VICI Insights • Operator Track • Week 02

Your Team Isn't Aligned. They Just Use the Same Words to Mean Different Things.

The most expensive document in your company is the one that doesn't exist: a single page saying what your words actually mean.

Most "alignment problems" aren't alignment problems. Your team agrees in the room — then the numbers never reconcile. That's not politics. It's that "revenue," "churn," and "active customer" mean three different things to three different systems.

Gartner research from 2020 puts the average cost of poor data quality at $12.9 million per year. Definition drift is the cheapest slice of that to fix.

Here's the 3-part framework I use with operators:

• Name the words that start fights. The 10–15 terms two teams define differently — "lead," "churn," "booked revenue," "on-time." If it triggers a debate, it belongs on the list.

• One sentence + one owner per term. Plain-English meaning, the exact logic behind it, and the single named person accountable. If you can't write it in a sentence, that's the misalignment — surfaced.

• Make the page the tiebreaker. Pin it next to the reports. When two numbers disagree, you fix the definition, not the argument. The dictionary — not the loudest voice — wins.

As HBR's DalleMule and Davenport noted in 2017, the same raw data often needs different cuts for different functions — but those cuts need to be named and governed, not accidental.

Shared definitions are the first brick. Every report, metric, and automation sits on top of them. Get the words wrong and everything downstream inherits the error. You can't innovate on a broken foundation.

If you're trying to get more out of your operation before you spend on more tools, I'm always glad to compare notes — reach out on LinkedIn. More of my work is at www.consultvici.com.

What's one term your teams define differently — and has it ever burned you?

VICI Insights • Operator Track • Week 01

You Can't Innovate on a Broken Foundation

In 20 years of fixing operations, I've almost never seen a company fail because its ambition was too small. I've seen dozens fail because the foundation under the ambition was broken.

Here's the pattern: a team buys the AI platform, launches the reorg, announces the new initiative — then stalls six months later because nobody can agree on what "active customer" means, the process it depends on was never mapped, and the person who owns it left three years ago.

Gartner predicted that by the end of 2025, at least 30% of generative AI projects would be abandoned after proof of concept. The #1 reason they named wasn't model performance or vendor failure. It was poor data quality. (Gartner, July 2024)

That's not a technology problem. It's a foundation problem.

The expensive failures aren't usually the bold bets that went wrong. They're the bold bets placed on data that wasn't defined, processes that weren't disciplined, and operations that weren't in order. The ambition was real. The slab underneath it wasn't.

This isn't about being cautious. It's about being sharp. The operators who win aren't the ones who avoid the shiny project — they're the ones who make sure the foundation can hold it before they scale the spend.

Three moves you can run this week:

• Take your biggest current initiative and write down the three data definitions, one process, and one owner it depends on.
• Check whether each one actually exists and is trusted — not "do we have data," but "do three leaders define this the same way?"
• Fix the weakest link before you write the next check. The foundation audit is cheap; the failed rollout is not.

The failure rate isn't high because the vision is wrong. It's high because the foundation is invisible until it fails, and invisible work is hard to fund and easy to defer.

The operators who fund it anyway are the ones still standing.

What's the shiny project in your world that's quietly sitting on a shaky foundation?

If you're trying to get more out of your operation before you spend on more tools, I'm always glad to compare notes — reach out on LinkedIn. More of my work is at www.consultvici.com.