Why?

Why some data initiatives are successful

Data and IT changes rarely fail due to technical limitations. The real pitfalls are confusion, resistance, lack of direction or simply the lack of preconditions. It Model of Knoster identify these factors clearly: vision, skills, motivation, resources and a concrete action plan are all needed to successfully change.

What stands out? At Data-Pro, this model is not a theoretical framework, but daily practice. It is how I work—intuitively, systematically and with lasting effect.

“Good change starts with understanding why change sometimes doesn’t work.”

Vision: without direction no movement

Without a shared vision, data initiatives remain steerless. The technique is there, but the direction is missing. In almost every project, I therefore start by clarifying why: What needs to change, and for whom?

In complex migration processes or in the restructuring of data architectures, it is often the first profit to engage with the right people, to uncover bottlenecks, and to develop a shared vision of the future together. Only then will there be movement.

“A vision that is not shared is just an opinion.”

Skills: The difference between willing and able

Even with the best of intentions, a team gets stuck if it lacks the right skills. That is why I bring not only technical expertise — in the field of data modelling, BI, cloud and scripting — but also skills in communication, training and change management.

I am often used to involve people in new processes or systems, with an approach that is as practical as it is coaching. Think of technical workshops, supervision of juniors, or bridging the gap between business and IT.

“Change is only possible if people know how to change.”

Incentives: Why would anyone want this?

Change requires energy. That energy is only released when people feel what it delivers – both personally and professionally. In projects I am involved in, I make sure that successes become visible: shorter lead times, more grip on quality, less manual work, more transparency.

A well-designed dashboard, an automated control script or a clear data model can do wonders for motivation. But only if it fits in with what people need in their daily work.

“The best motivation comes from feeling that your work matters.”

Resources: Is everything there to succeed?

We often expect a lot from people without giving them the time, tooling or support they need. That is why I always map the existing resources – and adapt to them. I use what is already there, improve where necessary, and automate where possible.

Whether it's a fragmented data environment, legacy tooling or missing documentation: I help people move forward with concrete means, rather than abstract advice.

“Change does not require luxury, but access.”

Action Plan: Change must be workable

A vision without a step-by-step plan remains an intention. That is why I always work from a plan that gives direction and leaves room for adjustment. Iterative, transparent and tailored to the organisation.

Sometimes that means: develop a practical migration path in a short period of time. Uncommon: phased redesign of a reporting environment. But always with an eye for practicability and involvement. No thick reports, but clear steps and quick feedback.

“Change is not a project. It is a process with direction.”