In a recent LinkedIn post, Mark O’Donnell discusses the common business challenge of data overload, arguing that most companies possess an abundance of data but lack clarity on which metrics truly drive decision-making and indicate business health. He highlights a prevalent issue where leadership teams struggle to identify the few critical numbers that should be reviewed regularly.
According to O’Donnell, the paradox of data is that more information doesn’t necessarily lead to easier decisions. He observes that many organizations create extensive dashboards covering revenue, pipeline, churn, engagement, satisfaction, and velocity, yet they often cannot pinpoint the essential few metrics that matter most.
“Companies will have dashboards for everything: Metrics on revenue, pipeline, churn, engagement, satisfaction, velocity. The works. But when I ask leadership teams ‘What are the five numbers you review together every week?’ most can’t answer clearly.”
The Pitfalls of Excessive Data Tracking
O’Donnell contends that the sheer volume of data can obscure rather than illuminate. He points out that the focus on numerous metrics can lead to confusion and a lack of actionable insight. In his view, the problem isn’t a deficit of data, but rather a misalignment in what data is collected and how it is utilized.
He contrasts this with the approach of successful companies, which he states are not bogged down by tracking dozens of metrics. Instead, these organizations concentrate on a curated set of 5-15 key numbers.
Identifying and Utilizing Core Business Indicators
Mark O’Donnell emphasizes that these core numbers are consistently reviewed weekly and each has a designated owner. This structure allows for swift identification and resolution of issues when metrics deviate from the desired performance. He describes this method as simple, consistent, and predictive.
“Successful companies have a different approach. They’re not tracking 47 metrics. They’re tracking 5-15 numbers that tell them whether the business is healthy or not.”
O’Donnell elaborates on the principles for building such a system, drawing from his book ‘Data.’ Key learnings include identifying the crucial 5-15 numbers, understanding the distinction between leading and lagging indicators, and constructing a weekly scorecard designed to anticipate problems. He also touches on the importance of assigning clear ownership for these metrics, moving away from opinions and ego towards data-driven decisions.
“It’s simple, consistent and predictive.”
He further suggests that a lack of predictability in a business, frequent surprises with negative news, or internal disagreements about performance often stem not from a lack of data, but from not having the *right* data, reviewed consistently, and clearly owned.
Addressing Problems: Beyond Data Collection
In a post-script, O’Donnell extends the discussion to the critical step of acting on data insights. He notes that having the right data is only the first part; the real challenge lies in how teams respond when numbers indicate a problem. This is an area where many businesses falter, according to O’Donnell, often seeing an issue but failing to resolve it effectively.
“My new book Issues is all about that: how to identify what’s really going on and make problems go away for good.”
He directs readers to his book ‘Issues’ for guidance on identifying and resolving problems. O’Donnell also promotes his weekly newsletter, ‘Clarity Break Thoughts,’ and encourages sharing his post to help other founders gain clarity.
📝 About This Content
This article is based on insights shared by Mark O'Donnell on LinkedIn.
📅 Originally posted on February 17, 2026 | View original post on LinkedIn →