When this work is a fit
Use this work when leadership meetings debate whose report is correct, revenue is the only reliable measure, or problems appear only after customers complain. Start with a few measures tied to the current operating constraint.
Deliverables to define in the scope
- A metric dictionary with period, numerator, denominator, exclusions, and source.
- A compact dashboard covering demand, capacity, delivery, and quality where relevant.
- An exception review process with owners, actions, due dates, and follow-up.
- A data validation and maintenance routine for the person responsible for each measure.
How implementation progresses
- Select decisions the leadership team needs to make and work backward to the evidence needed.
- Reconcile a sample period with source records and resolve definition disagreements.
- Run the dashboard through several review cycles, replacing measures that do not prompt useful action.
What to bring to a scoping conversation
Bring the reports you already use, sample source records, reporting cutoffs, and recurring leadership questions. Identify who can validate the data and what manual collection effort the team can sustain.
Acceptance and handover
Two people should obtain the same number from the written definition. Each flagged measure should have an owner and an agreed response; the team should know when the number is stale or incomplete.
Scope boundaries
Dashboard setup is not an assurance opinion on financial statements. Keep operational measures distinct from finance-approved reporting and agree on any accounting definitions with the appropriate adviser.
Related implementation resources
Discuss the operating problem
Elixir consulting starts at $5,000 per month, with final pricing based on scope. Bring a recent example, the current workflow, and the person who owns the result to define the appropriate implementation scope.