Why do our reports disagree?

Because the same measure is calculated differently in each. Defining measures once with an owner fixes more than any reporting tool change.

Should we allow self-service reporting?

Yes, over governed definitions. Uncontrolled extracts spread inconsistent numbers, but locking everything down drives people to spreadsheets anyway.

How does a business intelligence & reporting engagement start?

With a short discovery conversation and a written view of scope, risk and the decisions to be made. That view is useful to you whether or not the work continues.

How is a business intelligence & reporting engagement priced?

Scope and, where relevant, rules of engagement are agreed in writing before any work begins, and the engagement is a fixed fee for that scope or phased with a cost envelope per phase — so you know the cost and the boundaries up front. Larger pieces of work are broken into phases with findings delivered early rather than a single invoice at the end.

ERP · Build

Business Intelligence & Reporting

We build ERP reporting on measures defined once, each with an owner, a calculation and a named source, which fixes more than any change of reporting tool. The reporting layer is designed to reconcile back to source transactions, so a dashboard figure can be traced to the ledger rather than defended on faith. Operational and management reports lead with what changed and why, not simply what the number is. We enable self-service within those governed definitions, because locking everything down drives people back to spreadsheets while leaving it uncontrolled spreads inconsistent numbers across the business.

In short

ERP business intelligence and reporting turns transaction data into consistent, trusted management information. The recurring failure is not a shortage of tools but a surplus of definitions: the same measure calculated differently in each report, so none can be trusted.

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What we do

The work inside business intelligence & reporting.

Measure definitions

We define each measure once, with an owner, a documented calculation and a named source, and hold everyone to it. A single authoritative definition is what stops two reports giving different answers for the same figure, and it does more than any tool change can.

Data model design

We design the reporting data model so it reconciles to the source transactions it summarises. When a figure can be traced back to the ledger, reporting becomes something people act on rather than something they argue about.

Dashboards and reports

We build operational and management reporting that leads with what changed and the likely cause, not just the current value. Reporting framed around change and cause prompts decisions, whereas a wall of numbers invites a spreadsheet rebuild.

Self-service governance

We enable self-service over governed definitions, so people can answer their own questions without inventing their own measures. This is the middle path between uncontrolled extracts that spread inconsistency and a lockdown that simply pushes everyone back to spreadsheets.

What you receive

Deliverables, in writing.

Documented output your teams keep and can act on without us in the room.

Measure definition register
Reporting data model design
Operational and management dashboards
Self-service governance approach

When this work helps

You may be facing this.

Two reports give different answers for the same measure
Management reporting is rebuilt in spreadsheets monthly
Data is extracted to personal files across the business

How an engagement runs

Discover, assess, design, deliver.

01
Discover
Understand the business drivers, decision rights, existing systems, and what the programme must genuinely change. We separate the outcomes that justify the investment from features that only sound useful, so the programme has a purpose to steer by.
02
Assess
Review process, data, integration, controls, governance, and change readiness against the plan. We report plainly where the plan holds and where it depends on assumptions that need evidence before commitment.
03
Design
Set out target processes, control requirements, data approach, integration model, and adoption plan. Each is documented well enough to build to and to hold a delivery partner accountable against.
04
Deliver
Support configuration, testing, cutover, and stabilisation, with independent oversight throughout. We hold the line on scope, data readiness, and controls, and surface drift while there is still time to correct it.

Where we work

Delhi, India — and wherever the work is.

Fidova provides ERP consulting from Delhi, India, and supports multi-entity and multi-country ERP programmes internationally, including businesses with different statutory and reporting requirements per region.

Engagements run in English, are scheduled around your time zone, and can be delivered remotely end to end, with on-site time planned where a phase genuinely benefits from being in the room.

Related services

Often needed alongside this.

Workflow Automation

ERP workflow automation routes approvals and process steps automatically with an audit trail. Automating a bad process only makes it faster to route and no quicker to complete, so the review comes before the automation.

Document Management

ERP document management stores and links documents to the transactions and records they support. The point is retrieval at the moment of need: the supporting evidence appearing with the transaction, rather than being hunted for across shared drives when an auditor asks.

Multi-Company & Multi-Branch Management

Multi-company and multi-branch management handles several legal entities, locations and currencies within one ERP. Handled properly, group reporting comes out of the system; handled poorly, it is reassembled in spreadsheets every period while intercompany balances refuse to agree.

All erp services

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