Developing a Company Performance Dashboard Plan for C-level Management for Real-time, Strategic Decision-making
Hassan, Ammar (2026)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2026051913507
https://urn.fi/URN:NBN:fi:amk-2026051913507
Tiivistelmä
The objective of this thesis was to develop a proposal for a unified executive performance dashboard for the case company. The work responds to a long-standing challenge: reporting exists in many forms across functions, yet senior leaders do not have a single, consistent view of business performance. The study was carried out in a context where data is scattered, and where reporting practices differ significantly across teams, regions and systems.
The study followed the applied action research and gathered three rounds of internal data. The first round focused on understanding the current reporting landscape through internal documents, dashboard samples, strategy materials and operational reports. The second round analysed internal feedback materials to co-create the proposal. The third round was gathered to validate the feasibility of the proposal. These sources formed a structured basis for developing the dashboard concept.
The work consisted of two key parts: the theoretical foundation and the practical part, analysis and development. The theoretical part examined concepts from business
intelligence, data integration, semantic modelling, KPI governance and dashboard UI/UX design. The practical part analysed the company’s current reporting environment and identified three recurring weaknesses: fragmented tools and systems, inconsistent KPI definitions and visual formats, and limited drill-down or mobile access. Based on these insights, a conceptual framework was built, followed by a proposal for an integrated executive dashboard.
The outcome of the thesis is a dashboard proposal that outlines how the company can consolidate its reporting into a unified, consistent and accessible executive view. If implemented, the proposal would improve comparability across functions, reduce
manual reporting work and support more timely decision-making. The work provides the company with a clear direction for building a reporting environment that better supports long-term strategic management.
The study followed the applied action research and gathered three rounds of internal data. The first round focused on understanding the current reporting landscape through internal documents, dashboard samples, strategy materials and operational reports. The second round analysed internal feedback materials to co-create the proposal. The third round was gathered to validate the feasibility of the proposal. These sources formed a structured basis for developing the dashboard concept.
The work consisted of two key parts: the theoretical foundation and the practical part, analysis and development. The theoretical part examined concepts from business
intelligence, data integration, semantic modelling, KPI governance and dashboard UI/UX design. The practical part analysed the company’s current reporting environment and identified three recurring weaknesses: fragmented tools and systems, inconsistent KPI definitions and visual formats, and limited drill-down or mobile access. Based on these insights, a conceptual framework was built, followed by a proposal for an integrated executive dashboard.
The outcome of the thesis is a dashboard proposal that outlines how the company can consolidate its reporting into a unified, consistent and accessible executive view. If implemented, the proposal would improve comparability across functions, reduce
manual reporting work and support more timely decision-making. The work provides the company with a clear direction for building a reporting environment that better supports long-term strategic management.