In every organisation, someone is making a decision about which business issues the Insight team will inform; whether researchers and analysts will work in the same function; what the headcount, structure and budget of the team will look like; and how the team’s performance will be measured. But in many organisations, it doesn’t feel like these decisions are deliberate. Many Insight teams carry on doing what they did the year before by default, with a bit more focus on projects that mean a lot to a new senior stakeholder. And budgets roll on from one year to the next, cut when business is not going well, sometimes increased when the organisation has a burst of enthusiasm for taking evidence-based decisions. But successful Insight teams take decisions about their scope, scale, structure, outputs and budgets in a way that is consistent with their stated vision for Insight. Day to day activity is shaped by strategic decisions about Insight’s purpose and role. In this 21-minute episode, Tim Downing, former Director of Insight and Foresight at Molson Coors shares his views on the Golden Thread which he believes must run from high-level purpose through to the options we identify for prioritisation, process and people development. Please listen to find out more!