Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 1

everything is left to improvisation, which is very dangerous in times of solid market turbulence. Not sufficient because the company does not produce cash flows and income just because there is a system of planning and analysis. The company thrives because it is the result of a winning business idea. However, the absence of final analysis of data, severe planning and an understanding of the reasons that led to achieving results other than those set can undermine the solidity of a company, even if it is potentially successful. b) The second problem may, on the other hand, be related to the lack of understanding of the various logical steps that must, appropriately, be followed in the economic/financial planning phase. In fact, in many companies, the need for analysis, both final and preventive, is perceived, but the logical path is unclear. Planning is a jigsaw puzzle that must construct according to precise logic. Failure to follow the right approach can invalidate the planning itself. This is why, in the following chapters, we will identify, in a comprehensive but straightforward way, the sequence of operations that the implementation of a planning system requires. c) After having identified, on the one hand, the starting point of the analysis/depth analysis of the economic/financial situation and, on the other hand, the sequence of steps to be followed to build an effective and efficient planning model, it is necessary, to achieve useful information results, to have very clear in mind what the "endpoint" of the system is. In other words, it is essential to clarify, ex-ante, the natural and inevitably complex objective of the entire integrated analysis system. In this text, the goal will be to create an information "structure" that can help management understand the company's economic/financial situation, both in global and analytical terms. Anyone who reads the following chapters will easily understand the need for the system to be structured in such a way as to analyse, in all their facets, the various management segments of the company. However, there is nothing to prevent the reader from considering structuring an information system that, although integrated, is smaller in size than that provided for in the text. The particular configuration and organisation of the following paragraphs will enable everyone to identify the areas of most significant interest. Consequently, it will allow the reader, if he/she deems it appropriate, to implement an information "micro-system" that, while identifying only a part of what could be achieved, configures a set of data with its coherence and logic. 3) At the end of the process, it is necessary to understand what results the company fully has achieved in terms of final data. As will be seen in the following chapters, this phase of "understanding" the values achieved ex- post requires two distinct moments characterised by equal relevance and operational dignity: a) if we are at the end of the financial year N and, concerning this administrative period, planning (partial or total, carried out in the last weeks of the administrative period N-1) has been carried out, it is first of all necessary to make a comparison between the objectives achieved at the end of the financial year N and the targets planned for the same financial year. The comparison between what we wanted to achieve and what we performed is necessary to understand the company's health. It is evident that, without a phase of comparison with the set objectives, the analysis of the final results achieved after implementing a management control process remains incomplete. Therefore, the comparison between planned and actual data is a crucial phase in analysing company data, without which, in reality, the results achieved remain without a specific in-depth analysis of the management's fundamental ability to complete the set targets. As you will see in the following pages, the comparison, practical and useful, must be carried out in terms of synthetic corporate values and analytical data concerning individual financial reporting items. The analysis of identifiable variations between planned and actual data, therefore, requires two levels of study. First, it is necessary to consider macro-aggregates and summary quotients/flows. It is only appropriate to examine the data in terms of individual costs and revenues (this comparison is generally referred to as "analysis of variations"). Combining the two examinations (synthetic and analytical) ensures an understanding of why the actual results are equal to or different from the planned values. b) Secondly, it is essential to compare the two latest sets of final data in the company's possession. To understand the company's reality, it is "compulsory" to understand the variances created between the absolute values of the last financial year closed (financial year N) and the financial reporting data of the previous financial period. Understanding the temporal trend of the data relating to the closing of the accounts is extremely useful to give the The Implementation of an Integrated Information System in the Company: From Option to Obligation for Efficient and Effective Management 3 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) A © 2023 Global Journals