Index

The Insight Discipline: Crafting New Marketplace Understanding that Makes a Difference

ISBN: 978-1-83982-733-4, eISBN: 978-1-83982-730-3

Publication date: 3 August 2020

This content is currently only available as a PDF

Citation

Fahey, L. (2020), "Index", The Insight Discipline: Crafting New Marketplace Understanding that Makes a Difference (American Marketing Association), Emerald Publishing Limited, Leeds, pp. 393-401. https://doi.org/10.1108/978-1-83982-730-320201001

Publisher

:

Emerald Publishing Limited

Copyright © 2020 Emerald Publishing Limited


INDEX

Index

Note: Page numbers followed by “n” indicate end notes.

AbsoCo
, 4–6, 11, 13, 365n8

competitor insight
, 17

Act (Insight factor)
, 17–19, 53, 66–67, 103, 180

of articulation
, 114–115

of derivation
, 114

of perception
, 114

Agreement
, 193

Air cover
, 358, 386n355

Alerting indicators/inferences
, 34

Alternative hypothesis testing
, 88, 371n117

Amazon
, 21

Amendments to insight content
, 196

Analysis conflicts, assessing prior
, 195

Analysis context components
, 107–108

Analysis frame
, 81–82, 122

Analysis project leaders
, 332–333

change insight
, 333

evidence of presence (or absence) of insight culture
, 334

insight evolution
, 337

insight focus
, 333, 335

insight novelty
, 336

insight potential
, 333

insight relevance
, 335–336

insight scrutiny
, 336

intelligence insight
, 337–339

Anchoring bias
, 156

Anomalies
, 93

Apple
, 21

Articulation
, 144

Assumptions
, 63, 164

insight
, 11

Behavior norms
, 330, 332

Belief bias
, 156

Big data
, 13–14

analytics
, 125–126

methods
, 88

Bottlenecks
, 94

Business domains
, 24–25

Business implications (see also Implication insights)
, 11–12, 24–25, 65–67

applying insight discipline
, 267

articulates insights specific to implication domains
, 265–266

avoiding business implication errors
, 266–267

decisions
, 321

deliberations and action
, 322

developing
, 317–318

emphasizing new understanding
, 263–264

implication insight
, 319

pathway to
, 268

presenting implications
, 319–320

revisiting, change and implication insights
, 265

shaping
, 283–294

sniffing
, 274–283

STD case
, 262

stipulating
, 294–295

structuring
, 267–274

thinking implications
, 320–321

transitioning to implications
, 318

value of insight discipline
, 261–267

Business intelligence
, 13–14

Causal differences
, 94

Change
, 3–4, 48–49, 205

anticipating and projecting
, 212

in competitor’s value proposition
, 40

indicators
, 39

monitoring and anticipating
, 210–212

patterns
, 36

Change insights (see also Implication insights)
, 8, 216

assumption insight
, 11

competitor threat insight
, 10

CSIs
, 8–9

desired attributes
, 22–25

domain insights
, 8

GMIs
, 9–10

marketplace opportunity insight
, 10

transitioning from preliminary inferences to
, 54–55

Cognitive biases
, 156, 375n172

CommodityCo
, 1, 17–19, 211, 353, 365n1

CSI
, 24

customers, competitors, or marketplace changes
, 2

executive
, 4, 12

Competitive dynamics
, 14

Competitive gaming
, 88, 378n218

Competitive risk
, 63, 164

Competitive space insights (CSIs)
, 8–11, 52, 59–60, 86, 117, 187, 221, 280, 370n79

domain to
, 138

to GMIs
, 138, 244–245

to implications
, 244

inference
, 160, 163

Competitor
, 123–124

insight
, 4, 163

intelligence
, 365n11

threat insight
, 10

Conceptual innovation
, 161

Confirmation bias
, 156

Confirming and refuting inferences
, 34–35

Congruence
, 23, 382n277

Congruency
, 375n177

Constraints
, 94

Context
, 84–85, 124

context-specific indicators
, 209–210

importance of
, 134

Crafting insight
, 4

Customer insight
, 5, 163

Customers
, 126

Data
, 29, 31–32, 40, 43, 49–51, 86–87, 125–126

assimilation
, 91–92

conflicts
, 93

source contradictions
, 93

Decide (Insight factor)
, 16–18, 53, 66, 102–103, 179–180

Decision focus
, 353–355

Decision-making
, 353–355

Derivation
, 143

Detection lag
, 35

Digital sphere
, 78

Dilemmas
, 94

DipCo
, 96–98, 127–133, 157–170, 193, 195, 200, 202, 272, 314, 372n125

Direct inferences
, 133–134

Discontinuity
, 36–37

Disruptive technologies
, 37

Domain insights
, 8, 58–59, 280

Domains
, 6–7

Drawing inferences
, 52–53

Effectiveness
, 38

Efficiency
, 38

Emotions
, 297–298

accepting challenge to influence emotions in insight work
, 322

actions
, 327–328

attentive to
, 323

conducting emotion self-diagnosis
, 323–325

developing business implications
, 317–322

diagnose context emotions
, 325–327

emotion-guided actions
, 327–328

human interaction never occurs in emotion-free zone
, 301–303

humans including mix of conscious and unconscious emotions
, 300–301

influence all facets of insight work
, 299–300

insight context as opportunity for
, 303

recognizing emotions
, 322

self-diagnosis
, 323–325

shaping
, 312–316

sniffing
, 309–312

stipulating insight work
, 316–317

structuring
, 304–309

at work in meeting
, 298–299

Enduring
, 24

Entrepreneurship
, 20–21

Existing opportunities
, 77–79

Expectations
, 331–332

Explanatory power
, 23–24

External stakeholders
, 225

Facebook
, 21

Fast-cycle validating
, 213–214

Faster inferencing
, 35

FedEx
, 21

Feel (Insight factor)
, 17, 19, 53, 66–67, 104, 180

Five Forces analysis
, 82

Focus
, 122–123

shift
, 82–83

Formal extensive methods
, 88–89

Four-Insight Diamond Framework (4I Diamond Framework)
, 29, 71–72, 322

analysis
, 55

analysis reflecting insight discipline
, 67–69

business implications
, 65–67

competitive space insights
, 59–60

data and logic
, 49–51

domain insights
, 58–59

drawing inferences
, 52–53

generic marketplace insights
, 62–63

hierarchy of inferences
, 51–52

implications insights
, 64–65

indicators
, 29–43

inferences
, 32–36, 44–49

insight funnel
, 52

integrated inferences
, 56–58

interpersonal Ebb and flow
, 55–56

new understandings
, 60

open-ended search for change indicators
, 43–44

6IFs
, 52–53, 60–62

stages
, 30

transitioning from preliminary inferences to change insights
, 54–55

value testing change insights
, 63–64

vetting integrated inferences and domain insights
, 59

Framing bias
, 156

Generic marketplace insights (GMIs)
, 9–11, 47, 52, 62–63, 86, 90, 117, 163–164, 187, 221, 265, 279, 320, 370n79

CSIs to
, 138, 244–245

domain to
, 138

to implication insights
, 139

Google
, 21

Gorilla Competitor
, 170–176, 195, 197–198, 384n315

Groups drawing inferences
, 310–312

Healthcare company
, 187–188

Hindsight bias
, 156

Imagination
, 85–86, 124–125, 247

Immersion
, 374n161

Implication domains
, 236

Implication insights (see also Business implications)
, 11, 64–65, 221–222, 227, 379n238, 380n249

applying analysis context components
, 235–239

desired attributes
, 22–25

determining opportunities for identification
, 235

finding pathway to
, 231

ignoring at peril
, 224–225

institutionalizing
, 258–260

involving change in understanding
, 222–224

open-ended analysis
, 240–241

preparing mind for
, 227–231

role of
, 225–227

shaping and tentative
, 248–256

sniffing preliminary implications
, 241–248

stipulating
, 256–257

structuring
, 231–234

validating
, 257

Implicit theories
, 378n221

Indicators
, 29–36, 47–48, 87, 126

interplay between inferences and
, 34–36

moving from data to
, 38–43

role of
, 37–38

as source of suggested insights
, 33

trends, patterns, and discontinuities
, 36–37

Indirect inferences
, 133–134

discontinuities
, 136

across domains
, 135

within domains
, 135

patterns
, 135–136

trends
, 135

ubiquity and importance of
, 134–136

Indirect inferences
, 35, 48

Individuals’ behaviors
, 384n330

Individuals drawing inferences
, 309–310

Inferences
, 32–36, 46, 211–212, 243–245, 309–312, 369n73, 378n231

bridge from indicators to insights
, 44–46

change
, 48–49

context
, 47

hierarchy
, 51–52

by human mind
, 46–47

interplay between indicators and
, 34–36

interpretation
, 49

lag
, 35

pertaining to object
, 48

sequences
, 51

unexpected occurrences as source
, 43

Inferencing
, 32, 368n51, 370n80

Informal, simple methods
, 89–90

Insight
, 2–7

amend insight content
, 213

assessing prior analysis conflicts
, 195

assessing prior interpersonal conflicts
, 195–196

bridge from indicators to
, 44–46

business implications
, 11–12, 24–25

change
, 8–11

CommodityCo
, 17–19

content
, 5–6

data and analytics
, 13–14

deliberations and methods
, 14–15

desired attributes of change or implication insight
, 22–25

DipCo
, 197

disciplined approach to insight work
, 3

entrepreneurship
, 20–21

funnel
, 7

Gorilla Competitor
, 197–198

implication
, 11

insight-specific indicators
, 209

intelligence
, 12

preliminary assessment
, 25–27

review and assess
, 194

shift in understanding
, 13

strategy
, 21–22

validating change
, 204–205

vouching for
, 188–192

wordsmithing
, 196, 198

work
, 80–81

Insight context as opportunity for emotions
, 303

Insight factors (IF)
, 15–17

Act
, 17–19, 53, 66–67, 103, 114–115, 180

Decide
, 16–18, 53, 66, 102–103, 179–180

Intend
, 16, 18, 53, 66, 101–102, 179

See
, 16, 18, 53, 65–66, 100, 178

Think
, 16, 18, 53, 65–66, 100–101, 179

Feel
, 17, 19, 53, 66–67, 104, 180

Insight funnel
, 52

linkages to
, 90–91

Insighting
, 191, 372n132

Institutionalizing insight implications
, 258–260

Integrated inferences
, 56–58, 313–315, 370n81

Intelligence insights
, 12, 337, 365n9

collaboration
, 338–339

engagement
, 338

inhibitors
, 337–338

intelligence dynamics
, 339

obsessiveness
, 337

Intend (Insight factor)
, 16, 18, 53, 66, 101–102, 179

Interpersonal conflicts, assessing prior
, 195–196

Interpersonal Ebb and flow
, 55–56, 251

Interpersonal interactions
, 355

Interpretation
, 49

Interview reports
, 90

Invented competitors
, 125

Inventing competitors
, 85–86

Inventive strategy
, 378n222

Leaders
, 329

analysis project leaders
, 332–339

ideal intervention point for
, 360–363

organization culture
, 329–330

role
, 330–331

role of mid-level leaders
, 340–357

senior leaders as drivers of insight culture
, 358–360

setting stage for insight work
, 331–332

Learning
, 7

Legislation
, 124

Logic
, 49–51

Macro-environment
, 368n49

Market opportunity
, 187

Marketplace change
, 76–77, 365n3, 367n29

Marketplace insight
, 365n2

Marketplace opportunity
, 63, 164

insight
, 10

Microsoft
, 21

Mid-level leaders

address inhibitors
, 350

focus on action
, 356–357

focus on decisions and decision-making
, 353–355

focus on thinking
, 350

getting to change insights
, 340

getting to intelligence insights
, 348–350

leader’s own thinking
, 350–352

role
, 340

shaping
, 344–347

sniffing
, 343–344

stipulating
, 347–348

structuring
, 340–343

unit or organization-wide thinking
, 352

Mind’s tendencies
, 50–51

Monitor indicators
, 211

Neuroscience
, 369n73, 373n141

New opportunities
, 76–77

New understandings
, 23, 60

Non-governmental organizations (NGOs)
, 81, 122, 238, 368n62

Novelty
, 23

Obviousness
, 23

Open-ended analysis
, 240–241, 378n226

Open-ended search for change indicators
, 43–44

Organization
, 379n243

culture
, 360

Organization culture
, 329–330, 384n328

Outcome bias
, 156

Outliers
, 93

Outmaneuvering
, 21–22

Outperforming
, 21–22

Outwitting
, 21–22

Perception
, 143

Performance results
, 25

Peripheral vision
, 367n43

Personal sniffing skills
, 145–146

Perspective
, 83–84, 123–124

Political strategy
, 377n212

Post-change insight
, 13

Post-stipulation
, 348

Potential change projections
, 212

Practices
, 332

Pre-change insight
, 13

Preliminary inferences

accepting
, 313

refining
, 312–313

Preliminary inferences
, 373n149

Preliminary inferences
, 51–52

Product change
, 14

Professional services firm
, 271, 273

Project change
, 212

Quality insight
, 366n14

Rational thinking
, 251

Real options approach
, 366n20

Reasoning
, 49–51, 152–157

principles
, 153–154

Recency bias
, 156

Relevance test
, 335

Renovative strategy
, 381n267

Research and development (R&D)
, 32, 173, 188, 195, 335, 383n314

function
, 383n314

initiatives
, 77

intensive technology
, 223

investments
, 4

Sales shifts
, 14

Scenario learning
, 88

Scope
, 121

Scrutiny test
, 252–253

See (Insight factor)
, 16, 18, 53, 65–66, 100, 178

Senior leaders as drivers of insight culture
, 358–360

Shape deliberations in decision-making
, 360

Shaping
, 149, 312–316, 344–347

analysis
, 150

analysis
, 354–355

in business implications
, 283–294

change insights
, 149–152

enabling and driving
, 178–180

enhancing organization’s shaping capability
, 181–185

implications
, 155

interpersonal Ebb and flow
, 151

key shaping errors
, 176–178

multiple potential pathways in
, 152

preparing mind for
, 152–157

shared understanding of key shaping concepts
, 182

steps in specific analysis project
, 183–185

and tentative implication insights
, 248–256

Simulations
, 88

Six insight factors (6IFs)
, 52–53, 60–62, 95, 139, 178, 197, 206, 236, 239, 269, 331, 365n7, 378n230

usages
, 215

to assessing structuring readiness
, 106

deploying
, 144–145

sniffing and
, 139–141

stipulating and
, 198–199, 201

structuring and
, 99–104

Slow-cycle validating
, 213–214

Small data
, 93–94

Small technology development (STD)
, 262

Sniffer
, 145

Sniffing
, 111–112, 274, 309–312, 343–344

and 6IFs
, 139–141

assessing current state
, 144

avoiding key errors
, 142–144

avoiding sniffing errors
, 146

comparison to status quo
, 281–282

connecting to insight funnel
, 138–139

enhancing sniffing capability
, 144–147

entities
, 115–116

extending range of possible business implications
, 279–281

implication insights as driver of business implications
, 277–279

implication insights as source of inferences
, 274–277

indicators
, 126

inferences
, 113, 133–136

institutionalizing sniffing in projects
, 146–147

key steps
, 119–120

link to structuring
, 120–126

output
, 283

predetermined questions
, 283

preliminary implications
, 241–248

preparing mind for
, 117–119

range of inferences
, 136–137

role and importance
, 141–142

sequence of inferences
, 137

three core acts
, 114–115

trends, patterns, discontinuities
, 116–117

tutorial
, 145

ubiquity
, 112–113

Southwest Airlines
, 21

Starbucks
, 21

Statement
, 368n50

Stipulating
, 347–348

errors
, 202–204

implication insights
, 256–257

inbusiness implications
, 294–295

Stipulating insight
, 198

assessing output of vouching
, 200–202

influencing input side of vouching
, 199–200

stipulating and 6IFs
, 198–199, 201

vouching
, 202

work
, 316–317

Strategic vulnerability
, 63, 164

Strategy
, 21–22

Strong inferences
, 35–36

Structuring
, 71, 304, 340–341

and 6IFs
, 99–104

6IFs to assessing structuring readiness
, 106

analysis context
, 79–87, 107–108, 305

assessing state of structuring in organization
, 105–106

in business implications
, 267–274

connecting emotions and 4S cycle
, 304

data/indicator preferences
, 306

data/indicator sources
, 305–306

data/indicator sufficiency
, 306–307

enabling and enhancing
, 105–108

engagement
, 108

errors
, 104–105

ground rules
, 108

identifying structuring opportunities
, 305

influence insight work participants
, 342

influence insight work scope
, 341–342

influence on analysis context components
, 308

influence proposed insight work
, 342

influence work perspective
, 342

insight work
, 76–79, 94–96

leader
, 107

managing early deliberation and method
, 71–73

mind and data principles
, 105

observations
, 87–94

opportunities
, 107

preparing mind for
, 73–75

range of indicators
, 307

type of indicators
, 307

Structuring, sniffing, shaping, and stipulating (4S cycle)
, 71–72, 75–76, 231, 267, 322, 330, 333, 365n12

Technology
, 124

insight
, 5

Tentative Insight
, 193

Think (Insight factor)
, 16, 18, 53, 65–66, 100–101, 179

Timing of change
, 34

Trend line connection
, 91

Validating
, 187, 207–208

capability
, 216–219

change
, 380n249

change insights
, 204–206

errors
, 214

examples
, 216

fast-and slow-cycle validating
, 213–214

identifying key indicators
, 208

infrastructure
, 377n209

monitoring and anticipating change
, 210–212

preparing mind for
, 206–207

Value testing
, 292–294, 382n283

change insights
, 63–64

Value-testing exercise
, 194–195

Values
, 330, 331–332

Vetting, vouching, value testing, validating activities (4V activities)
, 50

Vetting integrated inferences and domain insights
, 59

Vouching
, 202

applying
, 189–190

assessing output of
, 200–202

characteristics of insight
, 190–191

importance
, 189

influencing input side of
, 199–200

for insight
, 188–189

method and deliberations
, 192

preparing mind for
, 191–192

Walmart
, 21

War gaming (see Competitive gaming)

Weak inferences
, 35–36

Whole Foods
, 21

“Wicked problems” approach
, 82

Win–loss analysis
, 373n137

Wordsmithing

guidelines
, 198

insight
, 196