Amanda Roberts, qualitative researcher, consumer strategy, Sky
This year, I think clients have got better at making the most of existing insight, instead of conducting new research.

It makes a lot of sense, because why would we spend time, money and resources on conducting new research, if something off-the-shelf can help answer the business question?

This shift means client-side researchers can now focus on the bigger, more strategic pieces that are going to have the greatest impact on the organisation.

Matilda Andersson, managing director, Truth Consulting
After a long period of short-term, tactical work, I’m starting to see a return to future thinking. There’s a growing realisation that to win, we need to plan properly, build scenarios, and act now. The future isn’t coming – it’s already here.

Sabine Cronick, chief executive UK/EU, 2CV
We have seen a real spectrum of insight usage this year, from clients who value the partner relationship and advice through to clients who are now diverting a lot of their insight spend towards LLMs.

Insight providers need to move away from just information provision and towards really shining a light on how to help clients make the best decisions. For me, that advisory role is going to become ever important. Our relationships are no longer purely focused on the studies themselves; we also take on the role of thought leaders – upskilling our clients on new methods or sharing knowledge on relevant topics.   

Danielle Todd, director, The Forge
Clients increasingly want insight that builds organisational resilience, meaning faster, sharper synthesis, clearer narratives, and guidance that de-risks decisions and gives teams confidence during uncertain times. Those uncertain times seem the norm!

We’ve shifted from ‘tell me what consumers think’ to ‘help us be adaptive, responsive and stay hopeful'. Insight is vital in equipping organisations to be strong, flexible and provide that future consumer value that keeps them ahead of the curve.

Will Ullstein, UK chief executive, YouGov
With economic uncertainty and inflation squeezing budgets, clients are under real pressure to do more with less. That’s driving a sharper focus on ROI.

Jane Frost, chief executive, MRS
We’re in a full circle moment where sparkling new innovations are bringing the longstanding basics back to the fore.  It might sound like a paradox but, with growing use of agentic AI and synthetic data, there are fewer places to hide poor data integrity and mounting awareness of just how critical quality really is.  It’s a strength we’ve long held in the insight sector, but it’s promising to see those outside of our field getting to grips with the importance of good data, too.

Crawford Hollingworth, global chair and founder, The Behavioural Architects
The AI and data-driven world has made the world much flatter and clients have realised that in a flat world deep penetrating human insights are more valuable than ever to unlock growth and differentiation.

James Endersby, chief executive, Opinium
This year, the need for genuine partnership became critical. With smaller insight teams, tighter budgets, and mounting stakeholder demands, clients leaned into agencies that go beyond delivering data. More than ever they wanted collaborators who challenge briefs, co-create solutions, and help embed insight into decision-making. For us, it’s always been about working side by side, client and agency, making sure insight drives clarity and confidence in a complex world. 

Daniel Singham, commercial director, Yonder Data Solutions
Clients have shifted toward more experimental use of insight, relying heavily on predictive analytics and AI driven tools, while demanding greater transparency and verification for data quality and a big focus on cost reduction within businesses and research budgets.