Most underperforming businesses do not lack data. They have a forty-page pack that nobody reads and a management meeting that reviews last month instead of this week.
A useful pack is short. Five to eight measures, each with a named owner, each with a target, each capable of being influenced this week by the person who owns it.
Lagging financial measures belong in the pack, but they cannot be the whole pack. Pair each one with the operational driver behind it — sales per labour hour behind labour cost, availability behind conversion, planned maintenance completion behind guest satisfaction.
The rhythm matters as much as the content. A weekly thirty-minute review that always happens beats a monthly two-hour review that sometimes does.