An executive dashboard for school districts helps education leaders move beyond fragmented reports and delayed data. This executive dashboard unifies academic performance, staffing, finance, attendance, and operations into one real-time leadership view designed for district decision-making.

Built for superintendents, CIOs, and cabinet teams, AI-powered executive dashboards for K-12 surface early signals across schools, programs, and departments. Instead of static charts, leaders gain visibility into what is improving, what needs attention, and where resources should be aligned.

Find your own deeper insights and visualize them more easily in the redesigned explorer: The Salesforce Einstein Analytics, you can answers complex business questions and enables deeper dives into your data.

Available in: Enterprise, Performance, and Unlimited Editions | also available in: Developer Edition.

Personalize Your Analytics Apps: Upgrades home and app navigation, it’s easier to make pathways that are optimized for different business needs.

New Updates and releases in 2017 in Einstein Analytics users can design and analyze data with ease within Salesforce or import data.

Create Data sets:Take your usual route by clicking Create on the Wave home page and select Data sets.

Now, all your data set creation options are displayed in a clear, simple list.

Choose your data source, click Continue, and away you go!

Include Lenses in Your Wave Apps Upgrades:

Both dashboards and lenses, now users can explore, undo, redo, see history, present, and share lenses in the running app. The history is stored, so viewers can follow along by clicking through the different stages of the exploration. Now you can recreate your journey for others by including the lens in an app.

In app navigation, the first 20 assets appear alphabetically by name, including both dashboards and lenses.

Notification: If any Changes in any Dashboard Widget

Now you can create notifications on most widgets and select which metrics to track. Click the drop down list on any dashboard widget, except timeline and values table.

Note: Notifications read generally like a sentence.

Delete: Dashboard from Tile or List

With the new Delete option on browse pages, it’s easier to clean up your Wave dashboard collection.

Data-flows with Clicks, Not Code:

Create and edit your data-flows visually without a single line of code, using the data flow editor.

About expertise:

An executive dashboard for parents to monitor their babies!? This is great.

From the financial and credit crisis, to soaring energy prices, job losses, foreclosures, and run-away inflation, people’s investment portfolios are looking pretty darn gloomy these days.

The Wall Street Journal, 13-14 September 2008 reports “Should you Fear the Ostrich Effect?”

What’s the ostrich effect?

“Behavioral economist George Loewenstein of Carnegie Mellon University coined the term, ‘the ostrich effect’ to describe the way investors stick their heads in the sand during lousy markets.”

Forget the letter opener when your financial statement arrives and stop looking up the value of your investment portfolio online, because “if you don’t know for sure how your portfolio did, you can always retain the hope that it somehow did better.”

This is a way for people to hide from the reality of their losses. “Turning yourself into an ostrich doesn’t make your losses go away, but it does enable you to pretend they aren’t there.” What a wonderful defense mechanism for our psyches!

Reading and thinking about this ostrich effect, I realized that it applies not only to the way people deal with financial losses, but all sorts of bad news they don’t want to hear or deal with.

I believe in Freudian terms, they call this DENIAL!

Just put your head in the sand and whatever it is you don’t want to deal with isn’t there, right?

We all know that hiding from problems doesn’t make them go away. Yet, this same phenomenon in people’s personal lives is ever present in our enterprises!

How many of the executives in your organizations follow this prescription of sticking their head in the sand when they don’t want to hear about or acknowledge problems in the workplace—competitive, technical, regulatory and so on?

Unfortunately, many of our leaders close their eyes and ears to the problems that afflict our organizations in spite of all the reports, briefings, metrics, dashboards, and subject matter experts they consult.

Why do our leaders ignore bad or challenging news?

I suppose similar to the investor who doesn’t want to face the negative returns and shrinking balances on their account statements, executives often don’t want to or are unable to deal with the harsh reality in their organizations and in the competitive environment. It’s so much easier to pretend problems and challenges don’t exist and continue to report stellar results and returns to their boards, stockholders, stakeholders, regulators, and oversight authorities.

In this election season, there has been a lot of banter of “putting lipstick on a pig.” Sounds a little like how ineffective leaders pretend to lead, by putting rosy colored lipstick on a pretty awful looking pig.

The best leaders will use all the information available to face reality and raise the performance of the organization and its people to meet the challenges head on and truly grow and excel.

The average and worst leader ignore what’s going on around them and see only what they want to see and report up and out what they believe others want to hear.

Where does enterprise architecture come into play with this?

Enterprise architecture makes information visible to enable better decision making in the organization. One tool to help do this is the executive dashboard.

In management information systems, a dashboard is a executive information system user interface that (similar to an automobile's dashboard) is designed to be easy to read. For example, a product might obtain information from the local operating system in a computer, from one or more applications that may be running, and from one or more remote sites on the Web and present it as though it all came from the same source. (Wikipedia)

Dashboards help manage information overload:

“After three decades of aggressive computerization, companies are drowning in data and information. People produced about five exabytes of new information in 2002, twice the amount created just two years earlier” (Trend: The New Rules of Information Management by Jeffrey Rothfeder)

Dashboard are a way to take the fire hose flood of information that we get every day and make it more actionable by structuring it, focusing it, and making it more understandable often through visual displays. Note, this is similar to User-centric Enterprise Architecture’s use of principles of communications and design, such as information visualization to effectively communicate the baseline, target, and transition plan in the organization.

Dashboards provide business intelligence:

Dashboards, like enterprise architecture itself, contribute to translating data into business intelligence. EA does this by capturing, analyzing, cataloging, and serving up information in useful and usable ways to enhance decision making by the end-users. Dashboards do this by capturing and aggregating performance metrics, and displaying them in easy-to-read and often, customizable formats.

Dashboards generally focus on performance:

Dashboards generally are used for displaying, monitoring, and managing an organization’s performance metrics. Note, “performance” is one of the perspectives of the enterprise architecture, so dashboards are a nifty way to make that EA perspective really come alive!

According to DM Review, 15 April 2008, “Dashboards Help Drive and Improve Performance Metrics…Presented in highly visual charts and graphs, this data can provide each level of the organization with the information it needs to best perform…Dashboards also can be a key driver of performance improvement initiatives, offering a simple and graphical way to make key performance indicators (KPIs) visible throughout the enterprise.”

Dashboards typically provide activity monitoring and drilldown capability:

“The most effective dashboards allow users to drill down into the KPIs to find root cause or areas likely to cause problems. Some can even be configured to alert maintenance or support personnel when performance drops” or dangerous thresholds are crossed. Dashboard also help “make comparisons of multiple data sources” over time. These functions are called business activity monitoring, and when applied to the organization’s network, for example, is referred to a network monitoring.

The ability to monitor and manage performance using the dashboard is similar to ability to monitor and manage the organization’s track along it roadmap using EA!

The most effective dashboards, like the most effective enterprise architectures, are those that provide information in multiple layers of detail, so that the executives can get the high-level summary, the mid-level managers can understand the relationships between the information, and the analysts can drill down and get the detail.

Dashboards—an effective human-machine interface:

“Business intelligence (BI) refers to applications and technologies that are used to gather, provide access to, and analyze data and information about company operations. Business intelligence systems can help companies have a more comprehensive knowledge of the factors affecting their business, such as metrics on sales, production, internal operations, and they can help companies to make better business decisions.” (Wikipedia)

Business intelligence includes warehousing data and mining data (sorting large amounts of data to find relevant information). Metadata (data about data) aids in the mining of useful nuggets of information. The warehousing and mining of data for business intelligence is often referred to as a decision support system.

User-centric EA is business (and technology) intelligence!

EA is a knowledge base and warehouse of information: BI warehouses date for decision support applications in the organization. Similarly, EA synthesizes and stores business and technical information across the enterprise to enable better decision making. EA uses applications like Systems Architect, DOORS, Metis, Rationale, and others to capture information in a relational database repository and model business, data, and systems. The intent is to develop a knowledge base for the capture, mining and analysis of data to enhance IT planning and governance.

EA provides for mining, querying, and reporting: BI tools use online analytical processing (OLAP) tools like Cognos, BusinessObjects, Hyperion, and SAS that utilize multi-dimensional database cubes for manipulating data into different views, and provides for analysis and reporting. Similarly, User-centric EA provides for analysis and reporting of performance measures, business functions, information requirements, applications systems, technology products and standards, and security measures. While EA tools are more limited than general BI tools in terms of OLAP capabilities like online queries, I believe that these tools will move in this direction in the future.

EA uses information visualization to communicate effectively: BI tools provide executive dashboard capabilities for displaying executive information in a user-friendly GUI format. Like an executive dashboard, EA often displays business and technology information in profiles and models that make extensive use of information visualization to communicate effectively and at strategic, high-level views to decision makers.

From the financial and credit crisis, to soaring energy prices, job losses, foreclosures, and run-away inflation, people’s investment portfolios are looking pretty darn gloomy these days.

The Wall Street Journal, 13-14 September 2008 reports “Should you Fear the Ostrich Effect?”

What’s the ostrich effect?

“Behavioral economist George Loewenstein of Carnegie Mellon University coined the term, ‘the ostrich effect’ to describe the way investors stick their heads in the sand during lousy markets.”

Forget the letter opener when your financial statement arrives and stop looking up the value of your investment portfolio online, because “if you don’t know for sure how your portfolio did, you can always retain the hope that it somehow did better.”

This is a way for people to hide from the reality of their losses. “Turning yourself into an ostrich doesn’t make your losses go away, but it does enable you to pretend they aren’t there.” What a wonderful defense mechanism for our psyches!

Reading and thinking about this ostrich effect, I realized that it applies not only to the way people deal with financial losses, but all sorts of bad news they don’t want to hear or deal with.

I believe in Freudian terms, they call this DENIAL!

Just put your head in the sand and whatever it is you don’t want to deal with isn’t there, right?

We all know that hiding from problems doesn’t make them go away. Yet, this same phenomenon in people’s personal lives is ever present in our enterprises!

How many of the executives in your organizations follow this prescription of sticking their head in the sand when they don’t want to hear about or acknowledge problems in the workplace—competitive, technical, regulatory and so on?

Unfortunately, many of our leaders close their eyes and ears to the problems that afflict our organizations in spite of all the reports, briefings, metrics, dashboards, and subject matter experts they consult.

Why do our leaders ignore bad or challenging news?

I suppose similar to the investor who doesn’t want to face the negative returns and shrinking balances on their account statements, executives often don’t want to or are unable to deal with the harsh reality in their organizations and in the competitive environment. It’s so much easier to pretend problems and challenges don’t exist and continue to report stellar results and returns to their boards, stockholders, stakeholders, regulators, and oversight authorities.

In this election season, there has been a lot of banter of “putting lipstick on a pig.” Sounds a little like how ineffective leaders pretend to lead, by putting rosy colored lipstick on a pretty awful looking pig.

The best leaders will use all the information available to face reality and raise the performance of the organization and its people to meet the challenges head on and truly grow and excel.

The average and worst leader ignore what’s going on around them and see only what they want to see and report up and out what they believe others want to hear.

Where does enterprise architecture come into play with this?