Understand what works, what gets in the way and why. Interviews conducts the conversations and follows up on answers. You get a report to explore, question and compare across departments.
From participants’ own words to evidence for your next decision.
Interviews
“When did you last choose the old system?”
Participant
“Yesterday. I had to enter the same customer twice.”
Interviews
“What made the old way easier?”
Listens. Understands. Follows up.
01 / Make room for conversationEvery voice matters
Experiences from Wealth Management
Greater depth. More to work with.
Solvigo’s AI interviews gave us far deeper and far broader material to draw real insight from for our business development. It doesn’t compare to a traditional survey. The crowning touch was getting concrete analysis and suggested improvements out of Solvigo’s tool.
Personally, I find it considerably easier to develop my thoughts out loud than in writing, so this format suits me very well. Because I understood that the answers would afterwards be compiled with the help of AI, it also felt natural to develop my reasoning further.
Follow an example: a team has a new system, but keeps using the old one. What is getting in the way?
01
Create the study
What do you want to learn?
Describe your research question. Interviews proposes an objective, introduction and questions. You decide the topics and review the interview guide before launching the study.
Interviews/Your workspaceInteractive example
Your research question
We introduced a new system. Why does the team keep using the old one?
Your interview guideDraft
Why did the team go back to the old system?
Objective
Understand why the team chooses the old way of working and what would need to change.
01
When did you last do something the old way instead?Start with a concrete moment.
02
What made the old way easier for that task?Find the specific friction.
03
What would have to change for you to stop going back?Identify a change that would make a difference.
Anonymous by default
02
Invite participants
Share the study with the people you want to understand.
Choose who you want to hear from and share the link, phone number or study code. Participants do not need to install anything or create an account.
A link
In an email or your internal channel.
A phone number
For people who want to call and talk, even without a computer.
A code
On a poster or wherever participants already are.
Anonymous responses by default. Conversations in the participant’s language.
03
Let the conversations begin
Every answer can lead to a better question.
The AI interviewer works from your guide, asks one question at a time and follows up on what each participant says. You do not need to schedule and conduct every conversation yourself.
The same answer. More to understand.
An illustrative example
In a static form
How is the new system working for you?
It’s complicated.
The answer is recorded. The reason is still unclear.
With Interviews
Interviews follows up
Can you tell me about a time when it became complicated?
The participant explains
Yesterday I had to enter the same customer in two systems. It took twice as long.
Something concrete to investigate
Why do customer details need to be entered twice?
Forms work well for standardised responses. Conversation helps you understand the experiences behind them.
What does research say about AI interviews?
In a study with 317 participants, AI-led interviews covered more themes than static interviews in three of four topic areas. This supports the potential for follow-up questions to broaden the evidence.
The study concerns consumers buying windows and doors, not Interviews. Its findings do not promise the same effect in every organisation or the same experience as talking to a person.
Start with the combined analysis. Then explore recurring experiences, how many participants share them and who describes something different. The quotations let you examine the conclusions.
Study reportFictional example · 48 conversations
Introducing a new system
Question 01
Why does the team keep using the old system?
Duplicate entry is the clearest obstacle in the conversations. Several participants describe the new system as an addition to the old workflow, requiring customer details to be entered twice. But this experience is not shared by everyone.
Leading finding
The new system adds another task.
Support this finding
30 / 48
Describe the opposite
10 / 48
Take no position
8 / 48
Participants in the example material. Not mentioning a problem does not count as disagreeing with it.
Read the full analysis and quotations
Deeper analysis
A workflow needs replacing, not duplicating.
The 30 participants supporting the finding describe an overlap between systems. This suggests investigating the workflow transition rather than assuming the issue is simply reluctance to learn something new.
At the same time, 10 participants describe a working process without duplicate entry. Their experiences matter when investigating the differences between groups. The remaining 8 do not clearly support either account.
Supports the finding · Sales
“I enter the customer in the old system first. Then I have to do the same thing again in the new one.”
Contradicts the finding · Delivery
“We only work in the new system now. I do not need to enter the same information twice.”
Investigate nextCompare how the groups register a new customer. Which step can be removed, and what do those who have left the old system do differently?
05
Chat with your research
Ask the next question of your research.
The report is a starting point. Explore a different perspective, dig into a question and return to the quotations behind the answer. You decide what needs further investigation.
Ask your researchInteractive example
SourcesNew system · 48 conversations
What should we investigate first?
Interviews
Start where customer details are entered.
30 of 48 participants describe duplicate work. Follow one customer through both systems and compare that workflow with the 10 participants who explicitly say they avoid duplicate entry.
The material points to an area to investigate. It does not establish that the same solution fits every department.
Show the supporting quotation
“I enter the customer in the old system first. Then I have to do the same thing again in the new one.”Participant in Sales · Fictional example
Try an example question
06
Compare perspectives
One question. Different experiences.
Compare departments to see where experiences differ. Investigate what each group needs rather than relying on one average for the whole organisation.
One study. Three departments.Fictional example data
Duplicate entry in the new system
Sales14 / 16
Customer service10 / 16
Delivery6 / 16
Participants out of 16 in each department. The same question and study across all three groups.
What the comparison shows
The obstacle is clearest in Sales.
14 of 16 participants in Sales describe duplicate entry, compared with 6 of 16 in Delivery. A combined average would hide that difference.
This example shows differences in the interview material, not statistically established differences across the organisation.
When you want to understand the experience behind an answer. For example, why a new system is not being used, how a reorganisation affects daily work or what prevents a new process from working. Start with the question that matters to your organisation.
Can we analyse several studies together?
Once the conversations are in, just ask what you want to know, across one interview or every interview you’ve ever run. Solvigo Interviews reads all of it and answers back with the real quotes behind every claim, instantly, at 3 a.m. or in the board meeting, without a slide deck in between.
Does everyone have to answer by voice?
Some topics and some groups would rather write, or use another channel entirely. Voice is a tool here, not a rule.
Start with what you wonder about
What would you like to understand better?
Bring a question. We’ll show you how it can become a study that gives you something to act on.
