From Decoration to Direction: Why Analytics Only Matters When It Drives Action

The myth of more

In countless boardrooms and dashboards, Rasmussen has seen the same issue repeat itself: companies mistaking collection for value. “Having data isn’t the same as using data. It’s like owning a library and thinking the books on the shelf make you wise. They don’t — unless you read them, connect them, and let them influence your thinking.”

That mindset is more common than we think. Dashboards overflow with metrics, yet decisions remain gut-driven or politically motivated. “We decorate rooms with charts,” Rasmussen says, “but rarely do we let those charts shape the decisions themselves.”

The circus of analytics — and what AI might do about it

With AI and automation evolving rapidly, the analytics world is entering a new phase. But does that mean clarity — or more chaos?

“Right now, analytics feels like a circus,” Rasmussen says. “Flashing lights, too many acts at once, and clowns competing for attention.” AI, they argue, won’t fix that by default. “If you chase hype without strategy, AI just adds more performers to an already crowded stage. But if you invest thoughtfully, it can help cut through the noise.”

In short: AI won’t solve confusion — but it might help you manage it, if you know what you’re doing.

“The question isn’t whether the circus will change,” Rasmussen adds.
“It’s whether you’ll be the ringmaster — or just another distracted spectator.”

From data librarians to strategy architects

So what does this mean for the role of the analyst?

“Analysts will become more critical than ever,” Rasmussen says, “not for gathering data, but for interpreting it and using it to drive real decisions.”

In many organizations today, data is still used as wallpaper — something to justify decisions that have already been made. “That needs to flip,” they argue. “Analysts should become architects. They help build the strategy itself, not just report on it.”

That requires trust. It means analysts need to be at the table when decisions are made, not just afterwards with a pretty slide deck. The future belongs to companies that recognize this shift — and act on it.

A compass, not a vending machine

For leaders frustrated with the ROI of their analytics investments, Rasmussen offers one clear piece of advice:

“Define what you want to achieve before you invest. Don’t buy the shiny tool first and only then ask where you’re trying to go.”

Analytics isn’t a magic machine that turns data into money. It’s a compass. “But a compass is only useful if you have a destination. Without that, you’re just pedaling harder without knowing where you’re headed.”

See Steen Rasmussen live at the Digital Analytics Summit 2025 on 9 October in B. Amsterdam at 9:25 – 10:10 hours in THE LOUIS.

Steen Rasmussen

Co-founder at IIH Nordic