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The problem isn’t lack of data - it’s lack of shared reality.
Every company has lived through some version of this. A leader asks a simple question like, “What is the margin on Project X?” and suddenly everyone has a different answer.
Finance points to one number. Delivery shows another. Client Success has its own version. Each is defensible, but they come from slightly different definitions: operational margin, contribution margin, and margin with or without support teams. Nobody is wrong, but nobody is aligned either.
And beneath it all sits an uncomfortable uncertainty. People are never fully sure what the source of the data is or how exactly the number was calculated.
The problem is not a lack of data. If anything, it is the opposite. Every department has its own system and its own sheet. Data exists, but it lives in silos.
When someone asks a cross-functional question, the work begins -> exporting CSVs. Reconciling IDs. Hunting through Notion. Copying formulas from a Google Sheet that only one person truly understands. By the time a number is produced, trust is already fragile.
Faced with this friction, many teams stop asking harder questions. Decisions shift back to gut feeling, not because people want that, but because it is faster than fighting through fragmented systems.
The breakthrough starts small: creating one version of the truth that everyone can trust. That means replicating familiar logic so the results look like what people already know. It means assigning clear owners to every metric so that disputes end at the definition stage, not in leadership meetings. And most importantly, it means making it easier to ask the system than to build another spreadsheet.
When trust grows, something changes. Teams no longer spend energy defending their version of the truth. They focus instead on what to do about the reality in front of them.
The difference between fragmented data and shared reality is the difference between reactive and proactive management. In the old way, problems surface only when they are already painful. In the new way, signals emerge early enough to act before a crisis.
It also changes the nature of curiosity inside a company. Instead of just asking “What is our margin this month?” people start asking “Which types of clients are consistently profitable, and how do we design more work like that?” When friction disappears, bigger and more valuable questions appear.
Spreadsheets will always have a place. They are great for exploration and quick analysis. But they should not be the backbone of how an organization understands itself.
The real leap is toward shared reality, one source of truth, clear definitions, a culture that trusts the numbers enough to move fast and focus on the decisions that matter.
That is the shift from archaeology to clarity. And it is the foundation for any serious use of AI in the years ahead.
