Most organizations collect more operational data than they use. The gap is usually in how it is structured and reported, not how much exists.
It is rare to find an organization that lacks data. It is common to find one where that data sits in disconnected systems, reported inconsistently, and reviewed too infrequently to inform real-time decisions.
Turning operational data into better decisions usually requires less new data collection than leadership assumes, and more work structuring what already exists — defining consistent metrics, building dashboards that reflect what leadership actually needs to decide, and establishing a cadence for review.
The organizations that do this well treat reporting as a decision-support tool, not a compliance exercise. Every recurring report should answer a specific question someone is actually asking. If it doesn't, it is worth asking why the report still exists.