I hope you all enjoyed episode 44 and my interview with Renate Brockes from Transport for London? I took a lot from it, including some of Renate’s insights about imposter syndrome which we’ve found a great input to the research that my colleague Emma’s doing ready for our March Insight forums (in Manchester, online and in London on the 6th, 13h and 20th March respectively – please go to this link for more details - https://www.insight-management.org/5-min-insight/next-insight-forums) But today we’re going back to where we left off in episode 43, when I suggested that Insight leaders should think about their departments like companies in a market, and recognise the important role that brand can play in framing perceptions. I suggested that should go beyond visual cues like logos or straplines, and include reflection on team purpose, the promise we are making to other departments, and the positive and negative impacts that our personal brands can have on other people’s perceptions. But how many researchers and analysts have watched from the touchline while marketing teams debated the finer nuances of what their brands stood for, and watched them get terribly excited about details which meant far more to them than to consumers?