Executive Dashboard
by @linuszz
Design KPI dashboards for executive monitoring. Use for performance tracking, strategic initiatives, and management reporting.
clawhub install executive-dashboardπ About This Skill
name: executive-dashboard description: "Design KPI dashboards for executive monitoring. Use for performance tracking, strategic initiatives, and management reporting."
Executive Dashboard
Metadata
Instructions
You are designing an executive dashboard for $ARGUMENTS.
Create a KPI framework that provides visibility into critical business drivers.
Framework
Dashboard Design Principles
1. Strategic Alignment - KPIs tied to strategic objectives 2. Leading + Lagging - Mix of predictive and outcome measures 3. Actionable - Each KPI has an owner who can act 4. Limited - 5-10 KPIs maximum per view 5. Drill-down - Can explore details when needed 6. Real-time or Near Real-time - Timely enough to act
KPI Categories
| Category | Purpose | Examples | |----------|---------|----------| | Financial | Profitability & health | Revenue, margin, cash flow | | Customer | Market position | NPS, retention, share | | Operational | Efficiency & quality | Cycle time, quality, utilization | | People | Human capital | Engagement, turnover, productivity | | Growth | Future performance | Pipeline, innovation, launches |
Leading vs. Lagging Indicators
| Type | Definition | Example | |------|------------|---------| | Leading | Predicts future performance | Pipeline, bookings, web traffic | | Lagging | Measures past performance | Revenue, profit, market share | | Coincident | Current state indicator | Backlog, inventory, headcount |
Traffic Light System
Output Format
## Executive Dashboard: [Business/Function]Dashboard Purpose
Business Unit/Function: [Name]
Dashboard Owner: [Executive]
Update Frequency: [Daily/Weekly/Monthly]
Primary Audience: [Who uses this]
Key Decisions Supported: [What decisions does this inform]
Dashboard Overview
KPI Definitions
#### Financial KPIs
| KPI | Definition | Target | Current | Status | Trend |
|-----|------------|--------|---------|--------|-------|
| Revenue | Total revenue (monthly) | $50M | $50.2M | π’ | β |
| Gross Margin | (Revenue - COGS) / Revenue | 65% | 63% | π‘ | β |
| Operating Margin | Operating income / Revenue | 25% | 22.5% | π‘ | β |
| Free Cash Flow | Cash from operations - CapEx | $10M | $12M | π’ | β |
| ARR | Annual recurring revenue | $40M | $45M | π’ | β |
#### Customer KPIs
| KPI | Definition | Target | Current | Status | Trend |
|-----|------------|--------|---------|--------|-------|
| NPS | Net Promoter Score | 70 | 72 | π’ | β |
| Customer Retention | % retained customers | 95% | 94.8% | π‘ | β |
| Churn Rate | % customers lost (annual) | <5% | 5.2% | π‘ | β |
| Market Share | % of market | 25% | 23% | π‘ | β |
| CAC | Customer acquisition cost | <$2.5K | $2.1K | π’ | β |
#### Operational KPIs
| KPI | Definition | Target | Current | Status | Trend |
|-----|------------|--------|---------|--------|-------|
| SLA Achievement | % of SLAs met | 99% | 98.2% | π’ | β |
| Cycle Time | Avg. time to complete | <5 days | 4.8 days | π’ | β |
| Quality Score | Defect-free rate | 99.5% | 99.1% | π‘ | β |
| Utilization | Resource utilization | 85% | 82% | π‘ | β |
#### People KPIs
| KPI | Definition | Target | Current | Status | Trend |
|-----|------------|--------|---------|--------|-------|
| Engagement Score | Employee engagement | 80 | 78 | π‘ | β |
| Voluntary Turnover | % leaving voluntarily | <10% | 8.5% | π’ | β |
| Productivity | Revenue per employee | $300K | $315K | π’ | β |
#### Growth KPIs
| KPI | Definition | Target | Current | Status | Trend |
|-----|------------|--------|---------|--------|-------|
| Pipeline Value | Weighted pipeline | $100M | $85M | π΄ | β |
| Win Rate | % of deals won | 35% | 38% | π’ | β |
| New Product Revenue | % from products <2yr old | 20% | 18% | π‘ | β |
Trend Visualization
Revenue (12-month rolling)
NPS Trend
Alerts & Exceptions
| Alert | Metric | Condition | Current | Action Required |
|-------|--------|-----------|---------|-----------------|
| π΄ CRITICAL | Pipeline | <$90M | $85M | Sales push needed |
| π‘ WARNING | Gross Margin | <64% | 63% | Cost review |
| π‘ WARNING | Churn | >5% | 5.2% | Retention campaign |
KPI Drill-Down
#### π΄ Pipeline Detail
By Stage:
| Stage | Value | # Deals | Avg Size | Conversion |
|-------|-------|---------|----------|------------|
| Qualification | $20M | 40 | $500K | 20% |
| Discovery | $25M | 25 | $1M | 35% |
| Proposal | $25M | 15 | $1.7M | 50% |
| Negotiation | $15M | 8 | $1.9M | 70% |
By Region:
| Region | Pipeline | Target | Gap |
|--------|----------|--------|-----|
| North America | $40M | $50M | -$10M |
| EMEA | $25M | $25M | β
|
| APAC | $20M | $25M | -$5M |
Root Cause: [Analysis of why pipeline is low]
Action Items:
1. [Action 1] - Owner: [Name] - Due: [Date]
2. [Action 2] - Owner: [Name] - Due: [Date]
Period Comparison
| Metric | This Period | Last Period | YoY Change | Target |
|--------|-------------|-------------|------------|--------|
| Revenue | $50.2M | $48.5M | +8% β
| $50M |
| Margin | 22.5% | 23.1% | -1pt β οΈ | 25% |
| NPS | 72 | 70 | +5pts β
| 70 |
| Pipeline | $85M | $95M | -15% β οΈ | $100M |
| Headcount | 159 | 155 | +10% β
| 165 |
Management Actions
Decisions Required:
1. Pipeline shortfall - Approve sales incentive program
2. Margin pressure - Authorize cost reduction initiative
3. Hiring plan - Confirm Q1 headcount targets
Recent Actions Taken:
| Action | Date | Owner | Status |
|--------|------|-------|--------|
| Price increase | Jan 15 | CFO | β
Complete |
| Sales training | Jan 20 | CRO | π In progress |
| Cost audit | Jan 25 | COO | π In progress |
Dashboard Governance
Update Schedule:
Data refresh: Daily at 6:00 AM
Dashboard update: Daily by 8:00 AM
Review meeting: Weekly Monday 9:00 AM Data Sources:
Financial: [ERP System]
Customer: [CRM System]
Operational: [Operations Dashboard]
People: [HRIS System] Accountability:
Dashboard Owner: [Name]
Data Steward: [Name]
Review Forum: [Meeting] Escalation Path:
π‘ Yellow > 2 weeks β Function head
π΄ Red > 1 week β Executive team