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Management reporting and performance

For management teams that get their figures late, in a different format every month, or no longer know which version to trust.

The starting point is nearly always the same: the accounts and the operational files exist, but nobody reconciles them on a fixed date. The engagement sets up that reconciliation, agrees with management on the few indicators that matter, and puts in place reporting your team can then produce on its own.

What the engagement covers

  • Review of current reporting

    A list of the reports produced, with their timing, sources and manual adjustments, and the reasons why some figures contradict each other.

  • Choosing the indicators

    A deliberately short list of financial and operational indicators, chosen with management and each defined in writing: source, formula, owner, frequency.

  • Building the dashboards

    Design and set-up of management reports (activity, margin, cash, budget) in the organisation's existing tools.

  • Budget monitoring

    Setting up the budget process, tracking actual-versus-budget variances and writing commentary for the board.

The reporting cycle A loop: data collection, reliability checks, dashboard, decision, then back to collection the following month. Collection Reliability Dashboard Decision accounting andoperational data checks, reconciliations,corrections indicators chosenwith management documenteddecisions MONTHLY CYCLE each month's actuals feed the next month's reporting The reporting cycleA loop: collection, reliability, dashboard, decision, then back to collection the following month.MONTHLY CYCLEeach month's actuals feedthe next month's reportingCollectionaccounting and operational data1Reliabilitychecks, reconciliations, corrections2Dashboardindicators chosen with management3Decisiondocumented decisions4next month
The reporting cycle put in place on a typical engagement.

Approach

1 · Scoping
Reports expected, data access and timeline. Deliverables are set out in the proposal before work starts.
2 · Diagnosis
Review of current reports and interviews with management and staff: which figures exist, which are missing, which contradict each other.
3 · Build
Indicators and dashboards set up in your own tools, sources and formulas documented, tested on real data.
4 · Handover
Training for the people who will produce the reporting, a written procedure, then a few supported cycles as agreed in the proposal.

Typical deliverables

  • Management dashboard

    Monthly or quarterly, with a written definition of each indicator (source, formula, owner, frequency) and commentary on variances.

  • Reporting procedure

    The steps from data extraction to management commentary, written precisely enough for someone else to produce the reporting.

  • Budget monitoring note

    Actual-versus-budget variances explained line by line, with the issues to raise with management or the board.

Tell us about your current reporting.

Describe what you produce today and what is missing: a 30-minute call is enough to scope the request.

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