Relevant reporting – this is our work!
Is it possible to manage the fact of making a deal and
It is up to you to try to influence peoples’ decisions, to
try to make them see something important in you and in your offer, to do
utmost, but can you directly manage the final decision? Let's say you’ve led a
horse to water. But will you be able to force it to drink?
Learn to see what is and what is not the adequate purpose.
The majority of the companies and ordinary people set the
purposes, which are actually results, over which they have no power and which
they aren't able to reach. There is an essential distinction between the
purposes and the results. The purposes can be managed, objective indicators –
these are results - are impossible to be managed.
What you can really manage is your own behavior and actions,
and what you can't - their result.
You can only improve what you can measure.
The first thing that should be done by the new Chief/Head or
Professional-for- changes, who enters the position, is to adjust
controllability and to provide optimum cost of all processes. While creating
operating reporting, it is needed to determine parameters necessary for
controlling. As the result we have to have the standardized informative
reporting which is easily "read" and is truthful reflection of
company’s state of affairs. One of the Chief/Head’s tasks is to help his
employees to control what they really need to control.
There are three levels of a constant control of the
Operational level – daily (weekly or monthly) procedure.
This is a constant assessment of an actual state in relation to what is
planned. Changing of the plans and forecasts doesn’t happen at this level!
Short-term level – quarterly procedure. While carrying it
out, it is necessary to go deep into details and to introduce already the
amendments to the planned indicators for the rest of the year.
Medium-term and long-term level is an annual planning for
the next year and the forecast for the next two years. It is not recommended to
plan for the shorter periods.
Indicators of efficiency allow estimating efficiency of the
carried-out actions directed on goals achievement.
• each indicator has to be distinctly defined;
• indicators and standards have to be achievable: the
purpose has to be real, but at the same time should be an incentive;
• the indicator has to be in the sphere of responsibility of
those people who are exposed to an assessment;
• the indicator has to have the meaning;
• indicators can be general for the whole company, i.e.
«attached» to the goals of the company, and concrete for each division, i.e.
«attached» to the goals of division.
The information in reports has to conform to the following
• Reliability. You have to be sure that data doesn't contain
mistakes and that there were no any manipulation/machination allowed.
• Efficiency. Information has to be ready by the time it is
necessary for you.
• Completeness. Information has to be accurate and contain
all data necessary for you to take the management decisions.
• Profitability. Preparation of data shouldn't cost more than
benefits from its usage.
In this article there are only examples (without
description), draft copies and once workable forms and spreadsheets. Excel can
be used as a template, a test sample or for carrying out the small analysis and
mini- projects. All regular reports have to be formed automatically by your
information program, on demand.
The damage from the occurrence of errors and data loss in
Excel considerably exceeds the costs of professional work with information.
Below there are only some examples of reporting, which are the most
characteristic for business structures with which we’ve worked. All companies
have their individual characteristics of business and economic activities. This
gives rise to the particular indicators of efficiency, which have to be defined
This examples are here to show some of our our tools and
Sorry, all forms are in Russian, so far.