Question 1

How should we enable product squads to self-serve past learnings?

Accepted Answer

Help product squads self-serve past learnings by creating an accessible insights library and weaving it into their daily routines. Start by consolidating previous research reports, customer feedback, and experiment results into a searchable repository - something like an internal wiki or a specialized insights platform - tagged with relevant keywords (e.g., "onboarding," "pricing experiment 2024") so teams can quickly find information by topic. To really enable self-service, provide digestible summaries or even an AI-powered search assistant: for example, a squad member could query, "Did we ever study why users churn in the first week?" and get a synopsis of the key findings from earlier work. Just building the repository isn't enough; you need to promote it. Encourage squads to check the archive as a first step in project kickoffs, and showcase "reuse wins" (cases where referring to past research saved time or prevented repeating mistakes). By making the process of accessing old learnings frictionless - and culturally rewarding people for using it - you ensure hard-won insights are actually leveraged, not lost in old slide decks.

Question 2

How can I protect participant privacy when sharing clips with stakeholders?

Accepted Answer

Protecting participant privacy when sharing research video clips means anonymizing identities and tightly controlling who can access the footage. At a minimum, get explicit consent from participants for any broader sharing and take measures like blurring faces, altering voices, or removing names and personal details from the clips. Use a secure, password-protected platform or internal portal for sharing rather than public links, so only authorized stakeholders can view the videos. Also, limit each clip to the essential footage needed to illustrate the insight, which minimizes the exposure of personal information. By sanitizing the content and limiting distribution, you allow stakeholders to see key moments without compromising anyone's confidentiality or violating privacy agreements. These precautions not only respect participants but also protect your organization from privacy breaches or loss of trust.

Question 3

How do we encourage stakeholders to use portals before asking for new studies?

Accepted Answer

The best way to get stakeholders using a research portal is to make it their fastest path to answers - in other words, show that checking the portal is easier than commissioning a new study. This starts with keeping the portal well-organized and up to date, so users trust that a quick search will surface relevant past insights. Some companies integrate the portal into everyday workflows, for example by embedding links to it in project request forms or team chat bots, nudging people to look there first. Highlighting success stories can help too ("Look how Product X team saved time by finding existing data in the portal"). The key is to demonstrate value: when stakeholders see that the portal saves them effort and provides credible information on demand, they naturally turn to it instead of reflexively asking for new research.

Question 4

When should research ops run refreshers on sampling and bias?

Accepted Answer

Research operations should run refreshers on sampling and bias whenever there are signs the team might need a reminder or when methodologies change - common triggers include new team members coming on board, adopting a new sampling approach, or learning of issues in a recent project. For example, if a study's results raised questions due to a skewed sample or an unnoticed bias (say certain groups were underrepresented or the phrasing led respondents), it's a clear signal to hold a training session to reinforce proper sampling techniques and bias mitigation. Regular proactive refreshers (perhaps annually or at the kickoff of major studies) are also valuable, especially when introducing new tools or data sources. Any time the research process evolves - like bringing in a new panel provider, using AI-based recruitment, or trying a different survey methodology - research ops should revisit sampling and bias best practices with the team, ensuring everyone stays sharp and potential problems are caught early.

Question 5

Why does reported interest in playbooks seem to exceed engagement with them?

Accepted Answer

People often express more appetite for playbooks than they actually demonstrate in usage; the idea of having a go-to manual for processes is appealing, but in practice many employees don't consult them regularly due to issues of convenience and relevance. For example, team members might request a playbook believing it will help, but once it exists, they may find it too long or generic to apply to their immediate task, or simply forget it's there when under time pressure. It's common for a playbook to be created and then sit on a shelf (or intranet) not integrated into daily workflows, so despite high reported interest, actual engagement remains low; additionally, if the playbook isn't kept up to date or doesn't reflect current realities, people lose trust in it and revert to asking colleagues or relying on memory. In short, the concept of a playbook is attractive, but actual usage only picks up if the content is very accessible, actionable, and reinforced in the team's routine.

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