dashboards
Written Assignment #1 Dashboard Systems in Today’s Supply Chain Management
2/3/14
Definition
“Dashboard” is a driving metaphor, implying the need to glance frequently at key gauges to help navigate, while still in motion… A strategic dashboard is one with key metrics that reflect progress in implementing strategy… Provokes analysis and reflection and trigger decision-making that improves performance [1].
Summary
Dashboard systems are poised to take the next step in supply chain management. These systems have been around for years and in today’s world, have been met with criticism and/or not utilized to their full potential. Criticism ranges from “targets and indicators fail to reflect critical strategic initiatives or business activities”(Allio, p.25) to “The idea of dashboard is very seductive... The problem is that while the dashboard tells you that you need to be concerned, it may hide the ultimate reasons why you need to be concerned”(Marren, p.1). With the view of supply chain management broadening, the scope of what we can integrate into a dashboard system is also broadening. Utilizing a dashboard system to its fullest potential, knowing “that any decision model is completely dependent on the information that goes into it” (Marren, p.1), it becomes up to management itself to supply the correct information to gather the correct results [1], [4].
Why are dashboards ineffective?
Dashboards can be ineffective for several reasons, the most common being that its design is usually not broad enough within an organization. One common criticism about dashboards is that they simplify a very complex world where managers feel that key indicators cannot encapsulate the total framework of their supply chain. Other managers might feel overwhelmed by it noting that it “is easier than you might think to install…but it is harder to make it effective” (Denton, p.34) [2], [1].
The goal of integrated dashboards
The goal
2/3/14
Definition
“Dashboard” is a driving metaphor, implying the need to glance frequently at key gauges to help navigate, while still in motion… A strategic dashboard is one with key metrics that reflect progress in implementing strategy… Provokes analysis and reflection and trigger decision-making that improves performance [1].
Summary
Dashboard systems are poised to take the next step in supply chain management. These systems have been around for years and in today’s world, have been met with criticism and/or not utilized to their full potential. Criticism ranges from “targets and indicators fail to reflect critical strategic initiatives or business activities”(Allio, p.25) to “The idea of dashboard is very seductive... The problem is that while the dashboard tells you that you need to be concerned, it may hide the ultimate reasons why you need to be concerned”(Marren, p.1). With the view of supply chain management broadening, the scope of what we can integrate into a dashboard system is also broadening. Utilizing a dashboard system to its fullest potential, knowing “that any decision model is completely dependent on the information that goes into it” (Marren, p.1), it becomes up to management itself to supply the correct information to gather the correct results [1], [4].
Why are dashboards ineffective?
Dashboards can be ineffective for several reasons, the most common being that its design is usually not broad enough within an organization. One common criticism about dashboards is that they simplify a very complex world where managers feel that key indicators cannot encapsulate the total framework of their supply chain. Other managers might feel overwhelmed by it noting that it “is easier than you might think to install…but it is harder to make it effective” (Denton, p.34) [2], [1].
The goal of integrated dashboards
The goal
References: 1. Allio, Michael K., “Strategic Dashboards: designing and deploying them to improve implementation”, "Strategy & Leadership” Volume: 40 issue 5, 2012 2. Denton, Keith D., “Corporate Intranets Place Information on the Dashboard”, “Human Resource Management International Digest” Volume: 20, Issue 4, 2012 3. Jambekar, Anil B and Karol I Pelc, “A Model of Knowledge Processes in a Manufacturing Company” “Journal of Manufacturing Technology Management” Volume: 17, Issue 3, 2006 4. Patrick Marren, “ Alternative Strategies”, “Journal of Business Strategy” Volume: 32, Issue 4