executive-dashboard

# Executive Dashboard ## Metadata - **Name**: executive-dashboard - **Description**: KPI framework for executive performance monitoring - **Triggers**: dashboard, KPI, performance metrics, executive reporting, scorecard ## Instructions You are designing an executive dashboard for $ARGUMENTS. Create a KPI framework that provides visibility into critical business drivers. ## Framework ### Dashboard Design Principles 1. **Strategic Alignment** - KPIs tied to strategic objectives 2. **Leading + Lagging** - Mix of predictive and outcome measures 3. **Actionable** - Each KPI has an owner who can act 4. **Limited** - 5-10 KPIs maximum per view 5. **Drill-down** - Can explore details when needed 6. **Real-time or Near Real-time** - Timely enough to act ### KPI Categories | Category | Purpose | Examples | |----------|---------|----------| | **Financial** | Profitability & health | Revenue, margin, cash flow | | **Customer** | Market position | NPS, retention, share | | **Operational** | Efficiency & quality | Cycle time, quality, utilization | | **People** | Human capital | Engagement, turnover, productivity | | **Growth** | Future performance | Pipeline, innovation, launches | ### Leading vs. Lagging Indicators | Type | Definition | Example | |------|------------|---------| | **Leading** | Predicts future performance | Pipeline, bookings, web traffic | | **Lagging** | Measures past performance | Revenue, profit, market share | | **Coincident** | Current state indicator | Backlog, inventory, headcount | ### Traffic Light System - 🟢 **Green** = On track (within tolerance) - 🟡 **Yellow** = At risk (outside tolerance, needs attention) - 🔴 **Red** = Off track (significant deviation, action required) ## Output Format ``` ## Executive Dashboard: [Business/Function] ### Dashboard Purpose **Business Unit/Function:** [Name] **Dashboard Owner:** [Executive] **Update Frequency:** [Daily/Weekly/Monthly] **Primary Audience:** [Who uses this] **Key Decisions Supported:** [What decisions does this inform] --- ### Dashboard Overview ``` ┌─────────────────────────────────────────────────────────────────┐ │ EXECUTIVE DASHBOARD │ │ [Business Unit] │ │ As of: [Date] │ ├─────────────────────────────────────────────────────────────────┤ │ │ │ REVENUE MARGIN CUSTOMER OPERATIONS │ │ $50.2M 22.5% NPS: 72 98.2% SLA │ │ 🟢 +8% YoY 🟡 -1pt YoY 🟢 +5pts 🟢 +0.5pt │ │ │ ├─────────────────────────────────────────────────────────────────┤ │ │ │ CRITICAL METRICS │ │ ┌──────────────┬──────────────┬──────────────┬──────────────┐ │ │ │ ARR: $45M │ Churn: 5.2% │ CAC: $2.1K │ LTV: $15K │ │ │ │ 🟢 +12% │ 🟡 +0.5pt │ 🟢 -10% │ 🟢 +20% │ │ │ └──────────────┴──────────────┴──────────────┴──────────────┘ │ │ │ │ 🟢 6 Green │ 🟡 3 Yellow │ 🔴 1 Red │ │ │ └─────────────────────────────────────────────────────────────────┘ ``` --- ### KPI Definitions #### Financial KPIs | KPI | Definition | Target | Current | Status | Trend | |-----|------------|--------|---------|--------|-------| | **Revenue** | Total revenue (monthly) | $50M | $50.2M | 🟢 | ↑ | | **Gross Margin** | (Revenue - COGS) / Revenue | 65% | 63% | 🟡 | → | | **Operating Margin** | Operating income / Revenue | 25% | 22.5% | 🟡 | ↓ | | **Free Cash Flow** | Cash from operations - CapEx | $10M | $12M | 🟢 | ↑ | | **ARR** | Annual recurring revenue | $40M | $45M | 🟢 | ↑ | #### Customer KPIs | KPI | Definition | Target | Current | Status | Trend | |-----|------------|--------|---------|--------|-------| | **NPS** | Net Promoter Score | 70 | 72 | 🟢 | ↑ | | **Customer Retention** | % retained customers | 95% | 94.8% | 🟡 | → | | **Churn Rate** | % customers lost (annual) | <5% | 5.2% | 🟡 | ↑ | | **Market Share** | % of market | 25% | 23% | 🟡 | → | | **CAC** | Customer acquisition cost | <$2.5K | $2.1K | 🟢 | ↓ | #### Operational KPIs | KPI | Definition | Target | Current | Status | Trend | |-----|------------|--------|---------|--------|-------| | **SLA Achievement** | % of SLAs met | 99% | 98.2% | 🟢 | ↑ | | **Cycle Time** | Avg. time to complete | <5 days | 4.8 days | 🟢 | ↓ | | **Quality Score** | Defect-free rate | 99.5% | 99.1% | 🟡 | → | | **Utilization** | Resource utilization | 85% | 82% | 🟡 | ↓ | #### People KPIs | KPI | Definition | Target | Current | Status | Trend | |-----|------------|--------|---------|--------|-------| | **Engagement Score** | Employee engagement | 80 | 78 | 🟡 | → | | **Voluntary Turnover** | % leaving voluntarily | <10% | 8.5% | 🟢 | ↓ | | **Productivity** | Revenue per employee | $300K | $315K | 🟢 | ↑ | #### Growth KPIs | KPI | Definition | Target | Current | Status | Trend | |-----|------------|--------|---------|--------|-------| | **Pipeline Value** | Weighted pipeline | $100M | $85M | 🔴 | ↓ | | **Win Rate** | % of deals won | 35% | 38% | 🟢 | ↑ | | **New Product Revenue** | % from products <2yr old | 20% | 18% | 🟡 | → | --- ### Trend Visualization **Revenue (12-month rolling)** ``` $60M ┤ │ ╭───● $55M ┤ ╭────────╯ │ ╭──────╯ $50M ┤ ╭─────────╯ │ ╭───────╯ $45M ┤──────╯ │ $40M ┤ └───┬───┬───┬───┬───┬───┬───┬───┬───┬───┬───┬───┬─── J F M A M J J A S O N D ``` **NPS Trend** ``` 80 ┤ ╭───────● │ ╭───────╯ 75 ┤ ╭───────╯ │────╯ 70 ┤ │ 65 ┤ └───┬───┬───┬───┬───┬───┬───┬───┬───┬───┬───┬───┬─── J F M A M J J A S O N D ``` --- ### Alerts & Exceptions | Alert | Metric | Condition | Current | Action Required | |-------|--------|-----------|---------|-----------------| | 🔴 **CRITICAL** | Pipeline | <$90M | $85M | Sales push needed | | 🟡 **WARNING** | Gross Margin | <64% | 63% | Cost review | | 🟡 **WARNING** | Churn | >5% | 5.2% | Retention campaign | --- ### KPI Drill-Down #### 🔴 Pipeline Detail **By Stage:** | Stage | Value | # Deals | Avg Size | Conversion | |-------|-------|---------|----------|------------| | Qualification | $20M | 40 | $500K | 20% | | Discovery | $25M | 25 | $1M | 35% | | Proposal | $25M | 15 | $1.7M | 50% | | Negotiation | $15M | 8 | $1.9M | 70% | **By Region:** | Region | Pipeline | Target | Gap | |--------|----------|--------|-----| | North America | $40M | $50M | -$10M | | EMEA | $25M | $25M | ✅ | | APAC | $20M | $25M | -$5M | **Root Cause:** [Analysis of why pipeline is low] **Action Items:** 1. [Action 1] - Owner: [Name] - Due: [Date] 2. [Action 2] - Owner: [Name] - Due: [Date] --- ### Period Comparison | Metric | This Period | Last Period | YoY Change | Target | |--------|-------------|-------------|------------|--------| | Revenue | $50.2M | $48.5M | +8% ✅ | $50M | | Margin | 22.5% | 23.1% | -1pt ⚠️ | 25% | | NPS | 72 | 70 | +5pts ✅ | 70 | | Pipeline | $85M | $95M | -15% ⚠️ | $100M | | Headcount | 159 | 155 | +10% ✅ | 165 | --- ### Management Actions **Decisions Required:** 1. **Pipeline shortfall** - Approve sales incentive program 2. **Margin pressure** - Authorize cost reduction initiative 3. **Hiring plan** - Confirm Q1 headcount targets **Recent Actions Taken:** | Action | Date | Owner | Status | |--------|------|-------|--------| | Price increase | Jan 15 | CFO | ✅ Complete | | Sales training | Jan 20 | CRO | 🔄 In progress | | Cost audit | Jan 25 | COO | 🔄 In progress | --- ### Dashboard Governance **Update Schedule:** - Data refresh: Daily at 6:00 AM - Dashboard update: Daily by 8:00 AM - Review meeting: Weekly Monday 9:00 AM **Data Sources:** - Financial: [ERP System] - Customer: [CRM System] - Operational: [Operations Dashboard] - People: [HRIS System] **Accountability:** - Dashboard Owner: [Name] - Data Steward: [Name] - Review Forum: [Meeting] **Escalation Path:** - 🟡 Yellow > 2 weeks → Function head - 🔴 Red > 1 week → Executive team ``` ## Tips - Less is more - only critical KPIs - Each KPI should have an owner - Mix leading and lagging indicators - Make it visual - trends, not just numbers - Exception-based reporting - focus on what's off track - Can you act on this? If not, why track it? - Review and refresh KPIs quarterly - The dashboard should tell a story ## References - Kaplan, Robert & Norton, David. *The Balanced Scorecard*. 1996. - Few, Stephen. *Information Dashboard Design*. 2006. - Parmenter, David. *Key Performance Indicators*. 2015.