Robert Kugel's Analyst Perspectives | Business Performance Management (BPM) (2)

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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.</p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a></strong><br><br><br></p></div> <span id="hs_cos_wrapper_dnd_area-module-2_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_simple_menu" style="" data-hs-cos-general-type="widget" data-hs-cos-type="simple_menu"><ul></ul></span> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/90531223305/1725882478811/Ventana_Research_2023/js/mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style=" background-size:cover; background-position:50%; background-repeat:no-repeat; background-image:url(https://robertkugel.isg-one.com/hubfs/_images/_backgrounds_expertise/2024_VR_Office_of_Finance_Expertise_Image_AdobeStock_268736974_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://robertkugel.isg-one.com/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Robert Kugel's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>   <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/robert-kugel/2016/07/01/workiva-automates-composite-documents-with-wdesk">Workiva Automates Composite Documents with Wdesk</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">01 July 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_data_quality_significance_updated.png?width=200&name=vr_fcc_data_quality_significance_updated.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_data_quality_significance_updated.png?width=100&name=vr_fcc_data_quality_significance_updated.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_data_quality_significance_updated.png?width=200&name=vr_fcc_data_quality_significance_updated.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_data_quality_significance_updated.png?width=300&name=vr_fcc_data_quality_significance_updated.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_data_quality_significance_updated.png?width=400&name=vr_fcc_data_quality_significance_updated.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_data_quality_significance_updated.png?width=500&name=vr_fcc_data_quality_significance_updated.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_data_quality_significance_updated.png?width=600&name=vr_fcc_data_quality_significance_updated.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Workiva offers <u><a href="http://www.workiva.com/wdesk-platform" target="_blank">Wdesk</a></u>, a cloud-based productivity application for handling composite documents. I use the term “composite document” to refer to those in which text is created and edited collaboratively by multiple contributors and which incorporates tabular and numerical data from multiple sources in a controlled process. Composite documents often have formats defined by law, regulation or contract and must be created at periodic intervals. To comply with the requirement by the United States...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/07/01/workiva-automates-composite-documents-with-wdesk"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/mobile-technology">Mobile Technology</a>, <a href="https://robertkugel.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://robertkugel.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/composite-software">Composite Software</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/robert-kugel/2016/06/25/big-data-drives-price-and-revenue-optimization">Big Data Drives Price and Revenue Optimization</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">25 June 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_the_velocity_of_big_data_updated.png?width=200&name=vr_bigdata_the_velocity_of_big_data_updated.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_the_velocity_of_big_data_updated.png?width=100&name=vr_bigdata_the_velocity_of_big_data_updated.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_the_velocity_of_big_data_updated.png?width=200&name=vr_bigdata_the_velocity_of_big_data_updated.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_the_velocity_of_big_data_updated.png?width=300&name=vr_bigdata_the_velocity_of_big_data_updated.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_the_velocity_of_big_data_updated.png?width=400&name=vr_bigdata_the_velocity_of_big_data_updated.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_the_velocity_of_big_data_updated.png?width=500&name=vr_bigdata_the_velocity_of_big_data_updated.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_the_velocity_of_big_data_updated.png?width=600&name=vr_bigdata_the_velocity_of_big_data_updated.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Information technology enables a data-driven management style that was not feasible until powerful, affordable computers became generally available. There’s no bright line marking when this became possible; the process is ongoing. People were using financial analytics <u><a href="https://en.wikipedia.org/wiki/ENIAC" target="_blank">long before ENIAC</a></u>, the first general-purpose computer, appeared, but the metrics available were not especially timely, broadly applicable to day-to-day situations or comprehensive enough to inform most management decision-making....</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/06/25/big-data-drives-price-and-revenue-optimization"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/robert-kugel/2016/06/18/sap-faces-challenges-with-customer-assurance-and-digital-boardroom">SAP Faces Challenges with Customer Assurance and Digital Boardroom</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">18 June 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=200&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=100&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=200&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=300&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=400&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=500&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=600&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>There were two noteworthy themes in SAP CEO Bill McDermott’s keynote at this year’s Sapphire conference. One was customer assurance; that is, placing greater emphasis on making the implementation of even complex business software more predictable and less of an effort. This theme reflects the maturing of the enterprise applications business as it transitions from producing highly customized software to providing configurable, off-the-rack purchases. Implementing ERP will never be simple, as <u><a href="https://robertkugel.ventanaresearch.com/2014/06/09/sap-sets-course-for-simple-erp/" target="_blank">I...</a></u></p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/06/18/sap-faces-challenges-with-customer-assurance-and-digital-boardroom"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/sap">SAP</a>, <a href="https://robertkugel.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/robert-kugel/2016/06/15/accelerating-the-close-can-fix-other-problems">Accelerating the Close Can Fix Other Problems</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">15 June 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png?width=200&name=vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png?width=100&name=vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png?width=200&name=vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png?width=300&name=vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png?width=400&name=vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png?width=500&name=vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png?width=600&name=vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>In <u><a href="//www.ventanaresearch.com/OfficeOfFinance/" target="_blank">our Office of Finance benchmark research</a></u> 60 percent of participants said it takes their companies six or more business days to complete their quarterly close; that exceeds the best practice benchmark of five days. Consultants, academics and vendors have stressed the importance of shortening the close for almost a quarter of a century. The main reason for doing so is to provide executives and managers with timely information about the company’s performance. Yet our research shows that it’s...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/06/15/accelerating-the-close-can-fix-other-problems"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/robert-kugel/2016/05/27/planning-is-necessary-for-revenue-recognition-under-asc-606-and-ifrs-15">Planning Is Necessary for Revenue Recognition Under ASC 606 and IFRS 15</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">27 May 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png?width=200&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png?width=100&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png?width=200&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png?width=300&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png?width=400&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png?width=500&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png?width=600&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>New rules governing revenue recognition for contracts will go into effect for most companies in 2018. The Financial Accounting Standards Board (FASB), which administers Generally Accepted Accounting Principles in the U.S. (US-GAAP) has issued ASC 606, and the International Accounting Standards Board (IASB), which administers International Financial Reporting Standards (IFRS) used in most other countries, has issued IFRS 15. The two are very similar and will enforce fundamental changes in this...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/05/27/planning-is-necessary-for-revenue-recognition-under-asc-606-and-ifrs-15"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/robert-kugel/2016/05/23/infor-pursues-innovation-for-business-applications">Infor Pursues Innovation for Business Applications</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">23 May 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-5.png?width=200&name=vr_office_of_finance_01_erp_replacement-5.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-5.png?width=100&name=vr_office_of_finance_01_erp_replacement-5.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-5.png?width=200&name=vr_office_of_finance_01_erp_replacement-5.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-5.png?width=300&name=vr_office_of_finance_01_erp_replacement-5.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-5.png?width=400&name=vr_office_of_finance_01_erp_replacement-5.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-5.png?width=500&name=vr_office_of_finance_01_erp_replacement-5.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-5.png?width=600&name=vr_office_of_finance_01_erp_replacement-5.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Infor recently held its annual Innovation Summit at its New York City headquarters. The company has shown leadership and creativity in business applications on two fronts: focusing its development efforts on enhancing the user experience and collaboration and building an application architecture that will deliver a rich set of functionality for ERP, financial management, CRM and HRMS and business analytics in a multitenant cloud environment. All of these advances were necessary to remake a...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/05/23/infor-pursues-innovation-for-business-applications"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/mobile-technology">Mobile Technology</a>, <a href="https://robertkugel.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-one.com/topic/accounting-analytics-erp-eam-crm-hcm-innovation-cl">accounting, analytics, ERP, EAM, CRM, HCM, innovat</a>, <a href="https://robertkugel.isg-one.com/topic/human-capital-2">Human Capital</a>, <a href="https://robertkugel.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/robert-kugel/2016/04/23/sap-releases-transformative-universal-journal">SAP Releases Transformative Universal Journal</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">23 April 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role1.png?width=200&name=vr_office_of_finance_05_finance_should_take_strategic_role1.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role1.png?width=100&name=vr_office_of_finance_05_finance_should_take_strategic_role1.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role1.png?width=200&name=vr_office_of_finance_05_finance_should_take_strategic_role1.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role1.png?width=300&name=vr_office_of_finance_05_finance_should_take_strategic_role1.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role1.png?width=400&name=vr_office_of_finance_05_finance_should_take_strategic_role1.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role1.png?width=500&name=vr_office_of_finance_05_finance_should_take_strategic_role1.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role1.png?width=600&name=vr_office_of_finance_05_finance_should_take_strategic_role1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>I recently attended the SAPinsider Financials 2016 conference, a regular event that focuses on the interests and practical needs of people in the finance function of corporations. In several sessions SAP presenters continued to stress its theme of “Simple Finance” as well as making the wry observation that in finance, simple is hard to achieve. To support its theme, the company highlighted ongoing refinement and enrichment of its S/4HANA Finance offering.</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/04/23/sap-releases-transformative-universal-journal"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/robert-kugel/2016/03/25/exploiting-cryptic-data-for-securities-analysis">Exploiting Cryptic Data for Securities Analysis</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">25 March 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data.png?width=200&name=vr_ng_finance_analytics_17_accessibility_of_external_data.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data.png?width=100&name=vr_ng_finance_analytics_17_accessibility_of_external_data.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data.png?width=200&name=vr_ng_finance_analytics_17_accessibility_of_external_data.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data.png?width=300&name=vr_ng_finance_analytics_17_accessibility_of_external_data.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data.png?width=400&name=vr_ng_finance_analytics_17_accessibility_of_external_data.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data.png?width=500&name=vr_ng_finance_analytics_17_accessibility_of_external_data.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data.png?width=600&name=vr_ng_finance_analytics_17_accessibility_of_external_data.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>I coined the term <u><a href="//robertkugel.ventanaresearch.com/2016/02/19/cryptic-data-challenges-and-rewards-in-finding-and-using-it/" target="_blank">“cryptic data”</a></u> to mean information that isn’t easy to find or access by people who could make use of it. In one instance, cryptic data offers professional investors – portfolio managers and securities analysts – a source of proprietary information that can improve their ability to pick stocks and achieve superior performance relative to their benchmarks. Automation through technology now makes collecting cryptic data substantially more efficient than manual methods and thus...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/03/25/exploiting-cryptic-data-for-securities-analysis"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/robert-kugel/2016/03/18/financialforce-springs-forward-with-latest-release">FinancialForce Springs Forward with Latest Release</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">18 March 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_21_information_access_in_erp.png?width=200&name=vr_office_of_finance_21_information_access_in_erp.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_21_information_access_in_erp.png?width=100&name=vr_office_of_finance_21_information_access_in_erp.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_21_information_access_in_erp.png?width=200&name=vr_office_of_finance_21_information_access_in_erp.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_21_information_access_in_erp.png?width=300&name=vr_office_of_finance_21_information_access_in_erp.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_21_information_access_in_erp.png?width=400&name=vr_office_of_finance_21_information_access_in_erp.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_21_information_access_in_erp.png?width=500&name=vr_office_of_finance_21_information_access_in_erp.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_21_information_access_in_erp.png?width=600&name=vr_office_of_finance_21_information_access_in_erp.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The evolutionary pace of technologies that shape the design of ERP systems has been accelerating over the last couple of years. In addition to cloud computing there is the increasing availability of analytics and reporting integrated into transaction processing systems, which <u><a href="//robertkugel.ventanaresearch.com/2015/12/21/erp-and-financial-performance-management-begin-to-overlap/" target="_blank">I have noted</a></u>; support for mobile users; in-context collaboration; and more intuitive user interface (UI) design. Each of these features enhances productivity and the usefulness of ERP software in managing a business. The...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/03/18/financialforce-springs-forward-with-latest-release"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/human-capital-2">Human Capital</a>, <a href="https://robertkugel.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/robert-kugel/2016/03/10/centages-budget-maestro-enables-more-effective-budgeting-and-planning">Centage’s Budget Maestro Enables More Effective Budgeting and Planning</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">10 March 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png?width=200&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png?width=100&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png?width=200&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png?width=300&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png?width=400&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png?width=500&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png?width=600&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-5.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Financial planning and analysis (FP&A) is one of the core functions of any finance department. Preparing a budget, measuring performance to financial objectives and forecasting the company’s financial position are three of the main tasks for the FP&A organization within Finance. A key challenge for today’s FP&A organization is increasing the business value and relevance of budgeting and planning. To do so, FP&A must transform the processes from a static, rear-view mirror approach to a...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/03/10/centages-budget-maestro-enables-more-effective-budgeting-and-planning"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); } }; // Category filters $('.all').click( function() { checkClass(); }); // Active tag $('.bttn').click(function(){ $('.bttn').removeClass('active'); 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=300&name=ISG_Bug_Reverse_Transparent.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">ISG Software Research</h5> </a> </div> </div>  </div> <div id="hs_cos_wrapper_module_1552944263900179" class="hs_cos_wrapper 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style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/10">October 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/09">September 2022 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/08">August 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/07">July 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/06">June 2022 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/05">May 2022 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/04">April 2022 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/03">March 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/02">February 2022 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/01">January 2022 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/12">December 2021 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/11">November 2021 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/10">October 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/09">September 2021 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/08">August 2021 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/06">June 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/05">May 2021 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/04">April 2021 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/03">March 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/02">February 2021 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/12">December 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/11">November 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/10">October 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/09">September 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/08">August 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/07">July 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/06">June 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/05">May 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/04">April 2020 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/03">March 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/02">February 2020 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/01">January 2020 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/12">December 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/11">November 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/10">October 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/09">September 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/08">August 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/05">May 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/04">April 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/03">March 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/02">February 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/01">January 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/12">December 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/11">November 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/10">October 2018 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/09">September 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/08">August 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/07">July 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/05">May 2018 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/04">April 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/03">March 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/02">February 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/12">December 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/11">November 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/10">October 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/09">September 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/08">August 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/07">July 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/06">June 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/05">May 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/04">April 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/03">March 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/02">February 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/01">January 2017 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/12">December 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/11">November 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/10">October 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/09">September 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/08">August 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/07">July 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/06">June 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/05">May 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/04">April 2016 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/03">March 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/02">February 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/12">December 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/11">November 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/10">October 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/09">September 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/08">August 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/07">July 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/06">June 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/05">May 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/04">April 2015 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/03">March 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/02">February 2015 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/01">January 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/12">December 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/11">November 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/10">October 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/09">September 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/08">August 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/07">July 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/06">June 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/05">May 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/04">April 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/03">March 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/02">February 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/01">January 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/12">December 2013 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/11">November 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/10">October 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/09">September 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/08">August 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/07">July 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/06">June 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/05">May 2013 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/04">April 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/03">March 2013 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/02">February 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/01">January 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/12">December 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/11">November 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/10">October 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/09">September 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/08">August 2012 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/07">July 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/06">June 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/05">May 2012 <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/04">April 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/03">March 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/02">February 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/01">January 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/12">December 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/11">November 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/10">October 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/09">September 2011 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/07">July 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/06">June 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/05">May 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/04">April 2011 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/03">March 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/02">February 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/01">January 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/12">December 2010 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/11">November 2010 <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/06">June 2010 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <span id="hs_cos_wrapper_post_filter" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_post_filter" style="" 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class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/computing">computing <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/concur">Concur <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/connectwise">ConnectWise <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/connotate">Connotate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidate-and-close-management">Consolidate and Close Management <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidate-close-report">Consolidate/Close/Report <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidating">consolidating <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consulting">Consulting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contact-center">Contact Center <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/container">container <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/content-management">Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contingency">contingency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contingency-planning">contingency planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-accounting">Continuous Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-improvement">continuous improvement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-payroll">Continuous Payroll <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain-erp">Continuous Supply Chain & ERP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contract">contract <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contract-management">contract management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/control">control <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controller">Controller <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controller-2">controller <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controls">controls <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/conversational-computing">Conversational Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/coo">COO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/corporate-finance">Corporate Finance <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/corporate-governance">Corporate Governance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cost-management">Cost Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/costing">costing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cpq">CPQ <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/credit">credit <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crisis">crisis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crm">CRM <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crm-customer-service">CRM customer service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cro">CRO <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cryptic">cryptic <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/currency">currency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer">Customer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-analytics">Customer Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-engagement">Customer Engagement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-experience-management">Customer Experience Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-life-cycle">customer life cycle <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM) <span class="filter-link-count" dir="ltr">(87)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-service">Customer Service <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dashboard">dashboard <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dashboards">Dashboards <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data">Data <span class="filter-link-count" dir="ltr">(39)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-governance">Data Governance <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-integration">Data Integration <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-lake">Data Lake <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-management">Data Management <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-operations">data operations <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-preparation">Data Preparation <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-warehousing">Data Warehousing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/database">Database <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/datawatch">Datawatch <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/debt">debt <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/decision">decision <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/decision-hub">Decision Hub <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-chain">Demand Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-management">demand management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-planning">Demand Planning <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/design">design <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/development">development <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-applications">Digital Applications <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-business">Digital Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance <span class="filter-link-count" dir="ltr">(108)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-technology">Digital Technology <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-transformation">Digital transformation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/distribution">distribution <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/document-management">Document Management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dodd-frank">Dodd-Frank <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dreamforce">Dreamforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/driver-based">driver-based <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/driver-based-planning">driver-based planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics">Dynamics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-ax">Dynamics AX <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-gp">Dynamics GP <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/e-discovery">e-discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/edi">EDI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ediscovery">eDiscovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/effectiveness">effectiveness <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/embedded-analytics">embedded analytics <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/end-to-end">end-to-end <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-content-management">Enterprise Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-profitability-management">enterprise profitability management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning <span class="filter-link-count" dir="ltr">(42)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-risk-management">enterprise risk management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-software">Enterprise Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-spreadsheet">enterprise spreadsheet <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-tax">Enterprise Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/environment-management">Environment Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/environmental">Environmental <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/epicor">Epicor <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/epiphany">Epiphany <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/equity-research">equity research <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erm">ERM <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erp">ERP <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting <span class="filter-link-count" dir="ltr">(145)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/error">error <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/esg">ESG <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/essbase">Essbase <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/excel">Excel 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class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fasb">FASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fast-close">Fast close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fei">FEI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ferf-ceo">FERF CEO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance">finance <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-analytics">Finance Analytics <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-cloud">finance cloud <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-transformation">finance transformation <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial">financial <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-analytics">financial analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-applications">Financial Applications <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-close">Financial Close <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-consolidation-and-close-management">Financial Consolidation and Close Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-governance">Financial Governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-management">Financial Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-model">financial model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance">Financial Performance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-2">financial performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management <span class="filter-link-count" dir="ltr">(224)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM) <span class="filter-link-count" dir="ltr">(287)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-planning">financial planning <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-regulation">financial regulation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-reporting">financial reporting <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-risk-management">financial risk management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-services">Financial Services <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-software">financial software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-standards">financial standards <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-statement">financial statement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-systems">financial systems <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financialforce">FinancialForce <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financialforce-com">FinancialForce.com <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financials">financials <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fms">FMS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/forecast">Forecast <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/forecasting">forecasting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fpa">FP&A <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fpm">FPM <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fraud">Fraud <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fusion-applications">Fusion Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/gaap">GAAP <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/generative-ai">Generative AI <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance">Governance <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance-risk-and-compliance">Governance Risk and Compliance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC) <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/grc">GRC <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/grc-governance-risk-compliance-risk-management-wat">GRC, governance, risk, compliance, risk management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/green">Green <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/gui">GUI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hana">HANA <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hcm">HCM <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hewlett-packard">Hewlett Packard <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hospitality">Hospitality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/host-analytics">Host Analytics <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hr">HR <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hrms">HRMS <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital-2">Human Capital <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital">Human Capital <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management <span class="filter-link-count" dir="ltr">(45)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hyperion">Hyperion <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/iasb">IASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm">IBM <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm-business-analytics">IBM Business Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm-regulatory-compliance-analytics">IBM Regulatory Compliance Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibp">IBP <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ifrs">IFRS <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ifrs16">IFRS16 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/in-memory">In-memory <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/in-memory-computing">In-Memory Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/infor">Infor <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/informatica">Informatica <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information">Information <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-applications-ia">Information Applications (IA) <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-management">Information Management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-management-im">Information Management (IM) <span class="filter-link-count" dir="ltr">(50)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-technology">Information Technology <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/innovation-awards">Innovation Awards <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intacct">Intacct <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/integrated-business-planning">Integrated Business Planning <span class="filter-link-count" dir="ltr">(38)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-cx">Intelligent CX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-marketing">intelligent marketing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-sales">intelligent sales <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intercompany-financial-management">Intercompany Financial Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/internal-audit">Internal Audit <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/international-finance">International Finance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/international-tax">international tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/inventory-optimization">Inventory Optimization <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it">IT <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-controls">IT controls <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-cost">IT cost <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-governance">IT governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-performance-management-itpm">IT Performance Management (ITPM) <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-risk-management">IT Risk Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jd-edwards">JD Edwards <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jda-software">JDA Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jonova">Jonova <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kapow">Kapow <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kenandy">Kenandy <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kinaxis">Kinaxis <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kofax">Kofax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kri">KRI <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kyriba-financial-performance-management">Kyriba Financial Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lan">LAN <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lawson">Lawson <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lawson-software">Lawson Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/learning-management">Learning Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-accounting">Lease Accounting <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-and-tax-accounting">lease and tax accounting <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-management">Lease Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/leasing">leasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/legacy-systems">legacy systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/legal">legal <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/local-ly">Local.ly <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/longview">LongView <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/machine-learning">Machine Learning <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/management">Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/manufacturing">Manufacturing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/marketing">Marketing <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/marketing-performance-management">Marketing Performance Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/marketing-planning">Marketing Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/master-data-management">Master Data Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/maxager">Maxager <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/maximo">Maximo <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/meg-whitman">Meg Whitman <span 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href="https://robertkugel.isg-one.com/topic/mro">MRO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/natural-language-processing">natural language processing <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/navetti">Navetti <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/netsuite">NetSuite <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/netsuite-openai">NetSuite OpenAi <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/nomis-solutions">Nomis Solutions <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance <span class="filter-link-count" dir="ltr">(433)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/open-source-software">Open Source Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/open-world">Open World <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/openpages">OpenPages <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/openworld">OpenWorld <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/operational-data-platforms">operational data platforms <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li 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href="https://robertkugel.isg-one.com/topic/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(54)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/perillon">Perillon <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planmill">PlanMill <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planning">Planning <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planview">Planview <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/plex">Plex <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a 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src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Workiva Automates Composite Documents with Wdesk", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/07/01/workiva-automates-composite-documents-with-wdesk", "datePublished": "01/07/2016", "dateModified": "01/07/2016", "articleBody": "Workiva offers Wdesk, a cloud-based productivity application for handling composite documents. I use the term “composite document” to refer to those in which text is created and edited collaboratively by multiple contributors and which incorporates tabular and numerical data from multiple sources in a controlled process. Composite documents often have formats defined by law, regulation or contract and must be created at periodic intervals. To comply with the requirement by the United States Securities and Exchange Commission (SEC) that companies “tag” their financial filings using eXtensible Business Reporting Language (XBRL), many companies acquired software to automate the creation and tagging of these composite documents. Workiva began as WebFilings and initially offered software to streamline the SEC document submission process. In 2013 it released Wdesk to address the larger market for composite document creation. The software has uses beyond SEC filings. They include a variety of documents or presentations for external or internal purposes that corporations routinely produce, including board presentations, management reports, audit management, disclosure documents and other regulatory or compliance filings. Using such software, companies (and especially finance departments) can cut preparation time, complete documents sooner and substantially reduce errors in them. Software products for handling composite documents like Wdesk have capabilities similar to those of document management applications except that they are designed to be easily used by business people with limited or no involvement by technical specialists and at much lower cost of ownership. This is especially true for cloud-based software. As is the case in using document management software, the text portion of the composite document is produced and reviewed by many people in multiple departments for various purposes in a defined workflow that includes approvals. To facilitate reviews, Wdesk enables approvers to read, comment on and accept a document or any component of it on a mobile device. In the process of creating the document multiple versions are created and the software ensures that people work only with the current version. Permissions for creating, editing and approving the document can be granular (such as limited to a specific paragraph or table or even a single data point). Especially for internal documents (such as Sarbanes-Oxley Act attestations) Wdesk can connect substantiating documents directly to specific parts of a document. The sections and basic form of a composite document may be highly structured, in which case the software automatically maintains this structure and all formatting. The format includes the order of the sections, the section headings, specific wording in boilerplate sections, paragraph styles and even the typeface, to name the most common requirements. If the document is a periodic filing, it must be consistent from one period to the next, keeping the format and structure of each individual section exactly the same. Wdesk also ensures that text and numbers that are reused across multiple documents and presentations are consistent. In addition to consistency, another major advantage of using Wdesk to automate the document creation process is that it can significantly reduce the incidence of errors while reducing the time devoted to checking the document for them. For example, numbers referenced in the commentary must agree with those in the tables. These numbers often change over the course of the drafting period, sometimes frequently and on occasion late in the process when deadlines are short. A composite document application will always contain the most accurate and up-to-date numbers. This is important because in our benchmark research on the financial close research three out of five participants said that the consistency and quality of data in company reports is a significant or very significant problem. As the numbers (such as financial and operational results) referenced in a table change, the numbers in the narrative associated with those numbers, as well as any associated percentage, change citations. For example, in the statement “advertising expense was $X, up Y%,” the numbers X and Y will always be in agreement with each other and any table containing them. Automation can also help because some types of regulatory documents and filings have particular requirements that must be enforced. For example, when financial data is presented in a shortened form (in thousands or millions of currency units, for example), the rounding often must adhere to a specific convention. Using a software application designed to automate and support the process of creating filing documents can reduce the amount of time and effort necessary to produce the final result. It does so by establishing a repository of record for the text and data, automating the compilation of the document including the tabular data and individual text sections, using workflow to manage the process, and applying controls and audit features. Using such software enables corporations to achieve substantially greater efficiency as well as tighter and more consistent control over this process. Process management capabilities can cut the administrative workload for people who “own” the filing document and reduce the possibility of delayed handoffs and missed deadlines. Document management features enable administrators to track the progress of the individual components, automate reminders to individuals as deadlines approach and generate alerts if they miss start or completion times. In contrast, when regulatory filings and similar composite documents are assembled using personal productivity software and orchestrated through email attachments and notifications, the process needlessly occupies the time and attention of highly trained, well-compensated people who have to spend hours performing dull, repetitive tasks that require their skills. Automation on the other hand leaves only the essential work to be done, allowing expert individuals to focus only on that and have more time to concentrate on their real jobs. Using software to automate and control the creation of composite documents for external or internal users can substantially cut the risks of errors and missed deadlines. This software can be used broadly to address multiple regulatory and legal requirements in the finance, legal, internal audit and other departments. I recommend that companies – especially their finance and legal departments – that create composite documents automate their production and investigate whether Wdesk will address their requirements. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_fcc_data_quality_significance_updated.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Big Data Drives Price and Revenue Optimization", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/06/25/big-data-drives-price-and-revenue-optimization", "datePublished": "25/06/2016", "dateModified": "25/06/2016", "articleBody": "Information technology enables a data-driven management style that was not feasible until powerful, affordable computers became generally available. There’s no bright line marking when this became possible; the process is ongoing. People were using financial analytics long before ENIAC, the first general-purpose computer, appeared, but the metrics available were not especially timely, broadly applicable to day-to-day situations or comprehensive enough to inform most management decision-making. Even today, there are many areas of business management where companies continue to operate much as they have in the past. One of those is pricing. Pricing strategies are important because they can have a disproportionate impact (positive and negative) on a company’s bottom line. Managing prices has always been an activity of keen interest, but it has become even more so over the past decade as a result of the constrained pricing environment. In particular the importance of linking pricing to demand has increased. As its name suggests, demand-based pricing is a method that uses the buyer’s demand, based on an estimate of the perceived value of goods or services to the buyer, as the central element in setting an optimal price. Optimal in the sense that it best supports a company’s product and sales strategies; one may wish to be a high-volume, low-price leader while another aims to sell a premium-priced product or service to a specific market segment. Price and revenue optimization (PRO) is a business discipline used to effect demand-based pricing; it applies market segmentation techniques to achieve strategic objectives such as increased profitability or greater market share. PRO first came into wide use in the airline and hospitality industries in the 1980s as a way of maximizing returns from less flexible travelers (such as people on business trips) while minimizing the unsold inventory by selling incremental seats on flights or hotel room nights at discounted prices to more discretionary buyers (typically vacationers). Today, it is a well-developed part of any business strategy in the travel industry and increasingly used in others. One reason why transportation and hospitality were early adopters of PRO is that these businesses had access to large data sets on which to base their pricing models and pricing decisions as well as a strong motivation to utilize this technique. (In the case of the major airlines it was the need to be able to offer a limited supply of budget fares to compete with low-cost carriers.) The application of analytics to pricing has spread since the 1980s as other industries have accumulated large-enough data sets to analyze and acquired the computing power and tools to analyze them. Our benchmark research on big data shows that three-fourths of companies are addressing more than 10 gigabytes of data per day and 10 percent are already dealing with a terabyte or more. They need to sift through large data sets to collect buyer behavior characteristics that will enable them to quantify how best to present the offer to each type of prospective customer. The methodology used in presenting an offer varies by industry because of limitations in the data available to a particular type of business. For example, Web-based consumer businesses attempt to gauge a buyer’s price elasticity based on readily observable demographic characteristics. (One example would be charging Apple computer owners more on the theory that they were able or willing to pay more.) Financial services companies have access to large and rich data sets that provide insight into customer behavior on which to build their price elasticity models. In bricks-and-mortar retailing, buyers are anonymous, so markdown management software must utilize actual sales and inventory data (by definition, things that aren’t selling according to plan are overpriced) and other characteristics (store location and weather, for example) to adjust prices in response to actual demand. In business-to-business selling, disaggregating features and services and then tailoring a mix of these features and services at a range of prices for each is a common approach to optimizing results. Initially some companies built their own models, but adoption of price and revenue optimization has grown as commercial software has become available. These applications apply complex analytical models and business process management. While software is the key to enabling optimization, success also demands changes in management practices. Frequently the guidance provided by a model runs counter to established practices. For example, in the case of seasonal items in retailing, a couple of small, early price reductions generates more revenue and lower markdown costs than a big percentage cut later to clear unsold merchandise. Financial services companies can charge some of their best customers more because doing so doesn’t have a negative impact on their behavior. Because a data-driven approach to pricing often goes against the grain of “what everyone knows” and may have a negative impact on some roles or functions in a business, change management is necessary to make the adoption of price and revenue optimization a success. I’ve identified six components that corporations must consider and manage well to be effective in using PRO: strategy, external factors, people, process, information and technology (software). Here are some thoughts on each of them. Above all, companies must have a realistic pricing strategy that is closely aligned with their capabilities, product strategy and competitive position. In a scale-driven business, for instance, it probably doesn’t make sense for a small player to try to be the low-cost provider. Instead, pricing software enables these companies to find ways to maximize pricing in a price-conscious market by designing offerings with valued features and services that add to their margin. Pricing strategy and execution must take into account external factors. In particular, different cultures and businesses often have their own attitudes toward fixed and negotiated pricing. In some cases, especially in consumer markets where fixed prices have been the norm, people may consider price optimization unfair. Companies that try to implement a PRO strategy must realize that they may encounter resistance and be careful in how their marketing and communications position their approach to pricing. That noted, despite some annoyance, people have grown accustomed to highly variable pricing by airlines and hotels. Also, there may be legal and regulatory issues that impinge on a company’s pricing flexibility. As to the people dimension, management needs to ensure that the internal groups involved in pricing are behind the effort. It’s extremely important to align incentives (especially sales compensation) with the price optimization objectives. In many cases, ongoing training will be necessary to continually refine techniques and deal with issues that arise. For some organizations, a “center of pricing excellence” may be a useful way to build on its experience and entrench a culture of price optimization. Exactly how this is handled depends on whether the company has a centralized or decentralized structure to manage pricing. People and process meet in the ongoing evaluation of price-setting practices by a cross-functional team that incorporates all stakeholders. Initially these people will meet frequently (at least once a month), but it may require only quarterly review as PRO matures. There also must be a well-defined price analytics review process to ensure the methodologies the company is using are sound. Easy, rapid access to the data needed to support the use of pricing algorithms is a prerequisite for successful implementation of a pricing strategy. Such data feeds the analytics and facilitates rapid pricing-decision cycles. Our research consistently shows that access to the appropriate data is an issue for a majority of companies and that this issue grows in proportion to the company’s size. Lastly, the company must acquire the right software, implement it properly and tailor it to its needs; it also should be easy to deploy, use and maintain. When it comes to pricing, there can be subtle differences in the needs of particular types of business; prospective buyers should focus on vendors that have strong references in their specific industry. I recommend that all companies investigate how they can use price and revenue optimization in their business. There are plenty of data and capable analytical tools to help them achieve greater revenue, larger margins or both. Especially in slow growth economies this can be a winning strategy. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter @rdkugelVR and Connect with me on LinkedIn. www.linkedin.com/in/robertkugel", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_bigdata_the_velocity_of_big_data_updated.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "SAP Faces Challenges with Customer Assurance and Digital Boardroom", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/06/18/sap-faces-challenges-with-customer-assurance-and-digital-boardroom", "datePublished": "18/06/2016", "dateModified": "18/06/2016", "articleBody": "There were two noteworthy themes in SAP CEO Bill McDermott’s keynote at this year’s Sapphire conference. One was customer assurance; that is, placing greater emphasis on making the implementation of even complex business software more predictable and less of an effort. This theme reflects the maturing of the enterprise applications business as it transitions from producing highly customized software to providing configurable, off-the-rack purchases. Implementing ERP will never be simple, as I have noted, but as companies increasingly adopt multitenant software as a service (SaaS), vendors will need to make their implementations as repeatable as possible and enable flexible configuration of parameters and processes that substantially reduce the billable hours required to complete a deployment. “Customer assurance” is an important stake in the ground, but it will be an empty concept unless there is complete overhaul of the entire value chain to take it beyond good intentions. Otherwise, customer assurance will be an ongoing rearguard action to overcome technology-driven challenges and disincentives for improvement. Business applications must be re-engineered to facilitate implementation, substantially reduce the likelihood of implementation errors and facilitate subsequent changes to adapt to changing business conditions. Moreover, software vendors’ partners will need to demonstrate that they can reliably cut a substantial number of billable hours per implementation engagement. This will require partners to restructure their business models. Neither of these changes will be easy to accomplish. To its credit SAP has set a course for increasing the simplicity of using its core ERP and financial management software. Getting there soon would greatly enhance its ability to retain if not gain customers in these mature markets. McDermott’s second notable touch point was the “digital boardroom,” a wall-size set of monitors displaying a broad array of current company data (including some in real time) in easy-to-understand visualizations and in alphanumeric format. The digital boardroom demonstration contained not just the standard set of drill-down and drill-around capabilities but also the ability to work interactively with data to do what-if scenario planning and analysis. While some might view it as only eye candy, the immediacy of the data and the ability explore potential outcomes based on different conditions or actions would represent a substantial breakthrough in the use of data and analytics by senior executives. The idea behind the digital boardroom is sound: Boards of directors, executives and management need up-to-date information to help them understand the current state of the business, its opportunities and challenges. However, in our benchmark research on the Office of Finance fewer than one-third of companies said that the information they receive is timely. In the past, somewhat timely information might have been the best one could expect but no longer. Analyses and plans based on out-of-date information may not be actionable. However, the business value of the digital boardroom will be an empty promise unless companies address the root causes of the timeliness issue. They include scattered information, a heavy dependence on desktop spreadsheets for aggregating and analyzing data, and limited penetration of advanced analytics. Our research also shows that fewer than half of finance departments use relatively straightforward analytic techniques such as product and customer profitability, only 22 percent employ economic and market data and trends in their analysis, and just 12 percent use predictive analytics. SAP’s existing and planned software can help address these shortcomings, but it cannot overcome the data management issues that prevent companies from having timely information or the lack of analytical skills and training that also hamper a company’s ability to present incisive, action-oriented analyses and prescriptive models in a digital boardroom. One of SAP’s objectives in demonstrating the digital boardroom is to make senior executives aware of what’s possible. Ideally this would be a potent source of “demand pull” – directives from the top to enhance a company’s systems and modeling capabilities by addressing data, training, process and systems requirements. SAP’s enterprise software generally and its Universal Journal in particular can begin to address the technology and some of the data issues. But experience makes me reluctant to assume the best. It seems likely that for the time being the numbers and analyses that wind up being displayed in a digital boardroom will be created using the same crude, time-consuming methods. Our next-generation finance analytics research finds that two-thirds (68%) of individuals spend the greatest amount of their time on data-related tasks in preparing for analysis while only 28 percent are able to focus on the analysis itself. One can hope that data environments will improve and that users will switch to dedicated analytic software from desktop spreadsheets, but applications vendors should focus on adapting to shoddy IT environments rather than hoping that customers will change their behavior. SAP also will need to ensure that the full range of its analytics and business intelligence software is readily integrated with the digital boardroom. Doing this must include its newly acquired technology from Roambi, which provides mobile support for smartphones and tablets. The ERP and financial management software categories are currently in a process of transformation, as I have written, one that will be as sweeping as the shift to client/server applications in the 1990s. The trend to cloud-based multitenant architectures gets the most attention, but real-time information availability, a more productive and pleasant user experience, improved in-context collaboration and a lower total lifetime cost of ownership will be key factors in determining winners and losers. Aware that they are vulnerable to disruption, established vendors – including SAP – have been adapting. Statements of direction are useful for communicating with customers and the market generally. However, SAP needs to accelerate its pace of development to arrive at the transformed state it promises if it is to remain competitive. Regards, Robert Kugel Senior Vice President Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Accelerating the Close Can Fix Other Problems", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/06/15/accelerating-the-close-can-fix-other-problems", "datePublished": "15/06/2016", "dateModified": "15/06/2016", "articleBody": "In our Office of Finance benchmark research 60 percent of participants said it takes their companies six or more business days to complete their quarterly close; that exceeds the best practice benchmark of five days. Consultants, academics and vendors have stressed the importance of shortening the close for almost a quarter of a century. The main reason for doing so is to provide executives and managers with timely information about the company’s performance. Yet our research shows that it’s taking longer for companies to complete their close than it did a decade ago: On average they now finish the monthly process in 6.8 days, compared to 6.5 days, and complete the quarterly close in 8.0 days vs. 7.5 days. The research suggests that the main reason for this increase is that companies use outdated manual close processes, which often are poorly executed and rely heavily on spreadsheets. For companies that take more than a week to close their books, shortening the close represents an opportunity to improve how well they handle all finance and accounting processes. That’s because the close is a useful benchmark of the overall effectiveness of a finance organization. Here’s why: Imagine two companies that on paper are nearly identical – they are about the same size, compete in the same industry, operate in the same geographies, and have the same ownership structure, the same number of ERP systems and the same degree of centralization of the accounting function. One closes in three business days; the other in eight. In theory, having nearly identical requirements, resources and constraints, the two should close within about the same interval. In the one that takes longer, however, there is likely some combination of overly manual processes that are poorly executed, inadequate financial management systems and heavy use of desktop spreadsheets to compensate for these inadequacies. It also may be a measure of executive complacency or an unwillingness to tackle the issues. Addressing the root causes of any of them will not only help accelerate the close but also, because the root causes likely have a negative impact on other departmental processes, probably will improve overall departmental performance. For example, consider the ill-advised use of desktop spreadsheets in departmental processes, which is a common cause of poor performance of the close. Our research correlates the degree to which companies use spreadsheets in the close with how long it takes a company to complete the process. Those that are substantial users on average take 7.7 days, more than one day longer than those that limit their use (6.5 days) and more than two days longer than those that rarely use them (5.5 days). One reason for this disparity is that spreadsheets are inherently error-prone, and thus the work product from spreadsheets must be checked and validated, which is a time-consuming process. The use of spreadsheets in recurring corporate processes may be the immediate cause of a slower than necessary close, but their use often is the result of bigger issues that should be addressed. For example, heavy use of spreadsheets may stem from poorly structured IT systems. There might be duplicate data sources that must be reconciled or calculations, which could be done automatically in a more capable system but instead are performed in spreadsheets and therefore must be constantly checked for errors. Similarly spreadsheets may be used to collect and derive numbers from multiple systems instead of automating the integration of data as it is passed between systems; this also consumes the time of skilled professionals needlessly. Identifying and addressing this root cause of a tardy close will improve the execution of most finance and accounting department processes. Maintaining data integrity by automating calculations within all financial systems and automating all links between them can improve the quality of any financial and management analysis, reporting, forecasting and planning. Fixing IT system problems might also inspire broader attempts to improve finance department performance, including those that are the result of a complacent, “we’ve always done it this way” approach. Even something as basic as failing to rethink the process can lengthen the close. It’s not “cheating” to close subledgers before the end of the period, provided it’s done consistently and doesn’t inherently result in a misstatement. Balancing workloads during an accounting period is good management. Setting higher thresholds for reconciliations can save a substantial amount of time without adversely affecting the quality of a company’s financial statements. A relentless drive to shorten the close also requires executives to rethink and question a lot of “givens” that routinely degrade their performance. “Relentless” means that it becomes a high priority that challenges a sense that “we’re too busy to improve efficiency.” Our research on speeding the close finds that the most effective strategy for shortening the process is to control the process consistently. A large majority (71%) of companies said that doing this enabled them to shorten their close; this is by far the most frequently cited source of improvement. Continuous process improvement is an approach long used in manufacturing to improve the quality of output and, by eliminating the need for scrap and rework, enhancing process efficiency. The same applies in finance departments. Continuous process improvement requires frequent reviews of performance and immediately addressing issues that arise from these reviews. The frequency of these reviews is important: In our research two-thirds (67%) of companies that review their close process monthly said they were able to achieve their goal of shortening their close, compared to half of those that did it quarterly and one-fourth (26%) of those that do not do such reviews. I propose that every company that takes more than a business week to complete its monthly or quarterly close should set a goal of reducing the time by at least two days over the next three years. If it now takes 11 or more days, the goal should be four fewer days. Making this effort is worthwhile for three reasons. Shortening the close enables a company to provide vital financial and managerial information sooner, and it increases efficiency. Moreover – and possibly of even more value – the process of identifying the issues and bottlenecks that prevent a faster close is also likely to point to other issues involving people, process, information and technology that hamper the finance organization. Fixing the close process issue can be an excellent diagnostic tool for assessing anything else that might be ailing Finance. Regards, Robert D. Kugel CFA Senior Vice President, Research Follow Me on Twitter @rdkugelVR and Connect with me on LinkedIn. www.linkedin.com/in/robertkugel", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_office_of_finance_08_it_takes_too_long_to_close_the_books.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Planning Is Necessary for Revenue Recognition Under ASC 606 and IFRS 15", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/05/27/planning-is-necessary-for-revenue-recognition-under-asc-606-and-ifrs-15", "datePublished": "27/05/2016", "dateModified": "27/05/2016", "articleBody": "New rules governing revenue recognition for contracts will go into effect for most companies in 2018. The Financial Accounting Standards Board (FASB), which administers Generally Accepted Accounting Principles in the U.S. (US-GAAP) has issued ASC 606, and the International Accounting Standards Board (IASB), which administers International Financial Reporting Standards (IFRS) used in most other countries, has issued IFRS 15. The two are very similar and will enforce fundamental changes in this area of accounting. The new rules will affect companies that use even moderately complex contracts in their dealings with customers. They include, for example, contracts that are structured using tiered pricing or volume discounts or ones that routinely involve modifications, such as adding or dropping users, or that allow seasonal changes to services. The changes necessitate an extensive review of an organization’s contracting and accounting policies and processes and are likely require changes to procedures and systems. Companies affected by the new rules also will need to examine their planning and budgeting processes. Those that currently use desktop spreadsheets for planning and budgeting should consider adopting dedicated planning and budgeting software in order to cope effectively with the increased complexity of planning in this new environment. The main change in accounting for contracts stems from a new approach under which revenue (and some corresponding expense) is recognized only when customers are satisfied rather than when internally measurable events occur, such as delivery, completion of milestones or the passage of time. In some companies this will create period-to-period variability in accounting revenue and expense that will make it difficult to measure performance to plans or budgets. Thus executives will need to sort out actual-vs.-plan variances caused purely by accounting events such as a failure to receive documentation to trigger recognition, and those that reflect “real” events such as a shortfall in bookings or greater-than-anticipated labor hours. Thus far, software vendors, consultants and accounting professionals have focused most of their attention on how the new rules will affect the accounting organization and very little on the impact they will have on the financial planning and analysis (FP&A) function. This is partly because not all companies will experience a material impact on their core accounting processes. The new rules will have little or no impact on companies whose contracts are not significant to their business operations and therefore have little or no impact on their planning and budgeting processes. Or there will be a limited impact on planning and budgeting because their contracts are relatively simple, such as the delivery of physical goods from inventory or basic annual subscriptions that do not change over their term. For them, although accounting processes will change, planning and budgeting will not. However, in some cases, planning and budgeting will become more complex because of the divergence in the timing of accounting and “real” events. FP&A organizations in these corporations need to prepare now to cope with the new environment. The main challenge for FP&A groups in companies materially affected by the new rules is having the ability to plan corporate events (contract bookings and commission payments, for example) in parallel with accounting events, for example, forecasting when deals will close and when revenue from them will be recognized. This would be a challenge if routinely there are sufficient differences in the size and scope of contracts (which is often the case in engineering and construction, for example) or if for any other reason it isn’t possible to create an abstracted model that achieves a consistently useful, sufficiently granular approximation of the differences between “real” and accounting events. Very likely, this will be more common than many people imagine. Those who think that their planning and budgeting won’t be affected should think again. Companies that will need to plan and budget both “real” and accounting numbers in parallel should not expect they can do it using spreadsheets. While accomplished spreadsheet jockeys may be able to create an initially serviceable model, it’s likely they and the rest of the FP&A organization will find themselves working long hours dealing with complex data imports, identifying period-to-period differences and tracking cumulative variances. Unfortunately, odds are that many companies affected by the new accounting rules will find it very difficult to cope with planning and budgeting using spreadsheets. Our benchmark research on next-generation business planning finds that two-thirds or more companies use them to manage their budgets and other functions that can impact revenue recognition planning. Their planning models and data reside in desktop spreadsheets scattered across individual computers and file servers. In some cases, the information may also be in one or more enterprise applications. Manually pulling together these individual strands in spreadsheets on a regular basis is time-consuming and error-prone. Financial planning and analysis groups should be aware of their company’s exposure to ASC 606 or IFRA 15. If the new rules will have a material impact on how the company accounts for contracts, they should determine whether it will be necessary to plan and budget for “real” and accounting data in parallel. If so, and if their company currently plans and budgets using desktop spreadsheets, I strongly recommend that they look into acquiring a dedicated planning application. In addition to dealing with increased complexity, this type of software can improve the budgeting and planning processes, making them more efficient and enhancing their value as a business tool. I have noted that desktop spreadsheets are functional for individuals who create planning models and work with limited sets of data, but they are not well suited for recurring collaborative enterprise processes. Our research shows that companies that use a dedicated application more often have a process that works well or very well than those that use spreadsheets (60% vs. 47%). A dedicated application is essential to support complex planning processes. Companies need software that facilitates access to all their business units’ plans, simplifies collection of data, facilitates analysis and drilling down into detail, offers dashboards that are easy to create and modify, and supports automated and self-service reporting. This software can eliminate many barriers to effective integrated planning. We advise organizations to evaluate such products as part of a comprehensive effort to improve all facets of business planning and budgeting as well as preparing to deal with the new accounting rules. Regards, Robert Kugel Senior Vice President Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-2.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Infor Pursues Innovation for Business Applications", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/05/23/infor-pursues-innovation-for-business-applications", "datePublished": "23/05/2016", "dateModified": "23/05/2016", "articleBody": "Infor recently held its annual Innovation Summit at its New York City headquarters. The company has shown leadership and creativity in business applications on two fronts: focusing its development efforts on enhancing the user experience and collaboration and building an application architecture that will deliver a rich set of functionality for ERP, financial management, CRM and HRMS and business analytics in a multitenant cloud environment. All of these advances were necessary to remake a disparate portfolio of aging software into an up-to-date set of applications. The Innovation Summits have been useful indicators of Infor’s future product and market direction. And while there has been a lag between what’s demonstrated and what’s actually available in the software, it’s not clear that this really matters. Any negative impact is limited by the slow replacement cycle for ERP (our research shows that on average companies replace their systems every 6.4 years – longer than they used to take) and conservative attitudes when it comes to core enterprise systems. Innovation doesn’t seem to be a big factor yet in selling business software to mainstream buyers, but it is likely to become more important within a few years. Changes in buyer preferences will come about as technology puts more of the design and operation of these systems in the hands of business users rather than their IT departments and outside consultants. Increasing the configurability and reducing the need for customization will cut costs, reduce the time to value in purchasing replacement applications and increase the flexibility of these notoriously inflexible systems. Infor is pursuing three major areas of innovation that are central to the emerging next generation of ERP and financial management software. One is the addition of analytics, reporting and performance management capabilities to what had been a purely transactional system, which I’ve commented on. Companies now are able to create analyses, reports, dashboards and scorecards directly in the ERP system and in real time rather than having to transfer the data to an analytical application (such as a financial performance management suite) or to a data warehouse where analysis and reporting could be done using a business intelligence tool. This can greatly simplify data management and provide executives and managers with more timely information. The second is using in-memory processing and advanced data processing techniques to eliminate batch processing and accelerate the execution of core finance and business functions. Period-end processes that until now have required hours to complete can be finished in minutes; those that have taken minutes can now be done in seconds. Consequently, information that might have been available only monthly can now be presented on a daily or weekly basis. Advanced processing also enables finance organizations to distribute workloads more evenly and help accelerate their close process, potentially by several days. The third source of innovation is adding functionality that either extends a business process further upstream or fills in gaps to achieve complete end-to-end automation of a core process. This functionality may take the form of highly configurable enterprise applets offered by vendors that plug into the core application. Or it may be a special-purpose application built on a vendor’s platform that enables a company to fill in functional or process gaps in the vendor’s multitenant ERP offering. Infor’s product strategy embraces all three sorts of innovation. At the event it showed its matrix of CloudSuite offerings. which combine any or all of three stand-alone applications: CloudSuite Financials, which is aimed mainly at services (as opposed to product) companies, supports financial, project, lease and asset accounting. CloudSuite Supply Management is purchasing software that manages the full procure-to-pay process and is designed to address the needs of services organizations rather than manufacturing or distribution businesses. CloudSuite HCM provides human capital management capabilities. These products are available today in a single-tenant deployment and will be available in multitenant form in the near future. In addition to a general purpose corporate edition, Infor will design versions of these stand-alone applications to support healthcare companies and public sector entities. Those two industries are important parts of the company’s existing customer base and are likely to benefit from moving to the cloud because of better service (especially faster implementation of patches and upgrades) and greater efficiency. CloudSuite Financials incorporates the first two types of ERP innovation mentioned above: more capable and flexible data processing structures and in-memory data processing. Because it’s built on a multidimensional data structure, CloudSuite Financials simplifies accounting in companies that have global operations with legal entities that span multiple currencies, accounting standards, tax regimes and regulatory environments. The software also combines transaction processing with computational analytical tasks such as statutory consolidations. To simplify the need to conform to different global requirements, the multidimensional structure and analytical capabilities permit parallel accounting, consolidation and reporting for any of a corporation’s legal entities (including regional parent subsidiaries) as well as the global parent corporation. For example, a company based in the U.S. that has British, German and Japanese subsidiaries can automate the production of financial statements expressed in U.S. dollars that apply this country’s Generally Accepted Accounting Principles (US-GAAP), while simultaneously accounting for the subsidiaries in their local currencies and applying International Financial Reporting Standards (IFRS) in preparing their financial statements. Moreover, by statute all Japanese companies have a fiscal year ending March 31. This, too, is handled in a highly automated fashion by the software entirely within the ERP system. Today, to accomplish these multilevel accounting tasks companies must move and manipulate large amounts of accounting data using multiple applications. Even when they employ a high degree of automation in processing data the process is tedious – even more so when accounting departments use time-consuming and error-prone spreadsheets to perform allocations or calculate adjustments in period-end accounting and closing. Even companies with less complex and far-reaching corporate structures are likely to find the Financials application easier to use than their existing ERP because, for example, the use of role-based process management and dashboards, the ability of individuals to configure reports to suit their needs and the availability of a range of real-time transaction data for reports and dashboards. The applications also incorporate in-context collaboration using Infor’s Ming.le software. The third area of innovation in ERP and other applications such as enterprise asset management (EAM) or marketing automation is extending their reach into adjacent or complementary functions that are specific to an industry or a company. Doing so enables companies to manage processes with a higher degree of end-to-end process automation and to collect a broader set of data to use in descriptive, predictive and prescriptive analytics. These extensions can increase the value of an enterprise system for the user organization without its having to heavily modify or rewrite the core software. The extensions could be designed to appear to be an integral part of the core application or served up as a stand-alone enterprise applet that passes data to a core application. Some examples of such extensions come to mind: An application that enables a sales or marketing department to quickly create weekly or monthly a personalized electronic sales brochure containing special offers derived from the individual recipient’s specific type of business and items that the customer purchased in the past. Customers would select items and, in so doing, kick off a sales order process that includes all necessary downstream tasks including inventory management, credit approval, order fulfillment and billing. An Internet of Things (IoT) data analysis tool that assesses incoming data streams for specific types of equipment and, when certain conditions are met, kicks off one or more business processes in one or more core enterprise applications. For instance, sensor data indicating a maintenance event might start a process in an asset management application and a purchase order workflow related to parts and services that are required. A predictive analysis tool that, based on purchases to date, alerts individual customers that they may not achieve minimum requirements under a purchase volume agreement. In addition to generating the reminder, the application might also create a list of offers based on the customer’s past buying behavior. For this type of software to be useful in a multitenant software-as-a-service (SaaS) environment it must be highly configurable with respect to data elements and process definitions so that it meets the requirements of as many types of business as possible. Greater configurability will make it easier for businesses to set up and modify these extensions without much IT or consultant involvement, making the software more adaptable to changing business conditions. Software vendors that can offer a portfolio of prebuilt, highly configurable extensions to their commodity enterprise applications will have a market advantage. Infor is developing applications that extend the functionality of its core enterprise software using a cooperative development process with customers that it calls a “hackathon.” Software vendors routinely work on development projects with customers to add significant functionality, often for a specific need in an industry. In this way Infor is attempting, in effect, to productize cooperative development efforts. To facilitate the creation of these sorts of applications, Infor has created (and is enriching) a toolkit that is straightforward to use and streamlines and shortens the process of creating extensions. Through the company’s loosely coupled ION architecture, these extensions can exist separately and be incorporated in one or more types of business applications. Hackathons engage a cross-functional team from a customer, including all relevant business and IT roles, to ensure as much as possible that all requirements are met. So far, the hackathons are aimed more at achieving innovative breakthroughs for the customer rather than incremental enhancements. Their value lies in both the development of differentiated offerings that can attract buyers for a broader suite and a bit of a halo effect that demonstrates the value of innovation in ERP. Business people have long viewed many enterprise applications, especially ERP and financial management, as IT’s concern, not theirs. They view the system as a given, something whose limits one has to work around because it cannot change. Over the next five years the market for core back-office business applications (such as ERP and EAM) will evolve as buyers become more aware of the new, extended capabilities of these systems. Innovation can create useful product differentiation that leads to a competitive advantage in what has been a relatively hidebound set of software categories (especially ERP). For Infor, innovation has been a way to change the image of its products, which were assembled through the rollup of flagging or failing software companies. Innovation has likely had a positive impact on the company’s ability to retain its installed base and increase its revenue from customers, which is essential to its business model. Gains can come from migrating them from on-premises deployment to a multitenant cloud and by expanding the number of Infor applications that these customers use. This is important. Innovation can help, but in a slowly moving market, sustaining a competitive advantage through innovation is likely to be difficult. Buyers of enterprise software must keep abreast of what’s possible and available. ERP and financial management applications are undergoing the most significant changes in their structure and capabilities since the 1990s. Infor’s customers in particular should stay on top of what’s happening. For the first time in decades, there is a lot. Regards, Robert Kugel Senior Vice President Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-5.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "SAP Releases Transformative Universal Journal", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/04/23/sap-releases-transformative-universal-journal", "datePublished": "23/04/2016", "dateModified": "23/04/2016", "articleBody": "I recently attended the SAPinsider Financials 2016 conference, a regular event that focuses on the interests and practical needs of people in the finance function of corporations. In several sessions SAP presenters continued to stress its theme of “Simple Finance” as well as making the wry observation that in finance, simple is hard to achieve. To support its theme, the company highlighted ongoing refinement and enrichment of its S/4HANA Finance offering. The changes taking place in the technologies underlying ERP and financial management systems will have a profound impact on how companies manage their finance and accounting function. Our benchmark research on the Office of Finance shows that for nearly all (90%) companies it is important for their finance organization to play a strategic role. However, it also finds little evidence that this is happening. In order to address the barriers that stymie change in the department, I coined the phrase “continuous accounting” last year. It describes an approach that enables organizations to make the finance function more strategic by using technology to achieve greater efficiency while enabling its people to provide executives and managers more accurate, timely, insightful and action-oriented information about their performance and potential future outcomes to shape their business decisions. The evolutionary pace of technologies that shape the design of ERP and financial management systems has been accelerating over the last couple of years. SAP’s decision to restructure its flagship ERP software is one example of this. It and other vendors are basing ERP systems in the cloud and advancing in in-memory computing; integrating analytics and planning into transaction processing systems; providing mobile access to the systems; building in-context collaboration; and adding streamlined and more intuitive user interface design to enhance productivity and minimize training. There is an unseen and underappreciated link between the design and execution of business processes and the underlying systems on which they are built. In the past it has been largely negative: The limitations of these systems shape how people interact with them and the methods they use. SAP is utilizing these new technologies to eliminate those constraints. Well-established business processes, such as the periodic accounting close, came about as a result of the restrictions imposed by the paper-based systems on which they were originally based. Processes performed, say, monthly or quarterly developed as the best approach to organizing, coordinating and executing the calculations needed to sum up the debits and credits in journals and ledgers. Those manual systems made a trade-off to balance efficiency and control. Their timing was the result of waiting long enough for a sufficient volume of entries to justify taking the time to perform manual summations, adjustments and consolidations, while not waiting so long as to jeopardize financial control. This didn’t change even when companies initially adopted computer-based systems. These systems’ structure and their batch processing of transactions imposed the same limitations as paper-based record-keeping. Only recently has technology reached a threshold to support transformation of core finance and accounting processes. This transformation will support a more strategic finance and accounting function. SAP’s Universal Journal is a principal component of the company’s revamped architecture of S/4HANA. It is the single in-memory data store of all transactional and analytical data in the system. This approach to structuring a financial management system is an important evolutionary step because it simplifies the underlying systems and enables significant changes to how processes are performed. The structure facilitates management of processes and all related data on an end-to-end basis, making it possible to automate repetitive mechanical steps. Universal Journal substantially cuts the volumes of period-end reconciliations (especially relative to SAP’s previous architecture) and almost eliminates the need to check for accuracy because all data is controlled at each step of the process. Consequently, companies can accelerate their accounting close because the automation reduces the amount of period-end work they must perform. Our research shows that companies that automate reconciliations are able to close sooner: 57 percent of those that automate are able to complete their close within six business days, compared to just 27 percent that reconcile manually. The S/4 HANA Universal Journal supports analytical processes alongside transaction processing, part of a general trend in this direction by ERP vendors that I have noted. This enables companies, for example, to use their own methods for calculating profitability or other derived performance measures. The data can be automatically derived and stored at the transaction level, enabling instant and consistent analysis. Individuals are able to view up-to-date information in dashboards or any other type of ongoing report from one or multiple perspectives: for example, by business unit or region, product family, customer or time period, or some combination of these. Having up-to-date information addresses a weakness in how finance reports information: Fewer than one-third of companies in our research said that the information they receive is timely. The structure also simplifies the process of enabling users to drill down and around to transaction-level data. They have the ability to immediately transform the information collected at a transaction level into information for reports and dashboards. There’s an old saying: “Bookkeeping is a matter of facts; accounting is a matter of opinion.” It means that while transactions in a journal or ledger record are precise and objective, accounting requires interpretation and analysis to render a mass of transaction data into a useful summary of a company’s economic performance (an income statement) and condition (a balance sheet). For that reason, Universal Journal offers a subtle but powerful improvement in the structure of a financial management system. It automates the rendition of parallel interpretations of transaction data to suit the multiple sets of requirements that most corporations require. For example, a corporation may have to report locally in a given country using one accounting standard but generate its parent company’s accounts to a securities regulator using a different accounting standard. Some industries – especially financial services – must report to a local regulator using another set of accounting standards. Similarly, generally accepted accounting principles (GAAP) are applied in rendering bookkeeping information into financial statements that principally serve the needs of investors and creditors. But the same facts must be presented differently using management accounting to provide the appropriate analysis and answers to operate the business competently. Distinguishing between statutory and management accounting will be increasingly important as new revenue recognition rules are adopted because those numbers are tied to satisfying customers and in some cases far removed from the booking and cash receipt events that are central to company and finance department operations. Companies most affected by the new rules will need to be able to look at their financial data simultaneously in both a statutory (GAAP) context and a format more useful for the day-to-day management of operations. Unlike some businesses or software categories where a major product enhancement would spur purchases, it's unlikely that SAP (or any other vendor) will accelerate the replacement of companies’ core ERP or financial management systems. Many CFOs look at replacing their existing software as an opportunity to fix all that’s wrong with their existing setup. However, they usually wait until the need is dire enough to justify the cost and disruption of replacing their existing system. Our research finds that companies are replacing their ERP software less frequently today than a decade ago. We estimate that the replacement cycle is more than a year longer: 6.4 years vs. 5.1 years. Our data also indicates that they are keeping these systems more up-to-date than they did in the past. SAP is not alone in performing a major overhaul in its ERP and financial management software. Innovations and refinements developed by one vendor are likely to be copied by others. Instant consolidation, integrated analytics and a more productive user experience are likely to be table stakes within five years. However, SAP has the potential to differentiate its offering by substantially reducing implementation costs and accelerating time to value, especially for customers that prefer an on-premises deployment as well as those choosing a multitenant cloud option. Enhancing the configurability of the system – both data structures and business processes and workflows – will help. Another important area of product differentiation today and in the future is the interface between the user and the software. Screen and process design in ERP systems have been the legacy of a forms-based design paradigm that isn’t necessarily useful as well as technology limitations that no longer exist. Users increasingly don’t want or need to interact with their business applications through desktop or laptop computers, so support for mobile devices has become common. But we are in the infancy of a new syntax of user interactions shaped by technology. Gestures, for example, expand and improve the ways in which users can interact with systems, especially as touch screens become common on all devices. Voice interaction, a potentially powerful advance, is still in its infancy. Notifications and approvals increasingly will be accessible from wearable devices and technology-enhanced watches. Augmented reality is still years away from being a practical reality, but it has the potential to drive major improvements in efficiency and enhance the effectiveness of users’ interactions with the information and analysis held in these systems. Creating software that fully exploits the capabilities of technology to deliver rich functionality simply will be an ongoing challenge for SAP and other vendors for the next several years. The advances and refinements on display at SAPinsider Financials 2016 represent important steps in realizing the concept of bringing simpler, more powerful software applications to market. Another important challenge facing vendors will be educating executives and managers about the value their companies can realize from adopting a universal journal and other ERP innovations, especially in cataloguing referenceable use cases. In this period of rapidly evolving product capabilities, it’s essential that finance and corporate executives ensure that their organizations keep abreast of how these changes can support the transformation of the finance organization. ERP technology increasingly will allow finance executives to adopt a continuous accounting approach that eliminates much of the repetitive mechanical work that frustrates attempts to make the department more strategic. It can improve the quality of data used in finance processes and substantially reduce the time needed to find and correct errors. The integration of analytics with transaction processing in S4/HANA can give executives and managers more accurate, timely, insightful and action-oriented information about their performance than they may be getting today, thereby increasing the business value of a company’s core ERP system. Regards, Robert Kugel Senior Vice President Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Exploiting Cryptic Data for Securities Analysis", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/03/25/exploiting-cryptic-data-for-securities-analysis", "datePublished": "25/03/2016", "dateModified": "25/03/2016", "articleBody": "I coined the term “cryptic data” to mean information that isn’t easy to find or access by people who could make use of it. In one instance, cryptic data offers professional investors – portfolio managers and securities analysts – a source of proprietary information that can improve their ability to pick stocks and achieve superior performance relative to their benchmarks. Automation through technology now makes collecting cryptic data substantially more efficient than manual methods and thus makes accessing it practical. In particular, Web scraping tools (what I call “data drones”) can be programmed to retrieve specific information once or on an ongoing basis. Although this data is accessible to anyone, it requires insight and experience to understand how to use it for superior investment performance. Having such technology comes at a time when active portfolio management and the securities analysis that supports it are increasingly challenged by a shift to passive investing strategies. Active portfolio management uses human judgment to select investments for particular purposes, such as retirement, a college education or short-term liquidity. Active managers apply their experience and judgment to industry and company research, economic forecasts and financial analyses to select investments. The main alternative, passive management or indexing, involves buying an entire basket of similar investments, for instance, all of the companies in the Standard & Poor’s 500 stock index. In this way, an investor is able to approximate the average performance of equities in that index. Active portfolio management and the research performed by the “sell side” (investment banks and brokers) analysts, which evolved to serve active managers, are being challenged by indexing. Index funds are displacing active managers and putting pressure on their fees, which reduces the money available to pay for sell-side research. The shift is significant in magnitude. From 2007 to 2014, indexed equity mutual funds and exchange traded funds (ETFs) in the U.S. received $1 trillion in net new cash and reinvested dividends, while over this same period actively managed domestic equity mutual funds had a net outflow of $659 billion, including reinvested dividends. Two factors have been driving the shift to passive investment management. One is the consistently poor performance of active managers relative to their relevant investment benchmarks, such as a major stock index. The second is that in a period of relatively low returns on investments, management fees have become more important, which favors the lower-cost passive alternative. Technology has made it feasible to create low-cost index fund alternatives to compete with active management. Portfolio managers and securities analysts base their investment decisions for actively managed portfolios or investment recommendations on a variety of sources. Some of the most useful are based on personal relationships because they can provide more insight, context and nuance and because the information is not widely available. (I’m excluding insider information here.) However, a great deal of the research is based on generally accessible investment research and information services provided by trading platforms and information aggregators. These sources are an essential component of equity research, but because they are readily available, they offer limited competitive advantage to investment managers or research analysts. Cryptic data, on the other hand, can provide investors with an edge in stock selection because it requires individual insight to understand what information is necessary, where it is located and why it is useful, as well as the analytic skills to understand what it means. Cryptic data can be found on any industry or subject somewhere in the Internet. Here are a few examples: Tables of related data assembled through repetitive queries of a free or paid data source (such as patents, real estate ownership or uniform commercial code filings) Store or retail outlet locations Product lines or price lists Industry data collected by a group that makes it available only to members Data contained in footnotes in financial filings that are not already collected in tabular form by data aggregators. Collected, aggregated and analyzed, cryptic data can provide companies and individuals with information and insight that is not readily available. This is particularly true of data sets gathered over time from a source or a combination of sources that can reveal trends and relationships that otherwise would be difficult to spot. Collecting the data in a consistent format makes it easier to do mashups of data sets to understand trends or spot potential issues. For example, starting with a list of addresses of store locations of a retailer, restaurant chain or consumer services provider, it’s possible to assess their geographic dispersion to determine whether new locations will fill in gaps or on the other hand cannibalize sales at existing stores. The data also can underpin analysis of the amount of capital needed to add productive sites to increase market share in a region. Geographic areas of overlap with competitors can be assessed. Location-based demographic databases can provide insight into their proximity to target customers. The impact of weather or natural disasters on such chains can be pinpointed quickly. While this data is openly available, knowing what to look for, how to analyze it and how to assess the results requires individual insight, skill and experience. This proprietary element is what makes cryptic data valuable to active investment management. Until automation technology became available, collecting cryptic information was too time-consuming to be practical. The challenge of accessing widely scattered information on the Web is daunting. Our next-generation finance analytics benchmark research shows that companies have limited access to information about markets, industries and economies. Only 14 percent of participants said they have access to all the external data they need. Most (63%) said they can access only some of it, and another 14 percent said they can’t access any such data. I recommend that portfolio managers and securities analysts consider how they might utilize cryptic data as part of their investment analysis. By automating the process of routinely collecting information and transforming it into usable formats, technology can expand the range of data available by lowering the cost of acquiring it. To address this constraint, data drones are designed for business users. They use a visual user interface design and hide some of the complexity inherent in the process. They can automate the process of collecting cryptic data and expand the scope and depth of data used for analysis, alerting and decision support. Having the ability to do this work in house can lower its cost in comparison to paying a service bureau. More importantly, by keeping the data retrieval and analysis in house (as opposed to contracting the work to a third party), the unique insights and the metrics that support it remain proprietary. Automating the process of collecting cryptic data requires software that business people can use. I recommend taking a look at tools that can help you take advantage of cryptic data. Regards, Robert Kugel Senior Vice President, Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "FinancialForce Springs Forward with Latest Release", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/03/18/financialforce-springs-forward-with-latest-release", "datePublished": "18/03/2016", "dateModified": "18/03/2016", "articleBody": "The evolutionary pace of technologies that shape the design of ERP systems has been accelerating over the last couple of years. In addition to cloud computing there is the increasing availability of analytics and reporting integrated into transaction processing systems, which I have noted; support for mobile users; in-context collaboration; and more intuitive user interface (UI) design. Each of these features enhances productivity and the usefulness of ERP software in managing a business. The latest release of FinancialForce, a cloud-based ERP system, offers significant enhancements to its user interface and collaboration capabilities. In regard to the UI, ERP vendors have been rethinking the design of their screens and workflows to improve the user experience. In legacy ERP systems, screen layouts are relics of technology limitations that no longer exist. Almost all ERP vendors are focusing on refining their UI. FinancialForce has a slightly different approach: Let each customer decide what works best. In its Spring 2016 release, the company has made its input forms fully configurable so that companies are able to create their own “personalized user forms” to fit the specific requirements of a given process. Input forms also can be optimized for mobile devices to facilitate their use by users in situations such as a manager or executive giving an approval or a mobile worker doing multipart matching in some process. This approach is an example of a more “consumerized” experience because the user organization can configure the forms to fit their preferences. Unlike almost all other ERP systems, FinancialForce does not require specialist skills or outside consultants. With minimal training, someone in the finance organization can start with the basic input screen templates and customize them by dragging and dropping elements to fit the requirements of processes executed by a specific department. No programming is necessary. The result is a data entry interface that can be faster to learn and simpler to use than older styles, and which can boost accounting department quality and productivity. FinancialForce introduced its Action Views reporting engine last year to produce Excel-like reports directly from data stored in its cloud. Sources include ERP, human resources or any other data that is accessible to the user in the Salesforce Sales Cloud or Service Cloud (for example, to access customer records or to create a receivables aging analysis by sales agent). Action Views address the need companies have for easy access to ERP data and other enterprise data without having to set up a data warehouse. Action Views are designed to present actionable information to individuals so they can make informed decisions sooner. In our benchmark research, regardless of the size of the company or the age of the system, only half of users of ERP systems said it is easy or very easy to access the information in their ERP system. The latest release offers a useful enhancement to Action Views called Related Content Panels (RCPs). These pop up to show tabs with account details and the account history, a task calendar for managing follow-ups such as a collection call and collaboration capabilities using Salesforce Chatter. As I’ve noted, collaboration is an essential aspect of the accounting function. Individuals often need input from others, for example to confirm or clarify some aspect of a report, track a specific transaction, find missing information or comment on or explain some piece of analysis or variance. RCPs enable the relevant group of people in a company (which could be anyone with access to Chatter) to have discussions about what is in a report. Our research shows that a majority of companies rely on email with spreadsheet attachments to facilitate collaboration, probably because once upon a time it was the only practical alternative. RCPs provide such an alternative. Rather than being scattered in multiple email threads, these discussions are readily accessible in the context of the report, and users can easily reference them later. Collaboration-in-context capabilities are a far more productive way for individuals to collaborate and interact. An in-context collaboration capability like RCPs provides direct contact with individuals while they perform a specific task. In-context collaboration will become an essential feature of ERP software because it increases productivity and provides easy access to historical records of conversations. The Spring release of FinancialForce adds intercompany reconciliation and automated elimination entries, both of which can significantly reduce the amount of period-end accounting work and accelerate the financial close. Continuous accounting is the term we coined to describe a new approach to managing the finance and accounting function. Today’s financial software gives companies much more flexibility than paper-based systems or legacy software in how and when they perform their work. The monthly, quarterly and annual period-end bunching of tasks was a practical approach to dealing with the limitations of paper-based systems. Today it’s possible to use technology to spread workloads evenly across accounting periods. Reconciliations and eliminations can be done more frequently, reducing the end-of-period workloads, shortening the close, reducing the need for temporary hires and easing stress in the department. In the new release, FinancialForce Reconciliations enables companies to post a single record of an intercompany transaction in separate general ledgers simultaneously to eliminate potential discrepancies at their source. For entities using different functional currencies, a global exchange rate facility automates their translation at the time the record is posted. FinancialForce’s software is designed to meets the needs of several types of companies. As a cloud-based application, it’s suited to the needs of corporations that have outgrown their small business accounting software packages and can benefit from having the ability to connect sales, marketing and customer service capabilities with their back-office functions. It can help midsize businesses – especially those selling business services – grow while minimizing the need to add administrative staff. Many companies with 50 to 500 employees still use basic accounting packages even though they have outgrown their process management, reporting and analytical capabilities because they hesitate to make a new investment in an on-premises accounting package and the resources necessary to support it. Maintaining an existing accounting package might appear the safe choice, but it foregoes the operational and management benefits that more capable software can deliver. Cloud-based software usually entails a smaller upfront commitment and does not require ongoing reliance on paid staff to support a system. FinancialForce also is well suited for larger companies that have a professional services group with 30 or more employees who bill their time and expenses, especially those who engage in discrete projects. Salesforce.com users of all sizes can find FinancialForce components useful in automatically connecting their salesforce.com processes with other enterprise systems in a managed and controlled fashion, without having to re-enter data. I recommend that all these organizations consider how this vendor’s products can help meet their needs. Regards, Robert Kugel Senior Vice President, Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_office_of_finance_21_information_access_in_erp.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Centage’s Budget Maestro Enables More Effective Budgeting and Planning", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/03/10/centages-budget-maestro-enables-more-effective-budgeting-and-planning", "datePublished": "10/03/2016", "dateModified": "10/03/2016", "articleBody": "Financial planning and analysis (FP&A) is one of the core functions of any finance department. Preparing a budget, measuring performance to financial objectives and forecasting the company’s financial position are three of the main tasks for the FP&A organization within Finance. A key challenge for today’s FP&A organization is increasing the business value and relevance of budgeting and planning. To do so, FP&A must transform the processes from a static, rear-view mirror approach to a forward-looking, action-oriented one. A continuous planning approach can achieve this objective. Continuous planning uses short, frequent planning or budgeting cycles to promote agility, coordination and accountability in operations. It includes establishing an ongoing dialogue among finance and line-of-business managers and executives to track current conditions as well as changes in objectives and priorities driven by markets and the business climate. To manage planning in such a comprehensive way requires dedicated software that enables members of the FP&A organization to focus more of their time on developing actionable intelligence – not just on analysis of results. Dedicated software enables focusing on evolving market conditions as well as on modeling different scenarios to better anticipate changes or disruptions in markets or the competitive landscape. Such technology also enhances the quality of plans, forecasts and budgets because individuals can focus on planning itself, not on managing planning spreadsheets. Because iterative planning cycles can be much shorter, it’s possible to work through the potential impact of multiple different economic, market or competitive scenarios in the same time it would take to create a single scenario in a desktop spreadsheet system. Centage’s Budget Maestro software supports the FP&A function. It is specifically intended to address the needs of small and midsize companies, which have limited financial and time resources to devote to administrative functions. The application automates and manages budgeting, planning, financial forecasting, consolidation, reporting, dashboards and analytics. The company’s latest release added enhanced capabilities for automating revenue- expense- and capacity planning to reduce the time needed to create and maintain models, The release expands Budget Maestro’s targeted verticals beyond business services to include manufacturing and health care. Available for deployment on-premises or in the cloud on a subscription basis, Budget Maestro automates budgeting, addressing the shortcomings of spreadsheet-based processes for small and midsize businesses. Spreadsheets are the right choice for individual productivity or ad hoc analysis and reporting, but they are time-consuming and error-prone when used in repetitive, collaborative enterprise-wide processes such as budgeting and planning. Budgeting is essential for financial control, but time-strapped midsize companies will benefit by streamlining the process to reduce the time it takes to prepare a budget. The Advanced Planning Edition of this product is aimed at the performance management requirements of midsize businesses that need more extensive planning and budgeting capabilities. The software automates collection of planning and budgeting data from individual business units and instant consolidation of that data into single enterprise data store. Any change at the business unit level is immediately reflected in the aggregated whole. The system can automate allocations and other calculations so that they are always accurate and consistent. The system is also capable of consolidating data from multiple general ledgers. The Advanced Planning Edition also enables companies to do dynamic, integrated financial forecasting and planning. Integrated means bringing together the income statement, balance sheet and cash flow forecasts and plans. Integrated also means that as actual results are reflected in the system and the company makes changes to its plans, the cash flow and balance sheet forecasts are immediately updated. Finance organizations will be able to see the impact of those changes on their financial position. Dynamic means that it’s possible to do rapid scenario modeling across the three types of financial statements as well as do quick updates to refine models and explore the impacts of different scenarios. There are several benefits to this integrated approach. One is that it serves as a financial control by improving the certainty that the company will have sufficient cash to operate. If there are balance sheet covenants with lenders, it keeps executives focused on them so they have sufficient forward visibility if there’s a chance they will be broken. A second, related purpose is to be able to better forecast financing requirements, which in some companies can vary considerably by season or may be sensitive to specific business decisions. A third reason is to focus attention on balance sheet metrics that relate to productivity such as inventory turns and days sales outstanding. While it’s possible to do integrated financial forecasting and planning using spreadsheets, in practice it can take too long to be feasible. Executives and managers can use the Analytics Maestro module to quickly view the system’s data from multiple perspectives – for example, by business unit, department, location, product or distribution channel, or any combination of these. The information can be presented to individuals in a variety of formats including dashboards, tabular reports that enable users to drill down to underlying details, presentation-style “board books” for senior executives, directors or financial institutions, or custom reports for specific types of users. Once designed, the system instantly incorporates the most current data into the reports. Another optional add-on is Link Maestro, which automates the connection between a company’s enterprise systems and its software. These systems include software for accounting or ERP, human resources management, fixed assets or CRM. The connections enable fast and accurate incorporation of “actual” data to be able to report these numbers against budgeted or planned amounts. There are prebuilt connections available for several major ERP systems designed for small to midsize businesses, including Microsoft Dynamics, QuickBooks, Sage and Syspro. Automating the connection between enterprise systems is essential because it quickly and accurately synchronizes them with the budgeting, planning, consolidation and reporting applications. Our benchmark research on next-generation business planning finds that two-thirds (65%) of companies rely mainly on spreadsheets for their budgeting and financial planning. In midsize companies, the share is even higher (72%). Although spreadsheets appear to be free, they squander one of the most precious resources: time – the time spent collecting and consolidating multiple spreadsheets. Our spreadsheet research reveals that a majority (56%) of people find combining spreadsheets a usually or always arduous task, even those who have more than a decade of experience and spend most of their time working with them. The research also confirms that spreadsheets are error-prone. More than one-third (35%) of organizations routinely find errors in data, and one-fourth (26%) find errors in formulas. Finding and fixing errors is another reason why spreadsheets are time-consuming. In this research more than half (52%) of midsize and larger companies said that spreadsheets makes it difficult for them to manage their budget process. Midsize companies, especially those with growth strategies, should invest in software that enables them to scale without having to add administrative head count. This advice also applies to small businesses that are approaching the midsize and need more formal planning and financial control capabilities but don’t want to add overhead. These organizations need to limit the time employees must spend on administrative chores in order to boost their productivity. It’s tempting to use spreadsheets for budgeting and planning because most people find them relatively straightforward to use for modeling and reporting. But by squandering valuable time they prevent companies from making better use their investments in business planning and reviews. Today, small and midsize businesses have software that is designed specifically for their requirements and budgets. I advise companies that are using spreadsheets for budgeting, planning, forecasting and reviews to consider using a dedicated application for these purposes. I recommend they assess Centage’s Budget Maestro software as part of the process. 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Robert Kugel's Analyst Perspectives | Business Performance Management (BPM) (2)