By Alexandra Theriault, Chief Growth Officer, Lotame

As consumer demands rise and the threat of third-party identifier deprecation looms, shifting to first-party data is no longer theoretical—it’s vital. But despite major investments, many enterprises still can’t meaningfully activate their first-party data. Why?

The problem isn’t technology. It’s politics. Siloed teams, legacy infrastructure, and misaligned incentives stand in the way of progress—not lack of access to data or tools.

It’s Not a Tech Problem—It’s a Structural One

Too often, first-party data strategies are treated as IT or marketing initiatives.

Here’s what it really is: change management. You can have all the right data in the right platforms, but if the teams don’t agree on who owns it or how to use it, nothing happens.

Marketers wanted progress, and what they got instead was siloed teams, legacy infrastructure, and misaligned incentives.

First-party data is stranded across disparate systems: a CRM here, a loyalty database there, web analytics in another silo entirely. Getting those systems to talk is hard enough. Getting people across departments to align on priorities, timelines, and metrics? Even harder.

The Burden of Legacy Systems

Legacy infrastructure remains one of the most persistent barriers to data success, let alone first-party data. Many large enterprises — especially in traditional verticals like automotive, retail, and CPG — are still dealing with outdated data offerings and fractured martech stacks. Data isn’t centralized or standardized, making it difficult to build a unified customer profile or execute against it in real time.

The result is a frustrating paradox: companies know more about their customers than ever before, but they still struggle to act on that insight in a meaningful and timely way. Meanwhile, digital-native competitors with more agile systems are pulling ahead.

Siloes, Turf Wars, and the Trust Gap

Even when the technical hurdles are addressed, organizational politics can grind momentum to a halt. Internal processes may be slow, while marketing pushes for speed and personalization. Analytics, product and sales teams may all be measured on different metrics. These competing incentives often create a stalemate.

Too often, initiatives get stuck in endless meetings or buried under layers of approvals. Without executive-level sponsorship and clear accountability, the risk of failure, or worse, inertia, is high.

The Ownership Question

One of the biggest unspoken challenges is that many organizations still haven’t answered a fundamental question: Who owns first-party data? Is it marketing, because they activate it? Analytics, because they structure it? IT, because they manage the systems?

Without a centralized owner — or at least a shared governance model — data becomes a political football. Teams hoard it, duplicate it, or worse, misinterpret it. This not only slows down execution, but also erodes trust in the data itself.

Moving Forward: A New Operating Model

Solving these internal challenges requires more than a tech upgrade. It demands a cultural one.

Companies need to treat first-party data as a shared asset with shared goals. That means:

• Establishing a centralized framework that outlines ownership, access, and use policies.
• Aligning incentives across departments to encourage collaboration instead of competition.
• Investing in data literacy and cross-functional training, so teams understand the value and risks of first-party data.
• Appointing executive champions who can drive accountability and clear roadblocks.

Ultimately, first-party data is only as powerful as the organization behind it. If companies want to compete well into the future, they must address the organizational barriers that have long been ignored. Because no amount of technology can fix a broken internal structure.