In the picture is the IBM 305 RAMAC.

In 1956, IBM released this machine as the first supercomputer with a hard disk drive.

Chrysler, in 1957, was the first to put this supercomputer into industrial application.

During the 1960 Squaw Valley Olympic Winter Games, IBM provided data processing for the Games.

One thousand RAMACs were built, but by 1962, the RAMAC was obsolete.

Since the RAMAC was unveiled, the world has only become more inundated with data.

Still, Hollywood can't guarantee a hit.

NHL fans can't confirm the winner of this season's Stanley Cup.

The future UK PM officeholder can't be verified.

And the next chef to beat Bobby Flay can't be affirmed.

We love data.

"Do a survey. Do a focus group. Do a study."

Do more data.

The magic isn't in more data.

Data should not be about trying to use the information to prove a theory but to see what the numbers tell us and to inform us what we might be missing - since our minds like to trick us.

You see, our brains are wired to remember and overvalue the vivid and the shocking. Our brains are wired to remember events that actually happened and not events that could occur.

So often, we comfort ourselves in data to gain a better understanding and some guidance, but the data often falls short.

In their book, Why Everything You Know About Soccer is Wrong, authors Chris Anderson and David Sally concluded that soccer is a 50/50 game.

Half is luck, and half is skill.

With this conclusion, the authors determined two routes to soccer glory.

One is being good. The other is being lucky. You need both to win a championship. But you only need one to win a game.

Disney CEO Bob Iger reached a similar conclusion.

Announcing his company's over-the-top Disney+ streaming service, Iger is going where his customers are—one where customers can customize their viewing experience and seamlessly view Mickey and Minnie on numerous devices.

No survey, focus group, or study is needed to know this is a good move for Disney.

Disney has a customer experience that is visceral and multigenerational.

A customer experience that is deep and broad.

A customer experience forged with skill.

But Iger knows Disney needs more than skill to win the future.

As Iger told CNBC, if you measure the future against the present, the present doesn't stay the present for very long. Today's marketplace has never been more dynamic.

You can't measure what is happening today. You need to measure what you think will happen in the future - that and harness a little luck.

Many of us don't innovate because a current business model shapes the data and information we use and what has gotten us to our current status.

Data that is based on the present and data which is not of the future.

So, be mindful of having too much data as a means to confirm what you want the outcome to be.

Plus, feel free to harness a little bit of luck.

Want to ensure you are using data successfully?

I am a geostrategist and geopolitical business communications advisor.

I founded Caracal, believing that geopolitics is disrupting every industry and sector and that comms pros need actionable insights and ideas to navigate today's interconnected business environment.

Clients rely on Caracal for help navigating today's interconnected business environment with intelligence, strategy, engagement, and education.

Happy to have a chat if it makes sense.

Enjoy the ride + plan accordingly.

-Marc