Unlocking Value from Data: Reflections from the Economist Impact Summit
Earlier this month, I had the opportunity to participate in a panel discussion at an Economist Impact summit, in collaboration with The Economist. It was a thoughtful and well-moderated conversation focused on a question many organizations continue to grapple with:
How do we truly unlock value from data—beyond the technology itself?
I appreciated the chance to share the stage with Neeru Arora and Scott Brokaw, and I’m grateful to Sarah Repucci for guiding a discussion that stayed practical, grounded, and candid.
Data Value is Not a Technology Problem
A central theme of the conversation was that most organizations no longer struggle with access to data or tools. Cloud platforms, analytics software, and AI capabilities are widely available. Yet many still fall short of realizing meaningful business value.
The reason is rarely technical.
Value emerges at the intersection of people, processes, and technology—and weaknesses in any one of those dimensions can stall progress entirely.
People: Capability, Trust, and Ownership
We discussed the importance of data literacy, leadership alignment, and clear ownership. Without leaders who understand how to ask the right questions—or teams that trust and act on insights—data remains underutilized.
Advanced analytics and AI only matter if:
People understand what the outputs mean
They trust the results enough to act on them
Accountability for decisions is clear
Process: Where Value is Won or Lost
Even strong analytics teams struggle when insights are not embedded into how work actually gets done. Too often, data products live outside core decision workflows.
Organizations that unlock value tend to:
Tie analytics directly to operational and strategic processes
Design decision pathways intentionally, not informally
Reduce friction between insight generation and action
Data does not create value on its own—decisions do.
Technology: An Enabler, Not the Strategy
Technology remains critical, but it should serve the strategy—not define it. The panel reinforced a shared view: starting with tools or platforms almost always leads to misalignment.
The most effective organizations:
Start with business problems and decisions
Build fit-for-purpose architectures
Avoid over-engineering before value is proven
AI and advanced analytics are powerful accelerators—but only when deployed with intent.
A Grounded, Global Perspective
What made this discussion particularly valuable was the global, cross-industry perspective that Economist Impact brings. The challenges we discussed are not isolated to any one sector—they are systemic, and increasingly urgent as organizations seek productivity, resilience, and growth.
I appreciated the opportunity to contribute to this conversation and to learn from the perspectives shared on the panel. Forums like this are essential for moving the dialogue from hype to execution.
Thank you again to Economist Impact, The Economist, my fellow panelists, and the audience for a strong and engaging discussion.
