In a world where data is considered "the new oil," it is not enough to accumulate information. What is truly important is transforming it into agile, reliable decisions aligned with the business strategy.

The study conducted by SAC and Baker Tilly reveals a clear picture: organizations increasingly value their data, but still have a long way to go to manage it effectively. The most interesting thing is that the challenges are not exclusive to large corporations, but also affect medium-sized companies, hospitals, law firms, logistics companies, and many other actors in the region.

Security remains the main concern. Seven out of ten organizations have already appointed responsible parties and have taken basic measures, but more than a third lack risk assessments and continuity plans, which reflects that awareness does not always translate into real response capacity. In parallel, the data culture shows a significant gap: although managers recognize information as a strategic asset, more than half of the teams are not trained to manage it properly.

Finally, data quality and value creation are consolidating as the biggest challenges. More than 60% of organizations do not have mechanisms to ensure reliable information, which generates duplications and inconsistent reports. And although most use control panels, less than half have a clear strategy to turn that information into decisions that anticipate the future. The reflection is inevitable: is your company really taking advantage of the data or is it just accumulating it?

Now, beyond the numbers, the study reveals very specific situations that are repeated in different organizations. Let's think of a company that works with several systems: billing, inventory, customer; but none communicate with each other. The team spends hours exporting information into spreadsheets, trying to put together a "unique" version of reality that never quite adds up. The problem is not the lack of data, but the inability to integrate it. This is a common case that reflects the need to strengthen the architecture and information management processes.

Another example is that of a private clinic that wants to implement artificial intelligence to anticipate the demand for medical appointments. The idea is brilliant, but when reviewing its records, it finds duplicates, errors in the names of patients and empty fields. The dream of AI becomes a frustration because the base is not reliable. This shows that innovation cannot be built on weak information: quality must be ensured first.

Finally, let's think of a service company that already has dashboards that show commercial, financial and operational indicators. The problem is that the reports end up being just a mirror of the past. Teams can see how many sales were made or how many claims came in, but they lack a strategic plan that turns that information into growth initiatives. They stay in the "what happened" without reaching the "what's next" or the "what should we do".

The most important thing is to recognize that these situations are not isolated failures. The study makes it clear: they are realities shared in many organizations, regardless of their size or sector. And this, far from being bad news, is an opportunity. Because it shows that it is not a path that each company travels alone, but a common challenge that can be faced with clear strategies and gradual steps.

So, what is needed to move forward? The study points to three fundamental priorities. First, strengthen security, not only with designated managers, but with proven continuity plans and periodic assessments. Second, invest in culture and talent, ensuring that each person understands the value of data and has the skills to manage it. And third, establish quality policies and an analysis strategy that connects information with business objectives.

Ultimately, the message is clear: it's not enough to have data, you have to know how to take advantage of it. Information is valuable only if it becomes reliable knowledge that guides decisions. The real challenge for organizations is not to accumulate more reports or more systems, but to take the leap towards mature management that allows them to innovate, anticipate and grow with solidity.

The good news is that this path is already mapped out. Knowing the current level of maturity is the first step; from there, each company can define a roadmap to close the gaps and strengthen its capabilities. The SAC and Baker Tilly study shows that all organizations have room for improvement, and that opportunities are within reach.

So the final reflection is inevitable: how prepared is your company to go from having data to leveraging it as a true engine of decisions and growth?