Softer Skills workshop for #DTS16 event in Edinburgh
Paul Laughlin, Managing Director, Laughlin Consultancy
The Softer Skills
Data Scientists also need to
make an impact in business
Career within Lloyds Banking Group
❖ Created & lead customer insight teams for all the
major insurance brands, products & channels used
by Lloyds Banking Group over 13 years
❖ Added over £11m incremental profit to bottom line
❖ Pioneered work with Financial Conduct Authority on
Behavioural Economics in communications
❖ Developed capability in team of 44 & mentored next
generation of leaders
“Helping businesses make money from customer insight”
Laughlin Consultancy helps companies maximise sustainable value from their
customer insight, for example by growing their bottom line, improving customer
retention and demonstrating to their regulator that they treat customers fairly.
❖ Aim is to help client have clarity on
need not just what they want:
❖ Concept clarification questions
❖ Probing assumptions
❖ Probing rationale, reasons &
❖ Questioning viewpoints &
❖ Probe implications &
Failing to Prepare is preparing to Fail
Planning & Design
What do we
What am I
How could I
fill this gap?
How am I going
What are the
You could start at any
point in the cycle but
you should look to
address all elements
in completing your
Use / Involvement / Experience
Engagement / Influences▪What characterises the
−stage of life
▪What are their chief concerns
in life (attitudinal data)?
▪What are their key needs and
▪What are their circumstances
and what is going on in their
lives that impacts how they
see the category?
▪What motivates them?
▪ What are their preferred channels for
researching and purchasing products
and how does this compare with other
types of products?
▪ How do they make a purchase decision
and what factors are important?
▪ What are their attitudes to advice? What
prompts/triggers them to seek advice?
▪ How do they perceive your brand vs
other brands? (product category and
▪ How do they become aware of the
▪ What is there attitude to planning for
the future? When do they think
ahead, what triggers this?
▪ When do they reconsider their
choices? What prompts change?
▪ What and who influences them and
their choices? Who do they turn to
▪ What competitive product holdings
do they have and why?
▪ When are they receptive to
▪ What does the segment need and want
when buying your products?
▪ What products are they most likely to
buy and why?
▪ What is the current customer
▪ What are the key dissatisfactions
(irritations, frustrations etc) with the
▪ How engaged/informed/involved are
they with regard to competitive pricing?
▪ What products do they hold? How does
this contrast with other segments?
▪ What triggered their purchase? What
stops them buying?
▪ Do they go on to buy something else?
(us or competitor)
▪ What are their goals and to what extent
do they plan their spend (budgets)?
Our Exercise = Back to Socrates
❖ What exactly does X mean? Can you give an example?
❖ You seem to be assuming Y, please explain why?
❖ What evidence is there to support what you are saying?
Questioning viewpoints & perspectives:
❖ Another way of looking at this is Z, is that better?