A decision-maker has only a few minutes to read a report. A well-designed page, with the essentials (result against objective, what changed, what will be done and what is requested), is worth more than twenty pages of metrics. Writing in order to decide is a skill to train.
The essentials in a definition
A one-page report for decision-makers shows, in two minutes, what happened, why and what to do next, with few indicators tied to objectives. Less detail and more clarity: trend, comparison with target, three main reasons and a recommendation. Tools such as Looker Studio help automate, with consistent measurement definitions and context from studies such as those from Think with Google.
The problem with long reports
Reports full of charts and technical metrics show effort, not necessarily clarity. Those who decide have neither the time nor the training to interpret them, and risk deciding on whatever looks most striking.
The purpose of a report is to enable decisions, not to impress.
The structure of one page
The period’s result against the objective (three numbers at most, linked to the business). What explains the result (two or three clear reasons). What will be done next (actions and owners). What is requested (decision, budget, information). Risks and uncertainties, in one line. A small trend chart, if it helps.
Simple terms, without unnecessary acronyms.
A one-page report
- Result against objective
- Why it happened
- What we will do
- What we ask of the decision-maker
Choosing the numbers
Prefer business metrics (new customers, margin, acquisition cost, qualified leads) to platform ones (impressions, clicks). Compare with the previous period and with the objective. State the reliability of the data when relevant. Keep the same indicators over time.
Leave the details in an appendix or dashboard.
A report is useful if, after reading it, someone decides something.
Improving with feedback
Ask readers what they used and what they ignored. Adjust. Keep a constant rhythm (monthly, for example) and a recognisable format. Record the decisions taken from the report, to see whether they worked.
The best report is the one that provokes a decision.
Decision table
| Block | Content | Length |
|---|---|---|
| Summary | One sentence with the essentials | 1 line |
| Indicators | Four to six numbers with target and trend | Table |
| Why | Three main reasons for variations | 3 lines |
| Decisions | What is recommended and what is needed | 3 lines |
Common mistakes to avoid
- Dozens of metrics. The decision-maker cannot prioritise.
- No recommendation. A report without a decision is no use.
- Changing the format every month. It breaks comparability.
How to measure the result
Ask decision-makers whether the report answers what they need, and record reading time and decisions taken.
Limits and exceptions
Simplification can hide nuance, and different decision-makers want different levels of detail. The report should state limitations and uncertainty, and have an appendix available. Avoid presenting only favourable numbers and keep definitions consistent over time so comparison is honest.
Illustrative example
Illustrative example: a team replaces a 30-page report with one page with the same structure every month. Management now reads the report in two minutes, asks more relevant questions and decides faster. Detail goes into an appendix, consulted only when needed.
In practice: checkpoints
Start the page with the three decisions this period requires, show each number with its context and end with what you are asking of management. Limit text to a few lines per section, use the same indicators every time so weeks can be compared, and add a short note on risks and uncertainty. A page that can be read in two minutes is more likely to lead to decisions than a long report nobody opens. Keep the detailed data in an appendix for those who want to check.
Frequently asked questions
How many metrics should I include?
Few, those linked to decisions. Three to five are usually enough.
What about technical details?
In an appendix or dashboard, for those who want to consult them.
How often?
Monthly for management, more often for the operating team.
Which indicators should I include?
Those tied to objectives (margin, cost per customer, value, retention), few and consistent.
What about the detail?
In an appendix or dashboard, for consultation when there are doubts.
A one-page report, with a summary, few indicators, reasons and a recommendation, is read in two minutes and eases decisions.
Sources and recommended reading
Last editorial review: October 2026. Informational content; always confirm current conditions in the official sources before deciding.