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Russian
00:00:03
already my colleagues, good afternoon everyone, I00:00:06
I'm in the studio00:00:08
magazine CEO who00:00:10
provides these activities00:00:12
my name is fuchs alexander i am the director00:00:15
business school curriculum for00:00:17
owners of the company the topic of our meeting is I00:00:21
I hope you can see it on the screen00:00:24
called the most important indicator00:00:26
business in many Hollywood films00:00:32
phrases that are constantly overused00:00:34
it is impossible to get the correct answer to00:00:36
this question is not asked correctly00:00:40
the question was not asked quite correctly00:00:42
frameworks are imposed for reasoning00:00:44
which lead to a dead end he implies00:00:49
two things the most important thing shows that00:00:53
business can be characterized in one way00:00:56
or according to a specific set of indicators00:00:59
and a sparkling discussion is expected00:01:02
between different authors on the topic of what00:01:04
in fact, the indicator is00:01:06
the main one of all that is possible on00:01:09
business is actually impossible00:01:11
controls by indicators in general and00:01:15
attempts to do this00:01:17
tense will lead you to a dead end00:01:20
solution because complex systems00:01:22
never reduces to a set of simple or00:01:26
especially to one show nevertheless00:01:29
we will discuss all these questions and you will understand00:01:33
which direction should I point you in?00:01:36
own thinking what to think about what00:01:38
do with the help of their employees or with00:01:43
with additional training00:01:45
materials and other plans for our meeting00:01:48
it will be like this00:01:50
in the first part I will quickly tell you00:01:52
why exactly am I like many others00:01:56
representatives of the practical profession00:02:00
completely disappointed so called00:02:02
classical indicators further we00:02:05
let's talk about the holes in management00:02:09
companies arise if you are passionate00:02:12
these classical indicators and00:02:16
you need to understand that regardless of00:02:18
are you listening will you listen face00:02:20
recommendations that will be made here00:02:22
you will have to deal with these problems00:02:24
anyway, in the third part we will talk00:02:28
about what exactly00:02:30
it is proposed to make more detailed00:02:33
Naturally you will receive information within00:02:35
special training courses00:02:39
Speaking of which, this issue is being discussed here00:02:41
the curriculum is dedicated to00:02:43
management accounting is the fourth00:02:45
module if I'm not mistaken but all the outlines00:02:49
will be given here when available00:02:52
questions please write them questions in00:02:54
at the end of our meeting I will try with00:02:57
with pleasure, but let's start answering them00:03:06
I won't be here00:03:08
repeat the obvious to you most00:03:11
from our viewers probably has00:03:15
necessary economic preparation00:03:17
education is basically all that00:03:20
called classical exponents00:03:23
with tenacity worthy of the best00:03:26
applications are constantly written in all00:03:28
textbooks nevertheless in practice they00:03:31
almost no one uses me now00:03:33
I’ll explain why and what’s the right thing to do if00:03:35
uses schemes for working with standard00:03:37
looks like financial indicators00:03:39
in the following way00:03:40
the company's financial statements are taken00:03:43
brackets tax reporting based on00:03:47
This is where the coefficients are calculated00:03:49
something is divided into something00:03:51
sometimes it is reduced there to a percentage00:03:54
growth is sometimes observed simply in00:03:56
relative ratios and then00:03:59
the authors of all these strange techniques00:04:01
advise us to do the following things00:04:03
pay attention to trends that is00:04:06
getting worse, getting better this or that00:04:08
ratio of your business and conduct00:04:11
comparison with other companies to00:04:14
determine how you look against the background00:04:17
everyone else00:04:19
there is already one there, all the conclusions and00:04:22
forecasts are made based on this00:04:24
porridge called financial00:04:27
analysis00:04:28
why are there already comments here?00:04:33
our country and I live in Russia and work00:04:36
compared to others you are unlikely to succeed00:04:38
Is there any state government statistics abroad, they are very00:04:43
works quickly and basically everything00:04:45
available and you can easily compare00:04:48
your key ratios may be strange00:04:51
but with other companies we have the same00:04:54
statistics are late on their own00:04:56
recognition for several years just with00:04:58
entering data so what are you up to?00:05:00
will compare is a big question00:05:03
Let's talk about what this is leading to00:05:07
now let's see, first of all, for00:05:10
continue the conversation00:05:12
we need to clearly understand what differs in00:05:16
meaning there are fundamentally two different situations00:05:19
situation one is when we analyze00:05:22
someone else's reporting and we have nothing to take for00:05:28
drawing any conclusions other than00:05:31
strictly speaking this is reporting we are not00:05:33
we can dive deeper than inside00:05:36
companies therefore task number one00:05:39
looks like something to say00:05:41
based on someone else's financial analysis00:05:44
reporting and this task need to be clearly00:05:47
how to distinguish it from another task00:05:49
manage your own company where00:05:52
if desired, when setting up all systems00:05:54
management and other accounting00:05:56
I can still dive into this analysis00:06:00
much denser further and so on it00:06:05
two different tasks00:06:06
therefore to criticize such financial00:06:09
analysis for the purpose of analyzing other companies00:06:12
pointless because you have no others00:06:14
except for some spy sources00:06:16
information therefore task number one00:06:20
say at least something based on financial00:06:23
reporting she's like this in economics00:06:25
theory is solved00:06:27
another thing is that the task of managing your00:06:30
own company is not limited to00:06:32
working there is also like a company00:06:35
it’s a stranger to you, it will be clear to everyone00:06:38
financier economist who are not very00:06:40
lazy lazy people don't want to do00:06:43
extra effort and they prefer00:06:45
take care of your own business as well as00:06:47
they would keep an eye on strangers, well, actually they say00:06:49
this is stupidity now we have enough for00:06:52
continue the conversation to understand00:06:53
fundamental difference between these00:06:57
two tasks why I actually00:07:01
Well, I'm not being original here00:07:04
it's absolutely known to everyone that00:07:07
forecasts based on financial00:07:08
coefficients00:07:10
they don't work well to be honest they don't work00:07:14
at all but there is some evidence there00:07:18
proof number one we are all00:07:20
heard big and unexpected00:07:23
large number of bankruptcies00:07:26
companies the scope of the company is such that00:07:30
penetrated the news and the situation00:07:34
no one suspected anything00:07:38
they work well they haven't fallen anywhere00:07:41
there are some unreliability in the rating and suddenly00:07:44
it turns out that there are tens of thousands00:07:46
tourists cannot fly there00:07:49
they find out what the hell is there00:07:52
time what they pay for and so on and00:07:54
so on then means for in each of00:07:58
these working companies include such00:08:01
serious like airline companies00:08:02
other things worked their financial00:08:06
directors are all educated people00:08:08
who were in their positions00:08:11
places with a bunch of diplomas and so on00:08:13
called experience nevertheless their presence00:08:17
did not save these companies from bankruptcy00:08:20
and she wore an unexpected one00:08:23
catastrophic irreparable nature00:08:25
I can immediately tell all the conversations on the topic00:08:28
deliberate fraud of these00:08:30
I don’t really separate companies one by one00:08:34
simple reason when a ship sinks00:08:36
I'm sure you'll want something last00:08:39
walk but in my opinion00:08:43
launch such a large-scale business as00:08:45
airline dial some big00:08:48
speed and only then someone00:08:51
deceive in soft fraud mode00:08:53
stupidly speaking, they don’t do that because00:08:56
that it's hard to hide and get away from00:08:58
responsibility is not possible at all00:08:59
this is kind of stupid, that's why it's00:09:01
really bankruptcy and then what in00:09:03
process of the fall of these companies someone00:09:05
he drags something away and then return it completely00:09:07
honest, well, yes, that is, but in my opinion00:09:10
this bankruptcy occurred despite00:09:14
all efforts of bankrupt companies00:09:16
administration but why is this00:09:19
bankruptcy was unexpected for them00:09:21
themselves and here there is 2 note the thing is00:09:25
that when all these events become00:09:29
known to us by the public it turns out00:09:32
the wild amount of debt these companies have there00:09:36
some wild billions often00:09:39
it turns out that they haven't been there for years00:09:41
paid suppliers and so on00:09:44
the question is why is this happening?00:09:48
does not happen for the simple reason that00:09:51
someone wasn't paying attention just wait00:09:54
didn't pay attention and continued to work00:09:56
probably because they believed something else00:09:59
a little bit and they can do something wonderful00:10:01
way to escape get some00:10:03
credit and most importantly they believed in00:10:06
that the business is viable if you00:10:08
correctly identified00:10:10
the point at which a business begins00:10:12
minus and only minus no00:10:14
no reason to continue negative00:10:16
activity to multiply a quantity00:10:18
debts and actually adjust00:10:20
most people are stupid00:10:23
so continuation of this minus00:10:26
work with the accumulation of huge00:10:28
the amount of debt says something about it00:10:30
what is the company's economic service like?00:10:34
its consequence00:10:35
top management until the last moment00:10:37
it was believed that they could survive they did not00:10:41
accepted at one time a wiser00:10:43
decisions to stop this bacchanalia of growth00:10:45
debts and losses to escape attention00:10:48
consequences why there were none because00:10:51
What or that one can be saved why they00:10:53
believed but because they used it00:10:55
with all these crap you use methods that00:10:58
as a matter of fact they were not allowed00:11:00
get my personal right00:11:03
disappointment is the third fact of memory in00:11:05
piggy bank why I don’t believe what it is00:11:07
works arose a long time ago during my00:11:13
own activities00:11:15
me after the end of perestroika00:11:19
if it ended at all worked on00:11:26
placing money in commercial banks00:11:28
my task was not to00:11:30
only to place this money but also00:11:32
It is advisable to get them back from00:11:34
percentage therefore for all questions00:11:37
dedicated to the reliability of commercial00:11:39
I followed a wild number of banks00:11:44
these rumors were followed with wild motivation00:11:47
the rest of course pass by00:11:50
published in the newspaper Kommersant then00:11:54
more00:11:55
first there was a magazine only later00:11:56
reliability rating newspaper appeared00:11:58
commercial banks, of course, I couldn’t00:12:01
now if my memory serves me right00:12:04
it is published quarterly and then it00:12:07
published monthly what's wrong00:12:10
represented the reliability rating00:12:11
commercial banks this is a certain00:12:15
cumulative reliability factor00:12:17
which was calculated there give in this00:12:21
look at the newspaper it's cumulative00:12:23
coefficient with certain forests00:12:26
certain financial00:12:27
indicators00:12:28
How they multiplied and it turned out00:12:31
the result basically reminds me of this00:12:34
well-known so-called Altman defense00:12:37
there was such a specific comrade00:12:40
the united states of america which00:12:42
developed protection for the purpose00:12:44
predicting company bankruptcy00:12:46
so we can say that the rating00:12:49
reliability of commercial banks which00:12:50
read from financial statements00:12:52
commercial banks is a certain00:12:54
adaptation of these same deceptions to00:12:57
banking before I tell you00:13:00
I'll tell you about the result00:13:02
and here are some attempts to make these00:13:05
let's draw conclusions based on forecasts00:13:10
let's think for a second about commercial banks00:13:12
firstly it reminds these others much00:13:15
more than any other companies from00:13:19
industries, that is, figuratively speaking, the difference00:13:21
between dairy factory number one and00:13:23
dairy plant number two will be much00:13:25
more than between commercial banks00:13:28
number one and commercial banks number00:13:30
they basically have two types of activities00:13:32
really matches all the known ones00:13:34
banks have all the necessary00:13:35
licenses and so on and so on and so on00:13:38
further to the second commercial banks in00:13:40
difference from ordinary living enterprises00:13:43
ours are being handed over, hold on, they are actually leading00:13:45
daily reporting00:13:46
so there’s also a need to mess around with numbers00:13:49
it's possible, but it's not much more difficult00:13:52
time delay in the quarter of receipt00:13:55
some kind of reporting what is all this for00:13:56
I say if somewhere these same ratings00:13:59
should have worked perfectly then this00:14:02
banking sector00:14:04
my words are very easy to check you00:14:06
you can take the binder yourself00:14:08
newspaper businessman then child00:14:10
leaf through it and with worthy surprise00:14:14
best use00:14:16
Please note that not a single large00:14:19
bank bankruptcy there is a station wagon door00:14:23
bank then I remember income there at Tips events00:14:27
it was impossible to predict using00:14:30
definitely this is the reliability rating00:14:32
banks, not a single bank before its fall00:14:36
fell below the top ten points there00:14:39
sometimes the situation reached the point of insanity00:14:42
when you news albans in memory was on00:14:45
second place in reliability and already below00:14:48
quotes were printed using the same rating00:14:50
debts of this bank which was sold00:14:52
already there are 40 to 30 percent of00:14:55
nominal value, that is, the market has already spoken about that00:14:57
that one actually needs to be saved, but this00:15:01
no reflection on the financial forecast00:15:03
didn't get it, he was in second place00:15:08
reliability Well, actually they say until death00:15:11
That's why00:15:13
these indicators actually work00:15:16
for the purpose of financial forecasting00:15:18
bankruptcy00:15:19
very bad question why let's00:15:24
let's try to understand that there are two00:15:27
possible reasons why they actually00:15:31
return the work reason first but understandable00:15:36
that any company wants to look better00:15:38
in the eyes of potential investors00:15:40
outside public creditors00:15:42
Therefore, financial indicators are trying00:15:46
fake for all people working live00:15:50
financial00:15:51
everyone is well aware of the financial sector00:15:54
means of the so-called financial00:15:56
makeup and we all actively use it when00:15:58
adorn these all with balance and fortunately for00:16:01
these comrades00:16:03
these numbers are so bad for00:16:06
there is no special protection against this00:16:08
It takes a while to draw them, well00:16:12
no problem00:16:13
so we can say that this one00:16:16
the technique does not work because everything is00:16:18
business but like if we are for our own00:16:21
purposes to apply within the company and not00:16:23
let's fake anything for ourselves00:16:26
based on this we can do00:16:29
there are two forecasts for this00:16:32
the reasons you see on the screen00:16:34
first if the indicators are faked and00:16:37
it just spoils this one00:16:39
wonderful technique00:16:40
then, in principle, they can be used for00:16:42
internal work to the peak for ourselves00:16:44
we won’t do it, but if the technique00:16:48
bad itself bad incurably then them00:16:52
it is impossible to use days for adequate00:16:54
assessments of external efforts and external companies00:16:56
but especially not for your loved ones00:16:59
let's figure it out, I claim that I myself00:17:03
this technique00:17:06
She's basically disgusting00:17:09
not viable00:17:11
therefore, its failure lies not only in00:17:13
that these indicators are falsified and00:17:16
embellish at every turn00:17:17
but also in the fact that it itself is in00:17:20
not viable in principle explainable00:17:23
Why00:17:24
suppose we get together and00:17:28
decided to do the same thing from scratch00:17:30
an effort that may have been done poorly00:17:33
there mister iphone love everyone else00:17:35
say let's bring out ours00:17:37
coefficients are more correct00:17:39
the correct ones, let's quantify them00:17:42
parameters critical points and so on00:17:45
I honestly don’t know how to do this task00:17:47
solve ideally explain why in three00:17:52
the main reasons that you see before00:17:53
the first thing if we practice00:17:57
Let's try to do this work personally00:17:59
just believe that some00:18:02
the professor is very smart so he did everything00:18:04
right we have to find the answers to00:18:06
the following questions the answers to which how00:18:08
find00:18:09
personally I don’t know the first thing is clear that everything00:18:12
indicators of financial reliability there00:18:15
other00:18:16
must be at least tied00:18:18
area to areas of activity is clear00:18:21
that the specifics of the business there are conditional00:18:24
Moscow has different business specifics00:18:26
Tyumen00:18:27
not to mention different regions of the world00:18:29
this is obvious if the company is local and00:18:33
only works in one area or00:18:35
region this issue resolves itself and00:18:38
obvious, but what about the big ones?00:18:40
companies that at the same time00:18:41
represented in almost all regions00:18:45
actually where are they more00:18:48
work where they pay taxes where00:18:50
minerals are mined where00:18:52
sold or where they hide money00:18:54
the question is very difficult, not idle what’s its name00:18:57
for example, I can’t solve it correctly at all00:18:59
I imagine this is where it actually works00:19:01
for example gaspra00:19:02
but he pays taxes if he pays in Moscow00:19:05
hides money in other places extracts00:19:08
generally in places where no one lives00:19:11
pumps gas there through populated and00:19:14
uninhabited areas as correct00:19:16
zoning then fought, moreover, any00:19:19
transnational company of the world00:19:22
level besides what is presented almost everywhere00:19:25
she also deliberately hides and distorts her00:19:28
activities in such a way that00:19:30
show maximum margin where00:19:31
she doesn't pay taxes so we all00:19:35
We understand that this is a significant distortion00:19:37
I haven't met a single smart person00:19:39
who would honestly say how it is00:19:42
solve correctly we understand what it is00:19:45
it’s difficult but we don’t understand how to solve it00:19:46
end therefore this is 1 claim second00:19:50
the claim is offshore and in principle it00:19:53
matches the claims for the companies00:19:55
ghosts00:19:56
offshore, well, as you know, people hide00:20:00
money is hidden all over the world, not only in00:20:02
hides us everywhere00:20:04
terrible situation with authorization for analysis00:20:07
it is clear that money00:20:09
are transferred offshore not as pure profit00:20:12
there and so on and so forth00:20:13
this means some kind of inflated expenses00:20:17
which actually have no place on00:20:19
it was the error that made us and when00:20:21
money is returned from offshore00:20:23
again under the most varied00:20:25
formulations need to understand that these00:20:27
the wording doesn't match either00:20:29
economic reality and it is necessary00:20:31
find some correct way how to00:20:33
these things work like these00:20:35
correction factors should be introduced very00:20:38
It’s difficult, I can’t imagine how to do it00:20:40
the same applies to ghost companies through00:20:43
which are pumped enormously00:20:46
the amount of money is no secret what's around00:20:48
any large company grazes a bunch00:20:50
companies whose task is to pump00:20:53
money through yourself is a big turnover for00:20:57
the most important big tell me if these00:20:59
money comes out00:21:00
goes out of business and series there00:21:04
advertising expenses for example we do00:21:07
double fault first we finish00:21:10
advertising costs in which actually00:21:11
things are not going well and we have a second point for00:21:14
analysis supposedly reveals non-existent00:21:17
some advertising agency dealings in which00:21:19
great so we made two mistakes00:21:23
We incorrectly evaluate the parent business from00:21:26
which this money goes and we00:21:27
We estimate incorrectly00:21:29
advertising business in which00:21:31
saying this money does not have at all00:21:32
I have no idea00:21:35
it's easy to criticize other people but I'm crazy00:21:38
I won’t tell you how I would have decided these myself00:21:40
all three questions you are these three problems00:21:43
that's why I think about metallica00:21:46
unworkable principle00:21:48
nevertheless nevertheless it can be said00:21:53
if the technique is so bad dear00:21:56
Alexander Vladimirovich why her00:21:57
study in business schools and apply00:22:01
the explanation is very simple and study00:22:04
because if you are of your kind00:22:06
activities are forced to look in00:22:09
mirror of strangers00:22:11
then this is your financial face for you00:22:14
will have to edit there, stand there, that is00:22:17
if you are a startup you are going to00:22:19
sell00:22:21
buyer you need to pretend that you00:22:24
good looking no matter how00:22:26
in fact that's why you will00:22:28
engage in embellishing this00:22:30
situations00:22:31
to at least match00:22:32
investors' expectations if you are a joint stock company00:22:35
a company which in the form of stock quotes00:22:37
seller and in general every second then you00:22:40
must comply with the rules00:22:43
financially00:22:44
what it looks like on a financial00:22:46
market so you will keep an eye on those00:22:50
What do your financials look like?00:22:52
by the way, regardless of whether you believe in00:22:54
them or not you will be obliged00:22:57
matching this picture is another matter00:23:01
what for people who are used to00:23:04
minimize your own efforts here00:23:07
this technique also gives excellent00:23:10
reason not to do anything, that is00:23:13
man graduated from economic muse00:23:17
pretends to sincerely believe in all these00:23:19
methods for all claims of the highest00:23:23
guided by your company and series you00:23:25
you don't catch mice, you give wrong forecasts00:23:28
you can safely say that I am spending00:23:31
analysis of odds at the level of the best00:23:35
textbooks and bangs are everything for me here00:23:37
pester yes this is a good way00:23:40
self-defense, therefore this technique is actually00:23:43
in fact, it has been and will be applied00:23:45
until the second coming not because she00:23:48
good but for these two reasons00:23:51
which I named here, now let's talk00:23:56
on the topic00:23:58
but this brings up why it is important00:24:00
touch on two reasons00:24:03
if you don't want to change anything from00:24:07
according to your psychotype according to your attitude00:24:09
treat the situation as00:24:13
say humility with what comes from00:24:17
series well analysis of financial statements00:24:19
bad but since there is nothing better types00:24:22
nothing and try was to suffer then in00:24:25
in any case you will have to overcome00:24:27
here are 4 very significant problems00:24:31
which look just classic00:24:35
economic education and attempt00:24:37
only the consequence of following it means00:24:40
the first situation you will encounter00:24:43
go face her it's obvious00:24:46
inflated profit figures00:24:48
it so happened that the financial statements00:24:50
the rules for its compilation do not interfere at all00:24:53
draw profit if desired, moreover00:24:56
this is initially positive00:24:59
an indicator that I can’t even imagine00:25:05
20 usually when the company is forced00:25:07
declare losses this means00:25:10
that she can't even draw at all00:25:12
no profit from the disaster therefore00:25:16
clearly inflated profit is00:25:19
evidence is necessary how to say00:25:22
irresistible consequences of your game00:25:24
economics any experienced general00:25:28
the director already understands that profit00:25:32
which economists draw and tell him00:25:34
sometimes sincerely even with a reluctance to let00:25:36
in their eyes00:25:37
it does not correspond to creditors00:25:41
reality00:25:42
profit is much less so on more00:25:46
that if you are not lazy and climb into00:25:49
financial textbooks are all available to you00:25:52
with your surprise you will not find any00:25:54
accustomed to one definition of the term00:25:56
which would suit you, for example00:25:59
the most sensible definition in my opinion00:26:02
view generally available term length00:26:05
profit before but in modern00:26:06
economic dictionary crashed next00:26:08
way when you are exceeding00:26:12
sales revenue from the sale of goods and00:26:16
services over total costs for00:26:19
production and creation of these goods00:26:23
which keyword here leads to00:26:26
catastrophic consequences that word00:26:27
these in general everyday logic which are on00:26:31
actually the project term is profit00:26:35
they describe all your activities00:26:37
only a certain set of goods like00:26:41
done by scammers or any people who00:26:43
sincerely wants to draw they share00:26:46
all products that are sold and shown00:26:49
profit on them and all goods that00:26:51
are unprofitable and they simply don’t count them00:26:54
hang indefinitely why00:26:56
many managers probably adore it00:26:59
open more and more new projects00:27:01
because00:27:03
It’s too early to draw a conclusion based on them00:27:07
creates a certain financial cushion00:27:09
security and all closed projects00:27:12
supposedly profitable the rest they are00:27:14
we just have investments and this one00:27:16
the situation can continue for so long00:27:18
time, well actually money00:27:20
won't end00:27:22
so the first task is00:27:24
before any sensible general00:27:26
director00:27:27
this is to work out something like this00:27:30
Definition of the term profit and start with it00:27:33
use it so she doesn't deceive you00:27:37
itself because when it tells us00:27:40
inflated profit figures00:27:42
let's be honest00:27:43
we spend money more boldly, more cheerfully and in general00:27:45
I think that my good-looking but00:27:47
really funny situation when00:27:50
launched a project in which they invested00:27:52
he's worth several million dollars00:27:54
next month they may say that we00:27:56
made a profit00:27:57
Well, it’s clear that according to everyday and correct00:28:00
profit point of view is when you00:28:02
you won't return a million dollars00:28:04
returned another million dollars in a month to00:28:06
what profit can we talk about therefore00:28:09
seven economic education under00:28:11
the name of profit is very dangerous00:28:12
you will have to work out your own ways of doing it00:28:16
counteraction in what ways00:28:17
used by practitioners in private business00:28:20
Actually speaking, we speak00:28:23
seminars you may not use directly00:28:26
then the definition that we will allow there00:28:28
we insist on it, come up with something of your own00:28:30
anyway economic definition00:28:32
profit is not suitable for practical purposes00:28:34
activity the second situation that you00:28:37
you'll definitely get it00:28:39
no matter what type00:28:41
activities you have this overstocking00:28:44
not liquids, the point is that, again, with00:28:47
financial theory point of view00:28:49
management00:28:50
any mother acquired company00:28:52
called such a strange term00:28:55
assets, that is, any stupid thing that00:29:00
actually bought by the company00:29:02
increases its asset value here00:29:07
that's what happens00:29:08
like financiers are not responsible for00:29:11
the expediency of certain00:29:12
acquisitions so that's all00:29:15
increases the company's capital moreover00:29:18
need to gain managerial courage00:29:20
and over time announce that illiquid assets are00:29:23
illiquid assets and then take them and write them off00:29:26
there is only then more will happen00:29:28
adequate correct revaluation of this00:29:31
business it is clear that the person is guilty of00:29:33
for illiquid goods it tries not to00:29:36
never do so it will smell like00:29:39
balance until death actually00:29:43
the final situation is to just stop00:29:45
pray on standard financial accounting00:29:48
and financial education let's00:29:51
consider a fictional example two00:29:53
companies buy00:29:54
the same raw materials we need for work00:29:57
don't be mistaken about this but the company bought00:30:01
this raw material costs 10 dollars there for00:30:03
ton for per kilogram a company b00:30:06
I bought the same raw materials for 22, it’s clear that00:30:10
company a is smarter than company b because00:30:13
what you saved on purchases of important raw materials00:30:15
but if you evaluate00:30:17
the book value of this company you00:30:20
You will be surprised to find that the company is bad00:30:22
like it became richer, it’s obvious and here it is00:30:24
such a strange distorting mirror of financial00:30:28
reporting that may occur00:30:30
replanting00:30:32
you will also have to do it manually00:30:35
learn to deal with the problem00:30:37
overstocking with non-liquids00:30:39
because standard financial00:30:41
reporting prepared as standard00:30:43
economists don’t see this at all00:30:47
may not see this as a problem00:30:49
believes that this problem does not apply to them00:30:51
relates and have no idea how this00:30:55
stop the process, it's all for you00:30:57
will have to fix it00:30:58
despite the fact that you can there00:31:01
believe or not believe financial00:31:03
indicator while they are working for you00:31:04
economists prepared this way00:31:07
your problem00:31:08
the third problem is loans in00:31:11
economic theory which00:31:14
70 percent ordered by bankers00:31:17
the danger of use has been reduced00:31:19
borrowings reduced for00:31:22
danger danger of use00:31:23
borrowed funds the thing is that there00:31:26
loans can be assessed incorrectly00:31:28
read00:31:29
all sorts of nonsense like the best00:31:32
ratio of own and borrowed00:31:34
funds one to one that is when we00:31:38
this kind of maxim is proven in00:31:41
institutes explain it there, etc.00:31:44
they often talk about what children are watching00:31:46
calculate the cost-effectiveness of your own00:31:48
capital they show us with the help00:31:51
schemes in which there advertises credit00:31:54
leverage about what if the company does not00:31:57
uses borrowed funds lives00:31:59
only for your own00:32:00
she will inevitably get vitamins00:32:02
equity capital is worse than if it00:32:06
use what is called credit00:32:08
lever, that is, a certain set00:32:10
borrowed funds a certain part00:32:13
gentlemen, this is stupidity done here00:32:17
elementary logical error but simple00:32:19
people with humanitarian brains when they00:32:21
study at economic universities not in00:32:23
able to track this during these00:32:26
lectures and beat the professor the point is00:32:29
what if profitability indicator00:32:32
equity capital would be the main and00:32:35
the only thing then ideally needed00:32:38
work without any own funds at all00:32:42
Well, you have your own funds00:32:44
no, if only borrowed it works out00:32:47
conditionally profitability of own00:32:49
capital close to infinity is that00:32:51
it's okay that's stupid in my opinion00:32:53
this is a Chevy00:32:54
so actually sane00:32:58
people don't just look at what00:33:00
called profitability of own00:33:02
capital looks at look at others00:33:04
things are therefore a distorting mirror to us00:33:07
first recommends business schools here00:33:10
these consequences do why this00:33:12
ordered by bankers who tell00:33:14
fairy tales that taking out loans is useful00:33:17
it’s okay to try to work at all00:33:20
without credits it’s kind of like a tour, well it’s00:33:23
It’s not true that any practitioner knows perfectly well00:33:26
which is better, first of all, working for your own00:33:28
it's even better to work for the money you00:33:31
you get from the market from clients such00:33:33
the scheme exists and when actually00:33:36
it's burning, there's nowhere to go, we start looking00:33:38
opportunities for loans in any00:33:41
in case we pay off the loans first00:33:43
turn, read the bankruptcy statistics00:33:46
companies they just happened according to that00:33:48
simple reason that external creditors00:33:50
sooner or later they refused to renew00:33:53
new loan so the danger is here00:33:55
it's obvious but you won't read about it00:33:57
danger financial wants and 4 4 distortion00:34:01
which is observed in any company who00:34:06
will use financial ones like these00:34:08
approaches to assessments to reporting to assessments00:34:12
own business is deferment is00:34:15
deferment is actually a loan which00:34:18
again, you're trying to sell this idea00:34:22
that everyone in the world is giving deferments, you’re like00:34:25
must be a very expensive pleasure00:34:28
which is completely inadequate in theory00:34:31
is calculated in general00:34:33
accounts receivable to the majority00:34:36
methods are considered one when we almost00:34:38
not as revenue money as therefore00:34:40
from an assessment point of view there is nothing00:34:44
there is no difference but we understand everything00:34:46
great difference between money which00:34:48
you receive a by prepayment b in fact00:34:51
money that you only get00:34:53
through not00:34:54
time after sale play with money00:34:56
you will immediately understand the difference so the curve00:34:59
mirror invented financial statements00:35:02
financial analysis leads valuation book00:35:04
with such a terrible phenomenon as delay00:35:07
which provide companies with this too00:35:10
can have serious consequences00:35:12
and of course all these theoretical00:35:15
inspired miracles can have the most00:35:20
tragic consequences if your business00:35:23
large you have branches and a directorate00:35:27
of these branches he himself conducts there00:35:28
calculates what coefficients its00:35:30
reporting00:35:31
that is, he himself is interested in00:35:33
draw these indicators imitate00:35:37
good job even the court will come if you00:35:41
again use the classic ones00:35:43
strange control schemes and allow00:35:45
they can formulate their own reports00:35:47
Well, yes, they draw these reports because00:35:51
as soon as I could and the same situation strongly00:35:55
aggravated when using hired00:35:58
management if you are hired00:36:00
you will evaluate the manager by00:36:02
reports that are drawn by the same00:36:05
hired manager00:36:06
naturally he won't be a fool himself00:36:09
optimistically draw this statement00:36:11
as much as he can00:36:13
common sense00:36:14
conscience and everything else but expect that00:36:17
that he will modestly evaluate his00:36:20
achievements be conservative in assessment00:36:22
your successes but in my opinion upward00:36:24
naivety respectively all four00:36:26
problems listed here00:36:29
are significantly increasing in their00:36:32
complexity value if you have a company00:36:34
has branches in a large business if you00:36:38
you use hired management which00:36:41
actually creates it herself00:36:43
and we can talk a little more about this00:36:48
to infinity00:36:49
which, strictly speaking, is within the framework of the basic00:36:52
learning we are trying to do because00:36:54
that this is only a designated problem00:36:56
methods were not indicated here00:36:59
solutions let's briefly move on to the topic, so what?00:37:03
actually do00:37:06
and the situation that we have designated as00:37:09
exactly, but we see that reporting00:37:13
classic odds don't work00:37:16
there are two solutions basically all people00:37:21
having an economic education00:37:24
numerous consultants00:37:26
they go this way they develop00:37:30
so-called smart indicators, well then00:37:33
there are classic indicators they are stupid00:37:35
really stupid because I00:37:37
for example, I haven’t found one yet00:37:40
investor00:37:41
not a single professional serious00:37:45
financial analyst who would like to00:37:47
blue eye there said you will learn about00:37:49
What's more, I'll use financial00:37:51
I'm fine with the odds00:37:53
It turns out that I’m doing these calculations according to00:37:56
pyramid of dupont indicators that's all00:38:00
I'm good, no, it's just wonderful00:38:03
alone in this world00:38:04
therefore, great popularity and00:38:07
quite rightly received a whole00:38:10
a bunch of techniques, they are different, this is when00:38:14
trying to invent instead of the classic00:38:19
in parentheses a stupid indicator like00:38:21
called smart indicators there00:38:24
difficult kaplan and doctor you will find them00:38:27
maybe you know them away and this is the first00:38:31
direction and 90 percent of people who00:38:34
kind of smart and understands limitations00:38:38
classic financial indicators are coming00:38:41
in this direction and let's create00:38:43
smarter indicators that are hard00:38:45
fake and which are more good00:38:48
characterize the business and so on, but on00:38:52
in fact there is a second one on the right00:38:55
which in my opinion is much more00:38:58
correct than the first is refusal to play00:39:03
indicators00:39:04
in general, when chained, refusal to play00:39:07
the indicators are absolutely in this direction00:39:11
practically not represented at all00:39:13
available literature at the same time all00:39:15
management practices00:39:17
successful explicitly and implicitly go to the second00:39:20
Kanepi direction00:39:22
so to save time, if00:39:25
have your wish for God's sake you can00:39:27
ask questions about specific topics or00:39:29
another smart indicator there are very many of them there00:39:31
a lot of00:39:32
I'm glad I really love these guys00:39:36
I’ll explain to the diggers why these aren’t there00:39:40
smart indicators they are just as stupid00:39:42
only more well camouflaged00:39:44
gutting with classic therefore00:39:46
term smart indicators to say the least00:39:50
controversial advertising I'll give you you00:39:54
advise you to think at least what if00:39:57
this if you want to pay any00:40:00
concrete actions, come find out how00:40:02
department go in detail in the direction of what00:40:05
refusal to play, what are the indicators all about?00:40:09
we're talking about00:40:10
look how dangerous it is00:40:13
games in indicators are not at all dependent on00:40:16
Togo00:40:17
you play classically classically00:40:22
indicators or smart ones, let’s look at00:40:25
sign first as soon as you00:40:29
formulate your attitude towards00:40:31
own business and someone else's00:40:33
it's impossible strangers won't let you in00:40:35
analyzes we are talking about our company00:40:39
so look at any indicator like00:40:42
only you lead it, people performers00:40:45
will be interested in these indicators00:40:47
try to fake them therefore00:40:51
starts of a certain kind00:40:52
competitive confrontation00:40:54
you formulate the method of calculation or takes00:40:58
to arm others or come up with your own00:41:00
but any of your incorrect statements00:41:03
you didn't take into account something you are definitely using00:41:07
talented performers and I'm sure that00:41:09
your people are smart and talented for00:41:12
in order to fake show that is not00:41:15
improve the process in essence and improve00:41:17
indicator which is supposedly his00:41:20
characterizes, for example00:41:22
that's when companies get very serious00:41:26
begins to struggle, for example, with00:41:27
very overdue debts00:41:31
often performers have one00:41:33
the possibility of how to combat this00:41:36
turn they say we don't have00:41:39
overdue debt because00:41:41
despite the fact that the debt has already been hanging for a year but00:41:44
we agreed with the client and rescheduled00:41:47
debt payment deadline00:41:48
that is, it is not expired, she s00:41:51
postponed from varnish it is clear that00:41:53
it's chemistry and lies00:41:55
but if you are from afar and you have no idea00:41:57
you have when, in fact, this debt00:41:59
arose you there is no such possibility that is00:42:01
appear in00:42:03
as if reporting to people everything00:42:05
formal grounds to say that he has00:42:07
everything is ok not overdue debt it00:42:09
it's just so long but there's no delay00:42:12
we manage you know how there is a joke00:42:14
learn and define fire fire is00:42:18
uncontrolled combustion process in00:42:20
installed hearths as soon as they arrived00:42:22
started to control something like this00:42:24
no longer a fire controlled fire and no longer00:42:26
controls different things you are the same here00:42:29
It's like we're keeping our finger on the pulse00:42:32
no more events needed00:42:35
but it would seem impossible to fake00:42:37
such an indicator as actually00:42:40
the proceeds received but you haven’t lived long yet00:42:42
that's why your humble servant00:42:45
faced the following situation when we00:42:47
were friends with one of the companies that00:42:50
borrowed with commercial equipment for that00:42:53
moment of time00:42:55
what is the leading company in our country in terms of00:43:00
sales volume was to remain there00:43:04
following the existing sales department00:43:09
set the bar for raising money for00:43:12
certain period and said that if00:43:14
you perform choose this much00:43:16
money, here's a bonus for you, everything's great, everything00:43:19
notice everything transparently what it led to00:43:23
since this company was selling its00:43:26
equipment00:43:27
dealers respectively from commercial00:43:31
department with many idylls in addition00:43:33
good human ones from ours00:43:35
they called, let's say in December00:43:38
month of all well-tuned barking moment00:43:41
them dealers and the guys said here you have00:43:44
if there is free money at the end of the year00:43:47
please put them away for later00:43:50
Why should we deal with our people?00:43:52
you will buy from us yourself00:43:54
the equipment behind us will not lie there and00:43:57
you will get deferments and good discounts00:43:59
so everything you have is free00:44:02
please give me honest words00:44:04
what happened to us they were delighted00:44:07
fulfilled this plan and received all our00:44:10
bonuses, many of whom later quit00:44:12
Amazing00:44:14
in fact, to disentangle all this00:44:16
the situation had to be new00:44:18
called the team, the devil will break his leg there00:44:22
what was actually promised and what was not00:44:24
it was just promised by the clients themselves00:44:26
they lied, why am I saying that people00:44:28
much smarter00:44:30
how to show these same sets00:44:34
for example, you can often read what if00:44:37
you have a problem with new products, but you see00:44:40
such an indicator as a percentage of revenue00:44:43
received from new products, compare it with00:44:46
old people and that means you will understand00:44:49
how good luck are the new items to be honest00:44:52
last resort00:44:53
formal attitude to the matter why if00:44:56
people have such an opportunity but there is nothing00:44:58
do they release they first remove00:45:01
completely full-fledged products or00:45:05
update that is, they make some changes00:45:08
doesn't mean at all00:45:09
changes are announced as new and when00:45:12
you start analyzing based on these00:45:14
disastrous indicator of their figure down00:45:16
let's go and the new items are all good00:45:18
every three months full update00:45:20
assortment and everything in chocolate00:45:21
actually a natural profanation but00:45:25
understand it using indicators00:45:27
it will be almost impossible for you but not00:45:31
It’s worth even delving into this topic for everyone00:45:33
who owns and is close to production00:45:36
companies they are aware of the topic that the marriage is yours00:45:38
then so it is not masked is not completed yet00:45:41
in something like that, the term marriage and00:45:43
did not arise so the first big complaint00:45:46
I won't00:45:47
endlessly immerse yourself in this topic00:45:49
games of indicators in general is that00:45:51
what will you do based on these indicators00:45:54
try to calculate the consequences of work00:45:56
thinking beings and these thinking beings00:45:59
will come up with all sorts of ways00:46:02
any that are there they are like these00:46:05
make smart indicators stupid and00:46:08
it will turn out like in the famous joke when00:46:10
stopped developing smart weapons00:46:12
because the bomb doesn't fly, she's smart00:46:15
here is more further there is 2 second reason00:46:21
why play indicators00:46:23
any smart and stupid people are bad in general because00:46:27
that the controllers themselves begin this strand00:46:31
their own approach, that is, they reduce00:46:34
monitoring progress of observations00:46:36
show, for example, if a well-known topic00:46:39
called management deviation00:46:42
we have estimates we have00:46:45
indicators if any deviations occur00:46:48
financiers identify them and we begin00:46:51
excited to analyze these things in00:46:54
In particular, here's Jack Welch in his book00:46:59
real life ginger and which is peculiar00:47:01
was translated by mono publishing house00:47:04
name instead of imei00:47:07
let it remain on their conscience to eat there00:47:10
such a section like you're afraid of financial00:47:12
management and you will no longer be all that00:47:14
jack wills wrote there with everything to them00:47:16
respect, what is written there is complete stupidity00:47:18
that is, in principle he described management00:47:20
reject why this nonsense I explain00:47:23
Let's say you own a construction company00:47:25
Do you have an estimate for all of these companies?00:47:28
money slaves, so if according to the estimate00:47:32
savings have occurred, this does not mean that00:47:35
something is good right because00:47:37
it’s possible that they didn’t report well at all00:47:40
if the estimate is completed to zero, this is also not00:47:43
guarantees that all work is declared00:47:45
done it's simple and possible00:47:47
adjust and overspend according to estimate00:47:50
doesn't always talk about what people have done00:47:52
something bad because if you00:47:54
the cost of cement, for example, has changed00:47:57
she will naturally be well00:47:58
you will see overspending therefore00:48:01
rejection management is stupid you00:48:04
must engage in management even00:48:06
in the absence of any, reject again00:48:08
I say to follow the case they are behind00:48:09
indicator second claim mind-numbing00:48:13
approach to the game according to the audit indicator00:48:16
happens after the fact00:48:17
that is, if during the inspection you00:48:20
correctly identified where the money went00:48:23
they've already leaked00:48:25
Well, maybe you'll hang those who00:48:28
Tekane is responsible for this00:48:29
but you won't get the money back smart00:48:32
a person is interested in anticipating this00:48:35
question about finding out in hindsight what00:48:39
money was spent, of course00:48:42
will flatter your planes but will not fix it00:48:45
further read any financial analysis00:48:48
read any analysis00:48:49
so-called smart indicators and00:48:51
possible reasons are always written there00:48:54
deviations in indicators are also there00:48:57
list of certain guys if after00:49:00
this alarm signal I don't care00:49:02
must carry out additional00:49:04
investigation00:49:05
and then the price of this alarm signal but00:49:10
it is equal to zero, you know there are known ones00:49:12
sayings00:49:13
I get a referral for analysis in advance00:49:16
decide what you will do if00:49:17
the test result is positive00:49:19
deny the results of the analysis if your00:49:22
action coincide need for analysis00:49:25
disappears, that is, excuse me if I00:49:29
They say that this is what you have in your workshop00:49:31
there is some overspending there00:49:34
which million rubles I later00:49:38
must say the same reasons reasons these00:49:40
In any case, you don’t need to look for a pirated one.00:49:43
waiting for this overspending therefore00:49:45
there is no point in purely economic analysis00:49:48
financial00:49:49
to be honest, for investigation, well, no00:49:52
the slightest moreover even when00:49:54
financial indicators are ok00:49:57
deviation is equally possible, of course we00:49:59
we will always be late with yours00:50:02
decisions because first the situation00:50:04
happened then reflected00:50:05
financial statements00:50:07
then we were able to analyze00:50:09
Maybe00:50:10
ruin the future problem and then we00:50:12
woke up and the most disgusting thing began00:50:15
This is another phenomenon that is observed00:50:18
management practices erosion00:50:21
responsibility, that is, controllers for00:50:24
indicators 5x us questions we are great00:50:26
calculate the indicator and look at everything we have00:50:29
okay and the people you are00:50:31
control by indicator if found00:50:33
way to outwit Gretchen guys us00:50:36
bribes are also smooth, we have everything too00:50:38
ok look but this is a known topic00:50:41
when you remove inspectors for defects and in00:50:43
As a result, marriage becomes no less than borscht00:50:45
because the worker believes that if you00:50:47
the controller didn’t catch it back then demand00:50:50
inspector for marriage they are from a worker and00:50:52
the marriage inspector says it couldn't and00:50:54
catch everything with not standing behind it later00:50:56
from scratch in fact in the end the situation00:50:58
worsens and it seems like no one is in it00:51:01
nemenova therefore, paradoxically, the company00:51:03
with a huge number of economists00:51:06
inspection controllers, the situation may00:51:09
be more disgusting because you're alone00:51:11
Part00:51:12
performers plays the game let's00:51:14
let's deceive the controllers and the second part00:51:16
Lord, there are no such techniques00:51:18
which you allowed to control these00:51:21
in the end you don’t have any smart bastards00:51:23
it turns out nothing better it turns out like this00:51:25
a kind of competition between departments00:51:30
food for thought before we00:51:33
let's go if you're thinking about00:51:36
so what exactly should we do?00:51:41
here's a few five points for you00:51:44
just to think about it first, but first00:51:47
to manage your own business00:51:49
naturally we are interested00:51:51
anticipation of negative situations00:51:53
instead of killed this achievement the second exists00:51:57
moments that you generally are00:51:59
will never discover financial00:52:01
reporting even if it looks great on you00:52:04
at what moments there is only a lot00:52:06
people with a lack of imagination or experience00:52:09
don't know about them for example00:52:11
Let's say you had a large workshop and00:52:14
previously equipment was required for it00:52:18
installation of 10 thousand square meters00:52:20
therefore the area of your workshop00:52:22
there were 10 thousand square meters where00:52:24
old equipment was mounted00:52:27
there has been a certain obsolescence00:52:31
equipment you got money and you00:52:33
decided to completely upgrade this business00:52:35
take out, in fact, everything old00:52:38
purchase all new turnover and wefts00:52:40
it turned out that the new equipment00:52:43
due to the fact that it is more fashionable and00:52:45
modern and compact and better00:52:47
it no longer requires 5 for installation00:52:51
not 10,000 meters when but only 5 that is00:52:54
it turns out you are in a huge old00:52:57
half of the premises will be00:52:59
empty actually the company gets00:53:04
this asset in itself as a gift is 500000:53:06
empty space saved00:53:10
Of course, these assets were previously managed00:53:13
the workshops will be used00:53:14
but of course in different ways either there00:53:17
he will just pile up some waste00:53:19
or they will set up a nightclub or hotel00:53:22
yes, anything up to sublease00:53:24
but respected in his financial00:53:27
you have never reported these in your life00:53:30
5,000 empty square meters appeared00:53:34
meters if you stupidly think that everything00:53:37
friendly financial statements you never00:53:38
you won't find even a trace of it therefore00:53:41
a huge number of stories related to00:53:45
fraud with deception cannot be00:53:47
revealed00:53:48
financial services with everything to them00:53:50
respect and love respect for that simple00:53:52
reason that it may simply not00:53:54
reflected in the financial statements00:53:55
by default and believe me there are examples of such00:53:58
a huge number just think about it00:54:00
about this 3 separate numbers never00:54:05
make sense it just comes back to00:54:08
strange wording actually00:54:11
title of our meeting although the answer is poison in00:54:14
at the end of our communication he was certain00:54:18
they'll like the software, I'll explain it to you00:54:21
what are we talking about but let's take it00:54:24
the simplest example you have00:54:27
to the store this is the revenue indicator00:54:31
then the line matters to you00:54:33
further has00:54:34
but apart from all other numbers this is nonsense00:54:37
gray mare00:54:38
let's say revenue increased, of course00:54:40
will be interested in what you actually00:54:42
talking about the gift00:54:43
you will be interested in the indicators00:54:46
traffic to your store you will00:54:49
be interested in comparison with attendance00:54:51
your competitors' stores will be00:54:54
interest you sold more marginal goods00:54:57
or you will have less margin00:54:59
interest00:55:00
did you have a full display, that is00:55:02
let's say if you find shortcomings in00:55:05
sales of some product are possible00:55:09
reasons and no sales to you stopped00:55:11
walk at all or maybe you don’t at all00:55:13
purchased00:55:14
instead of selling you for a month00:55:16
only sold for half a month, you were let down00:55:18
suppliers or some bad person in00:55:21
the store just started posting about00:55:24
somehow differently why am I saying that00:55:27
any number that characterizes00:55:30
activity and real activity for00:55:32
she never makes any decisions00:55:35
don't stand alone you need a huge00:55:37
the number of all others throughout this00:55:40
information00:55:41
analyze parallel populations00:55:43
revenue profit and profitability well not00:55:47
has no00:55:48
it has meaningful meaning to take00:55:51
solutions to show off for00:55:54
outsiders00:55:55
and for decision making therefore in general00:55:58
how to rejoice at individual numbers00:56:00
some kind of stupidity the same thing completely00:56:02
applies00:56:03
the average bill is something to show yourself00:56:06
in itself it can be adequate if00:56:08
the indicators really carry you00:56:10
the buyer really comes down to00:56:11
then let the average one use it00:56:14
if you have several00:56:15
customer segments that behave00:56:17
completely different00:56:18
then you don’t have an average buyer, why are you00:56:22
think you're stupid absolutely fourth00:56:25
the fourth point means respected in general00:56:28
speaking if we consider the situation00:56:30
running your own company00:56:33
we need to manage and control00:56:35
it always depends on00:56:40
how things have gotten worse for us00:56:42
it's impossible for you to escape control, yes it is00:56:46
you can do not cured but us00:56:49
interested in the people who are there00:56:51
constantly00:56:52
and these people must react, look00:56:55
point one as quickly as possible clearly and00:56:57
so on therefore when im financial00:57:00
or analytical reporting00:57:02
perceived in this way00:57:04
if the indicators have worsened then00:57:07
management team receives00:57:09
gouged by the elder and then begins00:57:12
get excited and do something guys00:57:15
work therefore we are interested00:57:17
constant control instead of reaction00:57:20
and there’s actually a mountain of excitement for those who are there00:57:23
is on the front line must manage00:57:26
regardless of indicators00:57:28
they should be excited much earlier and00:57:31
500:57:32
food for thought for mothers only00:57:36
they they have no financial balance at all00:57:39
I'll explain some meaning00:57:40
Well, do you know what a cash balance is?00:57:44
it is clear that any assets any property00:57:46
can be reduced to cost but it's the same00:57:49
sheer stupidity, imagine but how00:57:52
you can come to terms with the situation seal they say00:57:55
goods in your store there on00:57:57
a certain amount of you will be here00:57:58
interested in what products for what price00:58:01
price they were purchased and so on and00:58:03
that's why we lose our balance00:58:05
which tells what is stored in00:58:08
how many00:58:09
what is purchased at what price is it needed00:58:11
these things it might make sense to00:58:14
management control and purely00:58:17
financial indicators of goods worth00:58:19
or turnover in the amount of, well, [ __ ]00:58:22
mares therefore manage anything by00:58:24
cash balance, generally speaking00:58:27
impossible I agree that everything00:58:30
can be reduced to a cash balance in the end00:58:32
everything will work out but it will be too much00:58:35
cumulatively strange indicator which00:58:37
for making management decisions00:58:39
completely unsuitable therefore00:58:41
material balance00:58:43
makes sense and the cash balance is only00:58:45
What pleases financiers of diplomas?00:58:49
let's think further00:58:52
in fact science is not normal science00:58:56
economic it always works with00:58:59
models that are called ideally necessary00:59:02
there is no need to be afraid of this; there is no need to speculate on00:59:05
nothing is perfect and00:59:07
so on the point is that if the ideal00:59:10
formulated correctly then to it above00:59:12
strive and if he pretends to00:59:15
unrealistic it is quite achievable but00:59:18
for example you if you went to00:59:19
know any sport coach00:59:22
is trying to teach you how to perform something or00:59:24
other element00:59:25
eat maybe you don’t always have it00:59:27
it turns out to rush to do so00:59:29
this is the only way to progress00:59:31
do not improve yourself as is customary in00:59:33
economic science compared to the pros00:59:35
let's dream towards the ideal00:59:37
and so any action is a decision in terms of00:59:40
managing your own business00:59:43
must contain the following paragraph first00:59:46
we will make decisions based on00:59:50
management accounting together any00:59:53
a set of some indicators only00:59:55
set of all reports00:59:58
management reporting00:59:59
the totality of all management01:00:01
reporting will give you the necessary01:00:04
food for thought for adoption01:00:06
management decisions01:00:08
part of management reporting topics01:00:10
more than part of some set of indicators01:00:12
and this information cannot be given in01:00:15
principle therefore management accounting01:00:18
are used as a basis for adoption01:00:20
solutions instead of a set of any indicator01:00:23
smart stupid so far second01:00:25
management accounting is not some kind of01:00:28
cartoon01:00:30
how financial accounting is so in-depth with01:00:33
gadgets nothing for dota problems chesky01:00:36
accounting is built must be built on01:00:39
observing a real case01:00:41
returning to the example of construction01:00:43
company if I want work01:00:46
carried out in accordance with01:00:48
the regulations are correct I must follow01:00:50
for these works themselves I can01:00:53
I can put cameras there01:00:55
controllers are alive, the main thing is that they don’t01:00:57
slept behind any process for which you01:01:00
control01:01:01
it is always controlled by control01:01:03
points of which have a limited number01:01:06
which matters so01:01:08
actually literate01:01:09
management accounting has nothing01:01:11
in common with financial certificates or rather01:01:13
only with this it is built according to the system01:01:16
clear recording of what is happening in these01:01:19
the most control points, ideally when01:01:23
you have the technology to do this01:01:25
as follows your performers01:01:27
must have checklists I won't01:01:29
check the box that I did it like this01:01:32
management reporting on the topic of how01:01:35
was performed work always generalization01:01:37
these same checklists01:01:39
and the people who are older01:01:42
directly objects points of unity01:01:44
are responsible for ensuring that these checklists are theirs01:01:47
filling corresponded01:01:48
in reality the hooves were not just01:01:50
checkboxes are ticked so that the work is completed01:01:52
fulfilled we can always attach01:01:54
We live in the 21st century, photos, videos, other01:01:57
other things we need to do01:02:00
do it anyway, but for example when01:02:03
pouring the foundation slab of one of the01:02:06
these stadiums are ours for the World Cup01:02:10
experts know that the foundation slab01:02:12
clearly it's big, it's always flooded but01:02:14
called in one sitting01:02:16
that is, it is impossible for me to fill in parts01:02:18
it should be solid so that01:02:20
the concrete has thickened it's supposed to01:02:24
shake there are such installations01:02:27
experts forgive me for being free01:02:29
jargon that should provide this01:02:31
trembling these installations in the right quantity01:02:33
were actually delivered by the contractor01:02:36
but only with the help of installed cameras01:02:38
to monitor work was identified01:02:42
which one in my opinion 601:02:44
installations worked only the door in01:02:47
as a result, the foundation slab when pouring01:02:49
cracked and had to be pumped out01:02:52
re-upload but I say again01:02:55
formally all these things were done01:02:57
trembling ki imported01:02:58
as if everything is connected there, but if01:03:01
you haven't actually seen this process01:03:04
found a way to control you01:03:05
never found out the actual reasons01:03:07
speaking of this catastrophe which01:03:10
happened01:03:11
moreover, you saw further we strive01:03:14
after all, transparent reporting is not ideal01:03:16
we strive for something more than just01:03:18
fix and stop deviation01:03:20
stop them as soon as possible and01:03:23
it’s more effective to be glad that I’m in01:03:26
in my reporting I do not find the reasons for the marriage01:03:29
Generally speaking, our task is not01:03:30
allow this marriage to continue if01:03:35
the business model you will use01:03:37
work01:03:38
becomes outdated because often people who01:03:41
argue with this approach01:03:43
they say you know nothing lasts forever01:03:46
any modern business model01:03:48
older quite right when she01:03:50
If this model becomes obsolete then this model will be needed01:03:52
update and then fix it again but in any way01:03:55
case you work every time with01:03:57
defined by a fixed model in01:03:59
Every moment in time doesn't matter01:04:01
set of indicators your model01:04:04
you can always follow correctly01:04:07
only for model when remote01:04:10
management what else can I say first01:04:13
you need modern technology that's all01:04:16
perfectly allow you to control01:04:18
we don't consider them to be shields01:04:21
control how your remote01:04:23
branches manage them01:04:26
that is, now remote control01:04:29
settlement accounts by all parties can be01:04:31
without any problems without any delays01:04:33
according to time but if you manage consider01:04:36
do you have money if your branch itself01:04:39
manages shields and then reports01:04:41
you will never have money so01:04:43
generally speaking, real control is not01:04:47
must be reduced to control after the fact so that01:04:50
was not written in semi-lunar textbooks01:04:52
further on management01:04:55
competent companies in general01:04:57
financial resources are concentrated in01:05:00
one point I don’t know the parent company01:05:03
so on why if your branches will01:05:06
have your own budget and where there01:05:08
located you just won't raise money in01:05:10
the center is to know all the practices that is01:05:13
formally there are always some01:05:15
leftovers but once you try01:05:17
collect them all over the world damn you01:05:19
you'll find a million reasons why01:05:21
they won't get to you quickly01:05:23
they will spend it on something and so on01:05:26
I say it again if you are in control01:05:29
forced to manage there remotely01:05:32
is used by branches for something else01:05:35
concentration of all funds in the center as01:05:37
axiom and of course we will always be01:05:40
control all reporting and not a set01:05:41
indicators why then what indicators01:05:44
easy to fake so I'll admit it01:05:47
even if they conduct everything locally01:05:49
reporting let's say this is a remote store and they have01:05:52
there are all these operations going on I will01:05:55
control and pump out the database for all01:05:57
operations and if I like to tinker with them01:05:59
reporting, I will count everything there myself01:06:01
what do I need there other other other01:06:03
now all these techniques and technologies01:06:05
they allow you to do this perfectly, therefore01:06:08
there is not the slightest reasonable basis for01:06:10
except for laziness and control01:06:14
just in terms of the pair they are01:06:16
activities everything that was given to you and I dream01:06:22
I dream that we would like it01:06:25
firstly we would like one hundred percent01:06:28
observations of fixing what01:06:29
happens keep everything in mind01:06:31
management literature very quickly01:06:34
becomes obsolete01:06:35
here are numerous books on controlling01:06:37
according to others, they were written before01:06:40
Second World War01:06:41
publishers so as not to lose the berth01:06:43
readers they try not to write what’s there01:06:47
books there knorring there I model them01:06:50
there's a lot to count, but check when01:06:55
these books were first written so you01:06:57
must understand what is acceptable in some01:06:59
forties fifties sixties01:07:01
then, in principle, continuous observation of that01:07:05
what's going on was very up01:07:07
robby is not feasible therefore control is on01:07:10
at least the level of indicators was forced01:07:12
and measures now excuse me you are easy01:07:15
can cost a penny to control01:07:17
in general the whole array of what is happening01:07:19
but let’s say if you have a call center you01:07:22
you can have a linear record of all01:07:24
conversation is always better than01:07:27
control by some show it01:07:30
doesn't mean you'll disappear into01:07:32
audition but it means that you have01:07:33
any moment in time01:07:35
there will be an opportunity to raise information01:07:38
scroll to what is and is not some01:07:40
indicators and real events, how they are01:07:43
happened at your service video audio01:07:46
fixation and everything everything everything else01:07:48
now this opportunity is often worth it01:07:50
kopecks therefore in relation to all that01:07:52
what is important is that we apply modern01:07:54
technical means do not reduce everything to01:07:56
financial indicators further than second01:07:59
moment in our work area is a must01:08:02
must be older for what for01:08:06
seniors should not minimize deviations01:08:10
be on the staff list01:08:11
technologist where not in his quarters01:08:14
technologists where he meditates01:08:15
the technologist's place at work is where01:08:18
there is a process of technology deviation01:08:21
should watch not the strange workers but himself01:08:24
technologist and he will only monitor that01:08:26
In the case of the medical office, it is present like this01:08:28
that is, the elders must be in the zone01:08:31
work as the Japanese say game vaginas would01:08:34
this is where it actually happens01:08:35
work is his place and the only one01:08:39
place and he is there for the wrong reason01:08:41
to analyze reporting and for01:08:43
in order to stop the slightest deviation01:08:45
that is, I am not the one who gathers the elders as the head01:08:49
I then tell the company here01:08:51
we have problems with marriage, well damn it’s not01:08:54
way of working the senior foreman himself or01:08:57
simpler better than me it should be great01:09:00
know and not wait for any indicators01:09:03
bonuses and other things he owes himself01:09:06
excited but due to the fact that he is in01:09:08
this place and knows how to do it right01:09:10
work further control is in progress01:09:12
constantly not only in case of deviation already01:09:14
caught and01:09:16
we need to do more by the way why01:09:18
real practice you business sometimes01:09:20
it infuriates the financier when they come and01:09:23
they say damn you have problems there01:09:25
Don great, that means there are already problems there01:09:27
we need to decide whether to continue filming01:09:30
the emergence of a new new phenomenon01:09:32
which marriage is there01:09:34
anything else arises then we are not01:09:37
they have a problem, there are signs of01:09:40
which can be used to identify01:09:41
we develop templates and develop01:09:44
signs to identify this problem01:09:46
earlier and reactions reactions cola01:09:48
the entire team and the seniors who01:09:50
are at the work site, I say again01:09:52
no one has to wait01:09:55
that the reporting control system then01:09:58
informs you that you have problems with01:10:00
marriage, damn it, they didn’t know that you01:10:01
problems ideally the system for any01:10:05
signs of helping the people working there01:10:07
turn on this alarm then01:10:09
there may be ashes please pay attention01:10:12
attention, well, the Japanese are a lot over that01:10:14
write the next point in principle01:10:17
important analysis indicators information this01:10:21
he pleases only moronic investors he01:10:23
only pleases financiers, I mean really01:10:27
need to sort out the case of marriage01:10:29
marriage rates therefore when01:10:32
sir01:10:33
business receives vile claims01:10:36
let's say from customers to their customers01:10:39
he never writes these comments01:10:41
he never waits for any indicator01:10:43
forwards01:10:44
These letters seem to him to be responsible01:10:46
for this to people and does not write anything about himself01:10:48
he just writes big red!01:10:51
that is, pay attention to it01:10:53
I wonder how often this happens?01:10:55
other01:10:56
glaring or a problem that is worth01:10:59
that means it requires disassembling each one01:11:01
case they are indicators every case01:11:05
flying into every marriage case01:11:06
they dressed to show if you are an aviation01:11:09
industry worked according to the indicator01:11:12
I could say that there are complaints against us in general01:11:13
must be presented to us according to indicators01:11:16
reliability of air transportation01:11:18
we are significantly ahead of both maritime and01:11:20
land fiesta no transport go01:11:23
forest but they don't do that01:11:25
specialists analyze the case of each01:11:27
disaster therefore gentlemen and01:11:29
it is very important to analyze specific cases01:11:32
they are indicators indicators01:11:34
only makes a strange person happy01:11:37
economic education01:11:38
further further along the script postscript01:11:44
means I understand that the information that01:11:46
didn't sound enough for enough01:11:49
unfortunately you will have to01:11:51
smart people learn, it makes stupid people happy01:11:53
frustrating but still about how01:11:55
These are all the problems that I solved for you01:11:57
I said now I’ll wrap it up as they were solved01:12:00
companies are alive01:12:02
mostly not ours because01:12:04
unfortunately an excellent company to say the least01:12:06
they are ahead of no one in resolving issues01:12:08
and respect for them is essential01:12:10
are lagging behind what are the best01:12:13
world practices on this topic as far as01:12:15
our competence we are honest about everything01:12:17
we'll tell you at the seminar and ending our01:12:22
this monologue of yours and moving on to01:12:24
answers to questions I will allow myself this01:12:30
warrior answer personal point of view means01:12:35
that's when they don't ask the US what01:12:37
actually this is all to say01:12:38
about the most important indicator01:12:41
which characterizes business, well here it is01:12:45
I'll take the liberty01:12:46
I claim that I am always used to it first01:12:50
deal and pay attention to the first01:12:53
face of the company01:12:54
what what is this man like?01:12:57
represents the most important indicator01:12:59
so for me personally this is an indicator01:13:02
business is a professional level01:13:03
top officials of the company that something01:13:09
First of all, this is of course01:13:10
mental abilities I mean01:13:13
normal intelligence not emotional01:13:16
intelligence mental abilities what01:13:19
allow the company's chief executive to do and01:13:22
know first if a person has everything in01:13:25
his mental faculties are fine01:13:27
understand that any managerial01:13:28
methods for any technical solution01:13:31
any method of control is what01:13:34
called the ceiling reaching that is01:13:36
there are no methods that are unique and work01:13:40
all the time all my life nothing like it01:13:43
up to a certain level of complexity of tasks01:13:45
they cope but any managerial01:13:48
approach it has a ceiling of achievement if01:13:52
the system approach worked great before01:13:54
but the ceiling has crossed the ceiling of achievements up to01:13:57
you will have to change the basic solution01:13:59
an intelligent person does not understand himself01:14:02
get through to the stupid one, on the contrary01:14:04
believes that what worked before01:14:06
ok should continue to work and01:14:09
further it’s good that it doesn’t change01:14:11
then actually change01:14:14
see the diagram of the sign that is when old01:14:17
the methods helped and you relied on them01:14:21
the sign was a plus when the same methods01:14:24
stop working and they start01:14:27
work at a loss01:14:28
for example delegation of authority01:14:29
forced measures at the very start of business01:14:32
and then it will end because you01:14:35
fix will not develop further01:14:37
this is what a smart person can see01:14:40
it's not given to a fool01:14:41
Another point a smart person understands01:14:45
delayed consequences for anyone01:14:48
actions are positive and01:14:50
negative delayed consequences01:14:53
this is an automatic smart visit01:14:55
person according to him, it’s nice01:14:57
and easy to work the second requirement is01:15:00
living deep interest in this is important01:15:03
smart person01:15:04
the thing is that if a person is just like that01:15:06
very smart but he is a dreamer and philosopher there01:15:09
everything else shows no interest in that01:15:12
what is important for his business but how01:15:15
they say we have problems in Houston01:15:17
problems means a person must01:15:19
really be interested in01:15:22
the business that he created which01:15:24
controls easier box very smart01:15:26
well read, wonderful philosophers reads01:15:29
works of Sun Tzu but unfortunately follow01:15:32
own business and just carrying it01:15:33
I'm interested in giving, but it won't work either01:15:36
Well, the last one and this is the very first one01:15:39
the little man must understand perfectly well01:15:42
most of them understand that01:15:44
the only way to do anything01:15:46
unfortunately learn and understand this personally01:15:48
participate but we have all these01:15:51
jumpers of lovers of Chinese wisdom01:15:54
but remember Confucius said what they do01:15:56
Mike yes, that is, you can understand that if not01:15:59
I mean I don’t understand, I can come01:16:02
to the face, well, they have personal participation01:16:04
only delegation of supervision she to01:16:07
sorry for the accuracy of this understanding01:16:09
this desire to do it again01:16:11
personal participation is not to do01:16:13
all for their own subordinates all01:16:15
It’s impossible to do something purely personal01:16:17
do but in order to figure it out01:16:19
this is also the third condition which01:16:21
it is necessary to fulfill all01:16:23
three designated in excellent and creed01:16:25
so we lived as observed with this matter01:16:30
everything will be fine but I'm not watching01:16:34
then nothing good will happen if01:16:37
now I will be allowed to reduce everything to01:16:39
one such non-financial indicators in01:16:42
In terms of management, this is what I would do01:16:44
more often there are such people01:16:46
unfortunately there are always fewer of them than01:16:48
I would like this to be my monologue01:16:53
I'll stop now and go to the by tab01:16:58
I'll try to answer questions in the remaining time01:17:01
to answer like this means but you have to scroll here01:17:09
I see number three people01:17:12
you took the risk of writing something, thank you very much01:17:15
but what questions01:17:16
So here tell me Ekaterina writes01:17:20
tell us where to find a deeper one01:17:23
information on this topic of the training book01:17:26
about training I said you are welcome01:17:29
you can find our school either by my last name01:17:32
functions Alexander or to school owners01:17:35
company means unfortunately books on01:17:39
no, they don’t write this topic on purpose01:17:41
to earn more means books01:17:44
no really no it's true that's it01:17:49
such a question there is another question from01:17:52
them look for an element of dixie guilt for something01:17:59
There are no two questions missing01:18:01
cases, everyone liked it or didn’t01:18:03
I liked it, I have three others and not01:18:05
we'll come up with ideas01:18:07
I'm talking about the film until maybe and we still01:18:13
cut off but something appeared and here01:18:21
the administrator hardly showed up01:18:24
shareholders will be interested in how01:18:27
flooded the stove01:18:29
this is a management issue for the manager01:18:32
trickles, but you know I’m not the first with you01:18:37
I agree, talented, smart shareholders01:18:40
read Buffett's will, they have to01:18:42
unfortunately there are too many people to be interested in01:18:44
Moreover, this fairy tale is for idiots01:18:48
who say that shareholders01:18:50
a person who doesn't care about anything01:18:52
except dividends if you're that kind01:18:54
shareholder and out of respect early or01:18:57
late you will stop receiving dividends01:19:00
that means the second moment is of course a degree01:19:03
she has interest in her own business01:19:06
everyone is different you have the right not01:19:09
don't be interested in children other than your own01:19:10
by their own wives not their own01:19:12
business but then you shouldn’t wonder why everything01:19:16
will happen for you01:19:17
unexpectedly from surprise there will be no01:19:20
just nice nevertheless and of course01:19:22
about eliminating the correspondent needed by the general01:19:24
director and other company managers01:19:26
in fact, naturally he01:19:28
needed but believe me they are competent01:19:32
shareholders are the owner of the company I have01:19:35
in view of holders of key packages are interested01:19:38
with everything they can, more corrosive and01:19:41
so on until creation01:19:42
parallel security services of all01:19:45
other other01:19:46
so if you ever01:19:48
own your own business01:19:50
please interested in managerial01:19:52
taking into account not only with the help of those you hired01:19:55
to manage people but also themselves personally01:19:58
daughter, you will live at least much longer01:20:01
submissions01:20:05
good luck with questions if they appear01:20:08
answer here Saladin appeared01:20:15
thank you I run the company well01:20:18
technical education understanding01:20:19
enough financial preparation that you can01:20:22
recommend01:20:25
education courses books and so on01:20:28
Means01:20:29
but I won't be modest actually01:20:32
The webinar is on for advertising01:20:35
our courses yes we naturally01:20:37
we recommend this one and what about01:20:40
education, well, first of all, all the textbooks on01:20:43
financially they are available, you can calmly01:20:45
you can read another thing what to01:20:48
unfortunately in financial textbooks01:20:52
management there's still nothing there01:20:56
is not a figure of speech I to01:20:59
Unfortunately, I’m just stating a fact here01:21:02
you can even look at the content there01:21:04
nothing but strange advice for so01:21:06
called financial directors01:21:08
This is actually how to manage money01:21:10
companies how to avoid making mistakes01:21:13
what and how controls how to accept01:21:14
there is no solution at all01:21:16
information there are very strange hostages01:21:19
so is it worth getting a special01:21:22
education01:21:23
Well, first of all, I share your fetishes as01:21:25
techie, it so happened that we01:21:27
forced two education first basic01:21:31
technical training then normal01:21:34
economic training I'm nothing01:21:37
found something supernatural either01:21:40
extremely useful within the framework of beauty01:21:42
economic education she is just01:21:44
Not all textbooks are known enough01:21:47
please read them, read them as much as possible01:21:48
unfortunately more specifically on the topic01:21:51
finances cannot be commanded at all01:21:54
one full-fledged explanatory book is01:21:57
there are actually a lot of good books on01:21:59
there are a lot of good management there01:22:02
marketing advertising there are good days01:22:05
but I can’t read a single book on finance01:22:09
name at all because in my opinion01:22:11
it's strange but01:22:12
dreams are textbooks for strange people there even01:22:15
by name it is no longer known01:22:22
contributed an article01:22:23
yes, but here all the questions are about recording if01:22:26
what to read on the topic answered similar01:22:31
The question is how to carry out the analysis correctly01:22:32
companies what stages are very common01:22:34
employees are lying about their ears and01:22:36
an outside specialist could really01:22:38
say what's going on as01:22:40
looking from the outside means I’m giving an answer01:22:44
So first of all, well, don’t offend for the sake of it01:22:48
God first of all you should know your business01:22:51
not during analysis but during observation of01:22:55
him if your business is big or you01:22:58
prefer to watch him constantly01:23:01
but with the help of other people it is always01:23:04
these other people have the information01:23:07
for example then how they serve your01:23:10
restaurant but you need to watch01:23:13
being located either personally or with the help01:23:16
hired deputies01:23:18
but it's too late to correct the situation with01:23:21
service when you get angry01:23:23
appeal from your clients or already01:23:26
will really start to fall fatally01:23:28
revenue therefore the first question is not01:23:32
how to conduct analysis correctly01:23:34
analysis is splitting this means me01:23:36
for some reason I don't watch01:23:38
I'll just look why it's necessary on my01:23:41
look, if this is your business, be sure01:23:44
follow him directly01:23:47
analysis without analysis further for a very hour employees01:23:50
They're telling you off, of course they're not telling you01:23:53
noodles if you discuss this with employees they01:23:57
they always do this but I'm watching01:23:59
how they do things and I don't need01:24:01
communicate so that they tell me noodles then01:24:04
is if if I control I see that01:24:06
the cook in the kitchen doesn't cook well01:24:09
then I don't ask the cook why he01:24:11
cooking is actually pointless01:24:13
audio is always a reason I at least01:24:15
should correct this situation as much as possible01:24:17
remove the cook, retrain, replace01:24:20
him and so on therefore employees01:24:22
really not often but always will be01:24:25
hang around but I have a question if you01:24:27
lazy person and bored01:24:29
if you are an extrovert and need to communicate01:24:30
with everyone and generally speaking I myself01:24:34
trainer01:24:35
he doesn’t ask football players anyway01:24:37
I play poorly, he watches them play and01:24:40
then don't ask him from the video recording01:24:42
their opinions01:24:43
of course if he asks the players01:24:46
to hang the robot on the surface01:24:47
noodles01:24:48
this is their task, but it’s up to us01:24:51
a [ __ ] coach to generally speaking01:24:53
this topic is generally for listening to a football player01:24:55
diligent specialist but you really01:24:57
tell what's going on how to deal with01:24:59
sides perfect faith third parties01:25:01
specialists may not pursue01:25:03
no internal opportunistic01:25:06
considerations01:25:07
from the series, fire Sidorov, put me on01:25:09
instead of Sidorov but third-party specialist01:25:12
at the same time they always have their own01:25:14
interests on the topic everything is good or bad01:25:17
study bankruptcies of any companies01:25:20
auditor Arthur Anderson then were01:25:23
forced to cover all the wonders of the euro for01:25:27
that later they also received responsibility01:25:29
and they had to rethink their company01:25:31
these are the same side specialists who01:25:33
should have really said that01:25:36
everything is fine so these are the auditors and01:25:38
third party consultants will tell you what01:25:40
use of outside labor01:25:42
observers01:25:43
the best way to control something01:25:45
In general, lying is the best way to use it01:25:49
labor of unbiased observers01:25:51
which are subject only to you which are not01:25:54
have their own managerial ambitions and so01:25:58
further and so on this is just that01:26:00
the most incorrect way to formulate the question is01:26:02
which cannot be answered correctly when01:26:05
at the same time, outsiders also evaluate01:26:08
takes place but you must understand that01:26:09
anyone involved personally knows what01:26:13
aside, so-called people are either not01:26:15
trying not to say anything bad at all01:26:18
there are people like, well, observers with01:26:22
sides that are no good01:26:24
they will say in general therefore there is no need to whitewash01:26:27
they only have outside observers01:26:28
one thing but when probably the merit is what they are01:26:33
are not engaged in terms of internal01:26:35
political squabbles in all other01:26:37
cases they01:26:38
can be much dumber than people01:26:40
which are boiling below therefore but if01:26:43
I want to listen to the opinions of strangers01:26:46
first glance, listen to opinion01:26:48
outside observers, not auditors, but01:26:50
clients because they bring you money01:26:53
and the opinions of some clients01:26:55
they say that they will get you next01:26:57
discount but real solutions need to be looked at01:27:00
how they behave where they buy except and01:27:03
so on and so forth but more is needed01:27:07
focus directly on01:27:08
observation of the case to participate in it01:27:10
in fact01:27:11
further to carry out observation01:27:14
boards need to develop markers01:27:16
cases indicators by which you recognize01:27:19
it's bad it's ok that is necessary01:27:22
can expand the set of smart indicators01:27:24
non-numeric descriptive cases to01:27:26
understand the solution Valery asks a question01:27:30
Valery everything is wonderful but only you01:27:33
again in your question you are01:27:36
continuer of the intended path and I will be01:27:38
look at the indicators here I am just01:27:41
I'll tell you one example, a dumb example01:27:46
he told the listeners it's family01:27:49
a couple they have a business they don’t name01:27:52
just because they are not authorized01:27:54
call me people beautiful good01:27:56
in short, their business is that01:27:58
they produce plastic products from them01:28:02
there is such a semantic indicator class01:28:04
each of these solar machines should01:28:06
work and so they carried out01:28:10
certain time in the company of the owner01:28:13
companies in Austria similar to this01:28:16
he has a job built, he has cameras01:28:20
in the workshop there is a regime if desired01:28:24
through but in people he finds himself01:28:27
debt, his process is quite streamlined01:28:29
works and naturally he is interested01:28:32
is that each of these layers is automatic01:28:34
worked what is called continuously01:28:36
It’s clear that he’s not sitting on the shop floor, it’s clear01:28:40
that he doesn't sit in front of the birds' cameras01:28:43
but what is the diagram as soon as one of the layers01:28:45
machine that should be working at this time01:28:48
moment of time suddenly01:28:49
she pours in and starts flashing01:28:51
red light it fits the monitor01:28:54
which is not in the house starts01:28:55
switch radically again I say neither01:28:58
who does not contact anyone does not arrange01:29:00
handed out a coupon, he just sees this thing01:29:02
no further possible in this situation01:29:05
intervenes if you have to intervene01:29:07
still find out Tyson automatically01:29:09
sees people running or doing something01:29:12
did this machine start with what01:29:15
started up at speed what was the reason01:29:17
maybe he asks for something live, so01:29:20
point out that the case is an observation01:29:22
no don't try that's how much it is01:29:25
maybe don't try to reduce the matter to01:29:29
show you always a certain set01:29:32
allow this or that01:29:34
error trying to build a way01:29:37
observing the case directly and already01:29:40
then in its analytical metastases01:29:42
you can see how much per month01:29:45
once I stopped one or another01:29:46
automatic how fast we did it how01:29:49
statistics change where we are moving but01:29:52
it will warm your analytical soul01:29:54
instead try to observe01:29:57
do not directly reduce any matter01:30:01
this is for a certain set of indicators01:30:05
in general, you need to look at this, for example01:30:07
there is a military term like this01:30:10
reconnaissance of the area although headquarters01:30:13
the employees work very seriously01:30:16
topographic maps they're all that business01:30:18
they do but for some reason it is required from01:30:20
commander of good manners01:30:23
it is considered just to personally carry out this01:30:25
the most important terrain reconnaissance01:30:28
areas why is he doing this it would seem01:30:31
topographic maps01:30:32
they were invented to avoid01:30:34
this situation but there is always something that you01:30:36
you can't see in these indicators01:30:38
Therefore, gentlemen, do not reduce your work to01:30:41
analysis of indicators sooner or later it01:30:44
can play a cruel joke on you when you01:30:48
are in place or01:30:50
in person or through representatives, but precisely01:30:52
on the spot and get the situation so you01:30:54
you get much clearer01:30:56
respond faster, accept information01:30:59
the right solution indicators hatch01:31:01
and will change become obsolete will be replaced and so on01:31:05
on and on and on01:31:07
markers well question marker when to rest01:31:11
Pert Valery means the first if you01:31:16
should take a break from their own business01:31:19
you have problems on the contrary about pathological01:31:21
There are no other entrepreneurial problems01:31:23
maybe it’s Vinyi who wants to distract him but01:31:25
the answer is very simple as soon as you01:31:29
you start the business she presents to you01:31:31
a huge number of negative surprises01:31:33
and you can't as a newborn01:31:37
It’s simply not possible to abandon a child01:31:40
he needs to be fed, his diapers changed there and01:31:43
so on he himself even sometimes makes a sound01:31:45
fall for the right reason but if you01:31:47
develop your business prime and raise your child01:31:49
I didn't say it's correct to pay attention01:31:51
what if your child grows up because01:31:53
if you're like Mowgli, definitely give it up01:31:56
will grow up half a fool who will also01:31:58
will burn for itself and you won’t get rid of it01:32:00
they won't even be able to speak if you01:32:02
raise this baby correctly01:32:05
teach and give a voice to the law01:32:07
serve yourself other then over time01:32:09
it will become easier for you to do this you must01:32:11
zerowatt technology is not business01:32:15
management approach that is not01:32:16
considered in approaches and babe01:32:19
management there it all comes down to01:32:20
delegation if you will delegate01:32:22
powers you won't succeed early01:32:25
or later things will start to bring you01:32:27
the problems are very serious because01:32:29
the team you delegated01:32:31
powers will begin to use these01:32:33
empowerment will begin to put you in your place01:32:35
will never come to terms with the fact that the power is in01:32:38
just wait for a while01:32:40
those same delayed consequences that01:32:42
smart people understand people don't understand01:32:45
narrow-minded01:32:46
so, dear ones, if you care01:32:49
build correctly then with the flow01:32:51
over time she will start to piss you off less and less01:32:56
there will be time for others to rest01:32:59
start before01:33:00
almost never comes to rest and01:33:01
on the contrary, if you have been in business for 10 years so far01:33:04
It's almost like you can't move away from there01:33:06
and you can’t rest, but you probably01:33:08
trains baby to sleep like Mowgli01:33:10
we need to look for other solutions for us01:33:13
famous and story01:33:14
but this is a fundamentally different approach if01:33:18
you will make a bunch of managers whom you01:33:20
delegate authority to control01:33:22
you will hire them01:33:23
and inside the company from the outside a bunch01:33:25
you won't be able to become experts and01:33:28
so on you will sleep for a long time01:33:30
only to find out later that the business has stopped01:33:32
work for and the last one you01:33:34
recommend determining profit for01:33:37
guides come we'll tell you about01:33:42
one simple reason guide than01:33:44
give one definition to different directions01:33:46
business is impossible in principle with01:33:48
a collection of definitions that are not described01:33:51
the corresponding textbooks cannot01:33:53
We are happy to call you scientific01:33:54
I'll introduce you in class, I can't give01:33:57
short question answers to fundamentally01:34:00
complex questions practice shows people01:34:03
they are misunderstood and then the carpet q01:34:06
they are offended by this information01:34:07
it's like asking what01:34:09
I should use the remedy so as not to do anything01:34:11
I see you're sick, I'm happy if I'm not a doctor01:34:14
I see how your indicators are different01:34:17
it would be quackery and I advise against01:34:19
unfortunately we sell for years01:34:21
definition of which are really01:34:23
used by private entrepreneurs01:34:25
in the world there are two basic ones and about everything about these01:34:28
things we will talk about at the seminar to01:34:31
Sorry for this difficult question.01:34:33
It’s impossible to get away with a short answer01:34:36
I gave him the wrong answers01:34:38
simple reason that any phrase is said01:34:41
here I will be misunderstood01:34:44
will do harm more good so but01:34:48
us for a while then I have to press01:34:52
stop broadcastingDescription:
За какими цифрами следить, чтобы понимать, в какую сторону движется компания. Принципиально разные ситуации с управлением и как это сказывается на логике контроля: Активное участие в работе компании или удаленный контроль за ее деятельностью. Бизнес, который ведется в одной отрасли или в разных областях. Бизнес, который финансирует новые разработки под единым флагом или набор отдельных проектов.
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