In and out, we see corporate professionals hurling statistical bulletins, to measure performance, set and analyze corporate goals with these fairly common metrics: Percentage of growth, profit margin, earnings per share, cumulative average, momentum of growth, etc.
It has been very widely known that assumptions are often placed on real-time & forecast values these figures depict for business decisions and reporting.
On the other hand, we know that certain (almost too many) measurements are often not very quantifiable: Figure(s) shown are an approximate, average or close-to rounded-up assumptions to per metric story.

The question is: "Would conventional business statistics put you at higher risk of ruining a business plan, after vital decisions were made based on business ratios?"

There may be major flaws Putting a lot of attention on numerical figures could be detrimental to your business decision.
For first and foremost reasons, inaccurate & incomplete  measurements.
For example, Hybrid Car Sales Statistics.
Performance Measurement: Hybrid Car Sales - Is it straight-forward enough? Can we assume that sales per annum is totally equivalent to sales profit acquired for that particular financial year? Also, is it true to the graph chart that dollar per gallon of gas affects only annual sales and nothing else? This performance dimension graph chart is straight-forward, globally recognized factors-ignorant and does not tell the whole story of what affects the monthly sales vs.
rising gas prices, running average vs.
dollar per gallon gas price, profit margin vs.
price fluctuations on products, etc.
Only during major reports where vital factors affecting crunching sales are outlined.
Incomplete Figures & Factors - Example Let's take for example two figures and factors.

1. Profit Margin - Lower profit margins can be offset by growth & development of a company: More major purchases, slashing prices of outdated goods, price fluctuation by commodity/non-commodity costs, etc.
   Also, lower profit margins more commonly returns higher sales volume, heightening asset turnovers.
   
2. Sales growth rate - Sales chart will only explain to how much sales has increased or declined.
   It ignores capital expenditure to achieve such sales (e.
   g.
   Marketing costs), factors affecting growth rates (e.
   g.
   Political climate, recession, etc.
   ).
   

So, would these propagated figures be shown in an isolated manner? If it's not for the internal team, what about the community receiving such message? Preparers of such documents and statistics should balance balance out figures and company objectives to a certain extent.
In order to do that, the preparer should identify  relative values of metrics analyzed (e.
g.
Growth rates) and rate of return, its profit margins and probably timeline structure.
With multiple metrics corresponding to displayed figures and factors in play, then can the viewer identify tradeins and tradeoffs made during the process of understanding - With the bottom line drawn to the table.
This enables graphs to play its role, raking all of its value while micromanagement handling these documents perform at a better rate - An expanding profile of understanding leads to better decisions.