There is no debate that organizations globally, across every market and industry, have felt the effects of social, economic, political, and environmental uncertainty. As we wrap up Q1 of 2026, escalating instability is reshaping the world as we know it. It’s time to turn our attention inward: how are the players in the insights industry stepping up to the challenge?
Across the WIN network, members from Great Britain, Sweden, Canada, Peru, Argentina, Ireland, Vietnam, Ecuador, and Japan share how the shifting global landscape, compounded by conflict and volatility, has reshaped priorities, budgets, and the demand for insights.
Steadying the Course
In the face of this mounting uncertainty, both businesses and consumers are finding it increasingly difficult to anticipate what the future holds. The response across the insights industry is neither uniform nor simple.
This apprehension plays out differently across clients and agencies, shaped largely by sector. Retail and CPG/FMCG have been hit especially hard, making decision-makers more hesitant, notes Karin Nelsson (CEO of Demoskop, Sweden). Yet some industries are proving more resilient. Essential services such as the public and healthcare sectors remain, in the words of Jean-Marc Leger (President and CEO of Leger, Canada), “relatively resilient to fluctuations”, with government-related work seeing increased spending.
For others, the global situation is reshaping the need for research in varying degrees. Nancy Cordova (Vice President of CEDATOS, Ecuador) notes that clients are feeling uneasy, driven largely by rising costs, while Chie Michihiro (Executive Researcher at Nippon Research Center, Japan) anticipates that clients will soon look to reduce research spend as part of broader marketing cutbacks. Perhaps most tellingly, Constanza Cilley (CEO of Voices!, Argentina) captures a sentiment echoed across multiple markets: “the uncertainty has a stronger impact than the bad news itself.” Not knowing is the thing! Rather than prompting action, uncertainty simply slows everything down, most visibly in decision-making – a pattern felt equally in Canada and Sweden.
At the more optimistic end of the spectrum, Urpi Torrado (CEO of Datum, Peru) reports a trend that runs counter to expectations: increased commitment to the LATAM market, driven by a desire for deeper consumer understanding. As she explains, the region is
“often seen as a one-off opportunity, which drives demand for insights rather than reducing it.”
Encouragingly, uncertainty has not universally diminished the perceived value of research. Markets such as Vietnam and Ireland have yet to see meaningful budget cuts. Overall, many are doubling down on the view that, now more than ever, rigorous research is essential to understanding people, markets, and shifting social dynamics.
From Data Providers to Strategic Partners
To navigate uncertainty and the pervasive caution shaping every decision right now, the most consistent response amongst WIN members has been adaptability in many forms. In Japan, Chie has expanded to work with a more diverse client base; in Argentina and Ecuador, Constanza and Nancy have both explored a broader range of methodologies to accommodate tighter budgets. Richard Colwell (CEO of RED C Research & Marketing, Ireland) offers a different perspective: having already adapted to leaner budgets and longer pipelines over the past three years, caution was baked into client decision-making long before the current climate, and so far, the impact of recent events has been limited.
Investing in the business is another prominent way WIN members are strengthening their value, in response to both today’s economic pressures, but with an eye on the future. AI platforms allow firms to meet client expectations for smaller budgets and faster turnarounds, while, in Karin’s words, “lowering the barriers to commitment” on larger projects.
Yet methodology and technology are only part of the picture. Members across Europe, LATAM, and APAC are clear: relationship-building is equally critical. This means both the intangible credibility of being a trusted human expert and the more tangible work of appealing to clients’ logic with data.
Johnny Heald (CEO of ORB International, Great Britain) writes that their strategy centres on reminding clients of the “long-term threats versus short-term gains” of reacting too hastily to global events. Conflicts arise and eventually subside, but as he notes, “changing behaviours is often generational. You need to track shifts over time.”
Constanza reinforces this strategic framing, emphasising the importance of “reframing research not as a cost, but as a strategic tool to navigate uncertainty”, helping clients draw on existing insights to understand how people will respond, beyond the scope of any single project. Xavier Depouilly (General Manager, DXL Research and Consulting, Vietnam) adds that initiatives such as a Business Climate Index, conducted in partnership with credible bodies like the European Chamber of Commerce, can offer clients the concrete recommendations they need when navigating a crisis.
But strategy alone isn’t enough. As Jean-Marc reminds us, “client decision-making isn’t always purely rational”, which means “staying close to clients is essential” to understanding what solutions they are actually ready to embrace. Urpi echoes this, noting that what clients want most is “confidence and direction.” So, the takeaway is clear: the role of researchers must evolve from data providers to genuine strategic partners.
The strongest asset right now is each other
WIN members are united in their view: uncertainty is no reason to retreat. It is a call for smarter action. Xavier urges businesses to “take calculated decisions”; Urpi and Karin are doubling down on analytical and technical capabilities, while also investing in and anticipating AI when making employment decisions. For Karin, investing in AI is “non-negotiable for long-term competitiveness”. Jean-Marc reminds us that the guiding principle is to look ahead and invest accordingly, regardless of short-term turbulence.
While some prioritise efficiency and revenue through tech, others, like Constanza, emphasise thought leadership and visibility, arguing that the insights industry must “stay active, contribute to conversations, and provide clarity”. Jean-Marc reinforces this: leaning on collective strength through networks like WIN, Esomar, the Insights Association, and MRS is how the industry stays sharp and connected.
Across the nine countries, one message rings clear: adapt, invest, and stay connected. By doing so together, the industry not only weathers the storm but helps businesses find their footing within it.