But there’s also a belief that their utility is circumscribed to that realm, that they should stay in their lane once the data is produced. There’s a myth that data doesn’t require any sort of further interpretation or any sort of guardrails for its use. And we can just kind of take it as clients and do whatever we want with it. If you were to collaborate and partner with your insights professionals and the application of that data, you probably could use it better. But we’re still ineffective generally as an Insights culture and gaining that type of influence because our role is being siloed into that side space. In terms of opportunities , respondents selected to unlock new insights, guide strategy and provide deep human understanding. The thing about primary research data is we’re kind of unique in our ability to craft an instrument that will extract any kind of data we want. There’s just a tremendous unique power in data because of the agency we have in making the data come into being. I think there’s an unnecessary drive for novelty or freshness. There’s a lot of politics in the usage of data, and the drive for novelty is as much about discovery and learning new things as it is about just
“There’s a lot of politics in the usage of data, and the drive for novelty is as much about discovery and learning new things as it is about just having something new and shiny to keep the hamster wheel moving.” year and there’s not a lot of volatility. When the pandemic happened, it radically transformed consumer behavior. It took that inflection point as an opportunity to make some radical changes because it’s hard to make changes when you’re essentially always measuring the status quo.
having something new and shiny to keep the hamster wheel moving. The pandemic was a very interesting time because data doesn’t change a whole lot . It’s very consistent year over
Jennifer Avery Senior Vice President, Strategy and Insights NBC Universal Parks & Resorts
INSIGHTS SPEND & TRENDS REPORT 2023
23
Powered by FlippingBook