Collaborative thought leadership improves client relationships

According to the new edition of our Value of Thought Leadership report, 80% of senior executives believe that collaborating with providers on thought leadership improves the relevance and quality of the content. 

The sentiment is reinforced in our Thought Leadership Benchmark Report (based on a 2024 global survey of 400 senior marketing and BD executives with responsibility for thought leadership programs across tech, professional services, and financial services). We identified a cohort of firms that are in the vanguard of thought leadership creation, delivering market-beating thought leadership. Some 90% of these leaders say co-creating thought leadership improves the strength of their relationship with clients, compared to only 51% of laggards who experienced this benefit. It’s clearly a competitive advantage. 

If we look in more detail at why, what, and how… the evidence is compelling. 

Of the 600 executives taking part in the Value of Thought Leadership 2025 survey, 78% not only say collaboration improves the relevance and quality of thought leadership, but they also confirm that it improves the strength of the relationship with the firm that produced it. 

Building relationships

Over half (55%) say taking part in an event or panel to discuss research findings is among their top three preferred ways to collaborate, so there is an enthusiasm to contribute to campaign activation. Over half (52%) also cite providing feedback or recommendations – in other words, they want to be involved in scoping the thought leadership. But there’s also a desire to be proactively involved in the creation: 34% say they’re happy to take part in surveys, and 25% say they’re happy to be interviewed. 

There is strong agreement across the board that thought leadership offers the opportunity for collaboration and mutual value creation with clients. Some 91% of executives have been asked by their current provider to contribute to thought leadership in the last 12 months and 77% would like to be asked to take part in thought leadership more often. Yet, many providers still find it challenging to involve their clients. Why do you think that is – and what can we do to overcome barriers?

I think the challenge is two-fold.

Overcoming barriers

We need to convince clients about the value and integrity of thought leadership (we’re asking for their expert insights, not a testimonial or commercially sensitive information) and we need to make it as easy as possible for them to participate (e.g., a short interview and the opportunity to approve any outputs). And the ultimate reward: the thought leadership’s fundamental purpose is to help them.

But first, relationship managers must understand that collaboration is mutually beneficial. There are many competing demands on clients’ time and collaboration on thought leadership is often blocked because it’s perceived internally as ‘asking a favor’. We need to change that narrative to ‘doing a favor’. 

The best thought leadership is centered around how you can help a client overcome a seemingly intractable challenge. If you get that right and communicate it clearly, our research shows that clients are eager to collaborate and develop stronger relationships.

Be amongst the first to access the Value of Thought Leadership 2025 by registering your interest here.