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Transform · Service 09 / 12

Business intelligence

Business intelligence is reducing a company's scattered data to one table leadership looks at every week. INDOLES does not add reports; it finds which five numbers actually change decisions and removes the rest.

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Platforms and tools we work with
  • SAP
  • Google Analytics
Diagram — Business intelligence09/12
Sound familiar?

This service steps in when one of these is true.

  • The same question gets two different answers from two different reports.

  • The month-end report takes days to prepare and is stale by the time it lands.

  • Which product or which customer actually drives profit is not clear.

Scope

What it covers, and what it does not.

What's included

  • Decision question list

    Which questions does leadership ask, and which answers change a decision? The dashboard is designed backwards from these.

  • Connecting data sources

    Accounting, sales, production and advertising data land in one place. Manual file merging disappears.

  • Definition alignment

    What "revenue", "active customer" or "lead time" mean gets written down so everyone reads the same thing.

  • Dashboard

    Decision-changing numbers sit on one screen, with breakdowns for those who want detail and a summary for those who do not.

  • Data quality checks

    Missing or inconsistent records raise a warning on arrival. A decision from wrong data is worse than none.

  • Automatic refresh

    The dashboard refreshes itself and periodic reporting goes out by email; nobody has to upload a file to update it.

  • Reading guide

    What to do when a number crosses a threshold — the dashboard carries the decision rule, not just the figure.

What's not included

  • Data warehouse hardware and server procurement
  • Retroactive cleaning of bad data in source systems
  • Day-to-day report preparation and commentary
  • Responsibility for the decisions taken from the analysis
How we work

Four steps, each leaving something in your hands.

  1. 01

    Collecting the questions

    Leadership and department heads are asked: which questions are you trying to answer, and what changes when the answer arrives?

    You get

    A list of decision questions with an owner for each.

  2. 02

    Data and definition audit

    Which data answers the questions, and is it reliable? Conflicting definitions of the same concept get reconciled here.

    You get

    A data source map and a written definition glossary.

  3. 03

    Building the dashboard

    Sources are connected, the dashboard is built and the figures are validated against a known period.

    You get

    A working dashboard and its validation comparison.

  4. 04

    Establishing the rhythm

    The weekly meeting starts running off the dashboard. A dashboard nobody uses is not finished.

    You get

    A reading guide and a weekly meeting routine anchored on the dashboard.

Deliverables

What you hold when the work is done.

Decision question list
Document
The questions leadership needs answered and the decision behind each.
Definition glossary
Document
A single company-wide definition for revenue, customer, margin and the rest.
Dashboard
System
Decision-changing numbers on one screen, refreshing automatically.
Data connections
System
Accounting, sales and production sources flowing into the dashboard.
Reading guide
Document
What each number means at which threshold, and what to do about it.
Leadership session
Training
How to run the weekly meeting off the dashboard is walked through.
Frequently asked

The questions asked most before deciding.

Our data is messy — should we fix that first?

Waiting to fix all the data postpones business intelligence projects for years. INDOLES starts from the decision questions instead: only the data needed to answer those is examined and, where necessary, cleaned. The remaining mess is left outside the dashboard, so scope narrows to the question and data quality stops being an excuse.

Which dashboard tool do you use?

Tool choice follows your existing stack, data volume and what the team is used to; INDOLES is not tied to a single product. If a tool is already in use, the first question is how far it can go. The reasoning and licence cost are presented in writing, and the choice is confirmed with your approval.

How many metrics should there be?

Five to seven numbers on a leadership dashboard is enough for most companies, and more makes decisions harder rather than easier. INDOLES derives metrics from the decision questions: if a number changes no decision it stays off the dashboard and lives in the detail view. A dashboard's job is not to show information but to say what to look at this week.

How long does the dashboard take to build?

From decision questions to a working dashboard usually takes four to six weeks: a week collecting questions, one or two auditing data and definitions, the rest for the build and validation. Closed-off data sources stretch the timeline; that risk surfaces during the audit step and the schedule is updated there. The first dashboard is kept deliberately narrow — five numbers, one screen, working.

Who maintains the dashboard afterwards?

The dashboard is built to refresh automatically and needs no daily maintenance. If a source changes or a new question is added, the in-house team can make most changes using the reading guide and the handover session. INDOLES does not take on ongoing operations; the goal is a working routine, not a monthly invoice.

What is business intelligence?

The work of business intelligence is bringing a company's scattered data down to one table that management looks at every week. Accounting, sales, production and advertising data are gathered in one place; the numbers that change decisions sit on one screen, with detail one level below. The dashboard exists to say what to look at this week, not to produce more reports.

Is automated reporting part of this service?

Yes — the dashboard refreshes itself and periodic reports go out by email to the people who need them. Nobody has to upload a file and rebuild it, and the month-end report no longer takes days. Running a permanent day-to-day reporting and commentary operation stays outside the scope; the setup makes that work unnecessary in the first place.

Two reports give two different answers to the same question — how is that fixed?

The gap almost always comes from definitions: two reports counting different things while both say "revenue" or "active customer". In the definition alignment step those terms are reduced to one meaning across the company and written into a glossary. The dashboard is built on that glossary, so the same question stops returning two answers.

How does a company move to data-driven decisions?

The shift comes from rhythm, not from the dashboard: the weekly meeting starts running off the dashboard, and until it is used the build does not count as finished. The reading guide states what each number means at each threshold and what to do about it, so the meeting does not turn into a debate over interpretation. The leadership session passes on how to keep that rhythm going.

Who takes part from our side?

At the question-gathering step, management and department heads take part, and every decision question gets an owner. During the data and definition audit you need people who can grant access to the accounting, sales and production sources. After the build, the management team that will run the weekly meeting joins the session, because they are the ones who will use it.

When is business intelligence the wrong choice?

If management has no clear question it wants answered, a dashboard only adds another screen — the decision questions have to be written first. Retroactively cleaning bad data in source systems sits outside this scope, so if that is the expectation, the work starts in the wrong place. The dashboard also does not decide; responsibility for the decisions stays with the company.

Next

What the work produced

Meccanotecnica Umbra is the Türkiye arm of one of the world's leading mechanical seal manufacturers, yet its technical visibility in the local market lagged behind its global standing. We connected the product catalogue to an AI advisor that lays out the right equipment for an engineer describing their plant, and to a quote portal. Quote requests rose tenfold and response time dropped by ninety percent.

Quote requests
10×
After the portal and AI advisor went live
Faster response
90%
The request-to-response step runs in CRM automation
Monthly organic impressions
15,000
Still climbing; on an architecture built from scratch

Source Meccanotecnica Umbra Türkiye — 10× more quote requests, driven by an AI technical advisor.

The entry package for this service

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Three entry doors at three speeds. Pick the one that fits.

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