Start with the operating questions

Ask what the team needs to decide about acquisition, activation, retention, partner productivity and cash. Choose measures that illuminate those questions. A metric should earn its place by helping interpret a customer or business outcome, not because the reporting tool makes it available.

Show definitions and context

Include the period, denominator and relevant comparison for each measure. Separate observed results from targets. A percentage without its underlying count can look impressive while representing very little activity, and a total without a time period is hard to interpret.

Assign response ownership

Identify who reviews each measure and what changes could follow. Some indicators require investigation rather than an immediate intervention. Keep a short record of decisions made from the dashboard so the team can assess whether its reporting actually improves operations. Include a route from the dashboard to the underlying records for important measures. When a number changes unexpectedly, the team should be able to inspect the relevant cohort or transactions instead of debating a summary with no accessible evidence.

Imagine this

Illustrative operating example

A hypothetical dashboard shows a 50% rise in qualified enquiries from two to three. Reporting the underlying counts keeps the improvement in perspective. The team can investigate the source without treating the percentage as proof of a scalable acquisition channel.

Make it practical.

Use this checklist as you read. Checks are not stored.

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