Good analysis is wasted if it isn't understood. Decision-makers need the answer, the reason to believe it and what to do.
Lead With the Answer
Start with the conclusion and recommendation, not the method: "Delivery delays are the main driver of the churn increase; fixing the northern warehouse backlog should recover most of it."
Structure
- The question you answered.
- The answer in one or two sentences.
- Key evidence: two or three charts or numbers.
- Uncertainty and caveats.
- Recommendation and next steps.
- Appendix: methods and detail for those who want it.
Make Numbers Meaningful
Compare with a baseline, target or previous period; translate into money, time or customers; round sensibly.
One Point per Chart
Title each chart with its message, highlight the relevant part and remove clutter.
Be Honest About Uncertainty
State data limitations, confidence intervals and assumptions plainly. Overstating certainty destroys credibility when results don't hold.
Anticipate Questions
What would a sceptic ask? Address alternative explanations and show you checked them.
Tailor to the Audience
Executives want implications and decisions; technical colleagues want methods. Prepare both levels.
Follow Through
Agree on actions, owners and how you'll measure whether the decision worked.