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Dashboards for the Real World: Economy, Markets, Industry, Company

The prior post was really about filterring and structuring data into information and presenting it in form and way that makes decision-making easier. It was also, and perhaps more so, about the decision-making process itself. We can't help a lot with the latter, particularly in light of our own struggles therein :), other than provide the sort of excellent reading excerpts on the processes and methods. With the former we're doing our our best to build dashboards and control rooms that are accurate, simple, easy-to-grasp and help with decision-making. Perhaps, to continue the analogy, we're even trying to go so far as to help you build your own war room for the areas we think belong in a control center: the Economy, Markets, Industries and Companies analysis and frameworks. As well as details and tools.

Toward that end we've accumulated quite a bit of machinery. Any time you want to backtrack, other than checking the Category archives which you'll notice are structured down our control center design principle components :), or using the search function, the Key Postings category provides a short(er) list of some of the machinery we've found ourselves re-visiting over and over again. The Key Post tables is a complete list structured according to dashboard principles of many of the key posts and/or current refreshes. A dashboard/user manual for the control room if you will. 

Of course part of the question is just how one designs the dashboard - what instruments, what do they look like, and how are they laid out. And then there's the control room bigger quesiton - what consoles with what instruments, operating proceedures and so on and so on. Well it's not a "control loom layout" per se but here's our shot at depicting the control room in two parts.

The first part is the Economy and Markets room which has three multi-panel consoles and each console has multiple indicators on it. We haven't put up the detailed inventory of these postings but they'll be up shortly. Hopefully this'll make finding previous posts and machinery that's still relevent and useful much easier. It turns out there was a lot more of it than we knew - funny how stuff builds up when you keep plugging away at it.You can find the Key Posting Tables which list all the detailed discussion in that category archive. And then there's a complementary Business Analysis/Industry/Company "control panel" as well.

Both tables are posted after the break. We hope this is helpful in sorting out the various resources and tools that have built up on the blog. 


Economy/Market "Control Panel"

 Market & Economy Update Status

Economic Assessment Toolkit

Market Analysis Toolkit

Credit Markets & Liquidities

Understanding the Business Cycle

 

Business Cycle Status

 

GDP Analysis and Assessments

New Entry

Employment

New Entry

Housing

New Entry

Current Situation

New Entry

Profits, Earnings & Outlooks

New Entry

Valuation Analysis and Resources

 

Market Analysis & Investment Planning

 

Market Status Assessments

New Entry

Liquidity

 

Credit Market Breakdowns

 

Fed & Credit Crisis

 

Recent News

 

 Business Analysis "Control Panel"

Industry and Business Analysis

General Business Analysis

Performance Framework

Industry/Company Analysis

Enterprise Performance Value

Overview and inventory of companies and issues

Financial Engineering

Issues

Buybacks, earnings, etc.

General Business Situation/Context

Risk factors, common fragilities, strategies

Framework and Blueprints

Performance assessment principles, readings & methods

Key Issues and/or Functions

Key operating functions (strategy, HR, innovation)

Home Depot Example

Multi-part series on a company as illustration and testbed

General Industry

Airline, Auto, Retail, Oil

Finance Industry

 

Technomedia-tainment

Tech, Telecom,Media

Companies

Citi, Dell, Home Depot

 

 

Comments

Why not just buy Bloomberg?

I'm also a bit confused by "We can't help a lot with the latter [decision-making process]," but then presuming that a dashboard can then be built.

Information needs should not be decided on an ad hoc basis. Three critical questions are involved.

a. What business decisions must be made and why?

b. How should these decisions be made and why?

c. What is the source of the data to support the decisions?

That notwithstanding, there is a decision-process implied by the presentation of your dashboards.

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