In the business basics, there is a basic need: that of information. El'azienda the bigger, as more international el'azienda, as more products or services offered, the more need there is information.

 

Without information we can not take the decision, or yes, but who knows what the result will only result dell'azzardo. With the partial information is likely to take decision is consistent with providing the information, but completely wrong because the information which you have not complete or wrong.

 

There are two schools: the first to have information on everything, from the smallest to largest particular, the second for which there is no need because of the CEO knows everything and the truth to him, the rest Information There is only because they need official accounting, to tell the bag ...

 

Speaking of the second school and very fast, usually the result of the culture of self-made man. He had the idea, he did grow the company, he knows what he wants, he knows what consumers want, does not need anything, his ideas and his insights are those that apply. This is good, and usually does, in so far as the founder coincides with the executive management of the company. As a successor, whether family, both professional, it happens and wants them to apply the same criteria and when the company goes to whores. That and the difference between the brilliance that have little, with the nonsense that many more. Not worth it to devote more time because the cases are few and obvious results.

 

Speaking of the first and far more complex even though the definition and very simple: get all information. And from this Asseveration that can be different questions: what it means to all information? How do I make available? Who has access to information? What information?

 

Address information for the business daily occurrence in with P & L and more informative to let me repeat. But I 'm especially the first.

 

Let me explain with an example. A large multinational company decides to have a tool in which a click, the CEO can look across the commercial and economic information from aggregating or confound it at all levels to the market or by product or economic variable. Every morning from a click can see how the business is going. As CEO of access to information and segmented according to the needs that he has every one. Explained in a few sentences, but imagine the power of a tool such, the screen, consulting, you have all the details business (sales, stock, sales channels, product, distributors Orders, customer orders, factory orders, orders in transportation. .. everything) and all the details economic derivatives (profit per product, sales, stock value, product cost, cost of marketing and other costs ... everything), with all this, you can do simulations of changing when and how each one of parameters, almost almost in real time, depending on the time to introduce the economic and commercial data. I repeat everything. A panacea! And instead ...

 

And instead two things that happen at the end are basic in any innovation process: education and understanding. I say that one result of the training was well made, but as the understanding and subbiettiva, one can see that does not understand, even that will not understand.

 

The great difficulty and was the training on how to use the data, and the origin of the data. The training was done to those who must enter the data, with no seniors managers who have a traditional sul'utilizzo lack of tools. What has happened and that those who enter data or had to check the consistency when they saw that the amount of work required was inverse proportion to what it looked at the senior management have begun to less waiting. Li began to doubt the reliability of the instrument, because even if everything possible to insert it, and clearly that there is always some little thing missing (a new channel for example), from there begins to seem some doubt and that is not the maximum ... Not having training in detail the senior management trusts that the middle and does not believe the amount of work and ends gradually left a will, or rather, imposition of a CEO and not as a planning tool for its users, basically for what he was born, a tool bottom up. An instrument that data on product and market, aggregation, data is processed in the company. The key lies in the word taxation.

 

To become an imposition, the instrument loses its main value of planning. Losing this becomes a tool for the CEO to be able to watch every morning performance of this product or market. To be so, the senior management and the management midlerne understand that what should be included should not oppose the CEO, this usually means that will be more willing than what actually are the numbers. Sendo more willing input numbers no longer needed to simulate because they are distant reality, that is the truth. Next step: How does not reflect the reality, is useless.

 

To be an imposition not reflect the reality, as the CEO normally not stupid and, for more simulations, becoming a permanent rolling, more office work, the more bullshit and ends with a large "shit in shit out."

 

Pazzesca this situation, we could resume if the CEO intervened and did a bit of order, as normally happens. But if the CEO canvi? As with many things, and how not have the time to understand, but only to act, they say that what is useless and you die. I make the short, that puts the data tells them to middle management that you lose the time, the middle to senior and the senior who does not want his work to be checked only if he so decides, in scalation is concerned that is useless. And finally the instrument off.

 

This example says much of the information, the power of information and the power of who uses it.

 

Courses:

- In a company the bottom up rarely works. Only if the bottom and concerned that it will function and if things go well. Not in vain as well indefinitely, the bottom never not reflect the whole truth and that other CEO will not know sometimes.

- The formation, understanding of what an instrument of what, how and fundamental works. Explaining the gaps or shortcomings and almost more important than what they really there inside.

- If the tool requires a lot of work and then not used is lost.

- The information tools and simulation must formar part of the heart of the strategic, and therefore the responsibility of the CEO in promoting their use.

- Have a very powerful tool does not mean to express beyond what is born.

 

This has been an example of a commercial and administrative always valid would talk about instruments of pure information, without direct consequences in the P & L.

 

The information must be available to all, as much information more corporate commitment we will. Know where you go, as you're not going to be beneficial, provided that the information is truthful and consistent. This risk, inform you, but be consistent. If today tells you one thing and tomorrow another of different or if it says one thing but acts contrary, better turn off the speaker resonance. The information should be distributed and explained. Without explanation and contraproducente because every one will understand one thing that will discuss this with another that ultimately will not understand anything. Therefore information, but careful.