Knowledge base

When the crisis began, the leaders of many large companies “blown away”, could not navigate the situation and form a challenging idea. The divisions of these companies, instead of working together on how to get rid of the threat or even use the situation for expansion, simply engaged in increasing the results of their work. Of course, this is better than nothing, but the smaller the scale of the plan, the smaller the scale of the game and the lower morale of the team.

The basis for success in planning and implementing plans is not in what writing rules to use, and not in how to automate control over the execution of tasks. The foundation of successful planning is the sincere desire of company executives to play the game and win it. Creating such a desire is what underlies successful planning.

In order for the creator of the company to be able to rise above operational activities, he needs to start acting in a completely new way. It is necessary to go beyond the scope of one's own competence, and abandon a comfortable state for some time. And the first step towards this is to figure out where to actually go and why, what are the key functions of a business owner.

Tracking numerical statistics yesterday and today allows you to determine the company's work plan for tomorrow. In order to determine the state of the company on the basis of statistical data, it is necessary to analyze the information at least once a week. This is not so much - 52 times a year to evaluate activities and adjust plans.