For a major creator and supplier of educational learning resources, we conducted in-depth research with both children and parents to understand what makes books, diagrams, and educational tools truly engaging and effective.

Children’s Perspectives:

Children consistently highlighted that visual appeal and interactivity are key to engagement. They are drawn to:

Bright colors and clear, fun illustrations that make content inviting.

Interactive elements such as flaps, puzzles, and hands-on activities, which transform passive reading into active exploration.

Storytelling and relatable characters that help them connect emotionally with the material and sustain their interest.

Step-by-step diagrams for complex topics, which break down information into manageable parts and make learning less intimidating.

Children also expressed that variety in formats—mixing text, images, and activities—keeps learning fresh and prevents boredom.

Parents’ Perspectives:

Parents emphasised the importance of clarity, structure, and educational value. They look for:

Well-organised content that builds understanding progressively, allowing children to master concepts before moving on.

Clear diagrams and visuals that directly support comprehension, especially for abstract or challenging topics.

Resources that encourage independent problem-solving and critical thinking, helping children develop skills beyond rote memorization.

Tools that are adaptable to different learning styles, ensuring their child can engage whether they prefer visual, auditory, or kinesthetic approaches.

Parents also value resources that foster a sense of achievement, such as progress trackers, certificates, or feedback mechanisms, which motivate children to continue learning.

Impact on Product Development:

The insights from both groups enabled the company to refine its product range, emphasising visually engaging, interactive, and clearly structured materials. By aligning design with what excites children and reassures parents, the company strengthened its position as a leader in educational resources—offering tools that not only capture attention but also support deep, lasting understanding.

For a project aimed at informing education and employment policy, we engaged with 1,800 people aged 16 to 24 to understand their views on education pathways and future work prospects. The research explored whether these teenagers and young adults believed that pursuing academic or vocational routes was best for themselves—and for society as a whole.

Key Insights:

Diverse Aspirations: 

Respondents were split between those who saw university and academic qualifications as the preferred route to career success, and those who valued vocational training or apprenticeships for their practical skills and direct pathways into employment.

Perceived Value: Many young people felt that academic routes offered broader opportunities and social prestige, but an increasing proportion recognised that vocational and technical education could provide quicker, more affordable access to stable and well-paid jobs.

Societal Impact: 

There was a growing awareness that a balanced workforce—comprising both academically and vocationally trained individuals—is vital for a healthy economy and society. Many agreed that societal attitudes should shift to value vocational achievements on par with academic ones.

Barriers and Influences: 

Choices were heavily influenced by family expectations, school guidance, peer opinions, and media portrayals. Some participants cited a lack of information or perceived stigma around non-academic routes as barriers to making fully informed decisions.

Desire for Flexibility: Young adults expressed a strong interest in flexible pathways that allow for movement between academic and vocational tracks, as well as opportunities for lifelong learning and upskilling.

Policy Impact

The insights from this large-scale engagement provided politicians and policymakers with a nuanced understanding of youth attitudes. The findings have been used to shape debates and policies aimed at promoting parity of esteem between academic and vocational education, expanding access to apprenticeships, and improving career guidance in schools—ensuring that young people can make choices that are right for them and beneficial for society.

We spoke with 300 companies to explore their approaches and attitudes toward outsourcing training and development for their staff. Our research delved into the reasons companies choose (or avoid) third-party providers, their experiences with bespoke training versus nationally recognised qualifications, and their perspectives on in-house development.

Why Companies Outsource Training:

Cost and Efficiency: Many companies cited cost savings and time efficiency as primary motivators for outsourcing. Developing training in-house—especially for specialised or one-off needs—can be expensive and resource-intensive. Outsourcing allows access to expert-led, high-quality content without the overhead of hiring full-time trainers or instructional designers

Expertise and Compliance: 

Third-party providers often bring industry expertise and ensure content is up-to-date with the latest regulations and best practices, which is particularly valuable for compliance and rapidly evolving fields

Scalability and Flexibility: 

Outsourcing enables companies to quickly scale training across multiple locations or to large groups, a challenge for many internal teams.

Focus on Core Business: 

By outsourcing, HR and leadership can focus more on strategic initiatives and less on the logistics of training delivery

Why Some Companies Prefer In-House or Bespoke Training

Customisation and Relevance: In-house or bespoke training allows for content tailored to the company's unique processes, culture, and goals. Off-the-shelf solutions may lack relevance or fail to address specific needs, leading some companies to invest in custom programs despite higher costs

Control and Confidentiality: Companies with sensitive information or proprietary processes may prefer in-house development to maintain control over content and protect intellectual property

Immediate Adaptability: In-house teams can quickly update or adapt training to reflect changes in strategy, market conditions, or internal feedback

Views on Nationally Recognised Qualifications

Many organisations value nationally recognized qualifications for providing standardized, transferable skills and supporting staff career development. However, some express concerns about relevance to specific job roles or the practical quality of certain programs, preferring to supplement with bespoke or in-house modules when needed.

Challenges and Considerations

Limited Customisation: Some companies found third-party solutions too generic, not fully aligning with their workflows or culture

Vendor Dependency: Outsourcing can create reliance on external providers for updates and support, which may pose risks if the vendor’s quality or availability changes

Quality Assurance: Ensuring that outsourced training meets organisational standards and delivers measurable outcomes is a persistent concern

Conclusion:

The decision to outsource, build in-house, or blend approaches depends on company size, sector, training needs, and strategic priorities. Most companies see value in a hybrid approach: utilising third-party providers for general skills and compliance, while investing in bespoke or in-house solutions for unique, business-critical competencies. This balanced strategy helps organisations maximize ROI, maintain agility, and ensure staff development aligns with both immediate and long-term goals

For a local college aiming to better understand the decision-making process of young students, we engaged with 300 students aged 15 to 16. The goal was to uncover the key factors influencing whether they choose to stay at their current school for sixth form, move to another sixth form, or pursue college courses elsewhere.

Through a series of surveys and focus groups, students shared candid insights into their motivations, concerns, and aspirations. The research revealed that the most influential factors were the perceived quality of teaching, subject availability, and the overall learning environment. Many students felt a strong sense of comfort and loyalty to their current school, valuing established friendships and familiarity with staff. However, others were drawn to the prospect of a fresh start, new social opportunities, and a broader range of courses or vocational options offered by colleges.

Students also highlighted the importance of clear information and guidance. Those who felt well-supported in understanding their options—through open days, taster sessions, or one-on-one career advice—were more confident in making their decisions. Reputation and outcomes mattered too: colleges and sixth forms with strong track records of exam results, university placements, or successful apprenticeships were particularly attractive.

Practical considerations, such as travel distance, campus facilities, and extracurricular opportunities, also played a role. Some students were motivated by specific interests—such as sports, arts, or technical subjects—that were better catered for at certain institutions.

Parental/carer influence was also an attributing factor as to where a child would end up next. 

These insights enabled the local college to refine its outreach, improve guidance materials, and tailor its course offerings and support services. By addressing the real priorities and concerns of prospective students, the college positioned itself to attract and retain learners more effectively in a competitive post-16 education landscape. 

To help a university dramatically improve its website and student portal, we engaged with 600 people—a mix of current students, prospective applicants, faculty, and administrative staff. The aim was to uncover the real-world needs, frustrations, and expectations users have when navigating digital campus resources, ensuring the resulting platform would be both intuitive and impactful.

We employed a blend of user research methods to capture a comprehensive view of user experience. This included in-depth interviews, focus groups, usability testing, and targeted surveys. These approaches allowed us to understand not just what users were doing on the site, but why—revealing the motivations, pain points, and behavioral patterns that drive their interactions.

Through usability testing and “5 second tests,” we identified which messages and features resonated most and which aspects of the site caused confusion or friction

Card sorting exercises and information architecture reviews helped us reorganise content so users could more easily find what they needed, whether it was course information, support services, or event details. Intercept surveys at key points in the user journey provided timely, actionable feedback on new features and design changes

The insights gathered led to several key improvements:

Streamlined navigation, making it easier to access essential resources with fewer clicks.

Clearer messaging and calls to action, ensuring users immediately understood the purpose of each page.

Enhanced mobile responsiveness and accessibility, reflecting the diverse ways students and staff access university services.

Personalised dashboards and notifications, helping users stay up-to-date with relevant information and deadlines.

By grounding the redesign in rigorous, mixed-method user research, the university was able to create a digital environment that not only meets the needs of its community but also supports student success and satisfaction at every stage of their academic journey