From reporting to reasoning

ANALYTICS maturity is not a switch; it is a journey — a roadmap.

Each stage answers a fundamentally different question and delivers distinct value.

Most organisations claim to be “data-driven”, yet only a few can clearly explain how their analytics actually improve decision-making.

Descriptive analytics explains “what happened”.

This is the foundation where most organisations start — and where many get stuck.

They often focus only on summarising historical data to understand past performance, such as last quarter’s revenue or operational metrics, among other key performance indicators.

• The fiddler: Lost in translation
• The fiddler: Lost in translation
• TelOne picks EOS Data for agric platform
• Why reputation management is critical in social media era

This creates visibility and a shared language of facts.

However, descriptive analytics only reports what has already happened, without providing deeper insight.

It is like looking in the rear-view mirror while moving forward.

Businesses often spend considerable time explaining numbers rather than acting on them. This approach is limited: it highlights patterns of problems but does not explain root causes or recommend solutions.

Relying solely on descriptive data forces companies to be reactive rather than proactive, which can stall progress and cause them to fall behind.

At times, the data may even be inaccurate or misleading, especially disadvantageous in a fast-changing business environment.

Another drawback is that past performance analysis is insufficient for anticipating future trends.

Diagnostic analytics digs into the drivers and root causes behind the data.

It helps organisations look backward and ask, “What patterns or anomalies emerged?” or “Which events or conditions influenced the outcome?”

This is where analytics begin to influence management conversations, not just reporting cycles.

Leaders shift from asking for reports to acting on the insights uncovered.

Predictive analytics is where data starts shaping future business decisions.

By leveraging statistical tools and models, organisations can forecast risks, customer behaviour, market trends, and more.

Predictive analytics uses historical data to anticipate future outcomes, enabling proactive rather than reactive decisions.

By identifying trends and patterns, management can anticipate potential risks — such as customer payment defaults — and adjust strategies in line with market conditions.

This method also improves operational efficiency through optimised staffing and refined processes.

Cognitive analytics combines predictive models, decision intelligence, and artificial intelligence to generate deeper insights.

Here, analytics becomes a thinking partner for the business, not just a reporting tool.

True analytics maturity depends on leadership intent, trust in insights, decision accountability, and a strong data culture.

The goal is to build capability deliberately, ensuring each stage strengthens the next.

The analytics journey is not merely a technology upgrade — it is an organisational transformation.

To progress successfully, organisations must align around the following:

Capability — data quality, tools, and talent

Building robust data capability requires a strategic blend of high-quality data, advanced tools, and skilled talent.

Leading organisations treat data as a strategic, governed asset rather than merely a byproduct of collection.

Culture — accountability and decision ownership

High-performing businesses empower employees to take ownership of outcomes, reducing blame and fostering engagement.

This requires clear expectations and standardised behaviours.

Organisations should also foster a “fail-forward” learning environment, where setbacks are treated as temporary learning opportunities.

By analysing what went wrong, documenting lessons, and applying them quickly, teams maintain resilience and momentum—even in crisis.

Clarity – measurable outcomes

Clarity enables strategic alignment: the business defines where it is heading and how it will get there, avoiding distractions and enabling efficient resource allocation.

Management must ensure that every team member understands their responsibilities and how their work contributes to organisational goals.

Analytics helps organisations build the leadership muscle to confidently leverage data in decision-making.

Those with the clearest roadmap from insight to action will thrive.

• Innocent Hadebe, with 25 years of experience and credentials as a John Maxwell certified business coach, serves as a trusted executive advisor through Innocent Leadership Group (ILG), empowering global leaders to think boldly, lead transformational change and turn operational complexity into measurable success