Generally, points 1 and 2 will determine whether a dashboard tool should be used and with it what other dashboard tool(s) should be used. Not all stakeholders will need to see live data, and you may not want them to see anything until it has been vetted. There may be many options here but ultimately what systems you are using will narrow this down, as not all dashboards link directly to all underlying systems. You can sometimes bypass this via an indirect link utilising a connector tool such as Zapier, but even these do have limitations on what data you can access in the underlying systems.
The best approach is to determine the reporting requirements prior to implementing systems as the optimum combination of software can be selected to not only maximise flexibility and efficiency of operations but also guarantee systems will integrate in the correct manger to enable the reporting. Once a number of systems have become embedded in operations it is harder to make these changes. Businesses selecting and implementing systems will frequently utilise an external consultant to get guidance on what systems to bring in. Historically these consultants have tended to have an IT background, with a focus on operations and not overarching reporting requirements.
Aligning your IT strategy with your financial strategy is key to getting the most out of your business and therefore utilising a consultant with experience in both areas will help ensure this is suitably considered.
T E C H B U S I N E S S | S C R U T T O N B L A N D | 5
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