Yemen Telecom CEO Dashboard: The One‑Page Scorecard for Post‑Peace Readiness
- Bridge Connect
- 4 hours ago
- 3 min read
Why a CEO dashboard is not “reporting”
In recovery-to-growth environments, executives drown in data and starve for decisions. The CEO dashboard is not a weekly report; it is a control system. It should tell leadership:
what is stable,
what is degrading,
what is blocked,
and what must be decided now.
“A dashboard is not reporting. It’s a trigger for decisions.”
If your dashboard does not change decisions, it is an administrative artifact.
Executive summary (the design principles)
A CEO-ready Yemen telecom dashboard must be:
One page (forced prioritisation)
Trend-based (not single-week noise)
Threshold-driven (clear red/amber/green bands)
Action-mapped (each metric has an owner and a standard action)
Balanced across run (stability) and change (delivery)
“If every metric is green, you’re measuring the wrong things.”
Step 1: Choose the 6 KPI domains a CEO actually needs
Most dashboards fail because they are built by function and become too wide.
Use six domains:
Service Stability (network + transport)
Energy Resilience (autonomy + power incidents)
Customer Trust (complaints + resolution + enterprise escalations)
Revenue & Cash Integrity (recharge + billed vs collected + leakage proxies)
Delivery & Capex (portfolio progress + blockers + acceptance quality)
Risk & Security (material incidents + patch posture + access risks)
“The CEO’s job is to collapse complexity into action.”
Step 2: Define “the one metric” per domain (plus 1–2 supporting metrics)
You can’t run a company on 60 KPIs. Start with 6–12.
Domain 1: Service Stability
Primary: Availability (overall + priority clusters)
Supporting: Major incidents (count + total hours), repeat incident rate
Decision trigger examples
If repeat incident rate rises for 2 weeks → redirect spares/field teams to the top cluster
If major incident hours exceed threshold → freeze non-essential change activities until stable
Domain 2: Energy Resilience
Primary: % of priority sites meeting autonomy target
Supporting: power-related outage hours, fuel stockout incidents (if applicable)
Decision triggers
If autonomy compliance falls → approve fast power interventions and tighten fuel governance
If power-related outage hours spike → shift restoration sequencing to power-first
Domain 3: Customer Trust
Primary: Complaints per 10,000 subs (trend)
Supporting: median resolution time + 90th percentile, enterprise escalations aging
Decision triggers
If complaint trend rises while availability is stable → investigate billing/top‑up integrity
If enterprise escalations age > threshold → enforce SLA operating model and assign executive sponsor
Domain 4: Revenue & Cash Integrity
Primary: Net cash collected vs forecast
Supporting: top-up success rate, billed vs collected variance, adjustments/refunds rate
Decision triggers
If cash drops while availability improves → investigate leakage and channel settlement integrity
If refunds spike → treat as a billing integrity incident (not “CX problem”)
Domain 5: Delivery & Capex
Primary: On-time delivery rate for priority work packages
Supporting: blocker aging, acceptance pass rate, capex spent vs plan (by priority tier)
Decision triggers
If blocker aging increases → force executive decisions on approvals/access/procurement
If acceptance pass rate drops → tighten vendor acceptance criteria and testing
Domain 6: Risk & Security
Primary: Material security incidents (count + severity)
Supporting: critical patch compliance, privileged access exceptions, data backup success
Decision triggers
Any critical incident → immediate incident response governance and board notification protocol
Patch compliance below threshold → enforce remediation sprint and restrict changes
“A CEO dashboard should make it harder to hide problems—not easier.”
Step 3: Add owners and standard actions (or the dashboard is theatre)
Every KPI needs:
a named owner (not a department),
a weekly commentary (one paragraph, not a presentation),
and a standard playbook action when thresholds are breached.
If you can’t name the owner, remove the metric.
Step 4: Operationalise it with a fixed cadence
A CEO dashboard only works when the rhythm is consistent:
Weekly (45 minutes): CEO/COO/CFO/CTO/CIO review, thresholds, decisions, blockers
Monthly (60 minutes): add benefits realisation, investment sequencing, enterprise status
Quarterly (board): strategy alignment, risk posture, capital plan
“Cadence beats heroics—especially when conditions are uncertain.”
Common failure modes (avoid these)
Too many KPIs (no decisions)
No thresholds (everything is “context”)
No owners (accountability collapses)
No actions (it becomes reporting)
No separation of run vs change (delivery increases outages and trust drops)
What “good” looks like after 4–6 weeks
One-page dashboard with 6–12 KPIs and trend lines
Clear threshold bands and defined decision triggers
Weekly decisions tied to observed trends
Visible reduction in recurring incidents and blocker aging
Improved predictability in customer trust indicators and cash conversion
