ISG Software Research Analyst Perspectives

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This is especially true in heavily rules-based functions such as accounting. Companies recognize the transformational potential of AI and ML, but the progression and pace of the adoption of these technologies is unclear. Some applications of AI and ML are already in use but others are a decade or more away from replacing human tasks. </div> <a href="https://blog.isg-research.net/artificial-intelligence-and-machine-learning-in-business-applications-1"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/big-data">Big Data</a>, <a href="https://blog.isg-research.net/topic/machine-learning">Machine Learning</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/cfo">CFO</a>, <a href="https://blog.isg-research.net/topic/finance">finance</a>, <a href="https://blog.isg-research.net/topic/ceo">CEO</a>, <a href="https://blog.isg-research.net/topic/ai">AI</a>, <a href="https://blog.isg-research.net/topic/accountants">accountants</a>, <a href="https://blog.isg-research.net/topic/nlp">NLP</a>, <a href="https://blog.isg-research.net/topic/accounting">Accounting</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://blog.isg-research.net/why-all-the-fuss-about-customer-journey-maps">Why All the Fuss about Customer Journey Maps?</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 20 October 2017 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/vr_NGCE_05_who_handles_customer_interactions_updated-1.png?width=200&name=vr_NGCE_05_who_handles_customer_interactions_updated-1.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/vr_NGCE_05_who_handles_customer_interactions_updated-1.png?width=100&name=vr_NGCE_05_who_handles_customer_interactions_updated-1.png 100w, https://blog.isg-research.net/hs-fs/hubfs/vr_NGCE_05_who_handles_customer_interactions_updated-1.png?width=200&name=vr_NGCE_05_who_handles_customer_interactions_updated-1.png 200w, https://blog.isg-research.net/hs-fs/hubfs/vr_NGCE_05_who_handles_customer_interactions_updated-1.png?width=300&name=vr_NGCE_05_who_handles_customer_interactions_updated-1.png 300w, https://blog.isg-research.net/hs-fs/hubfs/vr_NGCE_05_who_handles_customer_interactions_updated-1.png?width=400&name=vr_NGCE_05_who_handles_customer_interactions_updated-1.png 400w, https://blog.isg-research.net/hs-fs/hubfs/vr_NGCE_05_who_handles_customer_interactions_updated-1.png?width=500&name=vr_NGCE_05_who_handles_customer_interactions_updated-1.png 500w, https://blog.isg-research.net/hs-fs/hubfs/vr_NGCE_05_who_handles_customer_interactions_updated-1.png?width=600&name=vr_NGCE_05_who_handles_customer_interactions_updated-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> A few years ago, we carried out benchmark research into customer service best practices. A key element of the research was to compare the approaches of the nearly three-fifths (58%) of organizations that described themselves as very customer-focused and the remaining two-fifths (42%) that are not so focused on their customers. </div> <a href="https://blog.isg-research.net/why-all-the-fuss-about-customer-journey-maps"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/customer-analytics">Customer Analytics</a>, <a href="https://blog.isg-research.net/topic/customer-engagement">Customer Engagement</a>, <a href="https://blog.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://blog.isg-research.net/topic/customer-service">Customer Service</a>, <a href="https://blog.isg-research.net/topic/contact-center">Contact Center</a>, <a href="https://blog.isg-research.net/topic/customer-journey-maps">Customer Journey Maps</a>, <a href="https://blog.isg-research.net/topic/digital-transformation">Digital transformation</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://blog.isg-research.net/zuora-maximizes-potential-of-subscription-billing-portfolio-1">Zuora Maximizes Potential of Subscription Billing Portfolio</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 12 October 2017 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg?width=200&name=AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg?width=100&name=AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg 100w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg?width=200&name=AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg 200w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg?width=300&name=AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg 300w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg?width=400&name=AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg 400w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg?width=500&name=AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg 500w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg?width=600&name=AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> At the recent <a href="https://www.zuora.com/" target="_blank">Zuora</a> Subscribed17 London event, Founder and CEO <a href="https://www.zuora.com/about/team/" target="_blank">Tien Tzuo</a> took about 10 minutes to demonstrate that over the last 12 months the subscription economy has grown considerably and assert that Zuora is committed to supporting organizations that make the transition to such a business model. The numbers Tzuo presented were impressive but more striking still was the understanding that emerged during the event and at a lunch for analysts of the nature of the transition companies are going... </div> <a href="https://blog.isg-research.net/zuora-maximizes-potential-of-subscription-billing-portfolio-1"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/customer-analytics">Customer Analytics</a>, <a href="https://blog.isg-research.net/topic/customer-engagement">Customer Engagement</a>, <a href="https://blog.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://blog.isg-research.net/topic/billing-and-recurring-revenue">Billing and Recurring Revenue</a>, <a href="https://blog.isg-research.net/topic/digital-transformation">Digital transformation</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://blog.isg-research.net/continuous-planning-promotes-action-accuracy-and-agility-1">Continuous Planning Promotes Action, Accuracy and Agility</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 12 October 2017 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg?width=200&name=AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg?width=100&name=AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg 100w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg?width=200&name=AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg 200w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg?width=300&name=AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg 300w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg?width=400&name=AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg 400w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg?width=500&name=AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg 500w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg?width=600&name=AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Continuous planning is a term Ventana Research uses for a high participation, collaborative, action-oriented approach to planning built on frequent, short planning sprints. This enables organizations to enhance the accuracy of their plans because refinements are made at shorter intervals. Short planning cycles enable companies to achieve greater agility in responding to market or competitive changes. “Continuous” also means continuous across the entire organization – planning as an ongoing... </div> <a href="https://blog.isg-research.net/continuous-planning-promotes-action-accuracy-and-agility-1"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/human-capital">Human Capital</a>, <a href="https://blog.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://blog.isg-research.net/topic/finance">finance</a>, <a href="https://blog.isg-research.net/topic/business">Business</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://blog.isg-research.net/sap-leonardo-for-finance-when-ai-aint-enough-1">SAP Leonardo for Finance: When AI Ain’t Enough</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 01 October 2017 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg?width=200&name=AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg?width=100&name=AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg 100w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg?width=200&name=AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg 200w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg?width=300&name=AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg 300w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg?width=400&name=AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg 400w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg?width=500&name=AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg 500w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg?width=600&name=AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Fra Luca Pacioli, a 15th-century Franciscan friar living in what’s now Italy, is credited with codifying double-entry bookkeeping, which is the foundation of accounting. Pacioli, a polymath, was well acquainted with his contemporary and fellow polymath Leonardo Da Vinci. So, given they were at times collaborators, it’s fitting that one of the most important applications of SAP’s Leonardo technology will be in helping to disrupt finance and accounting organizations in corporations. </div> <a href="https://blog.isg-research.net/sap-leonardo-for-finance-when-ai-aint-enough-1"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/erp">ERP</a>, <a href="https://blog.isg-research.net/topic/machine-learning">Machine Learning</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://blog.isg-research.net/topic/cfo">CFO</a>, <a href="https://blog.isg-research.net/topic/artificial-intelligence">Artificial intelligence</a>, <a href="https://blog.isg-research.net/topic/ai">AI</a>, <a href="https://blog.isg-research.net/topic/leonardo">Leonardo</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://blog.isg-research.net/verint-desktop-provides-omnichannel-customer-experience-1">Verint Desktop Provides Omnichannel Customer Experience</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 01 October 2017 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg?width=200&name=AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg?width=100&name=AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg 100w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg?width=200&name=AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg 200w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg?width=300&name=AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg 300w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg?width=400&name=AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg 400w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg?width=500&name=AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg 500w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg?width=600&name=AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> A lot is being written and said about the omnichannel customer experience and the role contact center agents play in providing such experiences. From the customer’s perspective, I think it boils down to four things: that the interaction is easy, personal to them, within the context of the relationship and previous interactions, and consistent no matter with whom or what technology they interact. From the agent or user’s perspective, it should be easy to find the information needed to resolve... </div> <a href="https://blog.isg-research.net/verint-desktop-provides-omnichannel-customer-experience-1"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/customer-analytics">Customer Analytics</a>, <a href="https://blog.isg-research.net/topic/customer-engagement">Customer Engagement</a>, <a href="https://blog.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://blog.isg-research.net/topic/customer-service">Customer Service</a>, <a href="https://blog.isg-research.net/topic/contact-center">Contact Center</a>, <a href="https://blog.isg-research.net/topic/omnichannel">Omnichannel</a>, <a href="https://blog.isg-research.net/topic/robotic-process-automation">Robotic Process Automation</a>, <a href="https://blog.isg-research.net/topic/workforce-optimization">Workforce Optimization</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'); $(this).addClass('active'); }) </script> </div> <div class="blog-numeric-pagination span12 ">   </div> </div> <div class="blog-sidebar">   <style> .blog-sidebar h3 { font-size: 18px; margin-bottom: 30px; position: relative; color: var(--light_blue); padding-top:40px; } .btn-secondary, .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } </style> <a href="https://cta-redirect.hubspot.com/cta/redirect/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be"><img class="hs-cta-img" id="hs-cta-img-960cd0b7-7494-40d3-ac1c-5825d5a075be" style="border-width:0px;" src="https://no-cache.hubspot.com/cta/default/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be.png" alt="JOIN OUR COMMUNITY"></a><script charset="utf-8" src="https://js.hscta.net/cta/current.js"></script><script type="text/javascript"> hbspt.cta.load(2035844, '960cd0b7-7494-40d3-ac1c-5825d5a075be', {"useNewLoader":"true","region":"na1"}); </script> <h3>Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@ventanaresearch.com" style="color: #284a7b;">ChiefResearchOfficer@ventanaresearch.com</a> </li> </ul> <a class="btn-secondary" href="https://www.ventanaresearch.com/analyst-perspective-policy">View Policy</a>  <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://blog.isg-research.net/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://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://blog.isg-research.net/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://blog.isg-research.net/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://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://blog.isg-research.net/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://blog.isg-research.net/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://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://blog.isg-research.net/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://blog.isg-research.net/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://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://blog.isg-research.net/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://blog.isg-research.net/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://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://blog.isg-research.net/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://blog.isg-research.net/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://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://blog.isg-research.net/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://blog.isg-research.net/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://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://blog.isg-research.net/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://blog.isg-research.net/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://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://blog.isg-research.net/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://blog.isg-research.net/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" 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<a href="https://blog.isg-research.net/topic/chargebacks">chargebacks (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chart-of-accounts">chart of accounts (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chatbots">Chatbots (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chatter">Chatter (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chief-risk-officer">Chief Risk Officer (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chro">CHRO (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ci-cd">CI/CD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cicero">Cicero (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cincom">Cincom (2)</a> </li> <li style="display:none;"> <a 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href="https://blog.isg-research.net/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/e-discovery">e-discovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/echopass">Echopass (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eclipse">Eclipse (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/edi">EDI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ediscovery">eDiscovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/editorial">Editorial (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/effectiveness">effectiveness (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eg-solutions">eg Solutions (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/elasticube">elasticube (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eloqua">Eloqua (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/embedded-analytics">embedded analytics (95)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/emc">EMC (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-engagement">Employee Engagement (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-experience">employee experience (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-onboarding">Employee Onboarding (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-productivity">Employee Productivity (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/empower">Empower (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/end-to-end">end-to-end (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/endeca">endeca (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enghouse-interactive">Enghouse interactive (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enkata">Enkata (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-applications">Enterprise Applications (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-data-strategy">Enterprise Data Strategy (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-messaging-internet-of-things-iot-middle">Enterprise messaging, Internet of Things, IoT, mid (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-profitability-management">enterprise profitability management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning (72)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-risk-management">enterprise risk management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-software">Enterprise Software (27)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-spreadsheet">enterprise spreadsheet (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-tax">Enterprise Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterworks">Enterworks (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/environment-management">Environment Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/environmental">Environmental (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/envision">Envision (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/epicor">Epicor (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/epiphany">Epiphany (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/equifax">Equifax (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/equity-research">equity research (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erm">ERM (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erp">ERP (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting (150)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/error">error (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/esg">ESG (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/esri">ESRI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/essbase">Essbase (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ethority">eThority (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-data">Event Data (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-discovery">Event discovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-stream">Event Stream (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-stream-processing">Event Stream Processing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-streams">Event Streams (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exacttarget">ExactTarget (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exadata">exadata (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exalytics">Exalytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/excel">Excel (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/excentive">Excentive (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/executive">executive (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expense">expense (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expense-management">expense management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/experience-management">Experience Management (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expert-systems">Expert Systems (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exploration">Exploration (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exploratory-analytics">exploratory analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/explorium">Explorium (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/extended-close">extended close (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/extended-reality">extended reality (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/external-data-platform">External Data Platform (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exterro">Exterro (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/f-type">F-Type (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fasb">FASB (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fast-close">Fast close (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/feedback">Feedback (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fei">FEI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ferf-ceo">FERF CEO (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/field-service">Field Service (29)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance">finance (53)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-analytics">Finance Analytics (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-cloud">finance cloud (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-performance-management">Finance Performance Management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-transformation">finance transformation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial">financial (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-analytics">financial analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-applications">Financial Applications (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-close">Financial Close (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-governance">Financial Governance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-management">Financial Management (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-model">financial model (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance (561)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-2">financial performance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management (237)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM) (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-planning">financial planning (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-regulation">financial regulation (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-reporting">financial reporting (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-risk-management">financial risk management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-services">Financial Services (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-software">financial software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-standards">financial standards (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-statement">financial statement (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-systems">financial systems (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financialforce">FinancialForce (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financialforce-com">FinancialForce.com (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financials">financials (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/five9">Five9 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/flow">flow (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fms">FMS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/for-example-genesys">for example Genesys (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/forecast">Forecast (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/forecasting">forecasting (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fpa">FP&A (22)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fpm">FPM (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fraud">Fraud (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fuel50">Fuel50 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fusion-applications">Fusion Applications (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gaap">GAAP (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gamifiacation">Gamifiacation (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gartner">Gartner (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/genai">GenAI (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/generative-ai">Generative AI (37)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/genesys">Genesys (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/geographic-information-systems">Geographic Information Systems (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gis">GIS (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/global-payroll">Global Payroll (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/globoforce">Globoforce (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/golden-records">Golden Records. (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gooddata">Gooddata (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/google">Google (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/governance">Governance (49)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/governance-risk">Governance & Risk (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/governance-risk-and-compliance">Governance Risk and Compliance (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC) (143)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/grc">GRC (55)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/grc-governance-risk-compliance-risk-management-wat">GRC, governance, risk, compliance, risk management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/green">Green (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/greenplum">Greenplum (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gui">GUI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hadoop">Hadoop (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hana">HANA (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/harvard-business-review">Harvard Business Review (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hawq">HAWQ (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm">HCM (57)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm-analytics">HCM Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm-systems">HCM Systems (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm-hr-hrms-workforce-management-learning-manageme">HCM, HR, HRMS, Workforce Management, Learning Mana (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hdfs">HDFS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hdinsights">HDinsights (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hdp">HDP (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/headcount-planning">headcount planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/healthcare-compliance">Healthcare Compliance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/healthcare-reform">Healthcare Reform (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/heiler">Heiler (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hewlett-packard">Hewlett Packard (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hirevue">HireVue (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hiring">Hiring (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hive">Hive (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hive9-marketing-performance-management">Hive9 Marketing Performance Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hortonworks">Hortonworks (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hospitality">Hospitality (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/host-analytics">Host Analytics (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hp">HP (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hp-neoview">HP Neoview (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hp-touchpad">HP Touchpad (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr">HR (56)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-analytics">HR Analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-management">HR Management (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-managementhrms">HR Management(HRMS) (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-research">HR research (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-tech">HR Tech (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-technology">HR technology (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-technology-conference">HR Technology Conference (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hrpayroll">HR/Payroll (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hris">HRIS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hrms">HRMS (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/html5">HTML5 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hubspot">HubSpot (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/human-capital">Human Capital (45)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/human-capital-analytics">Human Capital Analytics 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href="https://blog.isg-research.net/topic/iac">IaC (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/iasb">IASB (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm">IBM (73)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-business-analytics">IBM Business Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-db2">IBM DB2 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-predictive-customer-intelligence">IBM Predictive Customer Intelligence (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-spss">IBM SPSS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-watson">IBM Watson (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibp">IBP (4)</a> </li> <li style="display:none;"> <a 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href="https://blog.isg-research.net/topic/kapplets">Kapplets (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/karmasphere">Karmasphere (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kenandy">Kenandy (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kenexa">Kenexa (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/key-performance-indicators">Key Performance Indicators (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/key-performance-indictors">Key Performance Indictors (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kinaxis">Kinaxis (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/knoahsoft">KnoahSoft (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/knopahsoft">KnopahSoft (1)</a> </li> <li 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style="display:none;"> <a href="https://blog.isg-research.net/topic/pv-accelerator">PV Accelerator (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pxm">PXM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qad">QAD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik">Qlik (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-qlik-sense">Qlik Qlik Sense (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-qonnections">Qlik Qonnections (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-analytics-qlik-sense-qlik-business-intelligen">Qlik, Analytics, Qlik Sense, Qlik, Business intell (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qliktech">Qliktech (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlikview">QlikView (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qualtrics">Qualtrics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quantrix">Quantrix (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quinterian">Quinterian (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quotas">Quotas (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qvidian">Qvidian (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/r">R (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ransomware">Ransomware (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rapide">Rapide (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rapidminer">Rapidminer 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style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-performance">Revenue Performance (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-performance-management">Revenue Performance Management (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-recognition">revenue recognition (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-lease-and-tax-accounting">Revenue, Lease and Tax Accounting (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revolution">Revolution (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revolution-analtyics">Revolution Analtyics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rightnow">RightNow (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rim">RIM (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk">Risk (37)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk-compliance-grc">Risk & Compliance (GRC) (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk-analytics">Risk Analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/riversand">Riversand (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/roambi">Roambi (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-automation">robotic automation (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-finance">robotic finance (38)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-process-automation">Robotic Process Automation (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/roi">ROI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rpa">RPA (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rypple">Rypple (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sop">S&OP (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/saas">SaaS (27)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sab-miller">SAB Miller (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/saba">Saba (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sage">Sage (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sage-software">Sage Software (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales">Sales (169)</a> </li> <li 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href="https://blog.isg-research.net/topic/sarbanes-oxley">Sarbanes Oxley (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sas">SAS (26)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sas-institute">SAS institute (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sasb">SASB (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sase">SASE (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/savi">Savi (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scm">SCM (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scm-demand-planning">SCM Demand Planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scout-rfp">Scout RFP (1)</a> </li> <li style="display:none;"> <a 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href="https://blog.isg-research.net/topic/self-service">Self-service (41)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/semantic-model">semantic model (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/service-supply-chain">Service & Supply Chain (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/service-cloud">Service Cloud (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/servigistics">Servigistics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sfa">SFA (24)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sfdc">SFDC (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sharepoint">SharePoint (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/shoretel">ShoreTel (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/siemens-enterprise-communications">Siemens Enterprise Communications (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/signal-demand">Signal Demand (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/silverpop">SilverPop (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/simba">Simba (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-financial-close">Smart Financial Close (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-manufacturing">Smart Manufacturing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-phones">Smart Phones (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-watches">Smart Watches (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smarter-analytics">Smarter Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smarter-workforce">Smarter Workforce (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smb">SMB (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/snaplogic">SnapLogic (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/snowfly">Snowfly (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/soa">SOA (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/soc">SOC (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social">Social (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-business">Social Business (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-collaboration">Social Collaboration (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-crm">Social CRM (128)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-dynamx">Social Dynamx (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media">Social Media (365)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media-analytics">Social Media Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media-intelligence">Social Media Intelligence (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-recognition">Social Recognition (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/socialtext">SocialText (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sococare">SoCoCare (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/softscape">Softscape (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/software">Software (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/software-as-a-service">Software as a Service (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sourcing">sourcing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sovereign-cloud">Sovereign Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sox">SOX (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spago-solutions">Spago Solutions (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spatial-data-quality">Spatial Data Quality (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/speech-analytics">Speech Analytics (177)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/splunk">Splunk (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spm">SPM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spotfire">Spotfire (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spreadsheets">Spreadsheets (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spss">SPSS (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sql-h">SQL-H (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sqlstream">SQLstream (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/star-analytics">Star Analytics (1)</a> </li> <li style="display:none;"> <a 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href="https://www.youtube.com/c/Ventanaresearch"></a></li> <li><a class="no-decoration" target="_blank" href="https://www.instagram.com/ventana_research/"></a></li> </ul> </div> </div> </div> </div> </div> </div> <a href="javascript:" id="return-to-top"> </a> </footer> </div>  <script defer src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://blog.isg-research.net/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://blog.isg-research.net/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": "Artificial Intelligence and Machine Learning in Business Applications", "mainEntityOfPage": "https://blog.isg-research.net/artificial-intelligence-and-machine-learning-in-business-applications-1", "datePublished": "26/10/2017", "dateModified": "26/10/2017", "articleBody": "The application of artificial intelligence (AI) and machine learning (ML) to business computing will have a profound impact on white collar professions. This is especially true in heavily rules-based functions such as accounting. Companies recognize the transformational potential of AI and ML, but the progression and pace of the adoption of these technologies is unclear. Some applications of AI and ML are already in use but others are a decade or more away from replacing human tasks. For several years, I’ve asserted that AI and ML will have a profound impact on white collar work, especially in finance and accounting departments. I’ve estimated that the use of these technologies has the potential to eliminate one-third of the accounting department’s workload. My colleague David Menninger recently observed that this is the year of machine learning. Companies have already successfully applied AI and ML to a variety of uses, for example, in fraud detection. Some consumer-facing business routine automation is in daily use. But other applications of AI and ML are likely to evolve step-by-step over a decade or more. Moreover, within a given field advances in the application of AI and ML won’t be uniform. In accounting, for instance, the automation of largely mechanical tasks such as invoice matching are within grasp while more complex ones that require more judgment are not. It would be a mistake to extrapolate the significant progress already made in the application of AI and ML in some fields to others. A computer that can beat human champions at chess and go is a remarkable achievement. However, a computer cannot yet automate the accounting close or make preferred airline reservations when told the travel date and destination. Samuel Johnson’s quip, “a horse that can count to ten is a remarkable horse, not a remarkable mathematician,” is a cautionary note because words aren’t numbers and generally don’t work well in formulas and algorithms. And companies aren’t necessarily able to track the data they need for machine learning. Our Internet of Things and Operational Intelligence research found that just fewer than half (49%) of organizations rate their ability to track events and trends in their systems as either excellent or good. Machine learning developed from numerical data sets isn’t simple but it’s more straightforward than working with words. Natural language processing (NLP) is likely to be the key technology driving advances in the application of machine learning for business software. Advances in this field over the past decade have been significant but there’s still much that must be achieved before the lights are turned out in an accounting department. One way of assessing the practical ability of NLP to drive automation in business applications is with an ambiguity-consequences framework. This can be thought of as a simple two-by-two matrix, with one axis designating degree of ambiguity of the language the application is likely to encounter and the other axis representing low and high consequences of errors. The degree of consequences is a function of the severity of the impact of an error and the probability that it will happen. Situations that have low ambiguity and minimal decision consequences are ripe for automation. In these circumstances, either the scope of the routines to be automated is clear (that is, there are established rules) or inferences and analogies provide a high probability the program makes the right choice. And even if the system makes the wrong choice, the “cost” of the machine learning is low. When this sort of routine is run frequently the system can be trained quickly. As a result, chatbots designed for a narrow purpose are in the lower left of the matrix. While encountering them may cause some frustration for a small percentage of users when they are initially launched, if the chatbot is designed to perform a very specific task or small set of tasks and the ambiguity of the written or spoken words is low, the negative consequences of the occasional failure of the system to perform as expected by the user will likely be minimal. Middle-ground fields such as medicine and health care have a large language set with precise definitions and thus low ambiguity. For instance, words like lipodystrophic, femur and Paget’s disease can be easily linked via medical literature to outcomes, treatments and other actions. Machine learning in medicine is helped by such specificity. Yet there are many other words used in a medical or health care application that must be learned in the proper context to avoid ambiguity and the consequences of being wrong are relatively high. And this is just English. The upper right quadrant of this ambiguity-consequences matrix represents situations where there is high ambiguity and a high cost of a wrong choice. Ambiguity may be high simply because the meaning of words isn’t clear. The English language is quite nuanced and therefore prone to ambiguity, sometimes because of regional differences. The hood of a car in the U.S. is the piece covering the engine, while in the U.K. it’s the convertible top. High ambiguity also may exist because there are many choices that the system can make. Sometimes the consequences of the choices either aren’t known or there is only limited experiential data from which to draw conclusions, compounding the challenge. If arriving at a course of action involves multiple steps, ambiguity can grow exponentially. Especially in fields that are in the upper right quadrant of ambiguity and consequences, the path to full automation is likely to be slow. Yet artificial intelligence and machine learning will make steady inroads in enterprise systems even if these efforts fall far short of full automation. The value AI and ML systems provide in this intermediate period will be in steadily improving the productivity of professionals and knowledge workers. I’m reminded of the 1957 movie Desk Set. The plot revolves around a broadcast network installing a computer that would be able to do fact checking and research. (Of course, it would be about 40 years before this would become practical using something called a search engine connected to the internet. But I guess it seemed plausible at the time.) The plot line was that the librarians who were responsible for fact checking and inquiries thought the computer was designed to put them out of a job. In the end, they learn that the machine was intended to make them more productive. It’s quite possible that the transition to the practical application of machine learning and artificial intelligence to rules-based enterprise routines will take a decade or more and that along the way corporations will find it necessary to keep a significant percentage of their accounting department staffs around. The finance department headcount may not change. The job descriptions and the department’s role certainly will. Artificial intelligence and machine learning for business applications are bright and shiny technology objects that engender visions of an efficient, automated workplace of the future – visions sometimes colored by starry-eyed optimism. An informed discussion of the best path forward requires evaluations of how and when these technologies will be applied and to what effect. The underlying technology and theoretical constructs of natural language processing are quite complex. Some applications of the technologies are here now while others are a long way off. Business users can wait for the breakthroughs to come to them – some already have, although many with asterisks. Software and technology vendors don’t have the luxury of waiting for a technology application that’s been beta tested and is known to be a sure thing. Software companies that make early investments in AI and ML and proceed with due diligence are likely to be ahead of those that wait. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/vr_IoT_and_OI_20_Able%20to%20Track.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "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": "Why All the Fuss about Customer Journey Maps?", "mainEntityOfPage": "https://blog.isg-research.net/why-all-the-fuss-about-customer-journey-maps", "datePublished": "20/10/2017", "dateModified": "20/10/2017", "articleBody": "A few years ago, we carried out benchmark research into customer service best practices. A key element of the research was to compare the approaches of the nearly three-fifths (58%) of organizations that described themselves as very customer-focused and the remaining two-fifths (42%) that are not so focused on their customers. Our analysis uncovered differences in two related areas: the use of customer personas (detailed customer profiles) and of customer journey maps (visualization of how and why customers interact with different business groups during the customer life cycle). In the case of the use of personas, the research found that 58 percent of very customer-focused organizations use personas compared to 44 percent of less customer-focused organizations. There was a similar pattern in the use of customer journey maps with 42 percent of very customer-focused organizations using them compared to 33 percent of less customer-focused organizations. Our benchmark research into next-generation customer engagement offers two compelling reasons why journey maps in particular are important to companies that are very customer-focused. First, the findings of the research make it quite clear that customer engagement is an enterprise issue, with nearly all business groups (with the notable exception of IT) handling customer interactions. It thus appears that very customer-focused organizations have realized that to optimize the customer experience they need to know who handles interactions. And they need to know the specifics of the journeys customers take as they transition from searching for a product/service, to buying, to looking for support, to being billed as well as what actions they take because of their experiences. Second, customer engagement now takes place across multiple channels of engagement, from phone calls to email messages, letters, the corporate website, social media, text messages, online chat sessions and video. Organizations thus need to know which channels customer use to do what, whether customers need to use multiple channels to resolve the same issue and which channels are most successful. During briefings with vendors using journey maps, I find most focus on visualizing what communication channels are used, and what percentage of calls lead ultimately to the caller sending an email or text message or tweet – in other words, the communication channel journey. I believe complete journey maps should depict all the information relating to customer journeys – which business groups interact with which customers, on what channels, to do what and, most importantly, outcomes and actions. Producing these kinds of maps to enable organizations to fully optimize customer engagement is not easy. It requires systems that can access all sources of customer data, both transactional data such as orders, invoices and support cases and data on interactions such as phone calls, email messages and chats. It is also key that the systems be able to create maps that are useful for different users – among them, employees in marketing, salespeople and contact center managers. I also believe it is vital that they show the outcomes of interactions – whether journeys led to the desired customer and business outcomes. Knowing outcomes allows organizations to optimize journeys from both the customer’s and the organization’s perspective: Can journeys be shortened? Can the information provided at a point of interaction be changed so customers don’t have to try another channel or repeat what they have done? What interactions could be automated using bots? The improvement opportunities are endless. In the past, what I describe as old-school journey maps were often created by cross-departmental groups getting together and mapping desired customer journeys using sticky posted notes that showed how the organization would like and expect customers to interact with them. Today, as with many things, these sticky notes have been replaced by digital technology that uses real data to map real journeys that customers actually take. These tools have become an essential part of an organization’s “360-degree view of the customer” – a complete analysis of all customer-related information, including marketing, sales, service, finance and interaction information. I am a firm believer that without such a view it is impossible for organizations to understand the experiences of different customer segments (personas) and then decide what actions they should takes as the result of interactions, and how to optimize journeys from a customer and business perspective. Several vendors now provide systems that produce customer journey maps so I recommend that organizations looking to improve the customer experience evaluate which can help them with those efforts. Regards, Richard Snow VP & Research Director, Customer Engagement Follow Me on Twitter and Connect with me on LinkedIn", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/vr_NGCE_05_who_handles_customer_interactions_updated-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "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": "Zuora Maximizes Potential of Subscription Billing Portfolio", "mainEntityOfPage": "https://blog.isg-research.net/zuora-maximizes-potential-of-subscription-billing-portfolio-1", "datePublished": "12/10/2017", "dateModified": "12/10/2017", "articleBody": "At the recent Zuora Subscribed17 London event, Founder and CEO Tien Tzuo took about 10 minutes to demonstrate that over the last 12 months the subscription economy has grown considerably and assert that Zuora is committed to supporting organizations that make the transition to such a business model. The numbers Tzuo presented were impressive but more striking still was the understanding that emerged during the event and at a lunch for analysts of the nature of the transition companies are going through: software companies moving from on-premises to cloud-based models, a major industrial vehicles-for-hire company moving from renting out machines to providing subscription-based services so the organization hiring the vehicles knows exactly what the machines are up to and how to get best value out of them, a car manufacturer moving to renting cars on a subscription basis based on miles driven, a utility company increasingly automating people’s homes, and a real estate firm providing access to legal advice and mortgage experts as needed. At the event, I also chatted with executives from a telecom company providing services on a subscription and usage basis and it reminded me of the time when I was responsible for selling and delivering a customer and care billing system for emerging cell phone operators – perhaps the subscription economy is not quite as revolutionary as Tzuo presents. However, it is growing rapidly; the range of services that are available is expanding and changing our lives dramatically. At its core is the internet; using it, companies are providing what not so long ago were physical products now as on-demand services – music and video downloads are two often-cited examples. I also noticed that Tzuo’s presentation had more down-to-earth content than what I remember from a year ago. The company, in his words, is focused on the “order-to-cash process” – the steps from taking and maintaining customers’ orders, to enabling the services, to capturing usage, pricing that usage and other services to produce bills, and collecting payments. To support these requirements, the company recently released its “Zuora Central Platform”. This has six components – a Subscription Orders Engine, Pricing Engine, Rating Engine, Subscription Accounting Engine, Global Payments Engine and Subscription Metrics Engine. Each of these components does what the name suggests – takes orders, prices services, rates usage, etc. Each of course supports a lot of detailed capabilities that I won’t cover in this piece but there are a few highlights. Subscription services are by their nature more complex than physical products. For this reason, the platform includes capabilities that allow organizations to create a catalog of services that are sold for a contracted period, can include one-off, recurring, and usage-based charges, and are typically sold in bundles, often with various degrees of discount. The rating engine is unique to subscription billing and includes capabilities to capture usage of the service – calls made, music downloaded, miles driven – and factor these in for billing based on the agreed contract. The subscription metrics engine generates metrics related to all aspects of subscription billing, such as orders, payments and, importantly, billed vs. unbilled revenues. Zuora provides methods to help organizations with revenue recognition related to subscriptions as my colleague has pointed out. Even with all these capabilities, the platform by itself is not enough to support an organization running a subscription business – it needs to sit within an overall systems architecture that connects it to other business systems. Zuora supports this in three different ways. First, it has created several complimentary products, each with additional capabilities: Zuora Billing, CPQ, RevPro, Collect and Insights. Insights is especially important as it extends the analysis and reporting capabilities by using both data internal to Zuora and data from other systems to produce reports and metrics that relate to wider aspects of running a subscription business, such as propensity of likely customer churn. Second, it has created several REST APIs that enable integration with other third-party systems such as CRM and ERP. And third, like several other cloud-based vendors, it has created a marketplace where other authorized partners can offer relevant complementary products. In addition to all these options and products, the company provides a wide range of professional services that not only help organizations get the best value out of the products but advise them on some of the in-and-outs of running a successful subscription business. Our benchmark research into recurring revenue shows that running a subscription business fundamentally changes the customer relationship. In a traditional physical product business, the customer buys the product and may or may not buy ongoing support; that is normally the extent of the relationship unless the customer buys more products. In a subscription business, the customer subscribes for the service and then uses the service on an ongoing basis for the duration of the contract. During that time, the aim of the organization should be to ensure the customer is happy, goes on using the product, possibly buys more services and, most importantly, extends the contract before it ends. Organizations thus must provide a combination or marketing, sales and service throughout the duration of the contract to maximize customer lifetime value. Operating this way will help address the top three issues the research finds that organizations face running such a business: increasing revenue (51%), improving the customer experience (51%) and increasing customer loyalty (46%). The need to address these underscores the importance of integrating Zuora products into an organization’s wider systems architecture, including customer engagement channels and customer feedback systems. The company emphasized at the event, and reinforces on its website, its view that the subscription economy provides more freedom in the way organizations provide services and how they are consumed, and thus puts the customer more in control. I am not entirely convinced by such assertions because even something as straightforward as changing my mobile phone provider is not as easy as I would like. But it certainly fits closer with the mobile, internet-driven and increasingly IOT-dependent lifestyle many consumers are adopting. It also allows organizations to reinvent how they do things, and indeed invent entirely new services. So, like Tzuo, I expect the subscription economy to grow and keep on growing. My cautionary note is to remind organizations that this trend is not just about technology; they must consider cultural, process, people and metric changes to support a different business model. Those that do should evaluate how Zuora can help support the new ways of working they will find themselves having to adopt. Regards, Richard Snow VP & Research Director, Customer Engagement Follow Me on Twitter and Connect with me on LinkedIn", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Zuora_Maximizes_Potential_of_Subscription_Billing_Portfolio_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "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": "Continuous Planning Promotes Action, Accuracy and Agility", "mainEntityOfPage": "https://blog.isg-research.net/continuous-planning-promotes-action-accuracy-and-agility-1", "datePublished": "12/10/2017", "dateModified": "12/10/2017", "articleBody": "Continuous planning is a term Ventana Research uses for a high participation, collaborative, action-oriented approach to planning built on frequent, short planning sprints. This enables organizations to enhance the accuracy of their plans because refinements are made at shorter intervals. Short planning cycles enable companies to achieve greater agility in responding to market or competitive changes. “Continuous” also means continuous across the entire organization – planning as an ongoing collaborative dialogue that brings together finance, line-of-business managers and executives. And because it’s high-participation planning and not silo-based, companies can plan with greater accountability and coordination in their operations. This ongoing dialog tracks current conditions as well as changes in objectives and priorities that are driven by markets and the business climate. Continuous planning promotes a forward-looking mindset in planning and reviewing that’s focused on performance improvement. Continuous planning involves all the forward-looking activities in which companies routinely engage. Companies do a lot of planning. They plan sales and determine what products and services they will offer, what these will cost and what they will charge. They plan the headcount they’ll need to run the business and how to organize distribution and their supply chain. They also produce a budget, which is a financial plan. People and businesses plan to be successful. In the dictionary planning is defined as the process of creating a detailed formulation of a program of action to achieve some overall objective. But it’s more than that. The process of planning involves discussions about objectives and the resources and tactics that people need to achieve them. Planning, when it’s done right, is the best way to get everyone onto the same page to ensure that the company is well organized and that it executes the plan in a way that’s aligned with its strategy. That means coordinating planning. Setting and adjusting the company’s course requires coordination. Information technology has the potential to coordinate business planning so it’s more useful for the entire business, enabling it to improve a company’s performance and increase its competitiveness. There’s another aspect to continuous planning. Financial planning and analysis groups spend too much time on repetitive, mechanical tasks that add little value. Our research finds that two-thirds (68%) of the participants in our Finance Analytics benchmark research spend the biggest portion of their time doing data preparation. Only 28 percent spend the bulk of their time doing what they’re most qualified to do: analyze. Continuous planning is an approach that uses information technology to significantly reduce the need for data preparation so that business analysts in all parts of the business can do more of the valuable analytical work. Continuous planning is continuous across an enterprise, allowing a more integrated approach to planning. Easier than putting up with a set of siloed plans, continuous planning brings together all the operational and financial plans of a company. Our Next Generation Business Planning research shows that this approach works well. There’s a strong correlation between how well a company’s planning processes work and the degree to which plans are integrated. Two thirds (66%) of companies that have planning information directly linked also have a planning process that works well or very well, whereas only 40 percent of those that copy and paste data from one system to another can say that. And just 25 percent of those that have no linkage at all have a process that works well or very well. Especially in larger companies, fragmented, silo-based planning efforts stand in the way of making their planning processes more effective. Our research shows that companies react too slowly to changing market conditions. They miss opportunities to sell more. They wind up allocating resources to less productive or less profitable activities. One reason for the fragmentation is technology: A majority of companies use desktop spreadsheets to manage their planning. Desktop spreadsheets encourage siloed planning and budgeting because collecting data from multiple departments – each with its own planning system and structure – is difficult and time-consuming. Our research finds that across the various functional groups, spreadsheets dominate planning. Because of their technological limitations, spreadsheets cannot support a continuous-planning methodology. Another important benefit of continuous planning is that plans can be more relevant. Companies that have short planning cycles can update their plans more frequently than those that take longer because there’s only a limited amount of time that companies will devote to planning. Our research has found that a lack of relevance is pervasive across enterprises. Fewer than half of companies reported that their workforce plans remain relevant over their planning period. Only 45 percent of demand plans remain relevant, even though these typically are updated quarterly, if not monthly. The situation is much worse for the budget: only 29 percent of participants in our research said their budget remains relevant during the planning period – usually over the course of a year. What’s especially troubling about the budget losing relevance is that most often the budget is the only integrated business plan that companies have. So, as it becomes increasingly irrelevant as the year wears on, departments and executives wind up improvising. That leads to another less-than-optimal situation – a lack of coordination between business units and departments because the left hand doesn’t know what the right hand is doing or is about to do. Most companies’ planning processes are artifacts of the constraints dictated by limitations of paper- or spreadsheet-based systems. To be feasible, continuous planning requires dedicated software that: Enables faster planning cycles. Connects all the planning activities of the business in a single environment. Facilitates the creation of planning models by line-of-business users. Provides a high degree of forward visibility and flexibility in defining all phases of the planning, analysis and review cycles. Gives a company’s business analysts the ability to easily model all the elements of the company’s business. Allows each planning unit flexibility to construct planning models that reflect their business requirements. Supports high-participation planning. Scales to the needs of the business without compromises. Offers in-context collaboration that facilitates rapid exchanges to sharpen plans and speed their completion. Continuous planning also requires central storage of all planning data. This enables a company to compile individual business silo plans into a company-wide view and review actuals to plan in detail. Today, as our research shows, planning models and data reside in desktop spreadsheets scattered across individual computers and file servers. In addition, some of the data for planning and review processes may be in enterprise systems other than a company’s ERP systems, such as sales forecasts in a CRM- or supply-chain management system. Manually pulling together these individual strands on a regular basis is time-consuming, especially if this integration is done in a desktop spreadsheet. Not having data limits the effectiveness of business planning. This is an important issue: only 12 percent of participants in our research told us that they have all the data they need to understand the trade-offs they’re assessing in putting together their plan. Another 30 percent said they have most of the numbers. But more than half (57%) are either unable to measure those trade-offs or have only a limited ability to do so. Businesses need a central data store of the most up-to-date information that includes actual and planned amounts. The data must be accessible in a way that makes it usable and understandable to business analysts. That way, when people in one part of the organization pull together a plan, they can access the data and plans of another part of the business that may have an impact on their projections. Companies today can fundamentally improve how they plan using information technology to connect their usually disjointed and disconnected planning. They can spend less time planning and get better results. They can achieve greater planning accuracy and adapt faster as business conditions change. Using the right information technology that supports the integration of planning processes and planning data makes this possible. I recommend that companies – and FP&A organizations in particular – do an assessment of their planning and budgeting processes to determine the benefits of a continuous-planning approach. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Continuous_Plan_Promotes_Action_Accuracy_Agility_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "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 Leonardo for Finance: When AI Ain’t Enough", "mainEntityOfPage": "https://blog.isg-research.net/sap-leonardo-for-finance-when-ai-aint-enough-1", "datePublished": "01/10/2017", "dateModified": "01/10/2017", "articleBody": "Fra Luca Pacioli, a 15th-century Franciscan friar living in what’s now Italy, is credited with codifying double-entry bookkeeping, which is the foundation of accounting. Pacioli, a polymath, was well acquainted with his contemporary and fellow polymath Leonardo Da Vinci. So, given they were at times collaborators, it’s fitting that one of the most important applications of SAP’s Leonardo technology will be in helping to disrupt finance and accounting organizations in corporations. SAP Leonardo is that company’s “digital innovation system,” a catch-all brand that provides business computing services for machine learning (ML) and Artificial Intelligence (AI), big data, analytics, data intelligence, blockchain and the Internet of Things. Combined with SAP’s ERP system, S/4HANA, Leonardo has the potential to move the Office of Finance from being reactive, transactions-oriented and focused on the past to an organization that is more analytical and forward-looking. This is a transformation that has been predicted many times over the past quarter century but has been thwarted in part by technology limitations. Technology advances provided only incremental gains that did not fundamentally change how the Office of Finance works. This time, things may be different. However, it will happen only if a corporation’s CFO – and ultimately the CEO – is committed to making the change. SAP’s machine learning capability, for example, can be used to automate the process of matching invoices to payments. Like most eyes-glaze-over accounting department activities, this may not seem like a big deal. However, because the finance function is all about managing masses of small details, the ability to address the myriad of tactical issues that currently consume the department’s energy is ultimately a strategic matter. Not only does this inventory matching eliminate the need for individuals to perform a tedious job (which addresses efficiency issues), when applied to managing receivables it’s a way to identify customer satisfaction issues early (and thus a matter of effectiveness). By resolving these issues early, a company also can reduce its days sales outstanding (a financial effectiveness measure) and promote customer satisfaction. Moreover, by taking humans out of the process, automation significantly reduces process errors, further easing workloads and improving departmental efficiency. Add up these small, incremental efficiency and effectiveness enhancements across the multitude of seemingly inconsequential tasks accountants perform and the result can be impressive – and transformative. The application of machine learning and artificial intelligence will in part enable this transformation of the finance and accounting department by eliminating or substantially reducing the need for human intervention in rules-based processes such as accounting and tax. This is where Leonardo fits in. I estimate that ML, AI and blockchain have the potential to eliminate about one-third of the repetitive, rules-driven work performed by accounting and tax departments. This will happen as systems automatically process transactions, leaving accounting department personnel to focus on exceptions. In some cases, most of the work will be done by the system. For example, I understand that in tests, SAP has achieved 90 percent first-pass accuracy in matching invoices. In other use cases where there is greater ambiguity, the percentages will of course be lower. Leonardo also includes SAP’s efforts in applying blockchain, an emerging technology. As I’ve commented, blockchain has widespread applications in finance and accounting department processes. However, the application of machine learning, artificial intelligence and other emerging technologies to the finance and accounting function will only take the department so far. It’s equally important that the ERP system is designed so it enables finance and accounting organizations to rationalize their processes and data to transform how they manage their transactions, planning and analysis. SAP’s S/4HANA ERP software is well aligned with our continuous accounting framework. That is, the software supports a high degree of end-to-end process and data control. A higher degree of control can substantially improve data quality, which reduces the time spent on checking, reconciling and correcting errors. It also eliminates the need for data movement and manipulation by individuals, which wags call “human middleware.” This shift in the nature of the work performed by the Office of Finance, which puts greater emphasis on providing guidance and analytical support to the rest of the corporation and much less emphasis on processing transactions, has been predicted since the 1990s – inaccurately, as it’s turned out. Many hoped that the percentage of time spent by departments processing transactions would diminish and be replaced by more forward-looking analytical efforts. Structurally this would mean a shift in employment from the accounting department to the financial planning and analysis (FP&A) group. In turn, this was supposed to change the character of the Office of Finance, making it a more strategic to the operations of a company. However, our benchmark research finds that only 10 percent of companies’ finance organizations operate at the highest, innovative quartile while half (51%) are stuck in a tactical role. One reason widespread transformation hasn’t happened is that while the financial and analytic software grew incrementally more efficient, it never reached the point of enabling breakthrough performance. Dashboards and reports became much easier to construct, for instance, but it still took too long to assemble the data going into the reports. Consequently, our finance analytics benchmark research finds that two-thirds (68%) of finance organizations still spend the biggest percentage of their time on assembling, correcting and massaging data. Just 28 percent focus primarily on analytics-related tasks. One of the root causes of the amount of time spent on data-related tasks is the availability of data. Our benchmark research finds that only half (50%) of midsize and larger companies said that accessing information from their ERP system is easy or very easy. This, and the time required to prepare data for analysis, is likely an important reason why only one-third (31%) of finance departments say that the information they provide the rest of the business is timely. To address this issue of data availability, SAP offers its universal journal approach), an important step in its ability to provide finance departments with more immediate (even real-time) information from a wider set of data. The point I want to emphasize is that as important as ML and AI are to the transformation of finance and accounting, they aren’t enough. Finance and accounting organizations work within the business logic of double-entry bookkeeping. Machine learning and artificial intelligence designed for these business users must operate within this logic and be actionable within an ERP system that can make best use of them. The next step in the evolution of the Office of Finance may be more transformative because it’s taking place as ERP systems undergo a major shift. After more than a decade of steady developments, ERP systems have begun to change fundamentally, facilitated by the growing availability of new technologies including cloud computing, database design, in-memory processing, collaboration, mobility, analytics and planning. If Fra Pacioli were alive today, he would codify bookkeeping using today’s technology. Because of its systems design, SAP is among the best-positioned software vendors to support a fundamental transformation of the finance and accounting function over the coming decade. A decade is the right time frame because, notwithstanding the availability of software, it will take time for companies to replace or upgrade their existing ERP software and systems and adjust their processes to take advantage of changes in technology. Because of cost and disruption considerations, companies replace their ERP software only at long intervals – on average, every seven years, according to our research. The process of selecting an ERP vendor has never been more important because of the changes that have been taking place in the design of – and therefore the capabilities of – ERP systems. Functionality and cost considerations are paramount, but CFOs also must consider how their ERP system will support the changing role of the finance organization well into the next decade. It’s crucial that they understand the importance of technology and system design in selecting an ERP vendor. In my judgment, SAP is a leader in the application of information technology to the finance function. The combination of its Leonardo-branded AI, ML, blockchain and related technologies with its ERP system design will provide companies and their CFOs with the foundation for creating a more strategic finance and accounting function. I recommend that at this crucial point in the evolution of technologies relevant to their needs, senior finance executives gain a full understanding of how these new technologies will affect them and their roles in the future. Their software evaluation process should assess how vendors will address their departmental requirements for the next 10 years rather than evaluating them on their ability to simply replicate existing processes. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_SAP_Leonardo_Finance_AI_Aint_Enough_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "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": "Verint Desktop Provides Omnichannel Customer Experience", "mainEntityOfPage": "https://blog.isg-research.net/verint-desktop-provides-omnichannel-customer-experience-1", "datePublished": "01/10/2017", "dateModified": "01/10/2017", "articleBody": "A lot is being written and said about the omnichannel customer experience and the role contact center agents play in providing such experiences. From the customer’s perspective, I think it boils down to four things: that the interaction is easy, personal to them, within the context of the relationship and previous interactions, and consistent no matter with whom or what technology they interact. From the agent or user’s perspective, it should be easy to find the information needed to resolve the interaction to the customer’s satisfaction, and he or she must be empowered to resolve any issues that arise. Our research into next-generation customer engagement finds that three major obstacles get in the way of meeting both customers’ and agents’ expectations. First, most organizations have multiple systems that contain customer data and these are often unconnected, making it difficult for agents to find the information they need. Second, organizations frequently use multiple systems to manage the different channels of engagement and, once again, these are largely managed as silos, making it difficult for agents to see what responses customers gave during previous interactions. Add these two together and this creates the third, key, issue: Customers get different responses depending on whom they interact with. This last issue has potentially serious consequences, such as customers becoming angered even to the point of being abusive with agents, customers jumping across channels looking for the answer they want, degradation of the customer experience, negative comments on social media and possible termination of doing business. Based on my experience and research, I believe there are two potential solutions: either making radical changes to the organization’s system architecture and processes or deploying what I call a “smart” agent desktop. The first can be very disruptive, risky and costly, whereas deploying a smart desktop is far less disruptive and can also be less costly and risky. Several years ago, Verint acquired a vendor that offered an early version of such a system. Recently it released an updated version of it, called Employee Desktop. This latest version has lots of new features, but the key for me is that it has been upgraded to be truly omnichannel. It includes point-and-click access to any of the channels of engagement (telephone, email, text, etc.) on which the agent or other user is authorized to handle interactions and users can seamlessly switch as needed between channels – for example, from a chat session to a call. Thus, agents can give customers the same information regardless of channel. The Employee Desktop also provides point-and-click access to data held in any business application, including access to an internal knowledge management system that can act a single source of information, providing product information, answers to common questions and more. These capabilities reduce the need for users to search for the data they need to resolve interactions. The system can be set up to use information retrieved or entered by the user to automatically provide context to the interaction in the form of, for example, key customer demographics and previous interactions from the same caller. It can then provide guidance on agent responses as well as billing information or upsell opportunities. The system also includes case management and workflow capabilities so that if the user cannot resolve the interaction, he or she can create a case to ensure action is taken to resolve the caller’s issue. The capabilities offered in this new version address both sides of interaction handling: The customer experience improves because issues are resolved more quickly, and the agent’s experience is improved because he or she will have less difficulty finding the information needed to resolve interactions. The system can also be set up so that all users follow the same process, ensuring customers have consistent experiences. Our benchmark research into the contact center in the cloud confirms that customer experience has become the arena in which most companies (70%) now expect to compete for customers. It also confirms that many interactions still happen over the telephone. It is therefore vital that organizations ensure call handling meets customer expectations and is done in a way that hits operational targets such as first-contact resolution rates. As simpler interactions are more often resolved using digital self-service channels and users increasingly handle more complex interactions, I believe using a smart desktop system is the least disruptive and most effective way to attain those targets. I therefore recommend all organizations evaluate how the latest release of the Verint desktop product can help improve the handling of telephone calls and all other forms of interactions and, in doing so, deliver true omnichannel experiences. Regards, Richard Snow VP & Research Director, Customer Engagement Follow Me on Twitter and Connect with me on LinkedIn", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Verint_Desktop_Provides_Omnichannel_CX_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script>  <script data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '7756', pageId: '3884418273', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "8d7ed288cc0a53bb606e25858a1b99db", css: '', target: '#hs_form_target_module_1552944263900179', contentType: "listing-page", formsBaseUrl: '/_hcms/forms/', formData: { cssClass: 'hs-form stacked hs-custom-form' } }; 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ISG Software Research Analyst Perspectives