Summary
As a Research Strategist, Chris is frequently asked “What is Research Strategy?” Let's start a conversation that defines this practice and develops its approaches. Research Strategy brings processes and frameworks to bear to ensure that an organization’s research activities are deliberate, effective, and aligned with business objectives. Notably, it is not just the purview of research leadership! All of us are already engaged in this work, but we haven’t been talking about it as such. Chris will present his work in this area and invite others to join him in evolving this emerging practice.
Key Insights
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Research strategy is not just for leadership or large enterprises but applicable to individual contributors, startups, and nonprofits.
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The essence of strategy is saying no to certain projects to focus on what drives the most value.
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Many organizations lack a formal research strategy, which limits research's influence and alignment.
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A well-crafted research mission statement serves as a North Star to guide what research is prioritized and what is rejected.
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The questions workshop technique helps surface unknowns and align teams on key research opportunities.
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An assessment matrix facilitates transparent prioritization discussions using factors like effort, risk, value, buy-in, time, and shelf life.
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Measuring research success requires evaluating whether research achieved its aims and if the findings were used.
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Researchers rarely follow up months after projects to check if their insights influenced outcomes.
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Using a language of investment and rate of return helps executives understand and support research priorities.
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Building a community and shared vocabulary is critical to evolving research strategy practice, similar to how research operations matured.
Notable Quotes
"We deserve better than doing research that is a waste of our time and talents."
"If we’re not able to talk about research as an investment that de-risks decisions or drives innovation, maybe we don’t deserve a seat at the table."
"Strategy is choosing what not to do, and we need to get better at saying no."
"You have a strategy either by design or by default, and the default is usually whatever is most politically expedient."
"What are you willing to say no to? That’s the heart of having a research strategy."
"The questions workshop is about turning unknowns into questions and aligning the team around them."
"The goal of a prioritization framework is not to answer questions but to facilitate discussion, surface issues, and achieve alignment."
"Were the research findings used? That is a metric we can and should measure."
"The buy-in from stakeholders is critical and affects the potential success of research projects."
"Saying no is saying yes to something else where the investment has a greater rate of return."
Dig deeper—ask the Rosenbot:
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