The test is not whether data appears in the decision paper. It is whether the data could have produced a different decision. An organization that assembles evidence after choosing is not data-driven, it is data-decorated, and everybody involved knows the difference. Being genuinely data-driven also requires accepting that some decisions have insufficient evidence and saying so, rather than dressing a judgment call as an analysis.
In practice. Write down, before the analysis, what result would change your mind. That single habit converts a confirmation exercise into a decision, and it is free.
Where it goes wrong. The phrase is used to mean "we have dashboards". Dashboards are supply. A decision-making culture is demand, and the two are independent — plenty of organizations have excellent reporting that no decision has ever depended on. Governance work that only improves supply will not move this at all.