Most companies don’t have a data problem. They have a dashboard problem. The numbers exist, the tools are paid for, and yet leadership meetings still start with “does anyone know how we did last month?”
The reason is usually simple: the dashboard was built to show everything, so it helps with nothing.
Start with decisions, not data
Before you build a single chart, write down the decisions the dashboard should support. For example:
- Do we need to hire more people in customer support?
- Which products should we promote next quarter?
- Are we on track to hit our revenue target?
Each decision points to one or two numbers. Those numbers belong on the dashboard. Everything else can live in a report people open when they need it.
Keep it to one screen
If a leader has to scroll, they won’t. Aim for five to seven key numbers on a single screen, each with a clear comparison: this month versus last month, actual versus target, or this year versus last year.
Make the story obvious
A number on its own means very little. Add simple context so the meaning is clear at a glance:
- Colour with care. Use green and red only for “on track” and “needs attention,” not for decoration.
- Use plain titles. “New customers this month” beats “NCA MTD.”
- Show trends. A small line showing the last six months is often more useful than a big number.
Agree on one version of the truth
Nothing kills trust in a dashboard faster than two reports showing two different revenue figures. Agree on definitions, document them, and make sure every report pulls from the same source.
A good dashboard ends arguments about the numbers, so the meeting can focus on what to do about them.
Review it every quarter
Businesses change, and dashboards should too. Once a quarter, ask your leadership team which numbers they actually used. Remove the ones nobody looked at and add anything that was missing.
Done well, a dashboard becomes the first thing people open on Monday morning, and the starting point for every important conversation.
