understanding if something’s going to hit the mark. We are separate and distinct, providing what I would consider is objective feedback on what’s being produced. And we can be the voice of that. As far as biggest opportunities , our colleagues think we are not driving revenue. Because it’s not a direct relationship. We’re in the middle of that multi-touch attribution map. Revenue generation isn’t ever attributed to us unless it is an insight that is tested through some sort of pilot or AB test, where you’re bringing something new to the table or helping to mitigate risk. Main areas of focus include unifying data and insights, while supporting product development and innovation teams. Our relationship with our product teams is
the table understanding what must change and what they can change, but don’t always see the benefit to a “regular consumer,” meaning someone who knows very little about the category. And when I can bring that perspective to the table, it is helpful. Part of what continues to be important is understanding human nature and how that’s changed and how people have changed fundamentally. We can’t undo the past three years just because of how things are today. There’s still stuff underneath that hasn’t come to the surface yet. I think we need to look out for that as insights professionals so that we can better anticipate where people’s heads are at and how we can meet their needs.
one of the best that we have. It is a place where we’ve invested a lot in nurturing and developing that relationship. They come to
Charitie Dantis-Gayo Corporate Vice President, Center for Consumer Insights New York Life Insurance Company
INSIGHTS SPEND & TRENDS REPORT 2023
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