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Sample SME Board of Directors dashboard

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Over the course of my career, I’ve sat on a number of small-company boards. Looking back, it would have been nice if the managing directors had a baseline dashboard they could riff off of so as not to waste so much time on dash boarding.

So the purpose of this document is to offer a baseline template dashboard that a start-up firm could use to update the board of directors. All the data would need to be filled in with real data, of course. And, the dashboard would have to be customized to meet the reporting requirements and operational uniqueness of the business. That said, baselines can save time and spark thought-threads.

Remember that reporting should be for the sake of strategic enlightenment and to drive transparent discussions, and not for the sake of reporting.



If anyone out there has some additional points of data they use effectively in their small-business management reporting , I’d love to hear about it!

Published in: Business, Technology
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Sample SME Board of Directors dashboard

  1. GET OPERATIONALMETRICS START-UP BOARD OUT OF THE WAY SO YOU CAN TALK STRATEGY BY EXAMPLE OPTICS
  2. Over the course of my career, I’ve sat on a number of small-company boards. Looking back, it would have been nice if the managing directors had a baseline dashboard they could riff off of so as not to waste so much time on dash boarding. So the purpose of this document is to offer a baseline template dashboard that a start-up firm could use to update the board of directors. All the data would need to be filled in with real data, of course. And, the dashboard would have to be customized to meet the reporting requirements and operational uniqueness of the business. That said, baselines can save time and spark thought-threads. Remember that reporting should be for the sake of strategic enlightenment and to drive transparent discussions, and not for the sake of reporting. If anyone out there has some additional points of data they use effectively in their small-business management reporting , I’d love to hear about it!
  3. PERFORMANCE DELIVER SUSTAINABLE RETURN ON INVESTMENT FOR SHAREHOLDERS AND INTERNAL INVESTMENTS FOR GROWTH Click here for financials spreadsheet (hyperlink removed)
  4. PIPELINE SUSTAINABLE, RISK-MANAGED, STRATEGICALLY ALIGNED PROFIT GROWTH ACCOUNTS RECEIVABLES METRIC VALUE (MAR 2012) Total AR $401,160 AR Approaching due date $325,118 Aging < 30 days $50,570 Aging > 30 days $25,472 Project revenue to be billed within next 30 days $155,325 PIPELINE ITEM VALUE CONFIDENCE ~CLOSE Opportunity A $155,000 80% 3/29/2012 Opportunity B $529,000 75% 31/3/2012 Opportunity C $110,800 70% 3/28/2012 Opportunity D $45,000 70% 3/15/2012 Opportunity E $400,000 50% 4/2/2012 Opportunity F $178,500 50% 3/31/2012 Opportunity G $120,000 50% 3/31/2012 Opportunity H $81,000 40% Opportunity I $33,000 40% Opportunity J $134,000 40% Opportunity K $55,000 30% 3/31/2012 Opportunity L $31,000 30% Opportunity M $44,000 30% Opportunity N $240,000 LEAD Opportunity O $170,000 LEAD Opportunity P $90,000 LEAD PIPELINE METRICS METRIC VALUE (MAR 2012) Value in Pipeline $3,559,800 Value in pipeline > 70% $1,686,800 Value in pipeline > 50% $3,015,300 CASH BALANCE 2012 (By Forecast) SALES VS. TARGETS
  5. PRODUCT PLANNED, CONTROLLED, DIFFERENTIATED, HIGH END, PORTFOLIO OF PRODUCTS & SERVICES VALUED BY CLIENTS Product A Product B Product C US$200,000 US$400,000 US$600,000 US$800,000 REVENUE BY PRODUCT LINE PRODUCT / SERVICE A PRODUCT / SERVICE B PRODUCT / SERVICE C STRATEGIC OBJECTIVES (2012) A strategic objective should state how we develop our product/service to better drive customer delight while defensibly and sustainably differentiating from competitors, given the product platform. MARKET CONSTRAINTS & PRESSURES • Competitor X doing Y • Supplier capacity constraints forecasted for Q4 • Macroeconomic decline expected next year STRATEGIC OBJECTIVES (2012) Gather 'round people wherever you roam and admit that the waters around you have grown. And accept it that soon you'll be drenched to the bone MARKET CONSTRAINTS & PRESSURES • Competitor X doing Y • Supplier capacity constraints forecasted for Q4 • Macroeconomic decline expected next year STRATEGIC OBJECTIVES (2012) So it's all come back round to breaking apart again. Breaking apart like I'm made up of glass again. Making it up behind my back again. Holding my breath for the fear of sleep again. Holding it up behind my head again. Cut in deep to the heart of the bone again. Round and round and round and it's coming apart again. Over and over and over MARKET CONSTRAINTS & PRESSURES • Competitor X doing Y • Supplier capacity constraints forecasted for Q4 • Macroeconomic decline expected next year 2012 INITIATIVE DUE Build out mobile user interface 2012 Q3 Adding X feature for Y segment 2012 Q3 Redevelopment of payments module 2012 Q3 New packaging design review 2013 Q1 Blah 2013 Q1 Blah 2013 Q1 2012 INITIATIVE DUE Build out mobile user interface 2012 Q3 Add X feature for Y segment 2012 Q3 Redevelopment of payments module 2012 Q3 New packaging design review 2013 Q1 Blah 2013 Q1 Blah 2013 Q1 2012 INITIATIVE DUE Build out mobile user interface 2012 Q3 Adding X feature for Y segment 2012 Q3 Redevelopment of payments module 2012 Q3 New packaging design review 2013 Q1 Blah 2013 Q1 Blah 2013 Q1
  6. KEY MAN RISK KEY MAN SUCCESSOR SUCCESSOR READINESS John Locke Thomas Jefferson Sigmund Freud Carl Jung Lee Kuan Yew Lee Hsien Loonh David Lee Roth Sammy Hagar PEOPLE WORLD-CLASS, ENGAGED WORKFORCE WITH THE RIGHT SKILLS AND WORKING IN STRATEGIC ALIGMENT HEADCOUNT BY DEPARTMENT – 2012 (Forecast from September) KEY PEOPLE METRICS RAG METRIC (FEB & MAR 2012) VALUE TARGET Average billing rate per headcount $650/day $720/day Billable versus non billable headcount 73% 78% Revenue per headcount $22,412 $24,000 ACCOMPLISHMENTS SINCE LAST REPORTING CYCLE ACCOMPLISHMENT KUDOS TO… Roll-out of ESOP Performance Management program Selena Sol Roll-out of Insurance Benefits Jennifer Tachibana Quarterly Corporate Celebration Lauryn Tachibana Job Title review James Jamerson Establishment of training program John Paul Jones Completed build-out of senior management team across 3 departments plus Sales and Admin Geddy Lee NEXT STEPS RAG INITIATIVE Office relocation / refurbishment Performance Management System Documentation of Benefits WATCH ITEMS RISK IMPACT LIKELIHOOD CONTROL PLAN Capacity restrictions slow revenue or impact quality Staff burnout impacts quality Poaching causes key man risk Induction of new joiners is not good enough and client sat tumbles J F M A M J J A S O N D Management 2 2 2 2 2 2 2 2 2 2 2 2 Sales & Marketing 2 1 1 2 2 2 2 3 3 3 3 3 Engineering 3 4 4 5 6 6 6 6 6 6 8 8 Projects 8 8 8 10 10 10 10 9 9 9 9 9 XYZ 6 7 7 7 9 10 11 11 11 11 11 11 Operations 2 4 4 3 3 3 3 3 3 3 3 3 Total 23 26 26 29 32 33 35 35 35 35 34 33
  7. PROJECTS DELIVER, REPEATABLE CLIENT DELIGHT & CONFIDENCE BY MANAGING PROJECT PERFORMANCE, RISK & RESULTS ACCOMPLISHMENTS SINCE LAST REPORTING CYCLE PROJECT ACCOMPLISHMENT KUDOS TO… Project A It would be fatal for the nation to overlook the urgency of the moment. This sweltering summer of the Negro's legitimate discontent will not pass until there is an invigorating autumn of freedom and equality Martin Project M The world is very different now. For man holds in his mortal hands the power to abolish all forms of human poverty and all forms of human life. And yet the same revolutionary beliefs for which our forebears fought are still at issue around the globe -- the belief that the rights of man come not from the generosity of the state, but from the hand of God John Project T What we are learning around the world is that if women are healthy and educated, their families will flourish. If women are free from violence, their families will flourish. If women have a chance to work and earn as full and equal partners in society, their families will flourish. And when families flourish, communities and nations do as well. Hillary INFLIGHT PROJECT STATUS RAG PROJECT CRITICAL NEXT STEPS LEAD ~ENDING Project A Project B Project C Project D Project E Project F
  8. PARTNERSHIPS REVENUE GROWTH THROUGH POSITION-ALIGNED PARTNERSHIPS, GUIDED BY CLEAR WIN-WIN SYNERGY CHANNEL / DISTRIBUTION PARTNERS PARTNER STATE IMPORT CHANNEL PLAN (ACTION ITEMS) Partner A Channel partner plan should document what actions are being implemented to improve the state of the relationships (or maintain it), especially for highly important (RED) relationships Partner B Partner C Partner D Partner E Partner F Partner G DELIVERY PARTNERS PARTNER STATE IMPORT PLAN (ACTION ITEMS) Partner 1 Partner 2
  9. PROFILE DEFINE & CHAMPION PREMIUM BRAND, UNIQUE VALUE PROPOSITION, AND MARKET POSITIONING ACCOMPLISHMENTS SINCE LAST REPORTING CYCLE ACCOMPLISHMENT WHEN KUDOS TO… Asia Financial Services Trade Fair representation 20AUG Lauryn Featured in The Martian Times 12AUG Mark Speaking engagement at X Trade Show 2AUG Tien Rei NEXT STEPS INITIATIVE OWNER WHEN Complete Sales Collateral MAR Complete Website revamp with new branding and messaging APR Internal communications of rebranding and Sales and Marketing Function MAR Rollout Client Satisfaction survey process APR Develop franchise plan DEC Note to self: Might be good to include graphs of: • Inbound & outbound marketing effectiveness • Website hits and duration of visits • Metric to demonstrate effectiveness of SEO program
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