# Why Data Modeling Alone Fails to Drive Business Value Shift from predictive data models to decision models to bridge the analytics-management gap. - **Source:** [Sloan Management Review](https://sloanreview.mit.edu) - **Published:** 2026-10-19 - **Topic:** [Data & AI](https://brifing.si/c/data-ai) - **Original article:** - **On Brifing:** https://brifing.si/s/7ddb76d7-eade-4ca6-a9f1-e37aee862eb5 ## The Analytics Failure Trap Many global retailers invest millions in data science, yet struggle to translate accurate demand predictions into actionable inventory strategies. Research indicates that 60% to 85% of these projects fail to deliver expected outcomes. This disconnect stems from a fundamental language barrier between technical teams focused on accuracy and managers focused on profit. ## Predictive vs Decision Science Data science prioritizes coding, machine learning, and predictive accuracy metrics. Conversely, decision science focuses on problem framing and modeling the actual choices managers face. While data science provides the necessary inputs, decision science structures these inputs to drive specific business outcomes, ensuring that technical outputs align with organizational goals and financial targets. ## The Crux of Disconnect Bipin Chadha of CSAA Insurance Group highlights that many data scientists mistakenly equate predictions with decisions. This misalignment leads teams to solve irrelevant problems using inappropriate metrics. When analysis fails to reflect the specific decisions management must make, the resulting models remain unused, rendering the entire technical investment ineffective for the business. ## Strengthening Problem Framing Effective decision scientists act like medical doctors, diagnosing the root cause behind managerial symptoms. By forcing a discussion on the true problem before modeling, they ensure the solution is relevant. This process moves beyond mere forecasting accuracy to address complex business constraints like production capacity, labor availability, and material supply chain limitations. ## Optimizing for Financial Outcomes In inventory management, simple demand forecasting ignores the asymmetric costs of overproduction versus underproduction. Decision modeling incorporates these financial realities, using optimization and simulation to provide alternative plans. This allows leaders to evaluate trade-offs between risk and return, rather than relying on a single, potentially misleading, point-estimate forecast from a model. ## Avoiding Convenient Data Traps Teams often default to using the most accessible data rather than the data required to solve a specific business problem. In customer churn scenarios, predicting who will leave is insufficient. Decision modeling requires identifying which customers are worth retaining and what specific actions will influence their behavior, ensuring data usage drives value. ## Aligning Metrics With Strategy Statistical metrics like goodness of fit hold little value for executives concerned with profit margins. Decision modeling translates predictive inputs into financial consequences, such as the cost of approving a bad loan versus rejecting a good one. This approach captures the financial asymmetry of errors, providing metrics that directly inform executive decision-making. ## The Decision Brief Discipline To improve ROI, organizations should adopt a 'working backwards' process similar to Amazon’s product development. Managers must require a decision brief that defines the problem, the decision-maker, constraints, and success criteria before any data request is fulfilled. This discipline prevents the development of technically impressive but practically useless analytical solutions for stakeholders. ## HanesBrands' Success Framework Ben Martin at HanesBrands mandates that no data science project proceeds without answering five critical questions. These include identifying the business problem, the decision-makers, anticipated value, required techniques, and project feasibility. This framework ensures that analytics efforts remain tethered to business impact, reinforcing the principle that only decision-focused analytics drive real ROI. ## Enterprise Digital Twins CSAA Insurance Group utilized an enterprise digital twin to bridge the gap between data scientists and business strategy. By creating a simulation of the company, data scientists could test the impact of their models against actual business rules. This lab environment accelerated their understanding of the business, fostering a more decision-oriented analytical culture. ## Building Trust Through Engagement Shifting focus from data models to decision models compels analysts to engage directly with leadership. These interactions uncover root causes and align priorities, which builds essential trust in the recommendations. When managers see their specific decision-making challenges reflected in the analysis, they are significantly more likely to adopt and utilize the models. ## The Path to ROI If analytics investments are failing to deliver, the solution is to stop modeling data in isolation and start modeling decisions. By prioritizing business problems, aligning metrics with financial outcomes, and fostering communication, organizations can transform their data science teams from cost centers into strategic partners that consistently drive measurable, high-impact business value. ## Sources covering this story - https://sloanreview.mit.edu/article/why-data-modeling-is-not-enough/ — --- _Summary written by Brifing from the original reporting. Copyright in the original article belongs to its publisher; read the full piece at the link above._