See the commercial system, not just the function.
Once the problem is understood, define what the person responsible for the whole commercial outcome needs to see - before choosing a dashboard, CRM configuration or reporting tool.
Each system can be accurate and management can still be missing the connection.
Sales can see pipeline. Delivery can see work. Finance can see revenue and cost. None of those views alone explains the whole commercial state.
Commercially important change.
What happens before, during and after the deal? Which relationships are expanding, contracting, becoming harder to serve, creating new commitments or changing strategically?
The point is not to show more metrics. It is to represent the changes management needs to recognise and act on.
A management representation of the commercial system.
The design can then be implemented in CRM, BI, reporting, workflow or a combination.
What needs to be known to manage the whole outcome?
Which commercial changes need to become explicit?
How customer, opportunity, commitment, delivery and finance relate.
Which financial outcomes need to connect back to operating reality.
What management should be able to see without reconstruction.
What should change in process, reporting or systems - if anything.
The representation comes before the interface.
A dashboard can only display the model underneath it. If the states, events and relationships are wrong, better visualisation makes the wrong model easier to see.
Management View is a design step, not a mandatory product.
Some diagnostics end with a process change or a small reporting fix. I use Management View when the evidence shows that the business lacks a coherent management representation.