Is Your Business Unhappy with Your Data Products?
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-- How to Trace the Frowns Back to People, Process, and Technology and Flip Them into 30 % Faster Wins
If your people, tech, and process aren't aligned, your data products will achieve failure. You don't need more tools. You need less friction.
1. Complex Tech + Unskilled Team = Disaster
You bought the hot stack. Great.
But your team doesn't know how to use ityet you expect speed?
Result:
Broken pipelines
Slow delivery
Zero trust in outputs
Fix: Match complexity to capability. Or invest in upskilling fast.
2. Skilled Team + Rigid Process = Waste
You've got a sharp squadbut they're handcuffed by red tape.
Result:
2-month ticket cycles for 5-minute fixes
Innovation blocked
Business checks out
Fix: Give them guardrails, not handcuffs. Automate the boring stuff. Ship small, ship often.
3. Smart Tech + Bad Process = Chaos
You nailed the architecture... and then buried it in governance hell.
Result:
Nobody knows what data is reliable
Everything takes forever
Business reverts to spreadsheets
Fix: Build trust into the pipelines (quality, lineage, PII handling). Then get out of the way.
4. Skilled Team + Right Tech + Rigid Process = Stall
You're 2/3 there. But your process keeps killing momentum.
Common signs:
"We need a working group to approve that schema change."
"We can't ship until Q4."
"Let's sync again next month."
Fix: Replace the process with a frameworkrepeatable, fast, and safe.

5. Full Alignment = Speed + Trust + Profit
When people, tech, and process move together:
? Use cases get delivered
? Data gets adopted
? The business makes better decisions
? You turn data into profit30% faster
Ready to swap frowns for ROI? Schedule a discovery call.
Want to implement this in your workflow, too?

David Loos
David is co-founder of Plainsight and has been in data and analytics for well over fifteen years. He's held every role from developer to program manager, and has led data strategy and architecture for organizations like Delhaize, VDAB, Fluvius, and Barco. He completed Vlerick's Advanced Management Programme, which says as much about how he thinks about business as it does about data.