Open data—public datasets made freely available by governments and institutions—has been celebrated as a triumph of transparency. But for the private sector, it represents something far more consequential: a largely untapped source of strategic advantage, one that could redefine industry boundaries and spark new forms of corporate innovation. Yet, if the promise is so great, why do so few organizations truly capitalize on it?

The paradox at the heart of open data lies in its accessibility. When data is owned by all, it becomes seen as a neutral public good rather than an engine for disruptive growth. Most executives pay it lip service, admiring case studies from public transit apps or health initiatives, but few manage to institutionalize open data as a strategic imperative. The challenge is not a shortage of data, but a shortage of vision and execution.

What if we are thinking too small about open data? Many organizations approach it as a tactical experiment, a peripheral information source. The real opportunity, however, is in treating open data as foundational infrastructure for new business models, not just a side project. Think of open data less as raw material on a shelf, and as a public utility, available to anyone, but only transformative for those who know how to harness and integrate it deeply.

This shift in mindset surfaces difficult questions for leaders. How do you build trust in data whose provenance you don’t control? How do you blend sprawling public datasets with proprietary systems to generate differentiated insights? Is your organization prepared to navigate new forms of regulatory and reputational risk as boundaries blur between public good and private value creation?

Solving the open data dilemma requires leaders to move beyond opportunistic pilots toward systemic innovation. That means aligning open data initiatives directly to core growth or operational objectives, embedding data integration as a discipline, and partnering beyond company walls to accelerate learning. Ultimately, the winners will be those who view open data not as an externality, but as a strategic asset woven into the fabric of corporate decision-making.

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