Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 25.10.2011
Length: 3 pages
Data source: Field research
Abstract
In 2004, Stephane Alby was appointed CFO at Nestle Malaysia-Singapore. Within a month of starting in his new position, Alby received a 50-page management report covering the past months from Corporate Controlling. It was the middle of the third week of the month. He flipped through it, then gave it to his secretary to shred, since it was too difficult to use the data it contained to make any business decisions. Alby wanted to be able to review 5 to 7 KPIs for each of the 13 business units, seven functions, Singapore and one region in two hours with the management committee. The importance of such indicators was clear to Alby. He needed the data in order to create transparency, solidarity, cooperation and stronger goal alignment. He wanted a new dashboard that provided key information but that also provided material for discussion among top management. Data needed to be such that it could be turned into actionable management information on the measures that mattered to make business decisions and win in the marketplace. Where should Alby start with the creation of this dashboard? What should it focus on? What should be the level of granularity of the information? What would constitute a good dashboard design?
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Length: 11 minutes
Data source: Field research
Notes: File size 727.1MB. Click for more information.
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Abstract
In 2004, Stephane Alby was appointed CFO at Nestle Malaysia-Singapore. Within a month of starting in his new position, Alby received a 50-page management report covering the past months from Corporate Controlling. It was the middle of the third week of the month. He flipped through it, then gave it to his secretary to shred, since it was too difficult to use the data it contained to make any business decisions. Alby wanted to be able to review 5 to 7 KPIs for each of the 13 business units, seven functions, Singapore and one region in two hours with the management committee. The importance of such indicators was clear to Alby. He needed the data in order to create transparency, solidarity, cooperation and stronger goal alignment. He wanted a new dashboard that provided key information but that also provided material for discussion among top management. Data needed to be such that it could be turned into actionable management information on the measures that mattered to make business decisions and win in the marketplace. Where should Alby start with the creation of this dashboard? What should it focus on? What should be the level of granularity of the information? What would constitute a good dashboard design?
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Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Length: 11 minutes
Data source: Field research
Notes: File size 727.1MB. Click for more information.