<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Strategy on SailingDataLakes</title><link>https://sailingdatalakes.com/tags/strategy/</link><description>Recent content in Strategy on SailingDataLakes</description><generator>Hugo -- gohugo.io</generator><language>en</language><lastBuildDate>Sun, 16 Aug 2026 00:00:00 +0000</lastBuildDate><atom:link href="https://sailingdatalakes.com/tags/strategy/index.xml" rel="self" type="application/rss+xml"/><item><title>Beyond the Cost Center — Why Fraud Should Be Measured Against a Profitability Baseline</title><link>https://sailingdatalakes.com/posts/fraud-cost-center-vs-profitability-baseline/</link><pubDate>Sun, 16 Aug 2026 00:00:00 +0000</pubDate><guid>https://sailingdatalakes.com/posts/fraud-cost-center-vs-profitability-baseline/</guid><description>Most fraud teams I&amp;rsquo;ve seen are set up as a cost center: an allocated budget, a mandate to keep losses under some number, and an implicit assumption that every dollar spent on controls is a dollar of friction imposed on the business. Framed that way, the team&amp;rsquo;s incentives point in exactly one direction — minimize loss — while Growth and Product&amp;rsquo;s incentives point in the other — minimize friction. Nobody designed this conflict on purpose.</description></item></channel></rss>