyond the short-termism of ‘performance’ marketing. To enable this, we introduced a tool called Global Performance Suite (GPS) in all our markets, putting these common performance metrics at arm’s reach, enabling marketing to lead one conversation about business and market performance confidently and transparently, cutting through noise and uncertainty.

Information curation
Another key to achieving these shifts has been to think about how to curate information. The sheer volume of information on the pandemic and its impact has been overwhelming.  Every agency and organisation wants to provide a point of view and an opinion.

Taking time to curate, synthesise and provide access to the most powerful and reliable perspectives saves time and focuses your team on a common agenda. We have redeveloped our Diageo Insight Hub to be a central repository for rich but clear information to help people navigate ambiguity.

New research processes
In service of greater pace, traditional research processes have been further dismantled. The time in design, set-up and running debriefs has been compacted by automating and carefully customising research tools made available for self-service, while in parallel innovating how we answer more complex business questions. We need insight at pace but with quality and consistency, and more time for interpretation and implications.

From insight to intelligence
Organising these changes around the needs of marketers gives new perspective on how to create the right insight engine. Insight will be increasingly served up as accessible, digestible content on interactive dashboards wired into day-to-day decision-making at different levels. Deep understanding of the user needs and desired experience will enable information to be presented as a rich narrative and its implications – not bare facts.

This will be truly about fusion of hard and soft data, using smart AI to arrange and organise information and help faster analysis. The rather academic paradigm of ‘insight’ will have served its purpose and give way to something more about ‘intelligence’.

Future-focused insight teams
Perhaps for specialist insight teams, this elevates them even more into being the bold architects of this next-generation intelligence engine, and frees their expertise into focusing the business on the disruptive consumer opportunities ahead so they can really shape the future.

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