The Devil is in the Data | QGate

Growth becomes difficult to predict when the numbers behind it are open to interpretation.

For some organisations, reports arrive with caveats, explanations and side conversations attached. Confidence in the data varies depending on who prepared it and which system it came from. Decisions slow down while teams reconcile versions of the truth, and instinct fills the gaps where certainty is missing.

Over time, that erodes trust in the numbers. Planning becomes reactive, performance fluctuates, and leadership spends more time validating information than acting on it.

If data can’t be relied upon, neither can the direction built on top of it.