Jase Y

How to follow a single signal (a customer complaint, a risk flag, a market insight) through an organisation and measure exactly where and how it degrades into uselessness.

OKRs were designed to create alignment between strategy and execution. In practice, they often do the opposite, creating an illusion of alignment that masks deeper disconnection. We examine how this happens and what to do about it.

Every data strategy promises a 'single source of truth.' We've never seen one that works as advertised. The concept fails not because of technology limitations but because organisations don't have single truths. They have multiple legitimate perspectives that resist unification.

Organisations spend millions on data literacy training programs. Completion rates are high. Behavioural change is negligible. The issue isn't that people can't learn to use data. It's that the organisation isn't structured to reward them for doing so.

Organisations consistently substitute the metrics they can measure for the outcomes they actually care about. We identified this pattern across every enterprise we studied, and traced how it systematically distorts strategic execution.

Dashboards don't present reality. They present a curated, aggregated, delayed version of reality. We traced how three critical business signals were invisible to executive dashboards despite being visible to the people closest to the work.

An organisation's data architecture isn't just a technical artefact. It's a fossil record of how the organisation has made decisions, resolved conflicts, and evolved over time. Learning to read it diagnostically reveals structural patterns no org chart can show.