Many employers tend to undervalue instinctive, experience-based knowledge in their people. When someone has been doing something for a long time, they develop a level of judgment and pattern recognition that cannot always be captured by frameworks, metrics, or formal processes. This kind of instinct is not accidental; it is the result of accumulated experience.

Business reality is rarely linear as context shifts, markets change, and human dynamics are complex. As a result, metrics that are useful at one point can lose their relevance if they are pursued too rigidly or for too long. When this happens, organisations risk optimising for the measure rather than for the outcome. I think valuing experience alongside data allows for better decision-making. It recognises that numbers inform direction, but seasoned judgment often determines whether the organisation responds wisely to what is actually happening.