The document discusses the need for research to change and become more transformative. It argues that business as usual is no longer an option and that research must embrace creative leadership, reinvent customer relationships, and build operating dexterity. It states research must help companies shape changes, provoke transformation, and listen for the unexpected. The focus should be on return on investment, execution, value creation, and transformationally improving outcomes rather than just quantifying expectations. It asks several questions about what this new vision for research would look and questions how to develop the skills to bring inconvenient truths to companies.

1. Research Must
Change
Stan Sthanunathan
VP, Marketing Strategy & Insights
The Coca-Cola Company

2. RESEARCH
MUST
CHANGE
Stan Sthanunathan
Vice President – Marketing Strategy & Insights
March 2011

4. GLOBAL CEO STUDY 2010–
CAPITALIZING ON COMPLEXITY
Source: IBM CEO Study 2010

5. EMBODY
CREATIVE
LEADERSHIP
 Embrace ambiguity
 Take risks
 Forget “Tried-and-True”

6. REINVENT
CUSTOMER
RELATIONSHIPS
 Honor your customers
 Stay in sync with customers
 Profit from information

7. BUILD
OPERATING
DEXTERITY
 Simplify
 Manage systemic complexity
 Be Fast and flexible
 Go “Glocal”

8. QUESTIONS FOR US
How does creative
leadership in insights
look like?
What are the
implications of
operating dexterity?
What are the
implications of
reinventing consumer
relationships?

9. BUSINESS
“AS USUAL”
is not an option

10. OUR ROLE…
Provide provocation and
inspiration that drive
transformation and actions
that generate growth

11. Using the past to predict
the future will result in
anemic growth…
TRANSFORMATIONAL
GROWTH calls for dreaming
about the future and taking
stakeholders there

12. TECHNOLOGY CHANGES AT
AN ACCELERATED PACE
We need to be ahead of the curve.
“Fine-Tuning” is NOT an option

13. IT IS NOT ABOUT: IT IS ABOUT:
Following the change Helping companies
as quickly as possible to shape the change
Providing insights Provoking transformation
Quantifying Listening for the unexpected
the expected
Leveraging Seeking “what we don’t
“what we know” know” & “how to know what
we don’t know”
Focus on technical Focus on ROI, better
challenges & better execution & value creation
mousetraps!

14. IT IS ABOUT:
I Helping companies How do we know where
to shape the change the puck is going?
N
Provoking transformation What type of skill set and
S people do we need to bring the
inconvenient truth to the
P table?
Listening for the unexpected
I How do we train ourselves for
listening for the unexpected?
R Seeking “what we don’t How do we think about new tools and
know” & “how to know what approaches to listen for the
E we don’t know” unexpected and generate provocation?

15. IT IS ABOUT:
E
X What are the business
drivers?
Focus on ROI, better
E execution & value creation What do we need to
do to drive business
C drivers?
U What are the
leading metrics?
T How do we transformationally
improve ROI?
E

16. OUR ESTEEMED PANEL
Joe Eric Joan Kevin
Tripodi Salama Lewis Lane Keller
EVP & Chief Chairman and CEO, Officer, Global Professor of
Marketing & Kantar Consumer & Market Marketing, Tuck
Commercial Officer, Knowledge, The School of Business,
The Coca-Cola Procter & Gamble Dartmouth College
Company Company

17. THANK
YOU