The Role of Research in Community-Focused Services: Lessons from the Field

As I sit down to write this article, I find myself reflecting on the lessons I’ve learned as a business partner, advisor, and analyst—particularly in the context of research, an area I have supported with great intensity throughout my career.

While research is often positioned as a forward-looking solution, it is frequently reactive—responding to issues only after they’ve reached crisis levels. Time and time again, we see public funding directed toward solving problems that could have been mitigated earlier through proactive research and intervention.

There is a dire need to shift focus—and funding—toward underserved areas, particularly those that have experienced historical marginalization or systemic neglect. In this context, research becomes not just a tool for discovery, but a vital force in restoring equity and improving outcomes for entire communities.

How Do We Drive Research That Creates Social Impact?

To ensure research is driving positive and lasting outcomes, we must rethink how we define, fund, and manage it. Here are a few key strategies that organizations can adopt:

1. Build Flexibility into Research Objectives

Innovation begins with freedom. Organizations that foster a culture of curiosity, iteration, and experimentation empower research teams to go deeper—and pivot when necessary. Agile teams are more likely to surface valuable insights when given room to explore without rigid or prematurely fixed expectations.

This level of freedom requires strong, continuous engagement between researchers and management. Open communication ensures alignment while allowing for creative divergence—a balance that is essential to transformative work.

2. Secure the Culture and the Team

One of the most pressing challenges in research environments is maintaining team morale and continuity amid uncertain funding. When researchers lack clarity about whether their work can continue, it can lead to artificially extended timelines or the addition of unrelated studies simply to keep projects (and jobs) alive.

To prevent this, leadership must take a long-term view when evaluating and approving research proposals. Research shows that secure, stable teams are significantly more productive and innovative. Aligning research objectives with the interests and values of the team enhances motivation, accountability, and quality of output.

3. Define Meaningful Performance Measures

Success in research isn’t always easily quantified. That’s why it’s essential to develop performance measures that incorporate both quantitative and qualitative indicators. These should be tracked regularly and consistently throughout the lifecycle of a project.

A robust, yet flexible, performance management system helps ensure not only productivity but also responsible use of fiscal resources. It keeps research grounded in real-world relevance, without stifling innovation.

4. Promote Transparency Between Funders and Researchers

Finally, true progress requires trust and transparency between researchers and funders. All stakeholders should have clear avenues for communication to share expectations, limitations, and evolving needs.

Rather than creating unnecessary barriers or competition for limited resources, leadership should encourage collaboration. When researchers feel heard and supported, they are more likely to produce work that is responsive, meaningful, and impactful.

A Vision for the Future

Imagine a world where someone at high risk of cancer receives early intervention—not because of luck or privilege, but because of proactive, well-funded, and focused research. Imagine that person living a long, fulfilling life surrounded by loved ones. That’s the kind of future we can create when research is placed at the center of our planning and resourcing efforts.

It’s a vision worth working toward—and one that requires all of us, across sectors and disciplines, to think long-term, act collaboratively, and lead with courage.