Somak Sarkar believes that dashboards alone are no longer enough to meet the growing demands of modern business environments. While dashboards summarize performance and highlight trends, they often fail to inform deeper decision-making. Organizations that want to be truly data-driven need to go further—building systems and cultures where data is treated not as an afterthought, but as a foundational element in every stage of planning, problem-solving, and performance evaluation.
Basic reporting can indicate what has already happened, but it rarely prompts action. What matters more is the interpretation of the data—understanding what it implies, why it matters, and how it can be used to shape future outcomes. Somak Sarkar notes that teams must evolve beyond merely tracking performance to truly analyzing it in ways that generate insight.
Static reporting tools like dashboards typically provide snapshots of historical data, but they rarely offer the kind of dynamic, real-time insights needed to respond to shifting conditions. Somak Sarkar points out that relying solely on these tools can lock teams into a reactive posture, limiting their ability to plan proactively or optimize outcomes.
Reports often surface after decisions have already been made, reducing their influence on strategy. What’s needed is a system where data is not just reviewed but discussed—used to ask questions, uncover root causes, and consider different approaches. This shift from reporting to analysis marks the first step toward a truly data-driven culture.
Furthermore, static reporting creates bottlenecks when teams rely on one centralized source to interpret results for them. Somak Sarkar recommends distributing the responsibility by enabling broader access and encouraging interpretation at all levels.
For Somak Sarkar, a key part of this transformation is embedding data into the fabric of regular business operations. Data should be visible and relevant in weekly meetings, long-term planning sessions, and day-to-day decisions. This does not require elaborate visualizations but rather a shift in mindset—one where stakeholders habitually seek evidence to support their ideas and plans.
When data informs conversations across departments, it naturally begins to shape priorities and objectives. Financial forecasts, marketing initiatives, and operational changes all benefit from being grounded in concrete, up-to-date metrics. Somak Sarkar explains that when every team is fluent in data, silos break down, collaboration improves, and strategic decisions become more cohesive.
Over time, this helps shift the culture from opinion-based decision-making to one that is centered around tangible evidence. This not only reduces the risk of costly missteps but also builds organizational confidence in planning and execution.
The ability to understand and question data should not be limited to analysts or IT teams. Somak Sarkar emphasizes that building data literacy across the organization is essential for meaningful adoption. When non-technical employees can navigate dashboards, understand metrics, and ask productive questions, they become active contributors to decision-making processes.
Training programs, peer-to-peer mentoring, and simplified analytic tools can bridge the gap. As data skills grow, so does confidence—making employees more likely to use data independently. According to Somak Sarkar, this empowerment unlocks a broader range of insights and strengthens the organization’s overall analytical capability.
Data literacy includes knowing how to interpret visualizations, understanding what constitutes a statistically significant result, and recognizing when data may be misleading. These competencies help ensure that decisions are grounded in solid understanding rather than surface-level impressions.
Creating a culture of data usage means making it part of employees' daily work. Somak Sarkar suggests that routine check-ins, performance reviews, and project updates include relevant metrics. Doing so not only normalizes the use of data but encourages consistency and accountability.
Rather than saving insights for quarterly reviews, teams can begin to use key indicators to assess projects in real time. This immediacy supports faster decision-making and reduces the risk of small issues growing into larger ones. By building familiarity with the numbers, teams also become more agile and responsive.
Embedding this practice into daily operations doesn’t require sophisticated dashboards. Even simple shared documents and tools can help teams collaborate around the same metrics, encouraging shared ownership and clearer communication.
Accessibility is a common barrier to data adoption. If employees must go through multiple approvals or systems to retrieve data, usage will be low. Somak Sarkar recommends implementing centralized systems with clean, well-organized data sets that are easy to explore and interpret.
Ensuring that employees trust the accuracy of the data is equally important. Discrepancies and inconsistencies quickly erode confidence and reduce reliance on analytics. By maintaining data integrity and making it easy to access, organizations can increase usage and reduce bottlenecks that hinder decision-making.
Somak Sarkar advises integrating data tools into the platforms employees already use, such as CRM systems or communication platforms. This integration minimizes disruption and makes it easier for teams to include data in their decision workflows without needing to switch systems.
If an organization wants to encourage data-driven decision-making, it must also reinforce the behavior through its incentive structures. Somak Sarkar explains that performance evaluations, bonuses, and promotions should reflect not just outcomes, but the methods used to achieve them—including the use of data to support key decisions.
Recognition of data-based problem solving or innovation reinforces its value and motivates others to follow suit. Over time, this alignment creates an environment where data use is rewarded rather than seen as extra work.
In addition to formal rewards, informal recognition—such as sharing success stories in internal newsletters or at team meetings—can reinforce the idea that thoughtful data usage is an expected and appreciated part of the culture.
A culture of data use is sustained not just by tools and training, but by communication. Somak Sarkar notes that success stories where data influenced a positive outcome should be shared broadly. When teams see the impact of data in action—whether it led to a product improvement, cost reduction, or process efficiency—they’re more likely to adopt similar behaviors.
Internal storytelling is powerful because it makes abstract concepts tangible. Highlighting how one team used customer feedback to improve retention or how another optimized inventory with forecasting tools shows employees what data use looks like in practice. These stories build momentum and reduce resistance.
Somak Sarkar emphasizes that going beyond dashboards means changing the relationship between people and information. It’s about integrating data into daily work, encouraging exploration, improving literacy, and removing access barriers. While tools and systems play a role, the real change happens when data becomes part of the mindset—used consistently, discussed openly, and trusted as a basis for strategic planning. When these practices become habits, organizations can move confidently from reporting to real-time insight, with Somak Sarkar helping highlight the steps to get there.
