Consumer Insight Teams

We work with product design and brand teams to develop empathy for future consumer needs, identify culturally relevant opportunities and create breakthrough activations.

How we help Consumer Insights Teams

Consumer Deep Dive
Identify Undermet Needs
Customer Journey Mapping
Co-Create Product Concept
Brand Cultural Relevance

Who we help

If you’re not creating with your future consumer…

For any leading brand, understanding the future to develop a breakthrough strategy or inspire product design plans is essential, but not easy. This is why we collaborate with people who are already living in the future, The Sense Network.

In collaboration with outliers, leading-edge consumers, and a few crazy ones, we help brand and product teams to see things differently and think differently; to understand how culture is evolving and build empathy for future consumer needs. Our mantra: if you’re not creating with your future consumers, you’re not creating for them.


You’re not creating for your future consumer.

The Sense Network brings smart, articulate, and culturally-savvy voices into the product design process and brand planning cycle. Their radically fresh insights reveal new culturally relevant communications territories for brands and provide creative direction for product design teams.

Extreme consumers in The Sense Network are found at the edges of culture. These unique individuals demonstrate a deep cultural knowledge of brand and product experiences. They can discuss in detail the pain points, and the undermet needs of a category. An immersion into their lives, values, attitudes, and behaviors will expand the minds of brand and product teams seeking to understand the future. This is a potent experience that conventional consumer research cannot deliver.

At Sense Worldwide we use an agile approach when tackling innovation challenges. By breaking the process down into distinct loops, we build on our successes, deliver on expectations, while keeping costing transparent.

We work as a partner. We collaborate with your teams every step of the way. Together we learn from each loop. This reduces waste and ensures your teams can work simultaneously with what has been learned at each stage.

1. Mind Expansion 2. Opportunity Mapping 3. Co-create 4. Define 5. Pipeline
Go wide, gather radically diverse perspectives and reframe your category Go deep and identify emerging and under-met consumer needs Defining the most fertile opportunity spaces for future growth Co-create and stress-test propositions with your future consumers A pipeline of breakthrough propositions to champion your category

How The Sense Network gives you an unfair competitive advantage

The Sense Network sees the potential in novel ideas. As creators, they are more open-minded and can increase your accuracy, and the odds of betting on the best original innovations, by 65%.

In his book Originals, Adam Grant, professor of organizational psychology at the Wharton School of the University of Pennsylvania, demonstrates that when you take a managerial role it’s hard to avoid letting an evaluative mindset creep in and cause false negatives.
Managers and focus groups are 55% more prone to major false negatives, undervaluing strong breakthrough ideas. The Sense Network mitigates this risk.
We already live in the future, with the people who are creating it, The Sense Network. We go to the edge of culture for inspiration, and drive fringe behaviors and needs into the mainstream.

Science fiction author William Gibson writes about the future. He famously stated that ‘the future is already here, it’s just unevenly distributed’. He observed that there are people in society who are already living in the future, today. These are the people who see things differently and think about things differently. You won’t find them living in the mainstream. They live at the edge of culture. This is why The Sense Network was created.

To gather foresight into business models, brands, customer needs, categories, and products we go to the edge of culture. We collaborate with people at the extremes of the bell curve: outliers, misfits, rebels, and the crazy ones. Meet them, spend time with them, understand their needs and motivations, learn from them, find common ground; and invite them to join our community.

What they are thinking, feeling, and doing right now is an indicator of where mainstream consumer culture is heading.
The Sense Network sees things differently and thinks differently. Harnessed correctly, the collective, lateral thinking of the network can help to reframe a situation analysis, competitive review, or research brief to reveal fresh perspectives not yet visible to the organization.

This is how we do it: The post-it note on the right shows that the worldview of those standing in front of Peak A on the left of the diagram can only see the summit of Peak A, their best analytical thinking.

Their view towards the breakthrough ideas at Peak B is hidden and obscured by Peak A. To expand our worldview, we talk to the people who are standing on the right of the diagram The Sense Network; those who are currently out of your view.

People looking at Peak B can help us to see things that we cannot yet see. They help us to understand the game-changing opportunities and breakthrough ideas waiting for us at the summit of Peak B.

Through an iterative ideation process of testing hypotheses and receiving feedback, we make creative leaps that deliver breakthrough innovation; it’s proven.
Focus groups and user research restricts feedback to a single demographic or target user. The Sense Network provides multiple, diverse perspectives. The more divergent perspectives your idea receives, the better shape it will take.

The cognitive diversity of The Sense Network can be directed in a focused and calculated way throughout the innovation process. This metric can be expressed as CQ (Cognitive Quotient) and can be applied to both teams, and the tools they use.

To calculate CQ, measure the number of people working on an activity, multiply this by the number of disciplines in the group e.g. strategy, design, marketing, brand, insight, and multiply this again by the hourly duration of the activity.

When an innovation team needs inspiration or feedback on ideas and boost their CQ they can undertake user research or focus groups. When you look at the numbers through the CQ lens focus groups are a disappointing research tool.
A situation analysis will only ever be 75% complete if you take a conventional approach to strategic planning. With the help of The Sense Network, people who see things differently and think differently, 100% knowledge is our goal.

The Rumsfeld Matrix is a useful tool to de-risk strategies. At first glance, we know that it can appear confusing. Hopefully this explanation is better than Donald’s.

The Known Knowns
Explicit, documented knowledge about your organization and the sector. Factual, evidence-based quantitative information: financials, trends, metrics, competitive review. A good situational analysis should cover this thoroughly.

The Unknown Knowns
The tacit knowledge known by individuals within your organization, but unknown by the wider organization. Stakeholder interviews are useful for surfacing information. However unless the right question is asked, stakeholders do not always know what they know, this is particularly true of innovation.

The Known Unknowns
The knowledge and opinions of external partners and organizations that we must seek out to make known. Access to sector experts is limited and the echo chamber effect is prevalent. This is where conventional strategic planning begins to slow down, 75% complete.

The Unknown Unknowns
The Sense Network are unconventional thinkers from worlds unlike your own. Their divergent outlook and specialist knowledge reveals unknown unknowns. This perspective helps mitigate the risk of being blindsided by disruption.

Speech bubble on yellow post it

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