Service
Indicators and dashboard
We define a few well-built indicators, each with formula, source, frequency and owner, and bring them together in a dashboard that is used in a specific meeting to make specific decisions.
From scattered data to a periodic decision
The problem
There is data but no information to decide with. Figures are reviewed at closing, when the month is already lost, and each report is built by hand in a different way.
Who it is for
Management and area owners who need a common basis for management meetings and do not want to start by buying a tool.
Signs that it is needed
- Many things are measured and nothing is decided.
- Each area presents numbers that do not reconcile.
- Month-end closing arrives too late to react.
- Nobody knows exactly where a number comes from.
Scope of work
- Selecting indicators aligned with objectives and processes, not with what is easy to measure.
- Formal definition of each indicator: formula, source, frequency, owner and thresholds.
- Cleaning up data sources and recording criteria.
- Designing the dashboard by level: management, area and process.
- Designing the review meeting: who attends, what is decided and how it is recorded.
How we work
- 01
Questions before metrics
We define which decisions must be made weekly and monthly; only then are indicators chosen.
- 02
Precise definition
Each indicator gets a formula, a source, a frequency, an owner and an attention threshold.
- 03
Dashboard from what exists
It is built with the data the company already generates, however simple, before proposing any investment.
- 04
Review routine
A meeting with a fixed time, a script and recorded decisions is installed, which is where the dashboard earns its value.
Possible deliverables
- Indicator catalogue with technical sheets.
- Multi-level dashboard with interpretive reading.
- Data collection and validation protocol.
- Results meeting script.
Intended results
- Shorter meetings with recorded decisions.
- A single source of truth for key figures.
- The ability to spot deviations before closing.
Deliverables are possible, not mandatory: they are agreed after the assessment. Scope and schedule adapt to the size and moment of the company; there is no standard duration.
Next step
If your management meetings run on impressions, this is a good entry point. The assessment measures this dimension specifically.
Other services
- Strategic direction
Turning intent into a plan you can steer
- Process management
So the company runs just as well when someone is away
- Continuous improvement
A stable method for solving problems at the root
- Risk control
Anticipating what can stop the business
- Digital transformation and applied AI
Automate orderly processes, never disorder
Next step
Start by knowing where your company stands
The Business Maturity Assessment evaluates six management dimensions in about ten minutes and returns a result per dimension with priority areas.