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Practice area 3

Out of 9

Building internal research capabilities

Building internal research capabilities includes the activities, methods and tools that establish the technical skills needed to generate actionable insights across multiple business units. This practice area focuses on building internal research literacy, methodological rigour, standardised toolsets and specialised supporting functions such as ResearchOps or Centres of Excellence. It also transitions research from an ad hoc, outsourced activity into a continuous, internal discipline that directly informs design practices and strategic decision-making.

What activities, methods and tools make up this practice?

Survey respondents first rated the relevance of each practice (0–5, from 'not relevant at all' to 'very relevant'). For practices scoring 3 or higher, respondents scored their organisation's effectiveness in applying them (0–5, from 'not effective at all' to 'very effective'). The chart above shows both the range and average scores for relevance and effectiveness across each practice.

Avg relevance 2.01–3.98 · Avg effectiveness 2.67–3.72
12345
Adopting research tools
Articulating research insights
Building research literacy
Establishing in-house research capabilities
Maturing methodological practices
Hiring for multidisciplinary capabilities
RelevanceEffectivenessAverage

Insight

Organisations do not start journey management with the same internal research capabilities

The perceived relevance of building internal research capabilities remains broadly consistent across all practice stages, rising modestly from emerging (3.39 out of 5) to established (3.42 out of 5) and advanced stages (3.84 out of 5). This minor shift (+0.45) is not statistically significant, indicating that organisations view internal research as consistently relevant (scoring between "very applicable" and "extremely applicable") regardless of their practice stage.In contrast, execution effectiveness climbs significantly alongside each practice stage. Effectiveness scores rise from 3.10 out of 5 for emerging practices to 3.4 out of 5 for established teams, reaching 4 out of 5 for advanced practices, with an overall increase of +0.96, which is statistically significant (p = .008). While organisations recognise the importance of research early on, their ability to execute effectively depends heavily on where they start from.

Insight

Organisations do not start journey management with the same internal research capabilities

The perceived relevance of building internal research capabilities remains broadly consistent across all practice stages, rising modestly from emerging (3.39 out of 5) to established (3.42 out of 5) and advanced stages (3.84 out of 5). This minor shift (+0.45) is not statistically significant, indicating that organisations view internal research as consistently relevant (scoring between "very applicable" and "extremely applicable") regardless of their practice stage.In contrast, execution effectiveness climbs significantly alongside each practice stage. Effectiveness scores rise from 3.10 out of 5 for emerging practices to 3.4 out of 5 for established teams, reaching 4 out of 5 for advanced practices, with an overall increase of +0.96, which is statistically significant (p = .008). While organisations recognise the importance of research early on, their ability to execute effectively depends heavily on where they start from.

Insight

Organisations do not start journey management with the same internal research capabilities

The perceived relevance of building internal research capabilities remains broadly consistent across all practice stages, rising modestly from emerging (3.39 out of 5) to established (3.42 out of 5) and advanced stages (3.84 out of 5). This minor shift (+0.45) is not statistically significant, indicating that organisations view internal research as consistently relevant (scoring between "very applicable" and "extremely applicable") regardless of their practice stage.In contrast, execution effectiveness climbs significantly alongside each practice stage. Effectiveness scores rise from 3.10 out of 5 for emerging practices to 3.4 out of 5 for established teams, reaching 4 out of 5 for advanced practices, with an overall increase of +0.96, which is statistically significant (p = .008). While organisations recognise the importance of research early on, their ability to execute effectively depends heavily on where they start from.

Insight

The most pronounced shifts organisations experience is in formalising in-house research teams, recruiting multidisciplinary talent and uplifting research literacy across the broader organisation

These three capabilities demonstrate the most substantial gains in effectiveness as practice stages advance. Hiring for multidisciplinary capabilities records an increase of +1.37, rising from 2.88 to 4.25 out of 5 (p = .050). Building research literacy follows with an increase of +1.07, climbing from 3.07$ to 4.14 (p = .028). Similarly, establishing in-house research capabilities gains +1.07, moving from 2.94 to 4.01 out of 5 (p = .023).

Insight

The most pronounced shifts organisations experience is in formalising in-house research teams, recruiting multidisciplinary talent and uplifting research literacy across the broader organisation

These three capabilities demonstrate the most substantial gains in effectiveness as practice stages advance. Hiring for multidisciplinary capabilities records an increase of +1.37, rising from 2.88 to 4.25 out of 5 (p = .050). Building research literacy follows with an increase of +1.07, climbing from 3.07$ to 4.14 (p = .028). Similarly, establishing in-house research capabilities gains +1.07, moving from 2.94 to 4.01 out of 5 (p = .023).

Insight

The most pronounced shifts organisations experience is in formalising in-house research teams, recruiting multidisciplinary talent and uplifting research literacy across the broader organisation

These three capabilities demonstrate the most substantial gains in effectiveness as practice stages advance. Hiring for multidisciplinary capabilities records an increase of +1.37, rising from 2.88 to 4.25 out of 5 (p = .050). Building research literacy follows with an increase of +1.07, climbing from 3.07$ to 4.14 (p = .028). Similarly, establishing in-house research capabilities gains +1.07, moving from 2.94 to 4.01 out of 5 (p = .023).

Methods, tools and activities that make up this practice area

Building research literacy

Developing research skills, training and guidance to help teams understand, engage with and apply research methods and outputs effectively

Establishing in-house research capabilities

Building a business case for sustained investment, dedicated research teams, cross-functional ways of working and internal services to scale research across multiple teams (eg: Research Operations, Centre of Excellence, research repositories, etc)

Maturing methodological practices

Building a diverse range of qualitative and quantitative research methods and multidisciplinary skills to deliver different types of research initiatives

Articulating research insights

Helping researchers and stakeholders translate research findings into relevant, actionable insights for the business and "translate" findings for specific operational audiences, such as front-line or technical teams

Adopting research tools

Introducing and scaling new tools for the execution, support, and analysis of qualitative and quantitative research

What challenges do organisations experience with this practice?

The following challenges summarise the core themes identified across participant interviews. Survey participants rated the frequency of each challenge. The graph below compares average scores by different stages of practice:

Emerging practicesEstablishedLeading
Lack of researchliteracyEstablishing sufficient researchcapacity & infrastructureMaintaining methodologicalcapability and balanceSecuring investment andorganisational commitmentPressure on researchintegrity and processDefending the valueof internal researchMaintaining researchquality and standards

Insight

Organisations with the lowest effectiveness scores for building internal research practices face a higher frequency of challenges

Six of the seven evaluated challenges are experienced frequently by at least half of this cohort (50-67%), compared to just 15-45% among the most effective practitioners. This group encounters every challenge more frequently, with the sole exception of pressure on research integrity. Their overall challenge frequency averages 3.67 out of 5, placing them closer to "often" than any other cohort, a statistically significant difference (p = .025). These findings indicate that organisations pursuing journey management with limited internal research capabilities face disproportionately higher operational friction across their practice.

Insight

Organisations with the lowest effectiveness scores for building internal research practices face a higher frequency of challenges

Six of the seven evaluated challenges are experienced frequently by at least half of this cohort (50-67%), compared to just 15-45% among the most effective practitioners. This group encounters every challenge more frequently, with the sole exception of pressure on research integrity. Their overall challenge frequency averages 3.67 out of 5, placing them closer to "often" than any other cohort, a statistically significant difference (p = .025). These findings indicate that organisations pursuing journey management with limited internal research capabilities face disproportionately higher operational friction across their practice.

Insight

Organisations with the lowest effectiveness scores for building internal research practices face a higher frequency of challenges

Six of the seven evaluated challenges are experienced frequently by at least half of this cohort (50-67%), compared to just 15-45% among the most effective practitioners. This group encounters every challenge more frequently, with the sole exception of pressure on research integrity. Their overall challenge frequency averages 3.67 out of 5, placing them closer to "often" than any other cohort, a statistically significant difference (p = .025). These findings indicate that organisations pursuing journey management with limited internal research capabilities face disproportionately higher operational friction across their practice.

Insight

Research capacity and quality are the challenges most tied to low effectiveness

Practitioners struggling to build internal research capability are primarily constrained by talent deficits, inadequate infrastructure, and an inability to maintain quality standards. However, once teams achieve moderate effectiveness, challenge frequency declines from "often" to "moderate" (falling from 3.67 to 3.29 out of 5) and plateaus near this baseline regardless of further effectiveness gains. This trajectory suggests that establishing these foundational capabilities delivers the most substantial reduction in operational friction.

Insight

Research capacity and quality are the challenges most tied to low effectiveness

Practitioners struggling to build internal research capability are primarily constrained by talent deficits, inadequate infrastructure, and an inability to maintain quality standards. However, once teams achieve moderate effectiveness, challenge frequency declines from "often" to "moderate" (falling from 3.67 to 3.29 out of 5) and plateaus near this baseline regardless of further effectiveness gains. This trajectory suggests that establishing these foundational capabilities delivers the most substantial reduction in operational friction.

Insight

Research capacity and quality are the challenges most tied to low effectiveness

Practitioners struggling to build internal research capability are primarily constrained by talent deficits, inadequate infrastructure, and an inability to maintain quality standards. However, once teams achieve moderate effectiveness, challenge frequency declines from "often" to "moderate" (falling from 3.67 to 3.29 out of 5) and plateaus near this baseline regardless of further effectiveness gains. This trajectory suggests that establishing these foundational capabilities delivers the most substantial reduction in operational friction.

Insight

The most effective teams don’t escape challenges, but they shift from research capacity to maintaining research integrity across multiple teams

For organisations with the highest average effectiveness, practice challenges shift from foundational resourcing to maintaining methodological balance and safeguarding research integrity. Notably, they frequently encounter hurdles in sustaining methodological diversity, reporting this barrier almost as often as teams in early practice stages. This cohort also reports the highest frequency of pressure on research integrity. These findings demonstrate that establishing internal research capabilities is not a "set-and-forget" milestone; rather, sustaining journey management demands active governance and the continuous balancing of fluctuating capacity across an organisation.

Insight

The most effective teams don’t escape challenges, but they shift from research capacity to maintaining research integrity across multiple teams

For organisations with the highest average effectiveness, practice challenges shift from foundational resourcing to maintaining methodological balance and safeguarding research integrity. Notably, they frequently encounter hurdles in sustaining methodological diversity, reporting this barrier almost as often as teams in early practice stages. This cohort also reports the highest frequency of pressure on research integrity. These findings demonstrate that establishing internal research capabilities is not a "set-and-forget" milestone; rather, sustaining journey management demands active governance and the continuous balancing of fluctuating capacity across an organisation.

Insight

The most effective teams don’t escape challenges, but they shift from research capacity to maintaining research integrity across multiple teams

For organisations with the highest average effectiveness, practice challenges shift from foundational resourcing to maintaining methodological balance and safeguarding research integrity. Notably, they frequently encounter hurdles in sustaining methodological diversity, reporting this barrier almost as often as teams in early practice stages. This cohort also reports the highest frequency of pressure on research integrity. These findings demonstrate that establishing internal research capabilities is not a "set-and-forget" milestone; rather, sustaining journey management demands active governance and the continuous balancing of fluctuating capacity across an organisation.

Challenges that organisations experience

Lack of research literacy

Attracting, retaining and growing sufficient research capability and operational support to meet organisational demand

Low awareness of value

Having to build awareness of the value of journey mapping tools and activities and their value both operationally and strategically

Maintaining methodological capability & balance

Protecting an appropriate mix of qualitative, quantitative, discovery and delivery research capabilities.

Securing investment & organisational commitment

Maintaining adequate funding, resources and leadership support for internal research capabilities

Defending the value of internal research

Issues with building a comprehensive internal research suite, covering the full lifecycle of design, delivery, analysis, synthesis, and strategic communication.

Pressure on research integrity and process

Managing pressure to shortcut research, act on unvalidated assumptions or use research retrospectively to justify predetermined decisions

Other practice areas to explore

Practice area 1

Practice area 2

Practice area 3

Practice area 4

Practice area 5

Practice area 6

Practice area 7

Practice area 8

Practice area 9

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