I think a lot of times unless you are operating at hyperscale and bps matter, most business data analysis is more art than science. Ex, if you have < 200 sales

I think a lot of times unless you are operating at hyperscale and bps matter, most business data analysis is more art than science. Ex, if you have < 200 sales in a month and you want to report this, it's totally normal to want to pull it into excel and fiddle with the numbers, make ad-hoc corrections, divide those 200 sales up in very subjective ways, etc. The smaller the company the more the reporting layer is only a weak approximation of reality, there isn't enough there to create a narrative around. "Hypothesis testing" such data is honestly a waste of time. Of course you want to be intellectually honest about it, and I agree that cherry-picking the "right" data can be a big problem in the wrong kind of organization. I remember one time a Jr analyst I managed was asked by the CEO to create a certain chart. I was not looped in. The CEO then used that chart to convince himself and many others on the executive team to make a huge product change that ended up being a complete disaster.