I am the one who pushed for the dashboard, so I will say the uncomfortable part first. Last year a corporate academy in Accra with 400 plus employees asked me to help them do learning analytics. I set them up with enrollment, completion and satisfaction data, then a clean dashboard for the board. Six months later the board had nothing but nice screenshots and line managers said performance had not moved. I had no answer because I never tied any metric to a business decision. The academy renewed, but follow-through stayed weak. My mistake was selling better data before agreeing who would act on it and what they would stop doing. Now I start with one decision the L&D lead must make, then measure only what feeds it. The dashboard was the answer to a question nobody asked.
We built the analytics dashboard. It changed nothing.
Case study
Author-reported results.
- Starting situation
- A 400 plus person corporate academy in Accra wanted better learning analytics. I pushed for a full dashboard without first agreeing which decision it would support.
- What changed
- We tracked enrollments, completions and satisfaction scores and presented a clean dashboard to the board.
- Result
- Satisfaction scores looked good, but line managers saw no change in on-the-job performance. The dashboard went unused after the first quarter.
- Limitations
- No baseline, no comparison group, no link to a business metric. It does not prove dashboards fail. It proves I did not define use before building.
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