Turning research into action: a Great Experiment with the RNLI

Research and insight are vital in almost every organisation. Teams commission surveys, run focus groups, crunch data, and produce reports packed with valuable findings.  

But here’s the catch: too often, those insights never turn into action. They sit in shared drives, presented at company meetings and then quietly vanish. 

Why? 

• Teams are busy with day-to-day tasks 
• Departments operate in silos, chasing their own KPIs 
• And “creativity” is seen as someone else’s job  

The result? Opportunities slip through the cracks. Ideas that could spark change never surface. Research investments go underused. And the organisation moves forward without tapping into what it already knows. 

That’s where Great Experiments comes in.  

At Great State, we believe insight should be a springboard for action, not a static report. That’s why we developed Great Experiments. It’s an opportunity for us to break from routine and work together with clients, or each other, in new ways.

Whatever we do, the intention is to break silos, unlock creativity and bring teams together to focus on bold, innovative, user-first ideas.

Going with the flow

Recently we partnered with our clients at the RNLI to run a Great Experiment focused on one crucial theme: how to improve water safety to awareness to the general public.

The RNLI already had research that highlighted key behavioural challenges around how people interact with water. But like so many organisations they wanted to find ways to make that insight make tangible impact – to spark ideas that could save lives. 

Our goal? Actionable insight. Big ideas. Bold thinking. Real collaboration.

Getting moving

We started by bringing together RNLI’s research with our own desk research to frame a set of problem statements. From these, groups were assigned one of eight focus areas. For example, one problem statement highlighted that men are more likely to drown than women.   

Each problem statement was supported by: 

• Supporting statistics – for instance, 82% of accidental drowning victims in the UK are men, often linked to overconfidence.  
• “How might we...” opportunity statements – in this case, reframing the issue as “How might we challenge men's overconfidence and peer pressure around water?” 
• A few creative sparks to flicker new thinking. 

Then we mixed up our experts, shaking up team structures to make sure that there was a broad range of skill sets and points of view at the table. Digital, social, data, UX, marketing, creative, and even water safety and weather experts formed teams to pick their challenge.  

Their brief: define the audience, clarify the message, and generate ideas that are bold, relevant and doable.  

But where to start? Our main role on the day was act as the facilitators, unlocking the untapped potential already lying in wait around the room. We had a few tricks up our sleeves to get the ideas flowing and the momentum accelerating: 

• Structured ideation session designed to avoid group think and amplify the quieter voices in the room.
• Creative thinking tools and prompts, like showcasing successful campaigns that generated millions of views or thousands of donations. 
• Demonstrations of AI powered tools (like Figma Create) to visualise ideas fast and with flair.

What we learned

Turns out, the format worked brilliantly. Teams rapidly iterated on campaign concepts, delivering their message through everything from TV to towels, constantly refining their approach and challenging their own ideas before presenting to the group at day's end. It reminded me why I love working at pace - a bit like a hackathon, but for ideas, there's something special about that rapid-fire collaboration where everyone builds on each other's ideas. 

The RNLI teams' passion and creativity wasn't a surprise, but what did surprise me was how similar the whole process felt to a regular tech hackathon - same energy and iterative thinking, just with storyboards and messaging strategies instead of APIs and databases. By the end of the day, teams were delivering sharp, quickfire presentations that packed a real punch and showed just how much they'd accomplished in those few hours. 

But hear it straight from our pros, we asked Creative Director Matt, and Lead Front End Developer Ryan, what they thought:

Matt's take

“Great Experiments highlighted the value of freeing people from day-to-day constraints. By allowing deviations from brand guidelines and separating ideation from critical view, creativity flowed – creating over 300 ideas in the RNLI morning session. 

Active listening proved vital. In small groups (5-6 people), participants shared loose thoughts that sparked valuable insights. For example, an expert’s description of the ‘gasp’ in cold water shock inspired the acronym ‘Get Air, Stay Put’ encouraging people to stay afloat and breathe.  

The event showed the power of a single, central idea tied to insight, expanded across multiple touchpoints – PR, social, experiential, display, content, and influencer. The RNLI teams delivered entertaining, engaging pitches with clear flow and audience nods throughout!” 

Ryan's thoughts

“As a developer, I’ve been to plenty of hackathons. Most are all about solving problems with tech. So, when Great State partnered with RNLI for a hackathon last week, I wasn’t sure what to expect. This one was different: it focused on big problems without assuming technology was the answer.  

What struck me most was how breaking down silos sparked creativity. Teams who don’t usually collaborate suddenly uncovered fresh perspectives and unexpected expertise. It also became clear that creativity isn’t a job title. Some of the boldest, most original ideas came from people who would never describe themselves as “creative” but with the right framework, anyone can contribute something game-changing. 

Another key takeaway was that research only matters if it’s activated. Even the best insights risk gathering dust unless there’s time and space dedicated to turning them into action. Initiatives like Great Experiments provide that crucial bridge between knowledge and application.” 

Fresh ideas, new momentum, and team ready for action

The Great Experiment was truly energising, and the range of ideas presented was impressive. One group, for example, centred their concept around the Loch Ness Monster to help younger audiences understand hidden dangers, while another proposed leveraging a PR stunt with broad appeal at a global sporting event.

What stood out most was that teams delivered bigger, bolder, and more audience-focused ideas than expected. There was also a noticeable shift: attendees stepped out of their comfort zones, worked beyond their usual roles, and approached challenges in entirely new ways. It was clear proof that, when the right environment is in place, energy and ideas can come from any part of the organisation.

Let's talk

If you’ve got research gathering dust, or a challenge that needs fresh thinking, let’s talk about running a Great Experiment for your organisation. Reach out to us on hello@greatstate.co