The dashboard tree ideas is neat, but I think the bigger idea is the fusion of ToC ideas with the different dashboard levels, i.e goal, then CSFs then NCs. Very cool.
It sounds like there might be a homomorphism, although that might not be exactly the right concept, between the mental model of how the business works and/or a current reality tree. Need to think about this some more.
When I was trying to build dashboards it was obvious when you were mixing metrics at different levels and it doesn't feel right. It’s very much like programming - try to avoid mixing layers where possible.
Love the idea of dashboard tree similar to KPI trees. One thing that would be of great value, in my opinion, which of these reports/dashboards are more important than the other. Even if the tree has like 3 levels, we are talking about 50+ dashboards. For quick decision making , this doesn’t seem conducive. For KPI trees it is much easier to identify the key metrics at L3 (input)driving the L2 metrics (output) more than others. How do you do that in a visual friendly way in a dashboard tree? Thoughts?
Thanks for the insightful article! The dashboard tree reminds me of the Shareholder Value tree that developed by Deloitte.
I do suspect however that this concept works best for a relatively small and simplistic organization. In a large corporation (where I work) with multiple businesses / countries that run somewhat independently, I find it challenging to implement any form of governance on the growth of dashboards, i.e. each managing director who owns a P&L will have different view on what their CSFs are.
I would very much love to hear if anyone has any dashboard governance experience / success story in a complex matrix corporate environment!
The dashboard tree ideas is neat, but I think the bigger idea is the fusion of ToC ideas with the different dashboard levels, i.e goal, then CSFs then NCs. Very cool.
It sounds like there might be a homomorphism, although that might not be exactly the right concept, between the mental model of how the business works and/or a current reality tree. Need to think about this some more.
When I was trying to build dashboards it was obvious when you were mixing metrics at different levels and it doesn't feel right. It’s very much like programming - try to avoid mixing layers where possible.
This is very interesting and unique content, although I don't focus on that part, my fellow team does but this approach is great.
Love the idea of dashboard tree similar to KPI trees. One thing that would be of great value, in my opinion, which of these reports/dashboards are more important than the other. Even if the tree has like 3 levels, we are talking about 50+ dashboards. For quick decision making , this doesn’t seem conducive. For KPI trees it is much easier to identify the key metrics at L3 (input)driving the L2 metrics (output) more than others. How do you do that in a visual friendly way in a dashboard tree? Thoughts?
Thanks for the insightful article! The dashboard tree reminds me of the Shareholder Value tree that developed by Deloitte.
I do suspect however that this concept works best for a relatively small and simplistic organization. In a large corporation (where I work) with multiple businesses / countries that run somewhat independently, I find it challenging to implement any form of governance on the growth of dashboards, i.e. each managing director who owns a P&L will have different view on what their CSFs are.
I would very much love to hear if anyone has any dashboard governance experience / success story in a complex matrix corporate environment!