Executive dashboards have become central tools for financial decision-making, offering leaders consolidated, real-time insights through visual analytics. In the context of corporate finance, dashboards help reduce cognitive load, improve situational awareness, and support strategic alignment between operational metrics and financial goals. However, despite their increasing adoption, research reveals diverse design practices, variable efficacy, and challenges in implementation. This paper conducts a systematized review of scholarly and practitioner literature on dashboard use in corporate finance, focusing on three domains: visual analytic design, decision-making efficacy, and integration with financial management systems. Drawing on over 100 sources spanning business analytics, information visualization, finance, and decision science, the paper synthesizes key findings, identifies design principles, and evaluates efficacy evidence. A conceptual framework is proposed, integrating visualization theory with financial strategy execution, highlighting feedback loops and executive cognition. The review concludes with implications for practice, policy, and research, advocating for a new generation of adaptive, personalized, and AI-enabled executive dashboards to advance corporate finance governance in uncertain environments.
Executive Dashboards, Corporate Finance Analytics, Visual Analytic Design, Decision-Making Efficacy, Data Visualization Systems, Financial Performance Management
IRE Journals:
Blessing Olajumoke Farounbi , Akindamola Samuel Akinola , Olaolu Samuel Adesanya , Chizoba Michael Okafor
"Executive Dashboards in Corporate Finance: A Systematized Review of Visual Analytic Design and Efficacy" Iconic Research And Engineering Journals Volume 1 Issue 7 2018 Page 119-137
IEEE:
Blessing Olajumoke Farounbi , Akindamola Samuel Akinola , Olaolu Samuel Adesanya , Chizoba Michael Okafor
"Executive Dashboards in Corporate Finance: A Systematized Review of Visual Analytic Design and Efficacy" Iconic Research And Engineering Journals, 1(7)