3 ways to integrate behavioural scientists into your organisation

Research has found that companies that apply the principles of behavioural science outperform peers by 85% in sales growth.

However, this level of success can’t be achieved without knowing how to integrate behavioural scientists into an organisation.

This short article summarises the pros and cons of three common models for doing this:

1.     Individual contributor model

2.     Centralised team model

3.     Integrated model

Let’s begin with the first model…

1.     Individual contributor model

This is the simplest model and is most effective when the organisation has limited needs.

Here the behavioural scientist acts both as a researcher – but also as a champion or ambassador for behavioural science across the business.

The individual contributor model can work well in a small agency – especially if there is a tightly defined focus on a limited number of specific applications of behavioural science.

This model may also work well in small to medium sized client organisations, so long as the focus is tight (for example, if the behavioural scientist operates only within the Insights function).

However, there are limitations of the individual contributor model, such as the challenges of finding – and retaining – someone suitably skilled to do all aspects of this role.

Finally, the limits on what one person is able to do may be very restrictive – and may lead to organisations instead adopting model two…

2.     Centralised team model

This model involves a behavioural science team working on a wide range of projects, typically within medium sized or larger organisations.

In summary, it involves identifying the best problems to solve, and developing and implementing solutions.

The centralised team model can be especially effective, given team members can transfer skills gained across potentially many different areas of the business.

This model often works well, including for research agencies such as Ipsos and HRW.  

However, a key challenge with this model is establishing what – out of a huge range of potentially suitable problems – is best to work on.

Further, establishing and maintaining relationships, gaining stakeholder trust, and communicating about behavioural science clearly across the organisation are all essential to the success of this model.

3.     Integrated model

Finally, in the integrated model the organisation’s product, policy, or program comes first.

Here behavioural scientists are embedded into one particular function within the organisation – for example HR, or a product or customer service team.

Using this model can be effective as the behavioural scientist becomes a trusted team member and can become expert in a specific area.

This model can work for agencies but may be more effective in large client organisations.

However, there are three key challenges with this model.

First it requires a significant investment upfront. Second it can be difficult to retain key individuals – who may want to work on a wider range of challenges. Finally, it can be difficult for function area heads to know exactly what behavioural science skills they need to recruit for.    

Conclusion

This article has presented three models for integrating behavioural scientists into an organisation.

The best approach varies across organisation and will depend on factors including how the organisation plans to use behavioural science; the organisation’s structure; and the nature of the business.

Finally, while the most common transition is from the individual contributor model (one) to either of the other two models, some larger organisations may benefit from moving from the centralised team model (two) to the integrated model (three).  

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