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Because artificial intelligence and analytics dominate boardroom discussions these days, the companies achieving real growth are not the ones with the largest budgets or the most complex technology. They are the ones led by data-confident executives. These leaders insist on clear commercial outcomes for all data analytics and AI initiatives. Data-confidence is fast becoming the competitive edge that separates companies that scale from those that stagnate. The question for many founders and executives is not whether they need data, but whether they are confident enough to lead with it.
The confidence gap that costs businesses growth
Research suggests that only one in five data projects delivers measurable business value. This is not because the technology fails, but because leadership teams often lack the ability to ask the right questions, scrutinise results, and link initiatives to real-world outcomes.
Data-confidence is not about technical skill. It is about the strategic ability to focus on value. Business leaders do not need to learn coding or model-building. They need to understand how to challenge assumptions, align data initiatives with commercial goals, and hold teams accountable for delivering measurable results. Without data-confident leadership, companies risk poor investments, slow decision-making, and a culture where confusion outweighs clarity. When executives hesitate, entire teams lose momentum.
Why data-confident leaders succeed
Leaders who use data with confidence make faster, smarter decisions. They build stronger investment cases because they can clearly link data projects to business impact. They focus teams on results instead of reporting activity. This generates momentum that will lead to more ambitious investments that could differentiate a company from its competitors.
Companies led by data-confident executives avoid wasteful spending on technologies that fail to deliver real outcomes. They create cultures where insights are used practically, not just discussed theoretically. They act decisively when it comes to allocating investments to initiatives that will move the dial. Over time, a culture of data-confidence becomes contagious. When senior leaders demonstrate how insights improve results, other teams follow that example. Data stops being a side project and becomes part of the company’s operational rhythm.
How to build data-confidence
Building data-confidence starts with shifting from a data-driven mindset to a value-driven one. Many companies collect endless information without a clear plan for how it will support their objectives. Truly data-confident leaders begin by asking what outcome they want to achieve. Only then do they consider what data they need.
One of the most effective ways to build data-confidence is to apply a practical framework that connects business outcomes to data investment. In our book Drive RAPPID Results from Data, my co-author and I introduce the RAPPID Value Cycle: a proven approach developed through years of working with leadership teams across sectors. It provides a structured way for executives to identify value, invest with clarity, and ensure that data projects deliver measurable commercial results. The methodology is already being used by companies in financial services, manufacturing, and technology to accelerate growth. For leaders ready to move beyond theory, it offers a clear and repeatable way forward.
Furthermore, partnerships play a critical role in becoming data-confident. A strong relationship between the Chief Financial Officer and the Chief Data and Analytics Officer creates a cycle of confident investment and measurable value. The CFO brings rigour around forecasting and return on investment. The CDAO ensures that technical delivery stays aligned with business goals. When these two leaders work closely together, they create the conditions for sustainable success.
Incorporating insights into everyday decision-making is an essential habit. Business leaders should consistently ask teams to support their recommendations with clear insight, and then drive the automated use of insights to improve future decisions. Over time, this builds a stronger, more resilient decision-making culture.
Finally, it is vital to celebrate success visibly. Leaders should share stories about how data projects have contributed to business growth, whether through cost savings, improved processes, or new revenue streams. Publishing a data income statement that highlights tangible benefits helps to embed confidence across the organisation.
Leading with confidence
Data literacy is important, but it is only part of the picture. Confidence is what transforms knowledge into leadership. Data-confident leaders are not distracted by technical jargon or overwhelmed by complexity. They stay focused on value. They steer conversations towards outcomes, not activity. They demand evidence but move decisively once it is available. Companies that invest in building data-confidence within their leadership teams will be far better equipped to navigate change, seize opportunities, and outperform their competitors. The need for data-confident leadership is clear. The opportunity is now. Building confidence is not optional; it is critical to the future of your business.
