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4 LESSONS FROM THE DECISION-DRIVEN CONSUMER INSIGHTS REVOLUTION AT BLUE DIAMOND
GROWERS

Erik Larson Feb 27, 2023 2:30:00 PM



CONTENTS

 1. How to unlock insights with decision-back thinking
    1. #1 - Elevate consumer insights teams to become objective decision-back
       champions.
    2. #2 - Connect data to insights to decisions to outcomes.
    3. #3 - Remember that not all decisions are created equal.
    4. #4 - Build new muscles across the enterprise.
 2. Decisions at the speed of post-pandemic consumers

Mar 2, 2023 7:30:00 AM

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Jun 27, 2022 7:15:00 AM

Decision Back Podcast: Consumer Insights With Sarb Dhanjal-Brown Of Blue Diamond

Mar 2, 2023 8:00:00 AM

New Decision IQ Research Of 160 Companies Reveals Skills Separating Leaders From
Stragglers

Over the past decade, the old view of market research became obsolete as leading
companies informed their innovation and growth initiatives by investing heavily
in new consumer insights capabilities. Now, a new decision-driven revolution is
underway.

That message came through loud and clear in a recent Decision-Back Podcast
featuring Sarb Dhanjal-Brown, Director of Consumer Insights at Blue Diamond
Growers, the world’s leading almond company.

Traditionally, market research was treated like a business support function.
According to Dhanjal-Brown, it was “a very transactional relationship many years
ago: we're going to explore advertising, so let's conduct a market research
study.”

“The [consumer insights] change was to understand behavior versus just reactions
to content or product ideas,” she said. “It's about understanding what drives
the behavior of a human being that will then reveal the true, underlying insight
of what drives them and how we can address their unmet needs.”

However, research shows that those insights only make it to the decision table
22% of the time. “There's no shortage of data. Everything’s accelerating. We
have to deal with demand issues continuously, with rapidly changing consumers,”
explained Dhanjal-Brown, but “all our data sources don't provide any return on
investment unless we act on them.”

With economic uncertainty at historic highs, companies must get the most value
out of their insights and analytics investments in the shortest possible time.
And given most companies' poor adoption and activation of consumer insights, any
improved use of these insights can quickly become a competitive advantage.

Dhanjal-Brown sees intensifying the focus on “decisions to be made” as the way
to elevate consumer insights' return on investment. “The point of decision-back
or decision-oriented thinking is, what are we actually trying to do with all
this? It's fascinating to see how much noise gets stripped out of the process
when you're down to maybe two or three pertinent questions that ultimately
inform a business decision.”


HOW TO UNLOCK INSIGHTS WITH DECISION-BACK THINKING

The point of decision-back thinking is to focus consumer insights on the
business's specific decisions. Dhanjal-Brown outlined four steps to make this
happen.


#1 - ELEVATE CONSUMER INSIGHTS TEAMS TO BECOME OBJECTIVE DECISION-BACK
CHAMPIONS. 

From the perspective of consumer insights teams, perhaps the most important step
is to elevate their function's role in the company. As Dhanjal-Brown described,
consumer insights teams must shift conversations “from understanding how a
particular concept scored with consumers…to what is the decision we're trying to
make so that our insight professionals can recommend the right approach.”

To this end, Dhanjal-Brown purposefully established the consumer insights
function at Blue Diamond as its own constituency. “We need to be an objective
consultative voice for the enterprise, whether it's popular or not. Our team
will give you an objective opinion and not have it biased in any way because
ultimately that’s in the best interest of the enterprise going.”

“That doesn't mean we do not partner incredibly closely with our stakeholder
partners in marketing, sales, finance or supply chain,” she explained. “In fact,
many of my team members are embedded in those functions and they work
collaboratively and very closely with their marketing and innovation partners.”

This approach ensures that consumer insights teams understand their partners’
business issues and what decisions they are trying to make, building
relationships to harness the power of data and technology to get better insights
that directly inform commercial decisions.

“It's about having rich discussions…placing it into implications for the
enterprise,” Dhanjal-Brown emphasized. “It's one thing to describe what is
occurring, but it's another to elevate the discussion, explain the net impact of
what could happen or is happening, and recommend solutions.”


#2 - CONNECT DATA TO INSIGHTS TO DECISIONS TO OUTCOMES.

“It's fair to say that…there will not be a future of insights unless we connect
the disparate data sources together,” according to Dhanjal-Brown. “That's where
the power is. When we can connect the analytics data to our insights data to our
advocacy data…then you have a supercharged knowledge base that can provide
insight…and that you can activate against with evidence.”

Companies have extensively invested in data and analytics capabilities to
increase decision-making confidence. However, that return-on-investment is not
realized until the analytical insights are connected to business decisions that
drive high-performance outcomes. 

“If insights are siloed, we just won't realize the value of the data investments
we make. The real value is when we're able to validate our own work...and
predict what is going to happen in the future,” Dhanjal-Brown emphasized. “I
can't see a way around that.”


#3 - REMEMBER THAT NOT ALL DECISIONS ARE CREATED EQUAL.

Determining when to apply a decision-back approach is critical. Dhanjal-Brown
described, “We can't do it for everything. It's very question pertinent
depending on the business issues. Not all decisions are created equal.”

The scope and risk of a decision are major drivers of determining the right
approach and choosing the right tools. Insights professionals benefit from
training to understand the differences. “Is this a small decision, or is it a
medium decision? Is this a big risk-taking decision we are about to take?” said
Dhanjal-Brown. “That's something our insight professionals need to be more
well-versed in. We want to be able to go back to our stakeholders and business
partners to provide them with the right approach and the right tools.”


#4 - BUILD NEW MUSCLES ACROSS THE ENTERPRISE.

Decision-back thinking requires that commercial decision-makers take a new
perspective to tie insights and decisions together.

As Dhanjal-Brown described, “Muscles need to be developed across functions. It
requires training. When we think about decision-back, what are the decisions
that we're trying to make, it's an art form to recommend the right approach [and
identify] the risks we may be willing to take.”

Thus, the learning opportunity includes not only insights and analytics
professionals but also marketing, sales, category management, or finance.

“Business stakeholders are very good at posing the questions, we need to know X,
we need to understand why people aren't buying Y,” Dhanjal-Brown explained. “But
when you ask what decision we are trying to inform, there's often a pause, and
if there's a pause, it’s because they haven't quite thought it through
carefully, why am I asking for the information in the first place?”

The goal is to bring focus and simplicity to the commercial decision-making
process. “Ultimately, it strips away the noise of what you might be exploring,
which may not be the right way to get to the ultimate question that we're trying
to answer, the decision to be made,” Dhanjal-Brown advocated. “It will be more
efficient, but…it will take a new muscle.”

To succeed, she believes companies must “not only develop strategies that are
rooted in the needs of the consumer in the future but also make sure that our
people are trained accordingly.”


DECISIONS AT THE SPEED OF POST-PANDEMIC CONSUMERS

In the past, relatively slow-growing consumer-focused industries had little time
pressure to improve decision-making practices. Then the pandemic changed
everything, and again necessity was the mother of invention.

“Demand is changing so rapidly and the consumers are changing so rapidly, and we
have to keep at pace with that,” according to Dhanjal-Brown. “There has to be an
investment in growing our own people, as well as keeping an external curiosity
on how the future consumer is behaving.”

In her view, decision-back thinking provides a guide for faster, more impactful
reactions to the new world. “The process starts with effectively harnessing all
the insights that we have…and making sure there is a common thread, a connection
point across all of those to bring value to the enterprise.” She concluded,
“It's going to be quite empowering and requires the permission to fail but to
fall forward and learn.”

This article was originally published in Forbes.

Forbes Decision-Back
Mar 2, 2023 7:30:00 AM

4 Lessons From Scaling Foresight-Driven Decisions At The Estée Lauder Companies

Jun 27, 2022 7:15:00 AM

Decision Back Podcast: Consumer Insights With Sarb Dhanjal-Brown Of Blue Diamond

Mar 2, 2023 8:00:00 AM

New Decision IQ Research Of 160 Companies Reveals Skills Separating Leaders From
Stragglers

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