Irina Steenbeek is a data management practitioner and coach with more than 11 years of experience. She assists executive data management (DM) professionals in assessing data management's maturity and performance, implementing or optimizing data management frameworks, and developing a data lineage business case. For that, I offer a ready-for-use step-by-step methodology.
Author of " Data Lineage from Business Perspective," "The Orange Model of Data Management," "The Data Management Toolkit," and "The Data Management Cookbook," various white papers and a series of blogs on the topics of data management.
LinkedIn profile: https://www.linkedin.com/in/irina-steenbeek/
Nowadays, everyone is talking about being ‘data-driven’. What lies beneath this idea, is the wish to make the decision-making process easier and more effective. But in general, it means delivering the required data of acceptable quality to the relevant decision makers when and where they need it.
What are the FP&A concerns about being ‘data-driven’?
How far can you go with improving your FP&A practices? This article reveals relationship between three important factors for any FP&A frameworks: the quality of data, business planning and analytcal tools and techniques.
‘Let’s speak the same language’, was once said at the Amsterdam FP&A Board. Do you know what your FP&A Colleagues meant with this expression? And do you also find it challenging finding a common language within various departments of your company?
A couple of weeks ago I joined the meeting of the Amsterdam FP&A Board where we discussed the subject of the FP&A analytical transformation. In the course of the meeting the participants mentioned their current main concerns, some of which such as Data ownership, Data quality, and Business Glossary (‘Speaking the same language’). This surprised me.
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