How are Operational and Tactical Dashboards Different? How are They Similar?

Abstract

Anchoring dashboards strictly in accordance to their perceived end users is not only reminiscent of a senile management approach but more essentially may impair the firm from fully employing its human-technological resources. In the applied sense, differentiating or correlating the various types of dashboards as per their users may add limited value to corporate management thought. The corrected avant-garde and futuristic vision posits that ‘a lot of innovation now happens on the shop floor meaning that what is being learned at the lowest levels has to be communicated instantly to upper management and throughout the company (Friedman and Mandelbaum, 2011). Carlson’s Law may not only be an effective contributor in the demise of the traditional top-down modus operandi but may also be considered as diluting the historic focus ascribed to strategic, tactical and operational aspects of management.