Not Numbers, but Communication is the Key: Plan and Fact in a New Approach

Not Numbers, but Communication is the Key: Plan and Fact in a New Approach

One of the essential elements of modern organisations is measurability, most often expressed in numbers, indicators and KPIs. In business, comparing “plan and fact” is a powerful tool to see where we are in achieving our goals. However, it is important to recognise that numbers in themselves are just tools – a language to support organisational communication. Numbers are not a substitute for face-to-face interactions, but they can reinforce and guide them.

In this blog, we explore how numbers and communication complement each other, why it is not enough to rely on dry data, and how this can help avoid misunderstandings, clarify responsibilities and create effective meetings.

Numbers as Communication Tools

Numbers, indicators and KPIs are a great way to simplify and clarify communication in an organisation. For example, a comparison of plan and fact can quickly show whether you are behind or over-achieving your target. This data is objective and unemotional, which is extremely useful when strategic decisions need to be made.

However, numbers cannot answer all questions. They do not explain why we have not achieved a goal, who is responsible for a given result, or how we will solve the problem. These questions can only be answered through personal communication.

The Indispensability of Personal Communication

The numbers are cold, but the people are not. In an organisation, it is the communication between people that really keeps the processes alive. A well-structured meeting, where data is just a starting point, creates an opportunity for the team to jointly interpret the results, identify challenges and determine next steps.

Effective communication in an organisation not only helps avoid misunderstandings, but also ensures that everyone is clear about their roles and responsibilities. This minimises the “not my job” attitude that is often a major cause of failed projects.

Discussions: the meeting of numbers and communication

The structure of the meetings is key to ensuring that communication between numbers and people is truly effective in supporting the goals of the organisation. The structure of meetings can be broken down into two basic parts that form the ‘backbone’ of the organisation’s operations:

1. Daily/Weekly/Monthly Management meetings
   These recurring, regular meetings ensure the stability and transparency of the organisation. Reporting, analysis of KPIs and feedback of results are the cornerstones of these meetings. They allow the team to align day-to-day operations and longer-term goals, while the numbers help to identify where intervention is needed.
2. Discrepancy-based Improvement Meetings
   These meetings are set up to resolve discrepancies and problems. Although they run in parallel with the main backbone management meetings, they are closely linked to them. The results of actions, responsibilities and new strategies identified in the improvement meetings should be fed back into the regular management meetings. This will ensure that no detail is lost and that the results of side-meetings are not overlooked.

This two-tier structure – a stable “backbone” and flexible “corrective” meetings focused on deviations – allows the organisation to be both stable and adaptable.

Balancing Subjectivity and Objectivity

It is important to understand that in organisational functioning, subjective opinions and objective data do not work against each other, but complement each other. Objective numbers provide a framework that cannot be ignored, while subjective opinions and experiences add depth and human context to the numbers. In a well-led discussion, both need to be given a place in order for decision-making to be complete and informed.

Balance: numbers and communication Hand in Hand

Numbers and communication are not substitutes for each other, but complementary. Just as a good map helps you find your way, numbers help you achieve your business goals. At the same time, a map is useless if you can’t communicate while navigating. The right balance between data and people is what enables an organisation to be truly effective.

Next time you’re browsing a plan and fact report, remember: numbers are just a language. The real value is created by communication.

How do you balance the importance of numbers and personal communication in your work? Share your experiences with us in the comments!

Attila Jezsó

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