The FP&A maturity journey requires the organisation to develop across all the facets: Leadership, Functional Skills, Business Partnership and Collaboration, Process, Data and Analytics, and Technology.
Olga Rudakova
Olga is a finance professional and data skills trainer. Olga is passionate about data insights and data visualization. With over a decade of corporate career in FMCG and Retail she was supporting various business units towards data-driven decision making.
At the Business Intelligence startup Olga has learned, what the biggest obstacles on the way to insights-driven organization are.
Currently, as a full-time trainer and consultant she helps her clients bridge the gap between data and actionable insights.
Author's Articles
Is planning a routine annual exercise or a flexible and dynamic FP&A process that drives value and supports decision-making under uncertainty? How to achieve the latter?
Unstable times are putting pressure on our planning process: we need to re-forecast more often to make timely and informed decisions, while at the same time we need to expand our forecasting horizons and look ahead. How can we achieve this?
Many organisations these days have three separate plans: a strategic plan created by executives, a finance plan created by the FP&A team and a range of detailed operational plans created by individual departments. These plans have different owners, different terminology and, more importantly, different underlying assumptions. How to overcome this by working in silos and bringing these plans together?
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