FIG0601

DISCLAIMER: there may be minor differences between the following figures and those in the book due to

DATA TO GRAPH
Days since launchLast year Progress to date
0 $0 $0
1 $3,867 $4,962
2 $5,736 $8,163
3 $8,352 $12,746
4 $10,784 $15,736
5 $11,573 $23,658
6 $13,756 $25,735
7 $14,112 $27,562
8 $15,836 $28,563
9 $17,836 $31,967
10 $19,710 $33,967
11 $20,174
12 $24,967
13 $26,937
14 $27,947
15 $29,753
16 $32,957
17 $34,027
18 $34,532
19 $36,345
20 $39,271
21 $43,287
22 $43,900
23 $44,783
24 $45,937
25 $46,735
26 $47,110
27 $48,037
28 $49,736
29 $50,123
30 $51,400

VISUAL

FIG0601

Annual giving campaign progress

$60,000
Money raised

$50,000 GOAL

$40,000

$33,967
 $60,000

Money raise
$50,000

$40,000
Progress to date
$33,967
$30,000

$20,000

$10,000

$0
0 1 2 3 4 5 6 7 8 9 10111213141516171819202122232425262728293

Days since campaign launch

nd those in the book due to changes made during editing.

Last year
$51,400
 $51,400

021222324252627282930
FIG0602
DISCLAIMER: there may be minor differences between the following figures and those in the book due to

DATA TO GRAPH
Sales % increase Avg
ACTUAL 2006 $52
2007 $54 4% 7.2%
2008 $60 11%
2009 $64 7%
2010 $78 22%
2011 $86 10% 8.5%
2012 $91 6%
2013 $100 10%
2014 $108 8%
FORECAST 2015 $119 10%
2016 $131 10%
2017 $144 10%
2018 $158 10%

VISUAL

FIG0602

Sales over time

$180 2006-09: 2010: 2011-14: 2015 & beyond: assumed
Sales ($BIllion)

annual sales more another period 10% year over year

$158
$160 growth of 7- marked of steady increase in sales*
8% increase growth of 8- $144
$140 of 22% 9% annually $131
sales year $119
$120 over year, $108
driven by
$100 a, b, and c

$80

$60

$40

$20

$0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
ACTUAL FORECAST
 $60

$40

$20

$0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
ACTUAL FORECAST

Data source: Sales Dashboard; annual figures are as of 12/31 of the given year.
*Use this footnote to explain what is driving the 10% annual growth forecast assumption.

Source: Knaflic, Cole. Storytelling with Data: A Data Visualization Guide for Business Professionals, Wiley, © 2015
 d those in the book due to changes made during editing.

& beyond: assumed

ear over year
$158
se in sales*
$144
$131
119

2015 2016 2017 2018

FORECAST
2015 2016 2017 2018
FORECAST

ss Professionals, Wiley, © 2015.

FIG0603
DISCLAIMER: there may be minor differences between the following figures and those in the book due to

DATA TO GRAPH

Miss Meet Exceed Total

2013 Q1 5% 53% 42% 100%
Q2 3% 62% 35% 100%
Q3 6% 68% 26% 100%
Q4 5% 70% 25% 100%
2014 Q1 6% 75% 19% 100%
Q2 6% 59% 35% 100%
Q3 12% 61% 27% 100%
Q4 15% 62% 23% 100%
2015 Q1 20% 68% 12% 100%
Q2 33% 62% 5% 100%
Q3 42% 47% 11% 100%

VISUAL

FIG0603

Goal attainment over time

Exceed Meet Miss As of Q3 2015, m
projects are
100%
% of total projects

90%
80%
70%
60%
50%
40%
30%
20%
20%
10%
12% 15%
0%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2013 2014
 30%
20%
20%
10%
12% 15%
0%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2013 2014

Data source: XYZ Dashboard

nd those in the book due to changes made during editing.

As of Q3 2015, more than 1/3 of

projects are missing goals

42%
33%
20%
12% 15%

Q3 Q4 Q1 Q2 Q3
014 2015
 42%
33%
20%
12% 15%

Q3 Q4 Q1 Q2 Q3
014 2015
FIG0604
DISCLAIMER: there may be minor differences between the following figures and those in the book due to

DATA TO GRAPH
Today 9/30/15 FY16 FY17 FY18
Unmet need 0 28 50 68
Directors from acquisitions 3 3 3
Promotions to director 7 10 13
Today's directo 191 165 148 129
Attrition - -26 -43 -62
Total 191 203 210 213

VISUAL

FIG0604

Expected director population over time

250
# of directors

91 112 Unmet need (gap)

200 50 68
28

150
Directors from
acquisitions
100
Promotions to director
Today's directors
50

0
Today FY16 FY17 FY18 FY19 FY20
9/30/15
-50

Attrition
-100

A footnote explaining relevant forecast assumptions and methodology would go here.

gures and those in the book due to changes made during editing.

FY19 FY20
91 112
3 3
17 21
111 91
-80 -100
222 227

112 Unmet need (gap)

Directors from
acquisitions
Promotions to director
Today's directors

FY20

Attrition

ogy would go here.

FIG0605
DISCLAIMER: there may be minor differences between the following figures and those in the book due to

DATA TO GRAPH
Most imp2nd Most Impo
Education 24% 14%
Agriculture & rural development 17% 12%
Poverty reduction 15% 10%
Reconstruction 9% 5%
Economic growth 7% 5%
Health 3% 7%
Job creation 4% 6%
Governanace 5% 5%
Anti-corruption 4% 4%
Transport 4% 4%
Energy 3% 4%
Law & Justice 2% 3%
Basic infrastructure 2% 3%
Public sector reform 2% 3%
Public financial management 2% 3%

VISUAL

FIG0605

Top 15 development priorities, according to survey

TOTAL
PRIORITY
%
Most important | 2nd Most Importan

Education 45% 24% 1

Agriculture & rural development 37% 17% 12%

Poverty reduction 32% 15% 10%

Reconstruction 18% 9% 5% 4%

Economic growth 17% 7% 5% 5%

Health 16% 3% 7% 6%

Job creation 15% 4% 6% 5%

Governanace 14% 5% 5% 4%

Anti-corruption 14% 4% 4% 6%

4% 4% 4%

3% 4% 4%

2%3% 4%

2%3% 3%
 3% 7% 6%

4% 6% 5%

5% 5% 4%

4% 4% 6%

Transport 12% 4% 4% 4%

Energy 11% 3% 4% 4%

Law & Justice 9% 2%3% 4%

Basic infrastructure 8% 2%3% 3%

Public sector reform 8% 2%3% 3%

Public financial management 8% 2%3% 3%

N = 4,392. Based on responses to item, When considering development priorities, which one development priority is
the second most important priority? Which one is the third most important priority? Respondents chose from a list. T
ures and those in the book due to changes made during editing.

3rd Most ImpoOverall

7% 45%
8% 37%
7% 32%
4% 18%
5% 17%
6% 16%
5% 15%
4% 14%
6% 14%
4% 12%
4% 11%
4% 9%
3% 8%
3% 8%
3% 8%

ing to survey
Most important | 2nd Most Important | 3rd Most Important

24% 14% 7%

17% 12% 8%

15% 10% 7%

9% 5% 4%

7% 5% 5%

3% 7% 6%

4% 6% 5%

5% 5% 4%

4% 4% 6%

4% 4% 4%

3% 4% 4%

2%3% 4%

2%3% 3%
 3% 7% 6%

4% 6% 5%

5% 5% 4%

4% 4% 6%

4% 4% 4%

3% 4% 4%

2%3% 4%

2%3% 3%

2%3% 3%

2%3% 3%

orities, which one development priority is the most important? Which one is
riority? Respondents chose from a list. Top 15 shown.