The true competitive advantage comes from data analysis

Data has long been considered essential for better decision-making. Today, companies have access to more information than ever before. They can analyze campaigns in real time, precisely segment target audiences, and flexibly optimize budgets. However, the real competitive advantage no longer comes from access to data alone. What matters most is what companies do with it.

Karin Immenroth, Global Chief Data Officer of the Mediaplus Group, discusses this in an interview with Health Relations (German only). She says that the biggest challenge of digital transformation today is not the technology itself, but rather the organization behind it.

Having more data does not automatically lead to better decisions.

For Immenroth, the real challenge lies in drawing the right conclusions from information, not in collecting or analyzing it. Which metrics are truly relevant? Which insights should lead to action? How can different perspectives be reconciled?

In her view, decisions are not driven solely by data or experience alone. A solid foundation for sustainable success is created only by the interplay of expertise, contextual knowledge, and data-driven insights.

Although new technologies are evolving at a rapid pace, organizations often change much more slowly. For Immenroth, this is the biggest hurdle in modern transformation processes. Companies are not slowed down by a lack of tools or insufficient data, but rather by entrenched structures, a silo mentality, and a widespread reluctance to question existing processes.

Successful companies create connections between business, data, and technology. They promote interdisciplinary collaboration and develop expertise that bridges both worlds. In the future, profiles that combine technical understanding with business acumen will be in even greater demand.

At first glance, generative AI appears capable of replacing some aspects of experience. Today, analyses, recommendations for action, and texts can be produced in seconds. However, Immenroth concludes that experience becomes more important, not less relevant, due to this development.

After all, even the best AI can only provide answers. Only people with the appropriate expertise can assess whether these answers are reliable, what assumptions underlie them, and where their potential limitations lie. It is those who critically examine and evaluate results from a professional perspective who create the decisive added value.

In addition to technology and data, another factor is coming into focus: trust. Immenroth does not view trust as an abstract value, but rather as the result of consistent action. Those who set realistic expectations, communicate transparently, and reliably keep their promises foster acceptance of change and strengthen long-term relationships.

Long-term transformation projects demonstrate that success requires more than just speed. Sustainable change requires time, clear communication, and a commitment to continuous learning.