Integrating research > Crafting arteries into planning > H. Onboarding all product people to repositories and their culture of research use > Article H1 Where are insights being used? How can we grow adoption of existing research if we don’t track its application? Product teams may be consuming insights, but the ‘through line’ to resulting action is easily lost. Researchers can push new standards for how and where their research repositories should be referenced. Product people can then apply these standards to cite the insights they’re working against, communicating evidence-based rationale and unlocking other downstream value.

Integrating research > Crafting arteries into planning > G. Driving early adoption of repositories in product design processes > Article G4 Bridging from point solutions to systemic needs. When teams address insights about product-wide design problems with feature-specific solutions, they can create needless variation that becomes expensive-to-fix ‘UX debt.’ To drive consistency and usability, research repository programs can collate and push insights with direct implications for overarching design systems. Over time, stakeholders in design systems can become core advocates for existing insights, grounding their standards and experimentation in evidence-based problems to solve.

Realized that we’re 1/3 of the way through my list of planned Medium articles, which I’m thinking to eventually edit into book form. Table of contents with links to completed articles below. More to come! Stay connected for new article updates… Follow: Medium | New article emails | LinkedIn |…

Integrating research > Crafting arteries into planning > G. Driving early adoption of repositories in product design processes > Article G2 Insights needing designs to get traction. Without visualization to inspire product planning actions, even the most compelling evidence-based problem can languish in a research repository. Research operations can secure design resourcing to solidify ‘in the air’ solutions and ideate concepts for non-obvious problems, clearing the fog around possible next steps. By using existing research to align design staffing with needed efforts, we can build momentum toward using repositories to set larger product agendas.

Integrating research > Crafting arteries into planning > G. Driving early adoption of repositories in product design processes > Article G1 Off to the races. Designers taking on new projects are hungry for insights — but existing research in repositories can feel a world away from new lines of exploration. To activate repositories, research operations can connect into the spaces where design teams document and track their own work items. By mapping existing insights into new design projects, we can help shape designers’ thinking toward better outcomes, reframing projects toward a greater range of evidence-based customer needs.

Integrating research > Forging systemic knowledge >D. Improving upon existing research knowledge management practices > Article D1 How should I think of this piece of research? How does it relate to other inputs that we could build our product plans around? Insight consumers can become confused when different insight generators, each vying for attention and impact, talk about their work in isolation. Researchers of different stripes can clarify what they offer — and start to build a more connective community — by defining common ways of describing each type of research. Communities can come together to stand on a foundation of shared language.

Integrating research > Expanding reach and connectivity > C. Normalizing research reuse to lay the groundwork for new operations > Article C4 Reducing risk toward big bets with ‘old’ insights. Strategic unknowns where leaders need a consolidated, evidence-based point of view on important problems to solve. Even after researchers turn their own streams of studies into ongoing meta-analyses, expansive horizontal topics will emerge where no one source has the whole story.

Integrating research > Expanding reach and connectivity > C. Normalizing research reuse to lay the groundwork for new operations > Article C3 One review of insights is not enough. From a single share out, it’s just not realistic to expect research stakeholders to recall and act on a range of evidence-based issues and opportunities. Researchers can bake recurring communication ‘echoes’ into their extended project timelines, increasing product peoples’ connection with insights over the actual time frames of planning work. ‘Echoes’ can spur meaningful re-engagement, activation, and accountability toward what really matters for the people your organization is striving to serve.

Integrating research > Expanding reach and connectivity > C. Normalizing research reuse to lay the groundwork for new operations > Article C2 Is ‘this just in’ the only thing that matters? That’s what’s inherently communicated by many research reports in tech. Product people receive disconnected episodes of learning from various insight generators. When envisioning what’s next, planners and designers have limited time to synthesize the piles of inputs they’ve received over time — leading to insight waste.