Dashboards are useful, but they cannot compensate for an organization that has not decided how it will use the information. The meeting, the decision rights, and the follow-through matter more than the visualization.
Start with a small operating rhythm: a consistent set of outcomes, a named owner for each, an explicit threshold for intervention, and a record of decisions. Then build the dashboard around that rhythm.
When the cadence is sound, reporting gets lighter because everyone knows what requires attention. When it is not, even excellent data becomes another artifact people review without changing the work.