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Published 21.10.2015 | Author : admin | Category : The Respect Principle Pdf

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I wanted to point the above out purely because of a common feature of 80% of Web Analytics Dashboards, in excel with a billion tabs to look through.
Recommendation #1 was to move to a Critical Few philosophy for Executive reporting: Only report the three or five (at most!) metrics that define success for the whole business. This quadrant is to satiate Executive curiosity that you know what you are doing, it will be glossed over (and that's good!). The second quadrant (Key Trends & Insights) is to add value by interpreting the trends and adding context. This quadrant is the one that Executives will read a lot initially, over time they will gain confidence in you, they will love that you share context (hello Ninja!), over time they will gloss over it (a good thing). This is the killer quadrant, if nothing else drives action this will, knowing exactly how much money was lost, how many customers were pissed, how much opportunity was wasted.
You fix the human problems, you address the flaws in the system today and you actually become much smarter about the whole business (thanks to q3 and q4).
Over time you'll gain a lot more trust from your Executives and all the crappy dashboards can die and be replaced with one that looks like this one. Now you are asking your Executives to simply layer their own judgment on the recommendations and help the company take action. I have been a quiet reader of your site for a while now, and I want to let you know how much I appreciate your blog. Dashboard design is a pet subject of mine and I simply don’t think we the vendors (and that goes for basic Web Analytics- but as well for more mature Business Intelligence vendors) has been able to truly create an environment where one can create highly communicative and by that highly effective Dashboards.
The HOW part is where your “Action Dashboard” comes into play and if I may be so rude as to comment on some of your choices. From a strategic point of view I actually disagree on your point: “Who needs to see the numbers? And in hand with that; I would personally deviate from the high use of “text” (especially when talking about trends) – as it decreases the opportunity to scan the dashboard. I'm looking forward to going back through some of my semi-Ninja work to apply another level of de-squirreling! Number 2 seems to be the trick in an org of any decent size, assuming you are not able to decree this with an iron fist.
One thing I have noticed in my experience is the belief (by some) that a single dashboard can be a panacea to all their reporting.
Almost to the point of losing them as a client, I changed tactics and gave her a call, using plain language and telling her what I thought she should do instead of overwhelming her with data and thinking that she'd prefer to make her own informed decision. Dashboards, to me, have always been about what who is looking at them wants to see straightaway, not what I think they want to see. Separating them between the three different areas (Key Trends, Impact, and Actions) means that your reader might not always understand which items go together through each box (some could even overlap). Wouldn't it make more sense to put an issue in each of the three boxes in order of priority and address it with their own Key Trends, Impact, and Actions? But once that happens it is all about recommending actions and the Executive applying their business judgment and wisdom on what happens when. Andrew: A great suggestion, I think prioritizing will certainly be helpful for our executives and we should strive to do that.
Great point about big companies hiring Analysis Ninjas and then making them into glorified Reporting Squirrels. As such the biggest challenge is often to reduce the number of KPIs and to provide “thicker” interpretations. Having said that, however, I think we should also avoid the opposite mistake of throwing away too much information.

In your dashboard, for example, one could have shown the total cart abandonment rate in the upper left quadrant and then used the remaining three to provide some explanations.
The idea would be to build a single display which shows not only how well the check-out process is performing, but also why this might be the case. The problem that I see with it being insight heavy, is how often is that going to change over time? I think that the reason that so many organizations build autmated data only dashboards is that it is easier than building the dashboard that you propose. Typically my experience is that drill downs are an excuse for not actually putting in enough time to dig for the insights and providing answers.
Of course each case is a little unique but I hope the ability to provide drill downs is not a excuse for not doing the hard work up front. Would anybody be able to shed light on what sort of computer application allows the user to produce web widgets like the ones shown at the website above. My company is in the process of revamping our website and I feel that widgets in the style of would be perfect. As a novice to these models I found both your original post and several of the responses both interesting and thought-provoking.
The longer the time period the more optimal the Action Dashboard is – you can truly do real analysis and fill out quadrants three and four. It is also more optimal for serious metrics (the ones I call Critical Few in the blog post). Or, you can create a dashboard that is more tactically oriented, but one that has Insights, Actions, Business Impact built in. The metrics owner is usually someone on the business side (the person who gets fired if the performance is bad).
Another question, what elements of trinity is the best to show at the management and the marketeer? Making some changes to the presentation of my analytics dashboard will definitely save me work by concentrating on a few metrics that important to communicate well. I'm interested how you get the dashboard looking so good with dials etc, is this a google gadget or an analytics package ?
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All the above efforts are well intentioned, took lots of honest work and probably took months to put together. This is a fatal flaw because most dashboards are highly aggregated views of any KPI and are missing all the nuance and analysis (that only you as Ms. Going out to collect enough tribal knowledge to actually know what is going on to then make recommendations from the data is not something that we do, nor are we encouraged by our Executives or our organization structures.
That leads non-Practitioners to make the common mistakes like creating the above three dashboards. It takes effort to get there, it will take all your charms (though no violation of any HR intimacy policies), and it will take some time. Kill all the ancillary metrics that were nice to know (and my kill I mean let lower levels worry about it). Ideally segmented (as is the case here, cart abandonment is illustrated for four key customer segments). It says there that some things are up or down (in english :), and it also warns which data might be bad etc. I feel it is the key thing missing from any dashboard, they are normally missing the kick in the rear end and this quadrant delivers it.
The WHAT part is of course very much industry specific and almost certainly company and department specific (e.g. They pay you and I to deliver actionable insights.” – and that both from executive and also operational dashboards. In others, we got into discussions of serving up the data through a portal, and then using portlets for that context, which isn't a bad idea, and would make your 4-quadrant framework deliverable.
It reminded me of an article I wrote a couple of years ago on the subject of overlays and dashboards. To unlearn the art of seduction by way of graphical dashboards is analogous to re-learing a swim stroke all over again (the right way). Execs just want action and impact where as an operations manager might want to validate more of the numbers with other data at their disposal.
This in part has led to many a crammy looking dashboard with tons of data -with the dashboard ending up looking more like a whiteboard. This will allow them to incorporate the information in a way that is actionable and also acceptable to the readers. It will take quite some time for a Executive to have enough trust to not want to see the trends. I am sure one day as you have trust in your Ninjas (after they evolve from Squirrels) then you would be in the came camp Dennis! But I'll consider writing one that focuses specifically on the nuance you have suggested. I totally agree that the world is full of dashboards, which include too many unrelated KPIs, turning them into complex data displays rather than actionable information. One way of doing so would be to break down the total abandonment rate to your four key customer segments. You illustrate all your ideas with relevant graphics and show that you are not talking off your backside. Several of these crappy dashboards are available on the company Intranets and very few coworkers know where to find them or how to use them. What I like hear is that you've basically taken 3 slides and combined them with the metric chart to create one all inclusive slide.

The balance between data and information drives the quality of knowledge offered by the dashboard. So the report writer will take the easy way out, create a wiz bang flash driven excel backend infinite drill down dashboard. To get an idea of how the museum displays this data, I took a look at the source html code. I know that Apple allows you to with Dashcode, but I'm interested in learning about others that produce similar results.
Often, the end-result is unclear or unspoken and this alone can result in wasted effort and misdirected steps.
The big important KPI's that might not change daily but nonetheless measure health, well being and success of the business (and those you would not want to know daily, that is not how it works! Our web site traffic analysis software is available for each webmaster who wants to track or monitor a website.
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It will require human contact with others, it will require conversations, it will mean identifying solutions collaboratively. I as a manager MUST see the numbers as I posses more knowledge about the business strategy, potential reasoning behind metric fluctuation, actual action opportunities etc.. The consumers of the data are happier with less-than-real-time-but-with-contextual-analysis-and-recommendations than they were with the near-real-time-access-to-just-the-charts-and-graphs. It holds true for many a consulting firms and agencies out there and the notion of seperating the weed from the chaff in your post is noteworthy.
As a business user, i'd comment you can give more than the key metrics in the top quadrant. The problem is that the Decision Maker will need increasingly ever more context the more they drill down, context that they won't have. Or if the weekly dashboard shows that something is not going well, and then use it to zoom in on the problem? In as much think of its optimal use as monthly, or if you are really really good at finding insights then twice a month. Our website analytics has become the trusted standard in website statistics for online businesses. Whatever your situation, this tutorial will teach you all the SEO basics and important SEO tips to help you optimize your web pages to be found in search engines. In fact, thousands of people have attended our classroom-style training courses throughout the U.S. If you do all of this right (or at least the best among your competitors), you can achieve higher search engine rankings in the organic sections of search engine results pages. Others are trust signals based on links from reputable sites and (in some cases) social media engagement.
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