The numbers that really help us decide

Starting with the decision

When looking at a dashboard, the question I find most useful is this: what decision should we be able to make? We may need to assess an investment, understand whether a new contract is sustainable or organize the work for the coming months. Each situation calls for different information and time horizons.

If we do not clarify the question, we risk collecting large amounts of data without developing an understanding of it. An indicator becomes meaningful when we know its definition, the period it covers and the scope of what it measures. Comparisons with the past also require care: changes in classification criteria can suggest an improvement or deterioration that actually comes from the way we measure.

Understanding the relationships

Revenue growth, taken on its own, leaves several questions open. What resources does it absorb? How do payment collection timelines change? What commitments does it create for the organization? At what margin is the work performed? Connecting this information helps us understand what growth entails.

In management control, I attach great importance to these relationships. Profitability, cash flow and operations describe different aspects of the same business. Comparing them requires consistent definitions and a discussion between those who produce the data and those who know the activities.

The quality of information also includes its limitations. Incomplete data or a forecast can be useful, provided they are recognizable as such. Making assumptions explicit allows us to update our reasoning when new evidence arrives and to understand how far a decision depends on conditions that remain uncertain.

Following through on decisions

A meeting to discuss results should end with a shared understanding of what needs attention. What issue needs further investigation? What decision can be made? Who will gather the missing information? When will we review it again?

This step gives reporting a purpose and creates continuity from one meeting to the next. It also helps prevent the same problem from being discussed for months without a clear owner or a specific action.

For me, the CFO’s contribution includes this translation: making the implications of choices clear and supporting a rigorous discussion of possibilities, resources and commitments. Numbers truly help when they enable business leaders to ask better questions, recognize constraints and take responsibility for decisions.