# Analytics' Success is its Downfall By:: [[Brian Heath]] 2023-03-01 Often analytics teams and professionals spend a lot of time and energy to gain trust within an organization. It's not uncommon for most analysts to never achieve this. However, once an organization begins to trust and value your work, a whole new problem emerges. Let's say you've developed an algorithm that optimally manages a process such as inventory levels. The organization and executive leaders trust your work and may see you as the expert in inventory management because of how great your model works. Now, the executives are asking themselves why not put analytics in charge of inventory. Now imagine that you've done this for multiple business functions. Very quickly analytics is believed to be the answer to all the organization's management problems. At this moment, regardless of your aspirations, you must ask yourself whether your analytics training transfers to managing people and processes. Certainly, there is overlap. As a skillful analyst, you have developed a deep appreciation and understanding of thinking, systems, the human condition, and processes. However, advising is different from leading. This situation is not unique to successful analysts. Nearly all high-performing individual contributors are constantly [[Management in Quandary - A Critique of Organizational Power|recruited for management roles]]. What might be different is the ever-changing role of analytics within organizations as analytics is a capability, skill, and function that extends beyond an organization's functional silos. Will analysis eventually just be folded into every facet of the organization? How many dedicated analytics professionals will future organizations require? Will our success be our downfall? #### Related Items [[Analytics]] [[Success]] [[Organizational Analytics]] [[Business]] [[Management]]