Drew Morris, Founder & CEO
Instead of the usual boring biographical stuff (further down the
page), I wanted to say a few words about why Great Numbers! came to be, and its implications for executives and investors.
The development of our content, techniques, and tools has already
spanned more than two decades. Because I found myself pulled into this work by a belief. A belief in the power of insight to address
A Yawning Gap in Management Practice
The way most companies drive results is for senior management to set profit and
revenue-growth targets for the executives who run the company's individual businesses. Then they apply the "heat" needed to achieve them. Typically, the
executive is left to "figure it out," that is, to "do something(s)" to make the target.
But the heat creates "numbers stress," the chronic, nagging worries, "Will I make my
numbers? And what if I don't?" This numbers stress suppresses both creativity and clear thinking; not helpful in figuring it out.
And having targets that might have been challenging in the past can lead to results
that are less than all they could be (to hit the target; not go beyond). And the subconcious weighs in with, "We hit the target, so we're done, for now."
But heat-based management is the only "results process" we've had. Until now.
We call the alternative Insight-Based Management...
As you'll learn in our new book, The Upside Within Reach, just out, and in our guided upside-exploration program, it's now possible for executives to find, out of all of the actions they could take, the handful that will boost their results the most, and that they can
actually pull off.
We call these their best shots, found using new tools that provide the necessary insights.
Contrast this with trying to "figure it out," under stress, and hoping the actions they've picked will meet the target.
What Insight-Based Management brings