Why expert networks are a new priority for information managers
Jinfo Blog

By Stephen Phillips

Abstract

Item

Expert networks used to be niche. Now they're everywhere, and growing fast. In 2023, the expert network market hit $2.3bn, with over 400 active providers.

Networks like GLG, Alphasights and Guidepoint are embedding themselves deep inside organisations, offering tailored insights and access to human expertise in ways that traditional content vendors simply can't match.

But here's the problem; while these vendors have become indispensable to the business, they've remained largely invisible to many information management teams.

The result? Disjointed engagement models, duplicated spend, contractual blind spots, and a missed opportunity for the information profession to demonstrate strategic value.

Jinfo's article "Why information managers should manage expert network vendors" outlines a practical, step-by-step framework for how information managers can approach this category, without biting off more than they can chew.

From scoping the financial exposure, to engaging vendors and building the business case, it's a blueprint for sensible, scalable action.

Expert networks are information vendors

Many information teams have refined their approach to managing subscriptions, data feeds, and third-party content providers. The principles — contract governance, cost allocation, user access, and ROI tracking — are the same.

Expert networks might deal in "people not products", but increasingly they're leaving digital traces: transcripts, redacted deliverables, searchable platforms. It's not a stretch to bring them under the same oversight model.

Rogue spend is costing you, but you probably can't see it

One of the biggest challenges with expert networks is that they often fly under the radar.

Invoices show up coded as "consulting" or get buried under corporate-card charges.

Procurement may not track these vendors under the same category, and Finance often doesn't have the right classification codes to trace spending patterns.

Information managers are uniquely positioned to help unearth this shadow spend, apply governance, and bring visibility to how much value is actually being extracted.

You don't have to own the relationships to add value

Here's the good news: business units can keep hold of their vendor relationships.

Information managers support this by creating the central framework to track usage, standardise terms, and ensure proper due diligence.

It's a proven model that already works for a range of information vendors that are used by the business, but not by the information management team itself.

Conclusion - the case for involvement practically builds itself

From risk-reduction to cost efficiency, the benefits of centralising expert-network oversight are clear.

But be clear, this isn't about empire-building. It's about extending the discipline, oversight, and insight of information managers to a vendor category that's only going to grow.

If you're not already involved, now is a good time to step up. And if you are, look to unlock more value from these vendors.

Read the full article for a step-by-step framework:

• "Why information managers should manage expert network vendors"

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