How Research and Product Strategy Drive Business Transformation and Growth

Cultural Research = Business Growth

Change can be uncomfortable, especially in business. Yet in today's market, standing still often means falling behind. Shifting customer expectations, emerging technologies, and new ways of working require organizations to evolve constantly.

At inplural, StrawberryFrog's innovation sister company, we believe research is not the final destination — it's the starting point. By deeply understanding people's needs, aspirations, and challenges, organizations can identify opportunities to transform their businesses, reimagine their products, and unlock growth.

This article explores how companies like Fourleaf Federal Credit Union, Walmart, and Pfizer used this approach — combining cultural research with product strategy and business innovation — to make meaningful, lasting change. Along the way, we reveal what transformation really demands, the shapes it can take, and the lessons any leader can use to spark it.

Business transformation is more than a buzzword. At its core, it means fundamentally rethinking how a company operates, delivers value, and grows. That can involve:

• •New product development and innovation
• •Shifts in organizational culture and employee experience
• •Changes to processes, systems, and customer engagement models

But transformation without human understanding rarely succeeds. Research into cultural patterns, customer journeys, and employee realities ensures that strategies and products are not only viable but also meaningful.

Transformation often starts with recognizing that standing still is not an option. Whether it's responding to disruptive competitors, adapting to digital transformation, or navigating shifts in customer supply chains, organizations must see change as a form of continuous improvement rather than a crisis. Some companies act only during moments of crisis transformation, but the most resilient leaders embrace continuous learning to anticipate change before it becomes urgent.

Transformation can take many shapes — from technical change in core systems to green transformation initiatives that meet sustainability demands. It can involve working with external parties such as technology partners, or rethinking everyday operating procedures. No matter the scope, successful organizational change comes from seeing transformation not as a one-off project, but as an ongoing mindset.

Transformation isn't a single playbook — it spans across industries and challenges:

Corporate restructuring and turnarounds: Companies facing financial headwinds may need corporate turnarounds or full corporate restructuring to reset their foundation.

• •Cultural changes: Shifting mindsets and behaviors inside an organization ensures strategies don't just stay on paper.
• •Digital transformation: Moving from legacy systems to advanced technologies — from automation to e-commerce transformation — remains one of the most common ways businesses evolve.
• •Strategic initiatives and transformation agendas: Leaders often create multi-year transformation agendas to align priorities and embed lasting change.
• •Supply chain transformation: Reimagining global and local supply chains ensures resilience in uncertain markets.

Of course, not all transformations succeed. In fact, many companies experience hijacked transformations when they lose focus, try to do too much at once, or underestimate cultural realities. Others experiment with sprinted transformations — quick wins designed to build momentum before tackling deeper organizational shifts.

From flow TV adoption in media companies to disruptive technologies in retail, the spectrum of change is wide. What matters is understanding which transformation type best addresses the current context and long-term vision.

The spectrum of transformation is wide. The question isn't just which type you face, but how you design the process to make it work in your world. No two companies transform in exactly the same way. A bank facing fintech competition will have different needs than a retailer navigating e-commerce shifts. This is why it's crucial to align each transformation type with the company's organizational needs.

At inplural, we emphasize process deployment and process development that are adaptable. Rather than forcing a one-size-fits-all model, leaders should tailor their transformation processes to focus on what will generate the most impact, whether that's building new digital capabilities, redesigning cultural systems, or accelerating growth initiatives.

FourLeaf Federal Credit Union: Designing Financial Products for Women

• •The challenge: Traditional financial services often overlooked women's unique financial journeys.
• •The approach: By conducting in-depth interviews with women across the U.S., our team uncovered a critical insight: the barrier wasn't just access, it was confidence.
• •The outcome: FourLeaf launched products tailored to women's needs, establishing themselves as leaders in inclusive financial services. This wasn't just cultural insight, it was a new product strategy built on empathy.

Walmart: Reframing Employee Wellbeing

• •The challenge: Walmart offered strong benefits, but employees weren't using them.
• •The approach: Instead of more corporate messaging, we repositioned wellbeing as personal and human.
• •The outcome: Wellness program participation jumped 34%. By connecting cultural insight with experience strategy, Walmart set a new standard for employee wellbeing. View the full case study.

Pfizer: Transforming Learning and Development

• •The challenge: Training programs felt like a box-checking exercise for employees.
• •The approach: Research showed it wasn't the content but the format that disengaged learners. Pfizer reimagined training through the “Break Through” initiative, creating energizing, relevant experiences.
• •The outcome: Employees embraced learning as growth rather than compliance. Organizational culture shifted through redesigned experiences.

Transformation is not about chasing trends. It's about:

• •Grounding decisions in a real understanding of people
• •Connecting insights to product and service innovation
• •Creating change that is sustainable, not superficial

Companies that neglect this risk irrelevance. Those that embrace it gain the tools to innovate, adapt, and grow.

• •Authenticity matters. Customers and employees know the difference between surface-level changes and solutions that reflect their real needs.
• •Cross-team collaboration is essential. Research must connect to product strategy, design, and leadership to succeed.
• •Innovation is ongoing. Transformation is never a one-time project — it requires iteration, testing, and refinement.
• •Leadership drives momentum. Without committed leaders, change efforts stall.

Transformation doesn't have to start with a massive overhaul. Here's how to begin:

• •Listen deeply. Conduct research with your customers and employees to surface unmet needs and opportunities.
• •Identify leverage points. Pinpoint where new products, redesigned processes, or cultural shifts can make the biggest impact.
• •Prototype solutions. Test small changes, measure outcomes, and adapt.
• •Build momentum. Scale what works and embed it into your business strategy.

At inplural, we help organizations move from insight to impact. Cultural research is our tool; innovation, product strategy, and transformation are the outcomes.

By understanding people, designing meaningful products, and guiding organizational change, companies can create lasting growth.

Get in touch with us to explore what's possible