From information to results: how to transform indicators into actions that generate profit

Indicators have always been part of business management. The problem is that, for many companies, they have become just numbers tracked in meetings, reports, or dashboards that rarely translate into concrete actions.

The true competitive advantage lies not in measuring more, but in acting better based on what is measured. It is at this point that the gap between information and results directly impacts profit.

In a highly competitive environment, tracking metrics without translating them into practical decisions creates a false sense of control. Companies believe they are well-informed, but continue to react slowly to market changes, missing opportunities and accumulating operational inefficiencies.

The excess of indicators and the scarcity of decisions

According to Gartner, more than 60% of leaders claim to have access to a lot of data, but less than 30% say they can consistently use it to guide strategic decisions. This happens because indicators are analyzed in isolation, without context and without a direct connection to business objectives.

When there is no clarity about which metrics really matter, teams end up focusing on monitoring, not execution. The result is predictable: long meetings, few decisions, and limited impact on financial results. Indicators lose their main function, which is to guide actions.

Indicators only generate value when they are linked to decisions.

For data to translate into profit, each indicator needs to answer a clear question: "What do we do if this number goes up or down?". Without this connection, metrics become merely historical information.

More analytically mature companies work with indicators that already come with context, trends, and possible courses of action. They understand that the role of data is not to explain the past, but to guide the next move. This reduces the time between analysis and execution, increasing the ability to capture opportunities and correct deviations quickly.

Data integration as a basis for more assertive actions

Another critical factor in this transformation is the integration between areas. Marketing, sales, and finance usually analyze different indicators in separate systems, which hinders a unified view of the business. Without integration, decisions are made based on partial snapshots of reality.

When data is connected, indicators begin to tell a complete story. It's possible to understand, for example, how a campaign impacts the sales funnel, revenue, and margin. This level of visibility allows for more precise decisions, with a direct impact on profit and operational efficiency.

From manual analysis to AI-driven action

Artificial intelligence significantly accelerates the transformation of indicators into actions. Instead of relying on manual analysis, AI identifies patterns, points out anomalies, and suggests priorities in real time. This changes the dynamics of management: decisions cease to be reactive and become proactive.

McKinsey studies indicate that companies that use advanced analytics and AI in decision-making increase their profitability by up to 15%. The gain comes not only from better data interpretation but also from the ability to act at the right time, based on clear and reliable signals.

Where Sherlock connects to this process

Sherlock was developed to reduce the distance between indicator and action. By organizing data, integrating sources, and applying artificial intelligence, the platform transforms dispersed metrics into actionable insights. Instead of simply displaying numbers, Sherlock helps prioritize decisions and guide next steps.

With intelligent alerts and quick answers to strategic questions, managers can identify what truly impacts financial results and act with greater confidence. This reduces rework, improves resource allocation, and increases the efficiency of decisions.

Profit is a consequence of data-driven execution.

Ultimately, transforming information into results is not a technical challenge, but a strategic one. Companies that manage to make this transition stop "tracking indicators" and start executing based on them. This is the point where data ceases to be a cost and becomes an investment.

Well-used indicators guide actions, reduce waste, and enhance growth opportunities. In an increasingly data-driven market, this capability is what sustains consistent results and long-term profit.