Consulting project
“The company’s global dashboard”

Easily understand the trend of the entire business sector

The summary of the intervention
The intervention responds to the need of management to have control over the entire corporate sector. Therefore, the concept of synthesis is fundamental for answering the question “how is it going and why?”.

Everything is all about understanding of the fundamental aspects of the management of the specific company. These aspects will then be transformed into measurable elements and inserted into an instrument available to the entrepreneur or manager.
The particularity of the intervention lies in these two salient aspects:
– go from the analysis of the business complexity to the synthesis of a practical and immediate dashboard to have immediately the “pulse of the situation”
– transforming sometimes elusive situations, barely perceptible and often disconnected from a monetary concept, into measurable elements.

The symptoms of his need
Who directs the company has the perception that “something gets out of hand”. Even if supported by reports, balances, graphs, numbers sometimes in excess, it has the feeling that there is no synthesis, that, in the end, there are too many answers, partial, conditioned, with too many “distinctions”.

You look at the company and you see investments, people, complexities of all kinds: you feel the need for something that collects this globality in a synthesis to understand and decide accordingly.

The course of the intervention
The fundamental aspect of the intervention is the passage analysis-synthesis. For this reason the first part is dedicated to the analysis. A verification of the company’s activity, of its competitiveness, of the strategy to be pursued, of the performance of the competitors is carried out.
According to the management, the set of results that allows to represent the objective to be achieved is defined. These results are then converted into indicators that represent their achievement. With a skilful dosing of indicators, weights, indicators of indicators, the required synthesis is achieved. Since the company is a complex body, the system will not produce an absolute numerical truth, but will provide reliable lines of tendency, largely sufficient for decision making.
All this is created with specific IT tools, or using business intelligence tools, where existing at the company.

The human resources involved
The intervention involves the management in the part of understanding their needs and strategies.

Human resources at the operational level will be involved in the technical processing of indicators and the inflow of data. The management, as the main recipient of the tool, will be involved again for the final verification of the project and for any calibration of the system.
As in any Farnetani Consulting project, it will tend to limit the impact on the company’s ordinary activities, alternating the people involved, limiting their use, and optimizing the interaction with the consultant based on the work requirements of the individual operators.

The intervention can last from ten to fifteen days of work of a consultant, depending on the size and complexity of the company. In any case, the duration of the intervention is agreed on the basis of a specific quote. The days are scheduled according to the operational needs of the company.

The advantages achieved
Entrepreneurs and managers have at their disposal a dashboard of indicators that provide, individually and as a whole, a useful and immediate confirmation of the company’s performance. Results achieved and problems encountered appear not in general terms, but numerical, allowing a decision-making based on objective findings.

Future developments
The system can be developed and refined in the following phases in many ways.
The number of indicators can be increased, optimized and further computerized the flow of data to limit the utilization of human resources.
The creation of a strategy, if it does not exist, can be defined by fixing paths that the system can monitor to verify compliance with it. Management control can also be involved in a future development, elaborating, if not present, a budget system to be merged into the dashboard.