01Measure and basis
What are we measuring?
Define the indicator, unit, reporting period and business boundary. Select measures that answer the leadership question.
Leadership dashboards
Focus the review.
Inform the decision.
Performance, context and exceptions.
One leadership view.
We shape dashboards around the questions management needs to resolve, connecting selected measures with their meaning and the discussion they should prompt.
Discuss your leadership dashboardThe leadership view
Start with what leadership
needs to resolve.
The dashboard should connect the result, its context and the response. We help select the financial, operational or sustainability measures that support that discussion.
The business question
Which result or exception requires management attention?
02Movement
What has changed?
Show the result against the relevant prior period, baseline or target. Keep the reference point visible beside the measure.
03Explanation
What is driving it?
Bring the main drivers and material exceptions into view. Identify the context, uncertainty or missing information that affects interpretation.
04Response
What should happen next?
Set out the implication, the question to resolve and the responsible function. Record agreed actions and matters requiring a decision.
Supporting detail
Keep the source records, departmental measures and explanations behind the summary available for review.
The reporting basis
Keep performance
and reporting status distinct.
A leadership team needs to understand both what the information says and how complete it is. Clear definitions and visible limitations make the review more useful.
We connect the headline view with the evidence and responsibilities behind it, so questions about a result have a clear place to go.
- Definition and boundary
- Use a consistent meaning, unit and scope for each measure. Make changes in coverage or calculation explicit before interpreting movement.
- Comparison
- Distinguish a historical result from a future target. Label partial periods clearly and assess whether the comparison is like for like.
- Completeness
- Show where information is unavailable, estimated or awaiting review. A missing input is not a zero result, and incomplete reporting is a separate issue from performance.
- Ownership
- Identify who provides the information, who reviews it and which function can explain the movement or take the next action.
What the work can include
A focused overview.
A clear basis for follow-up.
We bring KPI selection, reporting structure and management commentary together, with the level of detail shaped around the leadership review.
Executive scorecards and review packs
A leadership view of selected measures, comparisons and commentary, organised around the priorities and decisions that matter.
KPI definitions and input frameworks
Agreed definitions, reporting periods, boundaries, sources and responsibilities that connect the overview with supporting departmental information.
Exception and action reviews
A structured account of significant movements, reporting gaps and management questions, with agreed responses and follow-up responsibilities.
Management approves priorities, targets and decisions. Functional teams provide the underlying information and implement agreed actions.
Selected work · A leading financial-services group
An executive view.
The detail within reach.
A connected dashboard programme placed leadership measures alongside baselines, targets, reporting status and supporting departmental detail.
The work organised a concise management view and the information needed to examine it, keeping definitions and reporting periods visible.
Explore the dashboard case studyStart a conversation
What should your next
leadership review resolve?
Start with the decisions, the measures already reported and the questions the current view leaves unanswered.
Discuss your dashboard priorities