Le dashboard, véritable outil de pilotage financier

Face à un changement radical des modèles business, le pilotage financier d’une organisation devient de plus en plus compliqué, alors devons-nous pour autant complexifier les outils dédiés à ce pilotage ? Bizarrement non !

L’évidence c’est que finalement les indicateurs à mettre en oeuvre se doivent d’être simples et pertinents donc plus efficaces. Il faut être capable de donner une vision dynamique de la santé de son business, en temps réel et le plus près du terrain, car seule cette approche permet les prises de décisions rapides nécessaires aujourd’hui dans nos métiers.

Alors comment procéder ?

Tout d’abord, définir des KPIs qui soient basiques et parlants, ne pas chercher à charger la barque mais miser sur l’utilité et l’usage pour mieux évaluer et valoriser les actions. Bâtir ensuite des dashboards souples, simples et modulables permettant d’avoir une vision financière précise, parlante et facile à analyser, il en va de l’efficacité des décisions.

Vue de l’esprit ?

Non ! Chez Captain Dash nous sommes guidés par une philosophie affirmée, faire compliqué ne signifie pas être efficace alors faisons simple, beau et utile pour mieux réussir car seules l’excellence opérationnelle et l’agilité doivent nous “driver”.

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De : Bertrand Verret, Leader des ventes et du revenu au sein de Captain Dash

The dashboard, a real tool for finance

As we are facing drastic changes in business models, driving the finances of an organization can become more and more complex. But does it means that we have to make complex tools to manage it? Surprisingly… Not!

The key is to choose simple and relevant indicators to be more efficient. This is critical in order to give a dynamic vision of your business, in real time and in all transparency. Only this approach will enable quick and efficient decisions.

So how to do that?

First, we need to define basic and meaningful KPIs rather than trying to fill up your dashboards with tons of KPIs. We must think of the usefulness and the usage of each KPI to better evaluate and increase the value from your actions. Then, we have to build flexible and simple dashboards for a precise financial vision that is easy to understand and analyze. We can then talk about efficient decision-making.

Wishfull thinking?

No! At Captain Dash, we are guided by a strong philosophy: simplicity is a key to be efficient. We believe in simplicity, beauty and usefulness to better succeed. Only operational excellence, efficient and quick decision-making should drive us all.

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Written by: Bertrand Verret, Chief Revenue Officer at Captain Dash

The KPI Curse

KPIs have a way of turning many organizations on their heads. Sometimes this happens because there are too many KPIs and too much data being gathered but often times it is because KPIs are misunderstood.

KPI stands for Key Performance Indicator with the emphasis being on indicator though people often tend to put the emphasis on performance. Due to this, KPIs more often than not become very closely entangled with targets.

At Captain Dash when we consult with our clients over KPIs we advice them to narrow their KPIs down to metrics that are closely related to the global goals of the organization.

By this we mean that KPIs are not the goals themselves; instead they are indicators of said goals. For us, KPIs help us to measure certain data points that help us to determine the progress made towards achieving our goals and delivering on our key priorities. This thus implies that KPIs indicate whether we are on track or not. They exist to provide objective information, which helps us to strategize better.

If on the other hand when one uses KPIs as targets they end up as short-term numbers to be achieved by departments and just serve as a scorecard more than anything else.

There is of course a reason why KPIs and targets get mixed up together. Other than the fact that they are both metrics there is the fact that for KPIs to work they need targets or benchmarks. It is very easy to see these targets as the targets that the organization or departments need to achieve.

Do not let them confuse you, these benchmarks serve as a reference point to see if we are on track and how much adjustment is needed, if any, in our strategy.

If you use KPIs are the indicators they are meant to be and let them guide your strategy they end up as very powerful tools to guide improvements across the organization.

On the other hand, an indicator that you could implement to measure progress could be the Key Transformation Indicator or KTIs.

Written By: Meghna Verma