Begin with the End in Mind

In today’s data-centric world, harnessing data for actionable insights is essential for success. Yet, many transformation initiatives fall short of their goals. A common pitfall is the failure to define the desired outcomes upfront, particularly when it comes to reporting. Indeed, by establishing reporting needs first, organizations can create systems that connect directly with strategic goals and deliver measurable value from the outset. 

Where Do We Put the Oven? 

Imagine your transformation as a project to build a new home. You wouldn’t begin such a project by installing utilities (gas, plumbing and electrical wiring) without knowing the layout of the home or the appliances it will contain. The decision to include a dishwasher, a washing machine, or a home theater system determines where water pipes, electrical outlets, and other infrastructure need to be placed in the design of the home. The designer (in this case, an architect) begins with the end in mind—how will the residents live? By understanding the house’s purpose and the needs of its occupants—before designing the supporting systems- designers ensure the house will be both structurally AND functionally sound. 

When transforming your business from a technology perspective, reporting is akin to the appliances and layout of the house – how you will use the new installation to provide positive business outcomes. Before implementing new systems or processes, organizations must define what reports they need: what datasets are needed to inform decision-making and how that data will be presented to decision makers. And what datasets will satisfy disclosures, audits and regulatory compliance? Jumping straight to building infrastructure—such as databases, ERPs or cloud platforms—without this clarity risks creating systems that cannot deliver the required insights. Starting with reporting ensures that every element of the transformation is designed to support the ultimate goal: actionable, data-driven outcomes. 

Key Takeaway: Like a house designed around its intended use, transformation projects must prioritize reporting requirements to ensure the infrastructure supports the desired results. 

Fast Reporting on the Right Metrics Wins 

My background is in GoToMarket and Business Development, and I’ve been involved in many transformation projects both internally and on behalf of clients. In Cracking the Sales Management Code, authors Jason Jordan and Michelle Vazzana underscore the critical role of Key Performance Indicators (KPIs) in driving business success. As we all know, KPIs are not mere numbers; they are vital metrics that enable managers to monitor performance, identify trends, and make informed decisions. The real trick – as authors Jordan and Vazzana beautifully demonstrate – is picking the right KPIs by asking important questions like:  Are these metrics we can influence through our actions? Are we sure that these metrics are directly correlated to the results we desire? Can we measure these metrics accurately? Having data at your fingertips is nice; enabling business managers to have the right metrics delivered quickly and accurately speeds great decision making.  

This principle applies broadly to transformation efforts: reporting is a strategic enabler. By defining the right KPIs and ensuring that reporting systems deliver timely, accurate data, organizations can empower their teams to act decisively—whether in a literal war room or a virtual dashboard. This requires identifying reporting needs—such as which metrics matter most and how they should be visualized—at the start of the transformation process, rather than retrofitting reporting onto systems after the fact. 

Key Takeaway: Effective reporting equips organizations with the real-time insights needed to drive performance and adapt quickly. 

The Agility of Modern Reporting Solutions 

General Ledgers (GLs) and Enterprise Resource Planning (ERP) platforms are the backbone of many organizations, managing everything from financials to operations. Let’s face it, these systems are often rigid and built for consistency and control rather than adaptability. When it comes to reporting, GLs and ERPs almost always lag changes to the business, requiring extensive customization or manual workarounds to meet modern demands for real-time data and advanced analytics. 

Modern reporting solutions, by contrast, are designed for agility. These tools integrate seamlessly with existing systems, aggregate data from diverse sources, and offer intuitive interfaces for creating tailored reports. Unlike GLs and ERPs, which may take months to reconfigure, modern reporting platforms can adapt quickly to new business requirements—whether tracking a sudden market shift or analyzing a new KPI. This flexibility makes them ideal for organizations to navigate today’s dynamic landscape, where the ability to pivot is a competitive edge. 

Key Takeaway: While GLs and ERPs provide stability, modern reporting solutions bring the agility needed to meet evolving reporting needs efficiently. 

The High Visibility and Risk of Reporting 

Reporting is a highly visible component of any transformation project. Executives, managers, and frontline teams all depend on reports to evaluate progress, allocate resources, and shape strategy. This visibility comes with significant risk: if reporting fails to deliver accurate, relevant insights, the consequences can ripple across the organization. Inaccurate data can lead to flawed decisions, while poorly designed reports can frustrate users and undermine confidence in the transformation itself. 

Because reporting is so prominent, its shortcomings are immediately noticeable—unlike backend processes that might remain hidden. This high stake, high visibility dynamic makes reporting a critical area to prioritize. By defining reporting requirements early, organizations can reduce the risk of misalignment, avoid costly re-work, and ensure that the transformation delivers credible, valuable outcomes from day one. 

Key Takeaway: Reporting’s visibility amplifies its importance; getting it right from the start is essential to mitigate risk and build trust in the transformation process. 

Conclusion: Reporting as the Foundation of Transformation 

Transformation projects demand significant investment and carry inherent risks, but they also offer immense potential to drive growth and efficiency. To maximize their impact, organizations must start with the end in mind, defining a clear vision of their reporting needs. The house analogy illustrates why infrastructure must follow purpose, while Cracking the Sales Manager’s Code shows how KPIs and real-time data fuel success. Modern reporting solutions provide the agility to keep pace with change, and the high visibility of reporting demands that it be a top priority. 

For businesses embarking on transformation, the path forward is straightforward:  

• Design your ideal future: Take time to establish the key KPIs that will transform the business. Get input and buy in from the entire executive team.  

• Implement a world class, modern reporting system and design your reports to reflect the key data indicators that can transform your business. Do this first, or in parallel to any other system changes. You’ll get results in weeks (rather than months and years), rapidly improving time to value. 

• Design your output requirements for Systems of Record on the reporting system’s requirements for intake – rather than the conventional other way around – so your reporting process is as dynamic and agile as the business itself.  

This approach not only minimizes risk but also ensures that the transformation delivers the strategic value organizations need to thrive. 

Unlock faster time to value with a reporting-first approach. Alpha Alternatives works with enterprise teams to deliver transformation outcomes that are measurable, agile, and aligned to your strategy.