分析是必要的恶吗，而不是一个真正的价值驱动因素？
我在分析和高级分析领域工作了大约六年。我最开始在一家大型咨询公司工作，后来选择了独立发展，因此我对大型企业和小型产品团队都有深入的了解。
有件事一直困扰着我。在大多数项目中，分析似乎是一种基础设施，没人对此真正感到兴奋。在构建产品时，人们很少愿意在分析上投入资金。它被视为一种“必须拥有”的东西，而不是“想要拥有”的东西。
团队“乐于”为软件开发、广告、文案撰写和设计支付费用。这些被认为是直接有用的。而分析（如GA4、事件跟踪，甚至更结构化的设置如CDP）常常被视为背景噪音，虽然是保持引擎运转所必需的，但并不是每天能真正推动产品前进的东西。
实际上，许多团队最终只使用少数几个指标来做决策，即使在复杂的分析架构之下。其余的数据只是“以防万一”。
我很好奇其他人是否也看到同样的模式。分析是否被低估，因为它的投资回报率是间接和延迟的？还是大多数分析工作实际上只是为了团队所做的决策而过度设计？在什么情况下，分析会从“必要的管道”转变为真正的竞争优势？
我很想听听创始人、工程师和产品人员的看法，尤其是那些已经构建和扩展过产品的人。
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I’ve been working in analytics and advanced analytics for about 6 years. I started in a large consultancy and later went solo, so I’ve seen both enterprise and smaller product teams up close.<p>Something keeps bothering me. In most projects, analytics feels like infrastructure that no one is genuinely excited about. People rarely want to invest in it when building a product. It’s treated as something you should have, not something you want to have.<p>Teams are “happy” to pay for software development, advertising, copywriting, design. Those are seen as directly useful. Analytics (GA4, event tracking, or even more structured setups like CDPs) is often perceived as background noise, necessary to keep the engine running, but not something that meaningfully moves the product forward day to day.<p>In practice, many teams end up using only a handful of metrics to make decisions, even when a complex analytics stack exists underneath. The rest is there “just in case.”<p>I’m curious whether others see the same pattern. Is analytics undervalued because its ROI is indirect and delayed? Or is most analytics work simply over-engineered for the actual decisions teams make? At what point does analytics shift from “necessary plumbing” to a real competitive advantage?<p>Would love to hear perspectives from founders, engineers, and product folks who’ve built and scaled things.