Research scattered across decks and inboxes gets re-done from scratch. The repository is the single, searchable home for every study and insight — so the company learns once and remembers.

HOMEOne SEARCHABLEYes REUSEAcross teams AVOIDSRe-research

F01.1 · ONE HOME

Not in someone’s inbox.

Every study — tracker, interviews, win/loss, audits — lives in one repository, not scattered across drives and chats. One home is the difference between an asset and a rumour.

F01.2 · STRUCTURE

Findable by question.

Research is organised by topic and question, not by date or author, so someone can find “what do we know about pricing perception” in seconds.

F01.3 · SEARCHABILITY

Tagged, and retrievable.

Studies are tagged by segment, theme and method, and summarised up front. The summary and tags are what make a 40-page study reusable a year later.

F01.4 · REUSE

Learn once, remember.

Before commissioning new research, teams check the repository first. The payoff is compounding — every study makes the next question cheaper to answer.

Once a quarter, the brand’s health is put on the table and discussed by the people who can act on it. The quarterly review is where measurement turns into decisions, not just dashboards.

CADENCEQuarterly ATTENDEESCross-functional INPUTDashboard OUTDecisions

F02.1 · THE MEETING

A standing date.

A fixed quarterly slot ensures brand health gets leadership attention on a rhythm, not only when something’s on fire. The cadence is the commitment.

F02.2 · ATTENDEES

The people who can act.

Brand, marketing, product and an exost sponsor attend — the people who can actually change things. A review of people who can’t decide is a status update, not a review.

F02.3 · THE AGENDA

Trend, drivers, decisions.

The agenda is fixed: what moved, why, and what we’ll do. Two-thirds of the time goes to the third question — the review exists to produce decisions.

F02.4 · DECISIONS

Out with owners.

Every review ends with a short list of decisions, each with an owner and a date — which flow straight into the insight-to-action log. A review with no actions didn’t happen.

The graveyard of measurement is the insight everyone agreed with and no one acted on. This is the discipline that turns each finding into an owned, tracked action that actually closes.

TURNSInsight → action OWNEREach TRACKEDYes LOOPClosed

F03.1 · THE TRANSLATION

Insight into a verb.

Each insight is rewritten as an action — “awareness is low in segment X” becomes “run a segment-X campaign by Q3.” A finding without a verb dies on the slide.

F03.2 · OWNERSHIP

A name, not a team.

Each action gets a single named owner. “Marketing will handle it” is how actions vanish; one person’s name is how they happen.

F03.3 · TRACKING

Open until closed.

Actions live in a tracked list with status and due date, reviewed each cycle. Visibility is what keeps an action from quietly slipping off everyone’s plate.

F03.4 · CLOSING THE LOOP

Did it work?

When an action closes, its effect is measured against the insight that spawned it. That final check turns measurement into a learning loop, not a to-do list.

Leadership doesn’t need the full dashboard — they need the few numbers that signal whether the brand is winning. The exec scorecard is that one-page, quarter-over-quarter view.

METRICSTop few FORMATOne page AUDIENCEExec · board CADENCEQuarterly

F04.1 · WHAT’S ON IT

The vital handful.

The scorecard carries only the metrics that signal brand health at the top level — equity index, awareness, NPS, branded search. Five or six, no more.

F04.2 · FORMAT

One page, one glance.

Each metric shows value, trend arrow and target on a single page. An exec should grasp brand health in fifteen seconds — that constraint shapes the design.

F04.3 · AUDIENCE

For the boardroom.

Written for executives and the board — outcome language, business framing, no marketing jargon. It connects brand to the commercial story leadership cares about.

F04.4 · CADENCE

Quarter over quarter.

Issued each quarter alongside the review, always showing the prior quarters for trend. Consistency makes it a fixture leadership comes to expect and trust.

A metric without a target is just a number. This sets the goals — what each key metric should reach, by when, versus baseline and peers — turning measurement into accountability.

SETSTargets VSBaseline · peers OWNERAccountable REVIEWQuarterly

F05.1 · SETTING TARGETS

What good looks like.

Each headline metric gets a target and a deadline — a concrete definition of success. “Grow awareness” becomes “reach 35% aided awareness by year-end.”

F05.2 · THE BASIS

Grounded, not plucked.

Targets are set against the current baseline and competitor benchmarks, so they’re ambitious but credible. A number plucked from the air gets ignored the first time it’s missed.

F05.3 · ACCOUNTABILITY

Owned, like a number.

Each target has an owner accountable for progress, reported in the review. Targets without accountability are aspirations; with it, they’re commitments.

F05.4 · REVIEW

Adjust with reason.

Targets are reviewed quarterly — progress tracked, and targets reset only with explicit rationale. Moving the goalposts quietly is how accountability erodes.