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Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
Dashboards and Scorecards
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Dashboards and Scorecards

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Are we measuring the right things and are we doing it in the most efficient way? Developing an accurate and comprehensive view of O2C performance that leads to better decisions and growth.

Are we measuring the right things and are we doing it in the most efficient way? Developing an accurate and comprehensive view of O2C performance that leads to better decisions and growth.

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  • 1. Dashboards and ScorecardsAn O2C Teachable Point of View people
  • 2. Previous State Reports, Dashboards and Scorecards Abound! Various reports and avenues existed at all levels of the organization…. …but are we measuring the right things and doing it the most efficient way? O2C spent up to 30 hours weekly on report creation and delivery2 Intuit Proprietary & Confidential
  • 3. Strategy around our vision for a self serve “right for me” reporting mechanismCharter: Develop an accurate and comprehensive view of O2Cperformance that leads to better decisions and enables growth. The Process: Establish Scope Develop a clear understanding of the opportunity and the areas you are solving for Achieve Metrics Line of Sight Get alignment on what’s important ensuring we are measuring the right things and looking at it the right way Clear and Concise Presentation Build an operating mechanism that is easily accessible and enables quick assessment of performance and areas of opportunity3 Intuit Proprietary & Confidential
  • 4. Establishing the Right ScopeWhat metrics and audience are you solving for? people
  • 5. Dashboards Defined • What is a dashboard? – A visual display of the most important information needed to achieve one or more objectives that has been consolidated on a single computer screen so it can be monitored and understood at a glance • What’s so hard about this? – Establishing scope! The challenge is squeezing a lot of information into a limited area, while preserving clarity and highlighting important elements – Deciphering between an output and a diagnostic metric5 Intuit Proprietary & Confidential
  • 6. Two general types of metrics…• Output Metrics – Must have line of sight to an organizational objective or business outcome. – Commonly referred to as a Key Performance Indicator – Always has a target (if not then it might be a diagnostic metric)• Diagnostic Metrics – A metric which is used to explain or diagnose the output (KPI) metric if it is overachieved or under achieved. – Has to have line of sight to a KPI and its goal – May not have a target6 Intuit Proprietary & Confidential
  • 7. Determine the Scope of the DashboardWhat you are solving for will define the levels of summarization and frequency required7 Intuit Proprietary & Confidential
  • 8. Achieving Metrics Line of SightHow do we ensure we are measuring the right things? people
  • 9. Information Requirements Discovery Business Decision Critical Success Factors Questions and answers Information Business Requirements Questions Analysis Business Metrics key performance indicators Data Requirements AnalysisData collection data requirements Gaps 9 Intuit Proprietary & Confidential
  • 10. Line-of-SightAbility to see connection to top business outcomes Corporate Big Y’s Business Outcomes Organizational Big Y’s Key Performance Indicators & little y’s Process x’s Tactical and Diagnostic MetricsY = ƒ (X1, X2, X3, X4,…) Line-of-Sight Achieve an integrated set of Biz Metrics with clear Line-of-Sight 10 Intuit Proprietary & Confidential
  • 11. O2C Reporting Drill Down Taxonomy Example Characteristics Example • Top Level View starts with the Outcomes “business question” Strategic • Tied to strategic “outcomes” Y1: Are we meeting our View that are important promises to our customers? • Key performance indicators tied KPI’s directly to strategic outcomes Tactical • KPI’s measured against relevant Promise Ship Date Promise Delivery targets that that are actionable Performance Date Performance View when Red or Yellow • Drill downs to see problem areas Drill Downs that contributed to KPI’s being off target Order to Delivery Failures by BU and Operational • Closer to Real Time Metrics Segment TAT Order Source System • Trending to show impact over View time Aging of failed Orders Intended vs. By BU Unintended ExceptionsFocusing on critical few metrics with supporting detail and drill down when needed.Focusing on critical few metrics with supporting detail and drill down when needed.11 Intuit Proprietary & Confidential
  • 12. What’s Important…Critical Success Factors that tell us how O2C is Performing Outcomes KPI Drill Downs Questions Where in the process did the order lines fail? (Order 2 Import, Import 2 Book, Book 2 Extract, or Extract Promise Ship Date 2 Ship) Performance How late were the orders? Y1: Are customerCommitments being met? What were the top items that Failed? What was our ship to Deliver turn around? Promise Delivery Did we fail more with one Date Performance Type of carrier? Aging failed deliveries Y2: Are systems & ops Exception Rate How many intended vs processing orders Unintended exceptions did weeffectively and efficiently? Have? Did we have more exceptions YoY Exception this year than last year? Volume 12 Intuit Proprietary & Confidential
  • 13. Information requirements discover helped us define our O2C reporting taxonomy view… Characteristics Audience • Starts with the top of mind “business question” • Steering Committee • G,Y,R Score against CTQ • Executive Leadership Executive • Displays only Critical Few (5 to 7 Key Metrics • CIO/CFO Exec Review Scorecard max) • Directors • High Level Commentary Supported by Dashboards • Operations Managers • Snapshot over time (trends) • O2C Analyst • YoY, WoW, MoM Comparisons • BUI Constituents • High level drill downs to see problem areas by • Production Support Tactical predefined filters (BU, Offering type, etc.) Dashboards • Data is available On Demand. • Operations Managers • Closer to Real Time Metrics and Analyst • Focus on SLA’s and KPIs that are actionable • Control and Monitor • Lower level drill downs to get to root cause. Analyst • Focus in squarely on self serve (Pull vs. Push) • Functional Experts Operational Dashboards13 Intuit Proprietary & Confidential
  • 14. Creating a Drill Down Dashboard14 Intuit Proprietary & Confidential
  • 15. Dashboard and Scorecard Industry BestPracticesWhat is the best way to represent information? people
  • 16. How Many 5’s Do You See? 1101914941382131076192207472197183739461430 1078847167278353347824990292107476106168311 4710381263329186319268443332944956316280108 41076929221 110191494138213107619220747219718373946143010 788471672783533478249902921074761061683114710 381263329185631926844333294495631628010841076 929221 11019149413821310761922074721971837394614301 07884716727835334782499029210747610616831147 10381263329128563192684433329449563162801084 1076929221 Far Easier To Pick Outliers Using Visual Appeal And Color16 Intuit Proprietary & Confidential
  • 17. Introduction To Bullet Charts Bullet Chart: • Communication story based on the performance bands / range where the metric falls. • Effective communication chart: Provides a visual display of metric involved. Solves for opposite metrics as “Profit” and “Expenses” through a reversal of the sequence band. • Small footprint allows for more real estate usage in the dashboard. • Environment friendly: Effective use of gray-scale as against traditional stop-light based dashboards solves for black-and- white prints (and also passes the color blind test). • Highly advocated by visualization experts.Bullet Charts Are Gaining Momentum In Becoming Part Of A Standard DashboardBullet Charts Are Gaining Momentum In Becoming Part Of A Standard DashboardSource: http://www.perceptualedge.com/blog/ 17 http://www.exceluser.com/explore/bullet.htm Intuit Proprietary & Confidential
  • 18. Introduction To Spark Lines Spark Lines: • Simple line graph showing trend over a certain time frame. • Spark lines are represented without any axes. • Spark lines are meant to show the relative trend / movement of a metric over time rather than represent its absolute value.18 Intuit Proprietary & Confidential
  • 19. The Two Charting Systems Together Bullet graph Source: Stephen Few, Information Dashboard Design Sparkline19 Intuit Proprietary & Confidential
  • 20. The Results of our JourneyFrom and “To Be” State people
  • 21. Applying these practices and principles allowedus to go from this…21 Intuit Proprietary & Confidential
  • 22. Applying these practices and principles allowedus to go from this… Various reports and avenues existed at all levels of the organization…. …but are we measuring the right things and doing it the most efficient way? O2C spent up to 30 hours weekly on report creation and delivery22 Intuit Proprietary & Confidential
  • 23. To something more succinct and visually pleasing,while telling a story people get right away… Horizontal bar chart provides Metrics aligned to quick R/Y/G the key business insight into question and KPIs performance “Pulse” shows trends over time relative to targets 23 Intuit Proprietary & Confidential* Measurements for APD, CTG, SBG & FSG
  • 24. Final Words of Wisdom Around Dashboards* Five Essential Rules For Creating Actionable Dashboards1. Benchmark & Segment: Do not report a metric by itself…use a point ofreference (use time based references, various indices and associatedtargets)2. Isolate Critical Few Metrics: Gain understanding on the critical few thatdrive the business (define outcomes that drive the business andassociate metrics corresponding to these outcomes)3. Don’t stop at Metrics – Include Insights: Do not just have a collection ofnumbers and leave it to the user to infer4. Understand the power of a single page: Anything more is a report (wehave critical metrics on one page and drill downs further if you need thedetails)5. Churn (and stay relevant): Dashboards are not carved in stone and arenot permanent (they will continually evolve).* Avinash Kaushik , Web Analytics Guru & former Intuit employee in the WCG team in his book: Web Analytics – An Hour a Day 24 Intuit Proprietary & Confidential
  • 25. AppendixSupporting Detail people
  • 26. from Suppliers to Customers Inputs x’s Y’s Outputs Transformation Orders Promises Met Sales x’s Variables SLA Target Success Rate Requests Process Cycle Time Source of Requests The Process of Driving … 1 0 1 2 0 Inputs Variables Outputs Car Route taken Destination Reached Driver Average Speed Arrival Time10/11/2010 Intuit Proprietary & Confidential Intuit – Confidential 26
  • 27. Works Cited• Learnings and content for this TPOV came from several different decks and represent a culmination of best practices from business analyst across Intuit… –Reid Burkhardt –Sanjay Ramanujan –Daniel Gouin –Albert Chang –Vittorio Sciulii27 Intuit Proprietary & Confidential

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