ALEX KOLOKOLOV

DASHBOARDS FOR
TOP-MANAGERS

How to make management reports clear

and comprehensive

2020
 1. WHAT IS A DASHBOARD

Here is a common situation in companies: first, the

director gives a task to draft a report, an analyst makes an
effort and produces a multi-page document with a detailed
description of all tables and graphs. When the director reads
it, he is confused by the vast amount of information and asks
the analyst to make a one-screen report so it is visually
clearer. The analyst makes corrections, brings a new report,
and goes numb by the question «Where are specifics and
details?» He can’t guess what the director wants. There is
a special report layout in response to this problem —
a dashboard. It helps to visualize large volumes of data.

WHERE DASHBOARDS
ORIGINATES FROM

There are immediate associations with the vehicle dash

panel, where you see speedometers, gasoline level
indicators, and other gauges. If problems arise, the lights

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come on. They remind you to add oil or check the engine.
When you receive information from the dashboard, you run
a business like you run a car: you monitor the status
of devices and immediately respond to fault signals.

The first dashboards appeared in the USA in the late 90s

due to enterprise software development, and it looked like
a car dashboard. There was a separate IT segment — EIS
(Executive Information System), which helped to capture
data from various databases and present it to management.

This example, took from the book «Information

Dashboard Design» by Stephen Few, shows how funny and
feature-poor it looked at the beginning of the 2000s.

Reporting systems and other software, which can process

large data volumes, became even more actively requested as
data amount increased. This software category was called BI
(Business Intelligence). In time various software appeared
allowing you to create more or less appealing dashboards.

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Thus, look at the dashboard, created in the Qlikview, which
was the hottest new trend in the early 2010s.

You may recognize the same speedometer transmitters,

a distinctive feature of dashboards around this time. BI-
platforms were too expensive, and their owners went
to show that they possessed not just a database, but a high-
tech software. At the same time, a «craftsmen» who couldn’t
afford BI, developed their dashboards in Excel. And it worked
just as well, but it required more manual efforts.

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 WHAT IS A DASHBOARD TODAY

You may see the similarities with the «ancestors» in the

latest dashboards, only they have become more
technologically advanced and convenient. Dashboard today
is an interactive screen that shows company key indicators,
where data is updated on-the-fly. Users can see essential
indicators at a glance, here: incomes, expenses, EBITDA and
net profit, company’s Year-to-Year trend, and budget
variance. Below there is a detailed description of the core
services and projects, and if you click on them, the
dashboard will show you its dynamics and deviations.

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 WHAT DASHBOARD IS MADE OF

Let’s begin with an example. So here we look at this

dashboard and feel confused, as we don’t immediately
understand what is shown here and what conclusion should
we draw from these graphs. We want someone to explain
the purpose of the report.

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 Here is another version of the same dashboard. So now it
all falls into place: most essential indicators are at the top,
then there are charts and graphs of revenue, and in the
lower half of the report there are tables with details on sales
pipelines and regions. The whole picture seems to be
divided into invisible, but logical components.

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 There are three such components or levels:

1. KEY PERFORMANCE INDICATOR (KPI). These are the

key totals.

2. ANALYTICS. At this level, indicators are presented

visually on charts, graphs, and maps.

3. SPECIFICATION. This is reference data, usually

presented in tabular form with conditional formatting.

Dashboards do not always contain tables. It can only

show key indicators and charts or else, it can just show key
indicators and one big table. But you always have to follow
the rule of level order: first KPI, then diagrams and then
tables, if any. Sometimes at my lessons, I explain it this way:
the dashboard always has a heading with the most relevant
information and a desktop with the content.

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 There are exceptions however, when a talented designer
arranges the blocks in a different order, so it still looks
appealing and clear. But only a few will succeed here, so
I recommend this rule of thumb — «top-down, 1-2-3.» It’s
tried and true as a hammer.

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 2. REQUIREMENTS
SPECIFICATION

Like most IT projects, reporting automation involves

technical specifications or statement of work development.
But as it often happens in this business area, the customer is
«a man of this, and that, with varying tastes and moods».
The requirements change during the project so you have
to redo it multiple times.

When you are an outsourced contractor, the client is

forced to read the technical specifications before signing
a contract with you. But this does not always insure as he
can say: «It doesn’t matter what I signed, you are an expert
and you were supposed to leave nothing to chance…» It is
even more difficult in-house when your internal customer
does not sign anything and demands endless modifications
until you satisfy him.

How to deal with this? My experience has proven that it

is impossible to develop a 100% clear scope of work, or its
validation will take a couple of months. I think it is much
better to avoid bureaucracy, but iteratively develop the final
visual product and I have a simple tool for this.

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 TECHNICAL DESIGN ON THE NAPKIN

My clients from large corporations often complain about

their IT developers who tell them: «Write us a clear technical
specification with calculation algorithms of all indicators,
and we will develop a report — it’s not a problem. You can
use this 150-page data store circuit description to help you.»
There is a reverse situation in some other companies. IT
themselves take a lead, they want to present business the
advantages of big data. But the response is: «Well, show us
the options first — and we will tell you what we like best.
We will not read your documentation.» Or they immediately
say: «We need 100 real-time metrics on the dashboard!
Don’t know how to do it? Then leave it, we will manage
to do it in PowerPoint as we did before.» Of course, these are
radical options so in my work I use a short 6-point brief
form.

There is logic, matters of facts in the left half such as

report layout, data update rate, key figures, and dimensions
(filters, categories). On the right, there is a creative

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hemisphere, associative thinking. The customer himself, his
findings, and decisions are beyond the report scope. Let us
take a closer look at the «left hemisphere».

DATA STORAGE AND UPDATE FREQUENCY

There are a few ways for a customer to look through the

report: slides on a projector screen, BI-app on the tablet
screen, Excel table on a laptop, or paper printouts. These are
various layouts of the final data storage device, and it is
important to determine the real usage scenario in advance.
Here is a short example: we had developed an online
dashboard in Power BI for one client. He looked through it
and said: «It all great, but can you do the same, only
in Excel? So that I can correct the numbers and sent out PDF
by e-mail.»

Update frequency — is how often the report will be used:

daily, weekly, monthly, or quarterly. If you have a meeting
to consider these figures once a month, then you do not
have to spend huge resources on real-time updates.

KEY FIGURES

The possible key figures are the following: profit,

revenue, sales, headcount, payroll, etc. (depending on the
report objective). It can be rather complex, but you may
work on these details later. We need to focus on primarily
important decision-making figures for the customer first.

DIMENSIONS

This paragraph describes how you may specify key

figures: by branches, brands, budget items. You also need
to figure it out in advance. For example, the CEO needs

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to filter transactions by client type, but there is no such
category in the database. So you either fill out this field
in the data source or make an aggregate intermediate
calculation.

Analysts usually have no problems describing the left

half. But the associative right half escapes their attention
although it contains questions that affect project success the
most.

CUSTOMER

There are no universal dashboards «to all.» The sales

manager, head of a department, and business development
director makes different decisions within their terms
of reference. Therefore, they have different conclusions and
sets of indicators, and hence the reports should be
customized.

We may think that we make a report for the CEO, but

in fact, we make it for a deputy CEO who analyzes it, makes
a decision, and signs it with the CEO. It is important
to separate the intended recipient and «CCed» addressee.

CONCLUSIONS

The conclusion logically arises from report indicators

and categories, if they are presented correctly in the
diagrams. For example, a month-by-month revenue chart
increases, and profitability decreases. Right next to it we can
see a list of loss-making projects.

By looking at the report we may figure out the

following information: deviations, problems, delays, or else
everything is running well and on schedule. It is a data

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conversion into information, but not yet decision-making
itself.

DECISIONS

A dashboard cannot produce a decision for you in an

explicit form. The decision is being made by a customer,
based on additional external data or experience. But
decisions should logically fit with conclusions, for example:
— increase the advertising budget if sales are decreasing
in the segment;
— displace head of the office if it runs behind schedule
for the third quarter in a row;
— increase commission rates in case of low conversion
of agent sales.

To make reasonable decisions, you need to compare

offices, channels, and different periods. This is the reason
why you may need an interactive dashboard.

First, it is easy to mix up decisions and conclusions.

Commonly analysts doubt to ask management: «Why do you
want this report? What decisions you wish to make?» It may
seem that you involve in someone else’s business but a good
CEO will not consider such matters inappropriate. He rather
would appreciate your initiative and efforts to make the
report more useful.

It is anybody’s guess which decision will be made. But

a workable objective is to discuss a couple of options and
to connect the left and right hemispheres into one scenario.
Let us start with an example.

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 CASE STUDY: COST STRUCTURE

Agricultural holding CFO received a huge monthly report

from economists including cost structure, deviation factors,
each budget item in detail. He is annoyed that he has to ask
questions, listen to calculation explanations each time.
Although it contains all the necessary data, it is not possible
to remember without comments which sheet and which
filter conditions lead to the relevant totals.

I interviewed the customer and filled out the technical

spec on the napkin. Here’s what happened.

The first line of the table is simple: CFO needs a monthly

dashboard in Excel.

Then we move to the left actual part. The key figure

here is the self-cost per 1 kilogram of manufactured
articles, plan/actual, and deviations. The CEO needs to see
this KPI by factories, cost items, and its monthly
dynamics.

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 Let us move to the right-associative half. What
conclusion should he draw? It’s very simple — who is
to blame for exceeding self-cost. There are several cost
items, but they can be divided into two groups: factory-liable
and finished costs, including marketing, logistics, and other
business support services.

What is he going to do with this information? What

decision is he going to make: should he pay the plant
manager a bonus or not? It’s no good if the self-cost
standard is exceeded. But if the factory has met its limits
anyway, then it redeems its bonus.

This layout helps to keep the eye on the ball and evade
submerging in minor details validation. From this scenario
you can sketch basic visual ideas «on the back of the
napkin»:
— horizontal waterfall chart, which shows intermediate
production costs and the total including all associated
expenses;
— top factories self-cost;
— plan/actual monthly dynamic.

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 The final design is slightly different from the sketch, but
the content is the same. We may immediately see the key
figures of self-cost deviation. The regulatory standard is
exceeded, and therefore the cost overrun is red, but
production keeps within the limits according to its budget
lines, so the economy cut is green.

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 A factory can count on bonuses if there is an asset for it,
of course. We remember that the dashboard provides
information, a basic scenario, but the final decision is for the
customer to make.

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 3. KEY PERFORMANCE
INDICATORS

We now understand what a dashboard is and its

structure. Now, let us start from the level 1 — key indicators
highlighting and graphical display. They give a sense
of target goal achievement by company, department,
employees.

WHAT IS KPI

В менеджменте часто под KPI понимают план, влияю-

щий на премию сотрудника. Например, если у менеджера
по продажам установлен KPI по дебиторской задолженно-
сти, это означает, что часть его премии напрямую зависит
от суммы дебиторки за месяц. Но это в теории, а в реаль-
ном бизнесе почти невозможно достоверно вычислить
вклад каждого фактора в премию менеджера. Например,
отток клиентов может происходить из-за усиления конку-
рентов, политической ситуации и другого.

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 KPI in classical definition means a plan or target that
affects employee bonuses. For example, if the sales manager
has account receivables KPI, this means that part of his
bonus directly depends on the amount of the receivables per
month. But this is the theory, and in reality, it is next
to impossible to adequately calculate each factor
contributing to the manager’s bonus. For example, customer
outflow may occur due to competitors’ strengthening,
political environment, and more.

Therefore, we will understand any decision-relevant

indicator as KPI. It does not necessarily have a plan so then
it requires another indicator, for example, a comparison with
average value, previous period, or market.

The difficulty is to choose the key indicators from dozens

and hundreds of metrics and to visualize them on
a dashboard. Here, one may get lost in terminology, for
example, revenue and profit — are they metrics, indicators,
or data? Let us figure it out.

Your sales of 20 million dollars per month are just data

that does not say anything. If revenue amounted to 80%
of 25 million plan or it increased by 10% ultimo, this
indicates whether things are going well or not. As far as I’m
concerned «metric» and «indicator» are synonymous.
«Metric» concept means that we knowingly measure it
regularly and it is calculated using raw data.

But sales plan performance has different meanings

to different managers. CCO is responsible for the revenue, so
this indicator is key to him, and for the CFO it is rather an
additional metric to calculate EBIT, net profit, and other
earnings variation.

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 This scheme means that key indicators are selected
among metrics or calculated on its basis, and the same
metrics are calculated based on raw data. That is incorrect
when top management invents innovative KPIs and do not
analyze efficient data collection process.

Thus, it depends on a target user, whether an indicator is

vital or it is just a simple metric. We will discuss this
in detail later. Now let us analyze the details of KPI display
on the dashboard.
Таким образом, является ли показатель ключевым
или же просто метрикой, зависит от целевой аудитории.
Это мы подробнее разберем в главе 5. А сейчас давайте
изучим тонкости представления KPI на дашборде.

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 HOW TO USE KPI CARDS ON
DASHBOARD

KPIs are located at the top of the dashboard. Each

indicator looks like a card with a number and label. That
sounds easy: you highlight a number and write it on a card.
But I saw a lot of design misalignments, so I will show you
how to use cards on the dashboard the right way with
specific reference.

DO NOT DRAW A BAR CHART FOR SINGLE NUMBER

For example, you want to graphically represent

$500 thousand sales total a year. The first idea is: «Draw
a block diagram.» You bridge the gap with graphics: scale,
lines, a bar in this case, but do not add any information
to the picture. There is nothing to visually compare on one
bar: these are the same $500 thousand that was lost against
the graphics background. To keep the meaning of the
indicator clear, leave a number and a label, and add a frame
or background shading to highlight it, which makes it easier
to perceive the indicator.

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 You might think: «But you do need a chart to compare
two numbers!» No. CEO would not want to calculate the
difference between the bars in his mind or compare the bars
«by sight». Write down on the card changes in data. You can
specify the absolute value of the deviation or percentage,
but do not duplicate the information.

The diagram shows the balance between data: for

example, more/less or a fraction of the whole. When it
comes to visually presenting just one number, the diagram is
pointless.

ONCE MORE: DO NOT DRAW A GRAPH FOR SINGLE

NUMBER!

Some students send me their work for review after the

training when they begin to work on their job tasks. Here is
an example of a «1-2-3» rule slide made by the financial
manager of a car dealer network. At first glance it is done
right:
— level 1 with three key indicators;
— below there are the diagrams with financial indicators;
— tables with micrographs and conditional formatting
are at the bottom.

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 The mistake is that the diagrams make no sense at level
2. All five indicator types are different, one of them even
measured in different units, which is revenue per head. We
do not compare them along the horizontal bar length. these
figures simply fill the space and the numerical item itself is
lost against their background.

Thus, level 1 key indicators on this slide are divided into

two: three key figures and other five financial totals. Let us
make cards for them too.

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 INCLUDE AT MOST 6 KPI IN THE REPORT

Here is another example: you want to show as much

relevant information as possible to your manager Therefore,
you add the number of stores, turnover figures for different
periods, traffic, market share, and much more information
to your dashboard and you finalize all numbers with cards.
This is correct but 15 cards are too much, because your
dashboard turned out to be confusing, like a ball of yarn,
and it is unlikely that the internal customer will be quick on
the uptake what is happening and where to draw his
attention.

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 We return to the key indicators selection screen
to correct it. We have left six most important indicators
as the second option instead of 15: turnover, market
share, promotional products change, store expansion,
average check, and traffic. This is the priority data CEO
needs.

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 We also have removed the secondary data from the
workspace — so there are not any tables at level 1 and level
2 — turnover flow charts, sales promotion data, traffic
statistics, and average check concerning the formats.

COPY KEY INFORMATION FROM GRAPHS TO CARDS

This dashboard supposed to show service desk ticket

statistics. The author of the report chose key information
according to its meaning: top labor-consuming services,
number of expired and open tickets, their distribution
among engineers. But something went wrong with the
design and he has got a chaotic picture.

Before building evenly charts, let us set sights on two

of them: pie ticket execution chart and bar ticket status
chart.

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 There is no crucial information on the pie chart. It
indicates the ticket rate and the number of overdue and
remaining tickets — 19 and 81%. It is clear what does
19 and 100% mean, therefore, 81% sector takes up a lot
of space, though it is enough to focus on the main figure —
overdue tickets rate.

In the author’s idea, the histogram shows the number

of closed and open tickets. But these are different types
of values — 29 and 1554, we see that there are a lot
of closed tickets, and a few open ones. You don’t need
a diagram to make such an obvious conclusion. If both these
indicators are important, then it is better to display them on
separate cards.

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 As a result, we highlighted level 1 cards, block diagram
on level 2, and a table with open ticket details on level 3.

LEAVE THE FACT AND DEVIATION INDICATORS ONLY

I’ve already stated that the key indicator has a target

value. If there is no approved plan, then we compare
indicators with the period and evaluate its dynamics. If we
want to see the actual, the plan, or the previous period
actual, then we get a table in the end anyway. Here is
a report we prepared for the distribution network CEO. This
is the summary, and it contained tables five times as much
on the rest of the slides.

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 What is to be done? All indicators are equally important
so it won’t work if you leave only five or six of them as well
as pull them together on some diagram, as their types are
different. Enhancing each row with three histogram bars
containing a plan and two facts means major visual sense
complications. Here is an alternative option:

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 We decided to focus on the current fact, to show
deviations alone instead of showing absolute values of the
plan and the fact of the past. We moved units of measure
to the card header from its single bar.

Yes, this option is not quite appealing, it contains more

than six indicators, and it all looks in the same key.
Sometimes you cannot obtain elegant solutions in the real
world when the customer wants to see «all at once.» Two
blocks of such type are visually much better than two large
tables with lots of bars. Whether you have doubts — prepare
both options and let the CEO choose one.

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 4. TARGET AUDIENCE

Do you reckon about this situation? You created

a detailed report for the manager, added a lot of appealing
graphs, and you showed all the important figures from your
point of view. In response, you hear: «There is too much
information, nothing is clear, and I need the very essence, so
redo it, please.» Or the other way around, you cut the report
back to a couple of slides and the manager suddenly asks:
«Where are specifics? Where are the details? This is not
what I need and I don’t like how it looks, fiddle around with
fonts and diagrams.»
It is difficult to guess what the manager needs.
Especially if he cannot pin it down. It happens quite often
because a top-manager thinks long-term, he is somewhere
in the distant future, he certainly will not negotiate the
calculation formulas in your tables.
Or here is another option — you do not have a manager’s
ear at all. You build a report to the head of your department,
he reports to the head of the office, who summarizes the
presentation, and then the deputy CEO demonstrates it at
the board meeting. And there is no one left to ask: «So what
do you want?»

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 REPORT LAYOUTS

The point is that there is a special report layout for each

scenario. There are three report layouts: progress report,
analytical report and strategy report, which have different
requestors, performers, the scope of information, and
visualization approaches. Throughout this chapter, I shall
explain how to develop reports that are understandable and
useful for its target audience.

PROGRESS REPORT

The progress report shows actual business state for the

recent period: a day, a week. This is an account statement,
balance sheet, warehouse stock, etc. They are usually
formalized in tabular form or text, for example, in the form
of a completed task list.

Its target audience is a support staff or a lower-rank

manager who needs to know operational facts, status. There
is no kind of deep analytics here, therefore there is no need
in visualization.

ANALYTICAL REPORT

The analytical report includes data from several progress

reports and covers a bigger time frame. There is advanced
information in it — specified rate: segmentation, shares,
budget variance, comparison between similar periods. It is
used for a rounded assessment of the project status,
product, business line.

Its target audience is not supporting staff, but managers

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making decisions or a subject matter expert: logistics expert,
supply chain specialist, marketing expert, a financial expert.
Interactive processing which defines dashboards includes
visualization of a large data volume, displaying unobvious
relationship, filtering, and switching indicators.

STRATEGY REPORT

The strategy report reflects the objective fulfillment

in the business area or company overall and covers at least
three months or a year. Its target audience is top managers,
shareholders. They need to understand the overall situation,
not digging into details. In this case, you don’t need an
interactive dashboard, but you need one screen,
a presentation slide, which allows you to see the overall
picture and the issues that require consideration very
quickly. That is, strategy reports should be as simple and
clear as possible, and there is no need for sophisticated
visualization.

By this, I mean reporting in a general sense. The above is

also true for online dashboards, presentations, and paper
spreadsheets. Dashboards, in general, might be a several-
sorted reports mix, because they are used for
communication between different corporate hierarchy levels:
supervisor — subordinate, top manager — middle manager.

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 It is important to understand how the end customer is
going to use your report. Here are the stories that students
told me about their employers, or rather company owners.

«The first owner looks at the dashboard on iPad Pro big

screen on his way to the airport. When he sees a delay
in construction project commissioning, he asks questions to his
assistant sitting next to him. The assistant clicks on the desired
dashboard tab, then he goes into details and gives comments.»

«The second one reads the newspaper while he is having

breakfast. He receives a personal digest on quotes of his
assets and important market news by 7 a.m. A team
of analysts gets up at 4 a.m. to compose this newspaper
in Word format. They already have a template with appealing
graphs.»

The problem is that the analyst is carried away by the

process and makes a report for himself, not for an end
customer. Therefore, it is important to take a detached view
and think of what the business is going to do with this
information? Let us take a look at two cases. We developed
an analytical report from the progress report in the first

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case, and we turned the deep analytics into a concise
strategic slide in the second case.

CASE STUDY: ABC CUSTOMER

ANALYSIS

The sales manager performed an ABC analysis of his

account base. This method helps to identify and prioritize
key and secondary customers:
A — the bulk revenue customer profile (usual 80%);
B — customers with a smaller share (next 15%);
C — minimum income customers (last 5%). We often
work with them without any profit at all.

The manager downloaded it from enterprise software

and calculated it in Excel. The result was a long read
progress report:

This is convenient for the sales manager because he has

an interest in every client. He looks through the sales
amount, sales volume dynamics, changes in the average

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check in the progress report. The head of the sales has no
time to scroll through the list. He wants to see the whole
picture: account base structure, the number of key accounts
and sales, transitions between categories. The manager
needs another type of report — an analytical report.

Let us remake the progress report into the analytical

report. First of all, the report needs a header — level
1 information with key indicators. Four or five cards did not
work out, so we left the table on level 1. Now we see the
entire account base structure from above: number
of accounts, sales volume, average check.

At level 2 we have diagrams. We emphasized account

shifts from one category to another. If a client changed his
category from A to B, then sales volume decreased — that is
bad. Similarly, if a client changed his category from B to C —
the manager should spot such deviations right away.

This dashboard cannot replace the progress report table.

They have different purposes: the former shows brief core

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information for the manager, the latter shows details for the
specialist. We do not develop one report instead of another,
we develop them both together. The analytical report
answers 80% of the questions. If that is not enough - we
open the progress report and look through the details.

CASE STUDY: REVENUE FACTOR

ANALYSIS

Factor analysis shows what caused the fact to deviate

from the plan or the previous year. This method is popular
in financial analysis; a waterfall chart is used to visualize it.

You can see that the actual profit is $4360K, given the
plan had been $5800K. Why did this happen? Due to the
production growth, profit increased by $970K — this column
upscales from the original plan level. The shading is green
because this indicator is satisfactory. Profit decreased due

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to the cut in prices so this red column is falling from the
volume factor rising level. And so forth until the final actual
value.

Now let us consider a more complicated case. Freight

company COO asked his deputy finance officer to conduct
a revenue factor analysis. The company earned $634M
during the first six months of the year, which is 26.4 million
more than the same period last year. Then the question
came up: what external and internal factors influenced this
growth? Here’s what happened:

There are three key factors: changing car fleet, rate

quotation, and mileage. They are divided into three business
areas: lorries, cars, and buses. There are positive and
negative dynamics in each of them, giving an overall
balance. Further, the author attempted to visualize the
revenue change separately for the cargo-carrying sector.

COO looked through it, listened to the deputy’s

comments, and realized that he was not ready to send that

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kind of presentation to the company owners. It needs an
explanation. The deputy did not know that the report was
intended for the company owners, not for the COO.
Of course, they do not need detailed analytics, but a simple
comprehensive picture.

The dashboard now comprises two parts: the first part is

a table with deviations on all fronts and factors at the top,
and the second part is a waterfall chart stylization with
details for cargo trucks at the bottom. You should not try
to show «all at once» in strategy reports, it is rarely
successful. It is more reliable to divide it according to the
«one idea — one slide» principle. Here is the first one:

We’ve just visualized the first table and did not add
anything to it. The finance deputy did not see any point
in this. He already understands everything in the table,
because he processed this data. But owners, who look at
these figures once a quarter, need visualization, the data
represented in graphs.

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 There are cargo-carrying details on the second slide. We
applied the idea of a waterfall chart by expanding it
horizontally. There is an overall picture of the grouped key
factors on the left, and then there is the fleet vehicles and
mileage increase details on a secondary waterfall.

Someone might say: where is the creative input, non-

standard graphs? This is a real-world example where you
have just a couple of hours to fix it in Powerpoint. The first
slide is generally made on the simplest principle to avoid
confusion.

Is there an example of transforming from a strategy

report into an analytical report? I’ve never come across such
situations when you get too concise dashboards, and puzzle
your head over making it more complex. You always have
to simplify things. To avoid confusion, you can oversee this
table with the main criteria and differences.

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