Balancing Data and Measuring What Matters: The Key to Effective Leadership Decisions - Laura McIntyre
A recent Harvard Business Review article, “Where Data-Driven Decision-Making Can Go Wrong,” highlights how empirical results provide only pieces of a larger puzzle. This observation resonates deeply with my experience leading Point B’s National Operations and Supply Chain Practice. While data is undoubtedly a powerful tool, relying solely on it can lead to decisions that overlook the broader context and nuances unique to each business.
Technology empowers organizations to unlock growth, drive efficiency, and innovate by providing access to valuable data for real-time decision-making. However, as leaders, we must remember that data is only part of the equation. It tells part of the story, but it doesn’t account for the individuality of your business — your people, processes, and values — which are distinct from those of your competitors.
A crucial aspect of effective leadership is measuring the right things. Focusing on leading indicators and relevant operational performance metrics allows leaders to identify potential issues early, enabling timely interventions that can prevent minor problems from escalating. However, in a world where data is abundant, leaders often fall into the trap of measuring everything instead of concentrating on what truly matters. When leaders measure metrics that align with strategic goals, they can ensure that their efforts are directed toward the most impactful areas of the business. This alignment not only helps in addressing current challenges but also supports continuous improvement by providing insights into what works well and what needs refinement. By regularly analyzing these metrics, organizations can adapt their strategies, drive innovation, and enhance operational efficiency over time.
Beyond the numbers, engaging directly with the business is essential. Observing how value is created — whether in meetings, on the factory floor, or through customer interactions — provides critical insights that data alone cannot offer. Firsthand experience helps leaders understand the nuances of their operations and determine which metrics truly matter.
Balancing speed with thoroughness is also vital. Quick decisions are sometimes necessary, but that should not come at the expense of understanding the context. Establishing mechanisms for timely data collection, coupled with regular engagement through team check-ins or virtual walk-throughs, equips leaders to make informed decisions quickly.
Curiosity plays a key role in this process. While data informs decisions, leaders must ask questions, seek context, and continuously evaluate what they measure. By understanding not just what the data says but what it means for their unique business, leaders can make decisions that drive both immediate results and long-term success.
Reflecting on these ideas, it’s clear that while data is invaluable, it’s just one piece of the decision-making puzzle. Leaders must be proactive, curious, and focused on understanding the full context to make decisions that deliver meaningful impact.
Laura McIntyre drives transformation through process improvement and operational efficiency strategies. With deep expertise across healthcare, life sciences, retail, and manufacturing, Laura brings proven success in streamlining operations, managing cost reduction initiatives, and designing process improvements that enhance financial performance. A Lean Six Sigma Black Belt and adjunct professor, she also contributes her expertise to the University of Washington’s certification program. Her commitment to impactful consulting extends into her community involvement, including work with Habitat for Humanity and the Boys & Girls Club.
Connect with Laura on LinkedIn.
