A dashboard can show dozens of numbers without making the next decision clearer. A weekly review should tell you what changed, what deserves investigation and who will respond.
Start with the decisions your business actually faces. A service company waiting for customer payments needs a different view from a subscription business investigating cancellations.
Cover the operating cycle
Choose a small set of measures that follows how work and money move through the company. A starting set could include cash available, expected receipts and payments, qualified sales opportunities, delivery commitments at risk, and unresolved customer issues.
This is a menu, not a universal scorecard. A measure earns its place when someone can explain why it matters this week. Separate booked revenue from money received; they answer different questions.
Give every number context
Record the period, source and definition beside each measure. Compare like with like. A partial week should not be compared with a full week without explanation, and a change in how opportunities are counted can look like growth that never happened.
For each movement, ask whether the underlying activity changed, the reporting changed, or a one-time event occurred. If the data is incomplete, label the gap rather than filling it with a confident guess.
End with a decision
Imagine, for illustration, that more proposals were sent but fewer delivery slots remain. The useful response might be to review promised start dates, not to demand still more proposals.
Use a short record: measure, observation, question, action, owner, next check. Some observations need no action; document that choice too.