Service 02 — 4 Weeks — ¥32,000
Replace the reporting your team produces but nobody uses
A four-week engagement with leadership and department heads to establish a small, agreed set of measures that reflect how your organisation actually performs — and discontinue the ones that do not.
What this engagement delivers
A reduced reporting pack that people actually read — and written definitions that hold across departments
After four weeks, you will have written definitions for each measure, agreed across departments so that the same word means the same thing in finance as it does in operations. You will have a reduced reporting pack — fewer pages, fewer figures, more decisions. And a plain note of the measures that should be discontinued, with the reason for each.
That last part is often the most useful. Reporting that has accumulated over time is rarely reviewed systematically — things are added when someone asks for them and rarely removed. This engagement provides a structured reason to remove them.
Duration
Four weeks
With leadership and department heads
Investment
¥32,000
Fixed fee, agreed before work begins
Suited to
Extensive reporting
That is produced regularly but not acted on
The situation most clients arrive with
Reporting that is produced on schedule, circulated to the right people, and rarely discussed
Most organisations produce more reporting than they use. Figures accumulate because someone needed them once, or because it seemed reasonable to track something when the company was smaller and the number was still meaningful.
The problem is not usually the volume of data — it is that the measures in circulation do not reliably reflect the questions leadership is actually trying to answer. Revenue is reported; whether revenue is coming from the right customers is not. Cost is tracked; whether the activities producing that cost are performing is a separate matter.
Departments often measure different things under the same name, which means discussions about performance are partly discussions about definitions. That is time spent on a problem that can be resolved once.
Monthly packs run to many pages; the figures most relevant to a decision are not easy to locate among the rest
The same term is calculated differently across departments, making cross-functional comparisons unreliable
Significant time is spent preparing reporting that does not change the decisions made at the meetings it feeds
No structured process exists for retiring measures — they are added over time and rarely revisited for relevance
How this engagement works
Three stages across four weeks, working with the people who produce and use the reporting
The work involves leadership and department heads directly — not because their participation makes the process feel collaborative, but because the definitions that come out of it need to hold in practice, and they only hold if the people who use them were part of forming them.
Stage 01
Inventory of current reporting
We collect and review the reporting currently in use — what is measured, how frequently, who receives it, and whether it connects to a decision. This includes talking with the people who prepare it and those who receive it, separately.
Stage 02
Definition and reduction work
Working with department heads, we establish written definitions for the measures that will be retained, resolve disagreements about how things are calculated, and identify what should be discontinued. Meetings are structured rather than open-ended.
Stage 03
Reduced pack and written output
The deliverable is a written document containing the agreed definitions, a proposed reduced reporting pack, and a note of what should be discontinued with the reason for each. It is designed to be used immediately, not filed and revisited later.
How the four weeks are structured
What happens in each week — and what it asks of your team
| Week | Our activity | Your involvement |
|---|---|---|
| 1 | Collect and review existing reporting; initial interviews with those who prepare and receive it | Share current reporting packs and data sources; identify the right people to involve |
| 2 | Structured sessions with department heads to identify what each measure is intended to show and whether it does | Department heads participate in scheduled sessions — typically one to two hours each |
| 3 | Draft written definitions; construct proposed reduced pack; prepare discontinuation note | One check-in with leadership to confirm direction before the draft is finalised |
| 4 | Draft shared for review; factual corrections incorporated; final document delivered | Review draft definitions for accuracy; note any circumstances not reflected in the analysis |
Total time expected from your team across the engagement: approximately six to eight hours, spread across two to three people.
Investment
¥32,000 — fixed, agreed before the work begins
The fee covers the full four-week engagement, all sessions with your team, and the written deliverables. There are no additional charges for the number of departments involved within a reasonable scope. If the situation turns out to be significantly more complex than the initial conversation suggested, we will discuss it before proceeding.
What is included
Full inventory and review of current reporting — what exists, what it shows, and who uses it
Structured sessions with leadership and department heads to align on what should be measured and how
Written definitions for each retained measure, agreed across departments and ready to use immediately
A proposed reduced reporting pack structured around decisions rather than data availability
A plain note of measures that should be discontinued, with the reason for each
Payment terms are discussed at the start of the engagement. A portion is typically invoiced at the start and the remainder on delivery of the final document.
What the output looks like in practice
A document that can be given directly to whoever prepares your reporting
The definition register
Each measure in the reduced pack has a written definition: what it includes, what it excludes, how it is calculated, and which system or data source it draws from. Where a measure has historically been calculated differently in different parts of the business, the agreed version is the one that goes into the register.
The register is a working document, not a report. It is designed to be the reference point when someone in a future meeting asks what a number means.
The reduced reporting pack
The proposed pack is structured by decision rather than by function. The question it answers is: what does a leadership team need to see each month to make the decisions that are actually in front of them?
It will typically contain fewer measures than your current pack. Where a measure has been discontinued, a short note explains the reasoning — so there is a record of why it was removed if the question comes up later.
Our commitment
The definitions will be ones your team agreed to — not ones handed down
The sessions with department heads are structured to surface disagreements while there is still time to resolve them. If two departments calculate the same metric differently, the engagement does not paper over that — it works through it until there is one agreed definition.
If, during the inventory stage, we find that the reporting situation is significantly different from what the initial conversation suggested — either more complex or, in some cases, less so — we will say so before the work continues, along with what that means for the scope and fee.
An initial conversation before the engagement starts confirms whether the situation falls within this scope. If the reporting environment is too fragmented or the organisation too large for four weeks to address properly, we will say so in that conversation rather than partway through the work.
How to begin
Describe the reporting situation in a few sentences
A brief note about the volume of reporting in use, the number of departments involved, and the particular problem you are trying to address is enough. We will respond within two working days to confirm whether this scope suits the situation.
Step 1
Send a short note
Describe the reporting situation and what you are hoping to change
Step 2
Initial conversation
We confirm the scope, the people to involve, and the start date
Step 3
Work begins
Reporting inventory in week one; definition sessions in week two; final document in week four
Performance Measurement Setup
If reporting is taking time without informing decisions
A short note about the situation is a reasonable place to start. The initial conversation carries no commitment and is without charge.
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