Research projects in Consulting: Finding space for deeper insights
Discovery is about absorbing data from multiple sources… making sense of it… and then setting out a model/ theory/plan for how to respond. Which is great in theory, but in practice, distractions and low value busy work mean advisors often have little
As a management consultant, you know that discovery is a critical part of any project. It's where you gather data from multiple sources, make sense of it, and then set out a model, theory, or plan for how to respond.
But let's be real – the process isn't always easy. Life and projects are full of distractions that get in the way of reaching those deep insights your clients are paying for.
So how can you make space for the kind of deep work that leads to those insights? In a recent FT interview, Cal Newport (a guru on productivity), shared the thoughts of a senior partner at a big-four consultancy on the matter:
Deep work in discovery.
"Our work requires DEEP thought. Insights only start flowing after 45 minutes of deep absorption… It’s what our customers pay for! I genuinely think the quality of our work is considerably lower than it was 15 [years] ago… Yet people work harder, are busier and definitely more tired"'.
- Financial Times, How Cal Newport rewrote the productivity gospel - Courtney Weaver, 09.03.23
Most of us can relate to this.
To do our best work, we need to guard our time (and our team's) to concentrate on deep, empathetic exploration of ideas.
That means cutting down oncontext-switching and finding the right balance of synchronous and asynchronous work practices e.g., What suits the different learning styles of the team? Do you really need all those brainstorming meetings. So late in the day?
Insight-eering.
Of course, creating space for deep work isn't just about finding the right processes – it's also about nurturing the right attitude. So the team approach the work with curiosity and a willingness to engage with complex, qualitative data. It is also about adopting modern-day habits and tools that support systematic, empathetic puzzle solving rather than brute-force late-nighters.
The ultimate goal of all this, of course, is to mark space for "insight-eering" to occur. To identify themes, problems, and opportunities, and to compare, contrast, and quantify the data that leads to credible and meaningful insights.
That's what clients are paying for, after all – not just a high-level, “ivory tower” replay of opinions, but a clear, actionable plan for moving forward.
Conclusion.
So the next time you're starting a new consulting or assurance project, challenge yourself in 3 ways…
How might you create space for deep work?
How can you systematically deepen your empathy and analysis?
What can you cut out of your approach?