Bob BudayGuestDonald ThompsonHostOne of the things that, and we're gonna just dive in to this really powerful topic, is some metrics, right? So when we think about the data that shows that eight out of 10 buyers believe that thought leadership shapes the way that they make decisions.
But a much lower percentage, six out of 10 companies believe that thought leadership is critical.
That's a 20 point gap in understanding and expectation of the value of thought leadership.
I'd love for you to start just unpacking that value proposition and then that gap in understanding of the value of thought leadership.

What that data point told us was that on average, IT service firms do not recognize how important thought leadership is to their clients in choosing which IT services firm they're going to use.

So that 20-point gap was we asked the same question of buyers of IT services firms.

And that question is how important is thought leadership among a bunch of factors, the company's brand, strong client references, et cetera, et cetera.

So 20 point gap between how much the IT services firm felt thought leadership was important on the buyer's criteria, 20% less on the seller side.

So How do we explain that? In that sector, IT services, unlike the management consulting firms, the firms that were purely in the business of delivering advice, not of building systems that might follow that advice.

But the management consulting firms, I would argue, have known this for many years.

And that's why they were among the first, maybe the first sector to invest heavily in thought leadership.

And a lot of the IT services firms were drawn into this thought leadership war of showing how smart we are through our articles and speeches and all that.

I would argue law firms in the U.S. have been even later to the table to recognize the value of thought leadership, although today many of especially the big law firms have thought leadership groups, especially the biggest ones.
One of the things that I'll extend on that point that you've made is, and I've seen in your book and some of the articles, is that thought leadership is not a marketing strategy.
If you would unpack that thinking a little bit, I think our audience would love to hear that.

Especially in a professional services firm, a law firm, a consulting firm, an architecture firm.

who's in the business of delivering expertize that they've built up over years and through research that they've conducted in the business of delivering expertize delivered by people, right? The architects, the lawyers, the consultants, the the engineers at an IT services firm.

Knowledge is at the center of their business, especially in today's AI era, the generative AI and agentic AI era, they have to create new expertize.
One of the things that, and we're gonna just dive in to this really powerful topic, is some metrics, right? So when we think about the data that shows that eight out of 10 buyers believe that thought leadership shapes the way that they make decisions.
But a much lower percentage, six out of 10 companies believe that thought leadership is critical.
That's a 20 point gap in understanding and expectation of the value of thought leadership.
I'd love for you to start just unpacking that value proposition and then that gap in understanding of the value of thought leadership.

What that data point told us was that on average, IT service firms do not recognize how important thought leadership is to their clients in choosing which IT services firm they're going to use.

So that 20-point gap was we asked the same question of buyers of IT services firms.

And that question is how important is thought leadership among a bunch of factors, the company's brand, strong client references, et cetera, et cetera.

So 20 point gap between how much the IT services firm felt thought leadership was important on the buyer's criteria, 20% less on the seller side.

So How do we explain that? In that sector, IT services, unlike the management consulting firms, the firms that were purely in the business of delivering advice, not of building systems that might follow that advice.

But the management consulting firms, I would argue, have known this for many years.

And that's why they were among the first, maybe the first sector to invest heavily in thought leadership.

And a lot of the IT services firms were drawn into this thought leadership war of showing how smart we are through our articles and speeches and all that.

I would argue law firms in the U.S. have been even later to the table to recognize the value of thought leadership, although today many of especially the big law firms have thought leadership groups, especially the biggest ones.
One of the things that I'll extend on that point that you've made is, and I've seen in your book and some of the articles, is that thought leadership is not a marketing strategy.
If you would unpack that thinking a little bit, I think our audience would love to hear that.

Especially in a professional services firm, a law firm, a consulting firm, an architecture firm.

who's in the business of delivering expertize that they've built up over years and through research that they've conducted in the business of delivering expertize delivered by people, right? The architects, the lawyers, the consultants, the the engineers at an IT services firm.

Knowledge is at the center of their business, especially in today's AI era, the generative AI and agentic AI era, they have to create new expertize.
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