Abstract
Product teams, including those I work with, struggle to connect the challenges observed in prior research to issues that endure in the field and market space. As a shortcut for efficiency gains, product partners rely on researchers to succinctly summarize deep insights, sometimes preferring reductive quantitative interpretations to enable a bias toward action in product development cycles. Challenges facing researchers in product development include maintaining the relevance of prior research, providing a way to make it evergreen and accessible, and building on it to deepen and expand an existing model of behavior. This case introduces the concept of Research Amnesia, which poses a threat to organizational resilience. Using core ethnographic methods, a strategic methodological approach is outlined to frameshift the value of existing research within a company to develop new insights, bring together disparate analyses and teams, and propel product partners forward by offering more questions as a means to answers.
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