Every problem is different, and so must be every solution.  We have statisticians, evaluators, philosophers, strategists, and the tools required to solve whatever problem is at hand.  

We do not use “canned solutions” since we have never encountered “canned problems.” Rather, we do whatever it takes to achieve the best possible results. Even our continuous tracking studies are constantly evolving, adapting as new issues and topics arise. Since the world is fluid and dynamic, so too must the research employed to understand it.

At the end of the day, what matters most is the appropriateness of the solution given the challenge with which we were tasked. If we fail to consider the fabric that makes each organization what it is – what makes it tick, why it aspires to be what it is, and how everyone there comes together to make sure that happens – the effectiveness of a proposed research solution, even despite solid underpinnings, can easily fail.

 

Part of the problem-solving process is therefore to find that intersection of where research findings and client culture meet. That is the space where real value will be found, producing solutions that have not only business acumen, but solutions that are likely to be embraced and acted upon by the organization.