Data Strategy

We have repeatedly had the opportunity to hear from IT, finance, or corporate directors complaining that as they access more and more analysis and information describing what happened, explaining the discrepancies between forecasts and results, or extrapolating what should happen in the future, without having the feeling of making significant progress on the following points:

  • Difficulties in implementing the performance promised by the ever-increasing amount of information they access through business intelligence or analytics
  • The transformation of the strategies they develop on these foundations into effective operations.

This is what we call the Digital Driver Paradox!

Synchrotech, Using rear view mirrors

Take the example of the proliferation of sensors in your vehicles. Information from the on-board computer which tells you how much you have consumed, proximity radars which tell you if you are parked correctly, the navigator, etc.

However, when you find yourself in the fog with your hands on the wheel, all this information does not help you that much or on the contrary distracts you from the goal when you need to find your way.

And the fog is there for our businesses when they are faced with more diverse environments, often more difficult, less predictable and less malleable.

In fact, BI blatantly puts the company in front of this discrepancy that can be observed between “need” and “use”. Indeed, the need for data – and the tools that go with it – to better understand our markets, customers and internal process performance is undeniable. Always having more data is not the problem. It is even a chance to be able to “know in order to act”.

Unfortunately, in the case of BI and analytical science, it is unfortunately too often believed that the power of the acquired software will somehow compensate for the apparent weakness in the management culture of the organization. To think in this way is to think backwards, and therefore to be wrong because it is not the figure calculated by the software that drives the performance, but the performance that must feed on the figure.

What must be achieved is the use of information, its connection with the execution of the action, which is not done as we would like, that is to say in full knowledge of the facts

You wish to initiate a general reflection around your data and its use within your organization, let us know your questions and your challenges by sending us an email to: or by filling out this form.