Reports leadership actually trusts and uses.
We build dashboards and reporting on one shared set of numbers, so meetings are about decisions, not about whose figures are right.
Every department has its own version of the truth.
Finance has one revenue number, sales another. Reports take days to prepare and are out of date when they arrive. Dashboards exist, but few people open them.
So decisions are still made on gut feeling, backed by whichever spreadsheet supports them.
A dashboard is only useful if it answers a question someone actually asks.
Good BI starts with the decisions and meetings it should support: the weekly sales meeting, the monthly board pack, the daily operations check.
With one set of definitions behind every number, the discussion moves from whose figures are right to what to do about them.
From the questions leadership asks to dashboards they open every week.
- 01
Start with the questions
The decisions and meetings the reporting must support, and the KPIs that matter.
- 02
Agree the definitions
One meaning for revenue, margin, customer and order, written down and owned.
- 03
Build the dashboards
Clear, fast dashboards in a BI tool that fits your team, built on the data platform.
- 04
Make it the habit
Training, meeting formats and follow-up so the dashboards are used.
What you hold at the end
- 01
One set of numbers
Shared definitions across the business.
- 02
Dashboards that are used
Built around real meetings and decisions.
- 03
Less time on reporting
Reports that update themselves.
Talk to a partner, not a sales team
Bring the report that takes longest to make. Marco Bjørslev Jensen, Founding Partner, takes the call.
Marco Bjørslev Jensen
- 01Tell us where you are
A few lines are enough. No brief needed.
- 02Marco gets back to you
Personally, not through a sales team.
- 03A first conversation
About where you are and where to start.