Where reporting often falls short today

Financial figures arrive only after the month-end close, too late to take corrective action

Performance parameters for order processing are missing or kept in separate lists without data collection standards

Each department works with its own figures; a shared view of sales and order fulfilment is missing

Deviations become visible when customers complain, not when they arise

From goal to KPI

Steps 1 and 2: define the core value chain and set the performance parameters

We start with the overarching business goals, such as a higher gross margin, faster response to the market and customers, or higher staff productivity. From these we derive the levers that sales and order fulfilment can act on.

We then define the core value chain, meaning order processing and control from quotation through procurement and production to delivery and commissioning. Along this chain we set the performance parameters that make each lever measurable.

The result is not a KPI graveyard: every KPI is assigned to a lever and triggers a decision.

Kernwertschöpfungsprozess vom Angebot bis zur Auslieferung mit typischen Schwachpunkten und Leitkennzahlen je Prozessschritt

From concept to reporting

Steps 3 and 4: specify the KPIs and build the reporting

For each KPI we define how it is calculated, which data it is based on, how often it is collected and which target value applies. This includes the master data requirements, because a cockpit is only as good as the data in the ERP system.

From this we build a template for repeatable reporting with variance analysis. Where a KPI deviates from its target, we derive structural measures and follow them up in the management control loop.

Vier Kennzahlen-Ebenen: Financial KPIs für das Unternehmen, darunter operative Kennzahlen für Bereich, Abteilung und Team bis zu Maschine und Arbeitsplatz

Three views

Company, sales and order fulfilment in one cockpit

Examples from the three views: company (CEO) with order intake and order backlog against the previous year, revenue against budget, book-to-bill ratio and revenue forecast. Sales (CSO) with weighted sales pipeline, volume of open quotations, customer enquiries and sales price index.

Order fulfilment (COO) with on-time delivery, lead time, delivery backlog, delivery commitments, material coverage of future orders, purchase commitments and purchase price index. This is an excerpt: a cockpit covers considerably more KPIs per view, along the entire value chain. We derive the ones that belong in your cockpit from your business goals.

Vom Geschäftsziel zur Kennzahl: drei Sichten des CEO-Cockpits für Gesamtunternehmen (CEO), Vertrieb (CSO) und Order Fulfilment (COO), mit beispielhaften Kennzahlen als Auszug

CASE: CEO cockpit

CEO cockpit for an international industrial group in automation technology

Management wanted to align the group with three business goals: higher gross margin, faster response to the market and customers, and higher staff productivity in direct and indirect functions.

Within one month we set the levers for sales and order fulfilment, defined the performance parameters along order processing and built the cockpit as a repeatable template. It ranges from the weighted sales pipeline and the sales price index to on-time delivery, delivery backlog and material coverage.

The result is a steering instrument that creates transparency across sales and order processing and aligns management with the business goals.

Book an initial meeting
Büro- und Produktionsbereich eines Industrieunternehmens mit Mitarbeitenden in Bewegung
Fünf Formen der Zusammenarbeit mit 10-P Consult nach Grad der Verantwortung: Workshops und Seminare, Sparring und Coaching, Beirat und Advisory Board, klassische Beratung, Führung auf Zeit

COLLABORATION: how the cockpit is built

Built as a consulting project, run by your organisation

The CEO cockpit is a service module that we deliver as classic consulting: with a review of the existing KPIs and data, followed by the design and implementation of the cockpit.

Your organisation then runs the reporting itself. If you wish, we continue to support you through sparring or on an advisory board, for example in the regular review of the KPIs.

In daily operations, shop floor management complements the steering: short meetings where value is created make deviations visible while they are still small.

Forms of collaboration

ASSESSMENT: Is now the right time?

Clarify which KPIs your management needs

A cockpit does not replace a strategy. If the business goals are unclear, or the company is in a restructuring or turnaround, other questions come first.

In the initial meeting we clarify whether a CEO cockpit is the right lever now or whether a Corporate Health Check should come first.

If you would like an initial assessment first, use the Quick Health Check: completed in five minutes, reviewed by an experienced consultant as a five-page profile, and free of charge.

Start Quick Health Check
Vier Zustände der Leistungsfähigkeit: Transformation, Optimierung, Restrukturierung und Sanierung, mit Problemlösungskapazität, Problemvorrat und Finanzierungsspielraum

Our key topics

With tailored approaches and proven methods, we support you in aligning and developing your company — independently, and starting from your current economic situation.

Transformation

Sharpen your strategy and develop a holistic alignment to realize growth opportunities.

Learn more

Optimization

Increase your problem-solving capacity and develop your organization from mediocrity to peak performance.

Learn more

Restructuring

Secure your company's viability through structural interventions and sustainable earnings optimization.

Learn more
Sanierung: Fertigungsbereich eines Industrieunternehmens mit Anlagen und Mitarbeitenden in Bewegung

Turnaround

Secure your company's liquidity and continued existence and restore its earning power for the long term.

Learn more

FAQ

Frequently asked questions about the CEO cockpit

What is a CEO cockpit?

A CEO cockpit is a steering instrument for management: repeatable reporting with forward-looking KPIs for the company as a whole, sales and order processing. It is also known as a management cockpit, KPI cockpit or performance cockpit.

How does a CEO cockpit differ from a KPI dashboard?

A dashboard is a software interface. The CEO cockpit starts with the business goals: we define which KPIs trigger a decision, how they are defined and collected, and who reviews them. Which tool the reporting then runs in is secondary.

Do we need new software for this?

Usually not. We work with the data from your existing ERP system and define which master data must be maintained. A BI tool can be useful but is not a prerequisite.

How long does it take to build?

That depends on the data situation and the scope. In our case example, the cockpit for sales and order fulfilment was in place as a repeatable template after one month.

Which companies is the CEO cockpit suited for?

For manufacturing SMEs and industrial groups with order-based or project business, particularly in mechanical and plant engineering, automation technology and metalworking, in German-speaking Switzerland and southern Germany.

What we offer

Institutional Learning

Five forms of collaboration, from workshops to interim leadership. The goal is always the same: your organisation solves its problems on its own in future.

Workshops and seminars

Methods for your managers on the fundamental questions of corporate management, held in-house or as open courses.

Learn more

Sparring and coaching

We support owners and managing directors as a sparring partner while they align their organisation for peak performance under their own direction. Responsibility stays with you.

Learn more

Advisory board

We serve on formal or informal boards, whether advisory, supervisory or board of directors, at the frequency you choose and in the spirit of helping you help yourself.

Learn more

Classic consulting

Diagnosis, concept and support during implementation, for example with the Corporate Health Check or by building a CEO cockpit.

Learn more

Interim leadership

As part of a consulting mandate, we take on operational responsibility up to managing director level, with a planned handover to your own management.

Learn more
Subscribe now

Newsletter

Receive regular insights into the practical application of Institutional Learning.
Thank you! Your submission has been received!
Oops! Something went wrong while submitting the form.
Strategy consulting for SMEs
DEEN
Contact Switzerland

10-P Consult AG
Zimmergasse 8
CH-8008 Zürich
info@10-p-consult.ch

Contact Germany

10-P Consult Deutschland GmbH
Line-Eid Strasse 6
78467 Konstanz