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Streamlining dashboards for clearer insights at a leading Belgian bank
In today’s banking world, data is at the heart of every analysis. Like many organizations, a leading Belgian bank has a mix of manual and automated dashboards. However, the large number of dashboards and inconsistent data across them creates challenges. Product owners often work in silos, leading to fragmented reporting, overlaps, and difficulties in aligning on a single source of truth.
To address these challenges, we are not only implementing and developing new dashboards but also fostering a new way of working within the bank. This data-driven approach is designed to break down silos, encourage collaboration, and place meaningful insights at the core of decision-making.
Challenge
The bank's dashboarding landscape is highly fragmented and inefficient, creating several critical challenges:
Manual Maintenance: Product owners spend more time updating dashboards than using them for analysis, diverting focus from strategic decision-making.
No Access Management: There is no clear governance over who has access to which dashboards, leading to overlaps and redundancies. The same data is often reported in multiple places due to the absence of an integrated view.
Lack of Overview: Reports are highly detailed but lack a big picture view, making it difficult for stakeholders to grasp key insights or connect the dots across products.
These issues create a pressing need to streamline and standardize dashboarding practices within the bank.
Approach
To tackle these challenges, we embarked on a structured rationalization exercise to streamline dashboards and enhance their usability. The steps included:
Dashboard inventory & AS-IS analysis:
We catalogued all existing dashboards, analyzing their business purpose, primary users, and data sources.Identifying overlaps:
We examined dashboards for redundancies, uncovering overlaps where the same metrics or insights were reported in different places.Understanding priorities:
Through interactive workshops, we engaged with product owners to clarify their needs—whether it was automating manual processes, adding fields and filters, or improving usability. These workshops also encouraged collaboration and helped define visualization requirements tailored to specific use cases.
Developing an integrated roadmap:
Based on our findings, we created a unified roadmap outlining development priorities for each dashboard, including automation and consolidation efforts.Fostering Data Affinity through Advanced Analysis:
As part of our effort to embed data-driven decision-making, we are encouraging the use of advanced analytics to address real business challenges. For example, by analyzing customer behavior, we are identifying the factors influencing churn for credit and debit cards. This type of analysis not only supports decision-making but also demonstrates the power of data-driven approaches in uncovering actionable insights.
Throughout this process, we adhered to three key principles:
a. Design for decision, not just data: Dashboards should empower users to make informed choices and take action.
b. Involve users every step of the way: Continuous engagement ensures relevance and usability.
c. Dashboards are living tools: Dashboards require regular updates and nurturing to remain impactful.
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Impact
Although this exercise is still ongoing, we anticipate a transformative outcome. The Product owners will save 7 working days per month (previously spent updating dashboards manually) and the number of dashboards is expected to decrease by 80%, streamlining reporting and significantly reducing the manual workload for product owners.
By working from a single, integrated dashboard, product owners will be able to derive deeper insights, collaborate more effectively, and uncover connections between different products. This will empower the bank to make faster, more informed decisions and establish a more cohesive view of their card products.
