Playing the numbers really does seem to be the root of the issue - I've definitely seen occasions with too much focus on mantra-driven accountings practices (pl

Playing the numbers really does seem to be the root of the issue - I've definitely seen occasions with too much focus on mantra-driven accountings practices (playing around shuffling beans from capex to opex), rather than on what actually mattered... In one case, they wanted to just shuffle numbers between columns in Excel, and there wouldn't have been a business in a few months, as they'd have trimmed all the spend that meant there was a viable and competitive product to sell, and made the monthly outgoings higher than takings, all to make the spreadsheet look nice... Maybe business managers need to be taught more about innovation and how to get out the way and enable it as a value creator? Or maybe we need to better condense what really matters into a single college class - cutting all the bean counting and financial tricks and focusing on the useful lessons instead?