Relevant and irrelevant costs and revenues in startegic management accounting decision making for je

It will be difficult for the VP to know enough, even from your segmented trends and KPIs, what happened that caused the data to move in the way that it did. Please click on the image above for a higher resolution version.

For our VPs or high enough equivalent in your company, in companies where everyone is a VP this might be the Executive Vice President or some such important titlewe will deliver a tactical dashboard. I mean, they should get lots of words in English from you and not numbers.

Give them a CDP and get out of their way. They need more English language. For both categories, especially the valuable second kind of dashboards, we need words — lots of words and way fewer numbers. Notice that both visuals are a continuum.

Covers acquisition, behavior and outcomes. Oh, and imagine how proud your mother would be!! The next example is a complete tactical dashboard.

Your CXOs are at the far right, very little of the three things you have because they have other responsibilities, and also because they are paying you! For our Directors, Marketing Owners, Campaign Budget Holders, and others in our immediate vicinity, people who have clearly defined siloed responsibilities to make tactical decisions, we are going to create customized data pukes.

What action should the CXO take? These people know how to take it from a customized data puke, CDP, to getting insights that drive action which will have a business impact. Here is an excerpted version of a strategic dashboard, but to a small business owner who is still at a stage where they are trying to survive and thrive.

You need someone at the other end to do the IABI. I almost never see this. Great dashboards leverage targets, benchmarks and competitive intelligence to deliver context. But they have the power to make decisions and get people to take action. Dashboards are no longer thoughtfully processed analysis of data relevant to business goals with an included summary of recommended actions.

Your value will not come from being the deliverer of data. But, what better way to create a sense of urgency than tell the CXO what the expected outcome will be if they do based on your insights and recommended actions?

You are not telling them what to do, or what you found. The shift is from providing data to providing actions and impact. This sexy thing has similar elements as the tactical dashboard, except the altitude is different full business, end-to-end, performance view on KPIs agreed upon in advance using the DMMM and you should bring the full force of your brilliance into play by over-indexing on the English words.

So it is a tactical….

Digital Dashboards: Strategic & Tactical: Best Practices, Tips, Examples

No real appreciation of the delicious opportunity in front of every single company on the planet right now to have a huger impact with data.

Everyone else falls somewhere in between. This is a nicely customized data puke for our Ecommerce and Customer Retention team. Not everyone is ready for that, but if you are this is going to be a fun ride! They are data pukes. We need to stop calling everything a dashboard. Metric x is down because of our inability to take advantage of trend y and hence I recommend we do z.

Delivered to a CXO. The primary purpose of a dashboard is not to inform, and it is not to educate. The words in English should ideally cover three things.

There should be no expectation that just providing CDP will change the business. A great summary of performance with some trends. In order to make smart decisions about the data you need four things.

Your dashboard should have some data, but what it really needs are three sections: It also handy explanations of the metrics, with key context where necessary. Along with other things in the layout, also notice the red minus icons and the green plus icons.

The primary purpose is to drive action!Preface The 7th European Conference on Information Management and Evaluation (ECIME) is hosted this year by The Faculty of Management, University of. Irrelevant, incomplete or out-of-date information is of little value.

sought where necessary (e.g., organizations that assist those dependant on home ventilators) and advice obtained on relevant operational management and planning issues. Understanding organizational capabilities: responsibility, and decision making. Key account management (KAM) is one of the most important changes in selling that has emerged during the past two decades.

KAM is a radically different organizational process used by business-to. My understanding of "Data Analyst" is to take the raw data and put it into a form which can be used for decision making.

If you want to extend this to include information about what those decisions should be this would change the job description.

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Relevant and irrelevant costs and revenues in startegic management accounting decision making for je
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