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

reclassification of budgets (general and operational) of the company, financial flows, intermediate income values such as margins, etc... Adopting an integrated analysis system implies a necessary correlation, both substantial and formal, between all the aforementioned tools. Each operational phase of the information system must be interconnected with the previous and the following one. The output documents of the planning must be able to "talk" with the final balance sheet and profit and loss account, the aggregations must be inter-related both formally and substantively, and finally, the micro- aggregates determined in the course of the business analysis must necessarily be able to be correlated both with the output of the planning and with the result of the final statement of values. The use of an integrated analysis system makes it possible to develop a management tool for studies, data collection and programming characterised by a substantial uniformity of vocabulary and substance. The implementation of an integrated system prevents two conceptually different data from being given the same name or, conversely, two substantially identical aggregates from having other terminological qualifications. The final analysis must form a continuum with the programming phase, just as the programming results must be closely correlated with the final output. Only by acting in this way is it possible to create a system of analysis that is truly useful to businesses. In other words, a system whose income impact in terms of costs (direct and indirect) has a reason to exist in the light of the "information and management" results achieved. This part of the work is specifically dedicated to an in-depth examination of the company's income and financial/asset situation. In a correct, exhaustive and analytical way, the condition in which the company operates when a system of analysis is implemented represents a sine qua non-condition so that the entrepreneurial management can maximise efficiency and effectiveness in both the financial and income spheres. Analysing, appropriately, the final data of the last available financial reporting or, better, carrying out an in-depth study of the previous approved financial statements (it is advisable always to carry out the analysis on at least five financial statements) is the necessary condition, even if not sufficient, for the management to make rational decisions and be fully aware of the impact that these actions will cause both financially and in terms of profitability. Knowing how to carry out a correct financial reporting analysis is often considered an "obsolete" operation, and, consequently, everything related to this information system is dangerously undervalued. Often, commercial reasons lead to creating tools that implicitly place the analysis of financial reporting as an element of secondary importance in the company's information environment. Nothing can be more deviant and dangerous. The lack of a proper analysis of final data inevitably prevents the creation of an information system that helps to improve the decision-making process of managers. Knowledge of the strengths and weaknesses of the "starting point" appears to be an indispensable element to develop all the subsequent steps (planning, control, etc.) appropriately. The analysis of financial reporting or, as has already been pointed out, of the latest financial statements (studying the trend of values is more significant than dwelling on the precise data of a single financial year) can never be considered an "outdated" or "obsolete" step or, worse still, "replaceable with more refined tools". We can study every value through various "magnifying glasses", and everyone must improve the classic tools of study. Under no circumstances can the analysis of final balance sheets be replaced by other information tools. The task of scholars is to improve the information system output of the analysis, not to identify means that would suppress it or make it practically unusable because of the superficiality with which the study is carried out. At this point, should make a further observation regarding the correct use of the tools for analysing the company's final data, summarised in financial reporting. For "didactic" reasons and the sake of clarity, the following pages will illustrate the various indicators, aggregates, flows, and intermediate values that are indispensable for "sequential" analysis of the company's income and financial/asset situation. Each helpful element for the investigation will be analysed analytically, separately from the other indicators. In each part of this work, the correlations that can identify between the various aggregates and values will be highlighted, but, for communication purposes and to make any consideration made regarding the various aggregates/indices/flows easily understandable, the explanation of the various analysis tools will have to be made individually. And this, not because we should study each element separately from the others, but only because the simultaneous systemic explanation of all the indicators would make the comprehension of the logic of construction/interpretation of the specific data extremely complex. The analytical description of each index/date/flow/aggregate individually considered serves, therefore, exclusively, to communicate, in a clear way, the meaning of the value under study. After this logical/didactic step, it will therefore be easy for anyone to understand all the connections that can identify The Implementation of an Integrated Information System in the Company: From Option to Obligation for Efficient and Effective Management 5 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) A © 2023 Global Journals