Report

December 2003

Making Dashboards Actionable

Laurie Orlov 		In the post-Enron era, dashboards have become the latest tech toy for top execs. But these projects are disconnected from business operations; firms must link dashboards to business processes and actions.
by Laurie Orlov with Christopher Mines, Liz Herbert, Colin Teubner

INTERVIEWS
  • Dashboards are developed for executives but do not deploy targeted alerts to affected employees.
ANALYSIS
  • Active dashboards link to process owner roles, actions, and analysis.
  • Think big, start small to prototype active dashboards.
ACTION
  • Look for hidden nuggets of leading indicators.
WHAT IT MEANS
  • BI vendors will learn to dance with the big-gun portal providers.
 
Figures & Data
  • Figure 1.  Profile Of Surveyed Companies
  • Figure 2.  Dashboard Example: Keeping Track Of A Retail Call Center
  • Figure 3.  Dashboard Projects Should Target The Right Operational Level
  • Figure 4.  Ninety-Day Iterative Cycle To Create And Sustain Active Dashboards
  • Figure 5.  The Technology Is Changing To Enable Active Dashboards
  • Figure 6.  Metric Availability Does Not Imply Operational Value
   
RELATED MATERIAL 
  • Companies Interviewed For This Report
  • Related Research
 
GRAPEVINE
  • Dashboard duct tape -- but is it sticky?
  • Drivers move from passive automotive dashboards to contextual guides.
  • Not a Y2K project.

 

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Document Type: Report
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