A monthly report with twenty different charts, each technically correct, can completely fail its real purpose if the client receiving it does not know, after reading it, what to do with that information. Telling a story with data does not mean simplifying to the point of losing rigour: it means organising those same figures around a clear question and an actionable conclusion, instead of presenting them as a flat list of numbers with no hierarchy between them.
Start with the conclusion, not the process
The usual structure of "first I explain how I got to the figure, and give the conclusion at the end" works in an internal technical report, but exhausts the attention of a client who just wants to know whether things are going well or badly. Starting with the main conclusion, and leaving the process and technical details for whoever wants to dig deeper afterwards, respects the real time of whoever receives the report far better.
A figure with no context tells nothing
Saying "we had 3,000 visits this month" says nothing on its own: is that a good or bad figure? Comparing it to the previous month, to the same month last year, or to a previously agreed target, is what turns an isolated number into information genuinely useful for deciding something.
Choosing what NOT to show is as important as choosing what to show
Not every available metric deserves a place in every report. Including too much secondary data dilutes attention away from the two or three indicators that genuinely matter for the decision that needs making that specific month. A shorter report, focused on what is relevant, usually creates better understanding than an exhaustive one with everything available.
Always end with a concrete recommendation
A good report does not end with the last chart: it ends with a clear statement of what is recommended next, based on what the data has shown. Without that explicit recommendation, the client receives information but no guidance on how to act on it.
Frequently asked questions
How many metrics should a typical monthly report include?
There is no universal fixed number, but focusing on three to five key indicators, well explained, usually works better than a report with twenty metrics with no clear hierarchy between them.
Should I adapt the report depending on who at the client company will read it?
Yes, an executive with no technical background needs a clear executive summary, while that same client's marketing manager may also want the full technical detail underneath that summary.
What tools help build this kind of narrative report?
Tools like Looker Studio let you combine charts with explanatory text in the same document, making it easier to build that narrative thread instead of just delivering a spreadsheet with loose numbers.