In larger companies the amount of information available than really used, I dare say that only a small part is used. At this

limiting factor we have to add that when higher is the information is repeatedly reworked. Aggruppando the two we find ourselves with little Information and multiplemente reworked for the Top Management.

 

Let us tell the numbers and you will find in the street to send a puttane the company. It important to know read the numbers, meet the contradictions that will highlight a clumsy reworking of the numbers. The possibility to say different things to the same numbers when you have a mountain information is fairly simple, just connect several to show apassage as you want. Just to raccontarli personally as possible surfing between different numbers and sources.

 

Wanting to have all the information to decide is not the solution, want concentrate all the information in order to set a strategy is not the solution. This applies to the top management, but especially for the middle management that sees the information, access to information and retention of information power. Applies to all levels, because inability to have the suit information is also evident with the tools most advanced information technology. What if one can not have all the same information to take an idea and decide? The answer is as simple as difficult to put into practice: trust of employees.

 

It is useless to want to know all the numbers, all the details. Being a Manager does not mean being the first class because demand has quassia a response with the numbers. Being a manager means having ideas, know what we speak, manage the numbers, have an opinion on what appears to be part of another or one of the same means to know on that subject. Too many times both confuse things, know about a topic and know how to respond by giving a number.

 

The more complex a company that has the greatest need all the gears functions to be efficient, it means that we need oil, it certainly numbers are that oil. We must take care that the oil is necessary, but we need more care that the gears are those that we need.

 

I never understood Top Manager those who need to have tons of small data for making decisions, which in the end and do not take that as We saw those little data who knows how many times will be been handled. Not I want to pass the hours watching the data, when companies must move to define actions and for the act instead of hours to go review and revise the numbers presented once color, the other white and black, the other in a circle, the other in another geometric figure. No good estritamente to nothing.

 

What we need is what responsibility by the numbers, which are the numbers correct, then the importance of knowing how to read the numbers, and after discussingopenly about what to do. I saw Top Manager ceccati for ingenerizzazione numbers, for the flow of numbers that ultimately led to escape any other manager that I wanted to work with the Directorate and confined to a contact via email or even stop projects to avoid torture of pormenorizzare any figure. A certain levels is necessary know where the egg comes, the important thing is to produce many eggs! And instead there

are Managers unsure of his position to know how much hope of more Possible details on them will be best Managers. Managers which force his collaborators to produce numbers instead of ideas and actions, perhaps because there is a produce numbers outpout in terms of hours, that is not the same and in terms of ideas or actions. Managers who do not establish that trust necessary because a team functions, I say to you something is because I am sure and I want the company progress. I do not want to tell you one thing because then you've plaster information, you ugly figure and so I guadagnerò points. So I also I am a manager.

 

Other Managers ceccati to get as many numbers as possible to have all the information was as a reward you have a ton of information, but no idea on the part of his collaborators, or little ideas of those who have the time to think, and above all a mountain of rubbish, not a mountain Consolidated land.

 

The Manager must have the requisite information, but must trust that Information given by its employees. The manager must know well good business, which is to be able to recognize the contradictions of numbers that have them and questioning Managers on the other topics, not on the detail of a number or another. The important and show the

inconsistencies, the numbers do not change a day al'altro, there are hardly accontescimenti in a company that do make leaps of a terrible day to another. They can make them a few months in some months, but if a day

to another there is a strong change in the numbers put them in better evidence is youask the reasons why they have changed, no other numbers that justify changes. The numbers are just numbers, what is important for a number is

what it says, from where it is, as he came, where wants to go.

 

That is why take the Managers who speak only of numbers, collect numbers and you have a company that innovates not more, likely to go to puttane.

 

For me was the syndrome version r32.