Alexander Arvidsson does some research:
I’ve spent the last few weeks diving deep into something that’s been bothering me for years. Everyone talks about being “data-driven,” but when you actually look at what that means in practice, something doesn’t add up. Companies are knee-deep in data, wading in dashboards, drowning in reports, and yet… nothing changes.
So I went looking for examples. Real examples. Not “we implemented analytics and it was amazing” marketing fluff, but concrete cases where data actually improved outcomes. What I found was fascinating, and not at all what the analytics vendors want you to hear.
This is an interesting article and starts to get to the reason why “data-driven” companies fail to deliver on their promise. It also gets to one of my nag points around dashboards: the purpose of a dashboard is to provide relevant parties enough information, at a glance of the dashboard, to take whatever action is necessary. In order to develop a good dashboard, you need to understand all of that information: who the relevant parties are, what decision points exist, under what circumstances should an individual take action, and (ideally) what action the individual could take. But that’s a lot of information and a lot of effort to tease out the right answers.