Overcoming Long-Held Beliefs When Presenting Data-Driven Insights In Strategy

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Data-driven opinions and decisions coming from heads of strategy might fail to gain traction because they lack buy-in from senior leaders and other key stakeholders. In organizations with entrenched cultures or legacy leadership, rigorous strategic input can be received with skepticism, leading the organization to instinctual standards.

​What happens when data-driven insights challenge long-held beliefs of senior leaders, leading them to discount the insights and turn back to their gut? How do you convince leadership that data-driven decisions are both possible and valuable?