Mark Smith's Analyst Perspectives | Performance Management

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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.</p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a></strong><br><br><br></p></div> <span id="hs_cos_wrapper_dnd_area-module-2_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_simple_menu" style="" data-hs-cos-general-type="widget" data-hs-cos-type="simple_menu"><ul></ul></span> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://marksmith.isg-one.com/hs-fs/hubfs/hub_generated/template_assets/1/90531223305/1740157483881/template_mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style=" background-size:cover; background-position:50%; background-repeat:no-repeat; background-image:url(https://marksmith.isg-one.com/hubfs/_images/_backgrounds_expertise/2024_VR_Digital_Business_Expertise_Image_AdobeStock_288623293_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://marksmith.isg-one.com/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Mark Smith's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>   <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/digital-business-market-agenda-for-2024-intelligence-driven-engagement">Digital Business Market Agenda for 2024: Intelligence-Driven Engagement</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">06 February 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png?width=200&name=Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png?width=100&name=Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png?width=200&name=Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png?width=300&name=Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png?width=400&name=Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png?width=500&name=Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png?width=600&name=Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>With Ventana Research’s 2024 <a href="https://www.ventanaresearch.com/digitalbusiness">Digital Business</a> Market Agenda, we continue the guidance we have offered for two decades to help enterprises derive maximum value from digital business technology investments. Through our market research and expertise, we identify trends and best practices and share insights on how to achieve technological effectiveness, particularly in key processes and systems to engage the workforce.</p> </div> <a href="https://marksmith.isg-one.com/digital-business-market-agenda-for-2024-intelligence-driven-engagement"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/digital-business">Digital Business</a>, <a href="https://marksmith.isg-one.com/topic/digital-communications">Digital Communications</a>, <a href="https://marksmith.isg-one.com/topic/work-management">Work Management</a>, <a href="https://marksmith.isg-one.com/topic/experience-management">Experience Management</a>, <a href="https://marksmith.isg-one.com/topic/sustainability-and-esg">Sustainability and ESG</a>, <a href="https://marksmith.isg-one.com/topic/generative-ai">Generative AI</a>, <a href="https://marksmith.isg-one.com/topic/digital-applications">Digital Applications</a>, <a href="https://marksmith.isg-one.com/topic/digital-operations">Digital Operations</a>, <a href="https://marksmith.isg-one.com/topic/digital-intelligence">Digital Intelligence</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://marksmith.isg-one.com/digital-business-market-agenda-for-2023-effectiveness-and-engagement">Digital Business Market Agenda for 2023: Effectiveness and Engagement</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">25 January 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=200&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=100&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=200&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=300&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=400&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=500&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=600&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>With Ventana Research’s 2023 Market Agenda, we continue the guidance we’ve offered for two decades to help organizations derive maximum value from digital business technology investments. Through our market research and expertise, we identify trends and best practices and share insights on how to achieve technological effectiveness, particularly in key processes and systems to engage the workforce.</p> </div> <a href="https://marksmith.isg-one.com/digital-business-market-agenda-for-2023-effectiveness-and-engagement"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/digital-transformation">Digital transformation</a>, <a href="https://marksmith.isg-one.com/topic/digital-business">Digital Business</a>, <a href="https://marksmith.isg-one.com/topic/digital-security">Digital Security</a>, <a href="https://marksmith.isg-one.com/topic/digital-communications">Digital Communications</a>, <a href="https://marksmith.isg-one.com/topic/work-management">Work Management</a>, <a href="https://marksmith.isg-one.com/topic/experience-management">Experience Management</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk">Governance & Risk</a>, <a href="https://marksmith.isg-one.com/topic/sustainability-and-esg">Sustainability and ESG</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://marksmith.isg-one.com/digital-business-market-agenda-for-2022-resilience-and-readiness">Digital Business Market Agenda for 2022: Resilience and Readiness</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">28 January 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=200&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=100&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=200&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=300&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=400&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=500&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=600&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>With the announcement of Ventana Research’s 2022 Market Agenda, our expertise in Digital Business continues to advance the market need for effective investments into technology, and I will outline here the key areas of focus to provide insights to organizations that can increase their organizational resilience and workforce readiness. We are proud to provide expertise on ensuring technological effectiveness through our market research and experience in providing guidance on trends and best...</p> </div> <a href="https://marksmith.isg-one.com/digital-business-market-agenda-for-2022-resilience-and-readiness"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk-and-compliance">Governance Risk and Compliance</a>, <a href="https://marksmith.isg-one.com/topic/digital-transformation">Digital transformation</a>, <a href="https://marksmith.isg-one.com/topic/digital-business">Digital Business</a>, <a href="https://marksmith.isg-one.com/topic/digital-security">Digital Security</a>, <a href="https://marksmith.isg-one.com/topic/digital-communications">Digital Communications</a>, <a href="https://marksmith.isg-one.com/topic/sustainability-management">Sustainability Management</a>, <a href="https://marksmith.isg-one.com/topic/work-management">Work Management</a>, <a href="https://marksmith.isg-one.com/topic/experience-management">Experience Management</a>, <a href="https://marksmith.isg-one.com/topic/sustainability-and-esg">Sustainability and ESG</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://marksmith.isg-one.com/strategic-planning-for-performance-management">Strategic Planning for Performance Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">12 October 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=200&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=100&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=200&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=300&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=400&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=500&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=600&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Strategic planning has always been difficult. But it is even more so in this age of rapid digital transformation and the pressure of business continuity, which has introduced disruptive changes. What’s needed, ironically, is a methodical approach to how an organization manages strategic planning to allow for beneficial disruption that is not avoidable, balancing finance and operations, engaging existing expertise and factoring in technology to ensure that new initiatives can be strategically...</p> </div> <a href="https://marksmith.isg-one.com/strategic-planning-for-performance-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/digital-transformation">Digital transformation</a>, <a href="https://marksmith.isg-one.com/topic/digital-business">Digital Business</a>, <a href="https://marksmith.isg-one.com/topic/digital-security">Digital Security</a>, <a href="https://marksmith.isg-one.com/topic/digital-communications">Digital Communications</a>, <a href="https://marksmith.isg-one.com/topic/experience-management">Experience Management</a>, <a href="https://marksmith.isg-one.com/topic/sustainability-and-esg">Sustainability and ESG</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://marksmith.isg-one.com/marksmith-blog/2012/11/15/building-your-workforce-into-a-strong-tribe">Building Your Workforce Into a Strong Tribe</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">15 November 2012 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_supports_talent_management-10.png?width=200&name=vr_socialcollab_supports_talent_management-10.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_supports_talent_management-10.png?width=100&name=vr_socialcollab_supports_talent_management-10.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_supports_talent_management-10.png?width=200&name=vr_socialcollab_supports_talent_management-10.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_supports_talent_management-10.png?width=300&name=vr_socialcollab_supports_talent_management-10.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_supports_talent_management-10.png?width=400&name=vr_socialcollab_supports_talent_management-10.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_supports_talent_management-10.png?width=500&name=vr_socialcollab_supports_talent_management-10.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_supports_talent_management-10.png?width=600&name=vr_socialcollab_supports_talent_management-10.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><a href="http://www.tribeHR.com" target="_blank">TribeHR</a> has brought to market an HR application suite that uses social collaboration to empower workers and managers to perform tasks that might once have been done mostly by HR professionals, or not done at all. The software-as-a-service-based TribeHR application helps businesses with fewer than 500 employees with recruiting, applicant tracking, onboarding, performance and goal setting, and time and vacation management – but with a twist. By using social collaboration as a foundation for its...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2012/11/15/building-your-workforce-into-a-strong-tribe"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/recruiting">Recruiting</a>, <a href="https://marksmith.isg-one.com/topic/social-collaboration">Social Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/hiring">Hiring</a>, <a href="https://marksmith.isg-one.com/topic/hr">HR</a>, <a href="https://marksmith.isg-one.com/topic/tribehr">TribeHR</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</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://marksmith.isg-one.com/marksmith-blog/2012/08/10/anaplan-is-on-a-mission-for-planning-driven-performance-management">Anaplan is on a Mission for Planning Driven Performance Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">10 August 2012 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_sales_application_priorities-1.png?width=200&name=vr_sales_application_priorities-1.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_sales_application_priorities-1.png?width=100&name=vr_sales_application_priorities-1.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_sales_application_priorities-1.png?width=200&name=vr_sales_application_priorities-1.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_sales_application_priorities-1.png?width=300&name=vr_sales_application_priorities-1.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_sales_application_priorities-1.png?width=400&name=vr_sales_application_priorities-1.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_sales_application_priorities-1.png?width=500&name=vr_sales_application_priorities-1.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_sales_application_priorities-1.png?width=600&name=vr_sales_application_priorities-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>When it comes to the task of managing performance, many organizations still find themselves fixated on the past rather than planning for improvement in the future. When performance management processes operate efficiently, technology to support activities such as modeling and analytics can optimize outcomes and help align them to targeted goals and objectives. This might seem trivial or easily done, but the reality is that most organizations lack a unified platform that anyone in the enterprise...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2012/08/10/anaplan-is-on-a-mission-for-planning-driven-performance-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/planning">Planning</a>, <a href="https://marksmith.isg-one.com/topic/sales">Sales</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/marksmith-blog/2011/10/03/the-unofficial-talent-management-guide-for-hr-technology-conference">The Unofficial Talent Management Guide for HR Technology Conference</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">03 October 2011 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="" width="200" !important:> </div> <p>The <span style="text-decoration:underline;"><a title="HR Technology Conference and Expo" href="http://www.hrtechconference.com/" target="_blank">HR Technology Conference and Expo</a></span> in Las Vegas that begins today will showcase an array of new applications for talent management. The array of applications and advancements to help human resources professionals is evolving dramatically, and this is a place for HR and workforce management professionals to find new methods that help increase productivity and optimize business outcomes. The five <span style="text-decoration:underline;"><a title="business technologyinnovations" href="//marksmith.ventanaresearch.com/2011/02/18/the-business-technology-revolution-in-2011/" target="_blank">business technologyinnovations</a></span> that will be vitally important in this decade for HR as well as...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2011/10/03/the-unofficial-talent-management-guide-for-hr-technology-conference"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/metrics">Metrics</a>, <a href="https://marksmith.isg-one.com/topic/recruiting">Recruiting</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/compensation">Compensation</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/talent-management">Talent Management</a>, <a href="https://marksmith.isg-one.com/topic/workforce-analytics">Workforce Analytics</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</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://marksmith.isg-one.com/2011/10/03/the-unofficial-business-technology-guide-for-hr-technology-conference-2">The Unofficial Business Technology Guide for HR Technology Conference</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">03 October 2011 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="" width="200" !important:> </div> <p>The <span style="text-decoration:underline;"><a href="http://www.hrtechconference.com">HR Technology Conference and Expo</a></span> in Las Vegas that begins today will showcase an array of new business technology innovations for human capital management and talent management. The business technology to help human resources professionals is evolving dramatically, and this is a place for HR and workforce management professionals to find new methods that help increase productivity and optimize business outcomes. Early this year our firm defined five <span style="text-decoration:underline;"><a href="//marksmith.ventanaresearch.com/2011/02/18/the-business-technology-revolution-in-2011/">business technology innovations</a></span>that...</p> </div> <a href="https://marksmith.isg-one.com/2011/10/03/the-unofficial-business-technology-guide-for-hr-technology-conference-2"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/metrics">Metrics</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/recruiting">Recruiting</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/business-mobility">Business Mobility</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/compensation">Compensation</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/talent-management">Talent Management</a>, <a href="https://marksmith.isg-one.com/topic/workforce-analytics">Workforce Analytics</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</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://marksmith.isg-one.com/marksmith-blog/2011/09/30/dayforce-engages-workforces-for-higher-productivity">Dayforce Engages Workforces for Higher Productivity</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">30 September 2011 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=200&name=Slider_3.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=100&name=Slider_3.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=200&name=Slider_3.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=300&name=Slider_3.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=400&name=Slider_3.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=500&name=Slider_3.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=600&name=Slider_3.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Improving worker/manager collaboration becomes a top priority as organizations realize the impact of such collaboration on workforce productivity and profitability. One way to enhance that collaboration is to make tasks such as scheduling, time and attendance and task management accessible through smartphones and tablets. The management team at<span style="text-decoration: underline;"> <a title="Dayforce" href="http://www.dayforce.com/" target="_blank">Dayforce</a></span> has experience with workforce management applications and now into the next generation of collaboration and mobility. The company uses...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2011/09/30/dayforce-engages-workforces-for-higher-productivity"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/metrics">Metrics</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/business-mobility">Business Mobility</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/compensation">Compensation</a>, <a href="https://marksmith.isg-one.com/topic/dayforce">dayforce</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/talent-management">Talent Management</a>, <a href="https://marksmith.isg-one.com/topic/workforce-analytics">Workforce Analytics</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</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://marksmith.isg-one.com/marksmith-blog/2011/09/30/excentive-provides-a-simpler-path-to-total-compensation-management">Excentive Provides a Simpler Path to Total Compensation Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">30 September 2011 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="" width="200" !important:> </div> <p><span style="font-family:Verdana;font-size:x-small;">Retaining talent and managing financials related to compensation should be a top priority for the HR and finance functions of companies, and many of them realize this. In our recent <span style="text-decoration:underline;"><a title="benchmark research in total compensation management," href="//www.ventanaresearch.com/tcm" target="_blank">benchmark research in total compensation management,</a></span></span><span style="font-family:Verdana;font-size:x-small;"> 72 percent of participants said it’s important or very important to have a compensation system aligned to their processes. One newer provider to the market, <a title="Excentive" href="http://www.excentive.com/" target="_blank">Excentive</a></span><span style="font-family:Verdana;font-size:x-small;">, started in 2002 in Europe and expanded globally in 2009. Its <span style="text-decoration:underline;"><a title="Excentive Compensation Cockpit" href="http://www.excentive.com/SOLUTIONS/INCENTIVEMANAGEMENT/tabid/139/language/en-US/Default.aspx" target="_blank">Excentive Compensation Cockpit</a></span></span><span style="font-family:Verdana;font-size:x-small;">...</span></p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2011/09/30/excentive-provides-a-simpler-path-to-total-compensation-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/sales-compensation">Sales Compensation</a>, <a href="https://marksmith.isg-one.com/topic/sales-operations">Sales Operations</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/business-mobility">Business Mobility</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/compensation">Compensation</a>, <a href="https://marksmith.isg-one.com/topic/excentive">Excentive</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/topic/talent-management">Talent Management</a>, <a href="https://marksmith.isg-one.com/topic/workforce-analytics">Workforce Analytics</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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</script></span> <span id="hs_cos_wrapper_module_1495215326694198" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_rich_text" style="" data-hs-cos-general-type="widget" data-hs-cos-type="rich_text"><h3 style="color: var(--light_blue);">Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> <p>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@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=300&name=ISG_Bug_Reverse_Transparent.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">ISG Software Research</h5> </a> </div> </div>  </div> <div id="hs_cos_wrapper_module_1552944263900179" class="hs_cos_wrapper hs_cos_wrapper_widget 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our authorised service providers may use cookies for storing information to help provide you with a better, faster and safer experience and for marketing purposes.</span></p> </div> </div> </div> </footer></div>  <script defer src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://marksmith.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://marksmith.isg-one.com/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Digital Business Market Agenda for 2024: Intelligence-Driven Engagement", "mainEntityOfPage": "https://marksmith.isg-one.com/digital-business-market-agenda-for-2024-intelligence-driven-engagement", "datePublished": "06/02/2024", "dateModified": "06/02/2024", "articleBody": "With Ventana Research’s 2024 Digital Business Market Agenda, we continue the guidance we have offered for two decades to help enterprises derive maximum value from digital business technology investments. Through our market research and expertise, we identify trends and best practices and share insights on how to achieve technological effectiveness, particularly in key processes and systems to engage the workforce. Digital business helps enterprises ensure technology investments are effective, supporting the resilience required for ongoing, successful operations through use of intelligent software using modern approaches like artificial intelligence (AI). Achieving a level of refinement to ensure workforce effectiveness requires a digital strategy that can sustain any market disruption. Digital transformation intended to provide guidance on the effectiveness of systems operating across private and public computing environments has not been easy. For many, it has created more complexity. The decades-long effort to continuously introduce technology has had success, but also failed to provide the simplicity that ensures the automation and productivity needed as it lacked the engagement through digital experiences that are intelligent, not just automated. In 2023, the expectations for “virtual business” were challenged when the technology in use could not deliver optimal workforce effectiveness and outcomes. While valued by workers, some enterprises find this approach too complicated. Operating through economic cycles and inflation continues to challenge enterprises’ ability to adapt and sustain through abnormal conditions. While the effects of a recession have enterprises in many industries performing a reduction in force, the difficulty in finding talent continues to be an operational challenge. The virtual workplace and workforce require digital communications and readiness to respond and engage when required and should be at the center of an enterprise’s digital strategy. For 2024, having an effective digital business strategy requires investments that address the need for innovation and modernization using AI-driven software that is ready for engagement. Based on our research, we assert through 2026, traditional business application software providers will transition to a new generation of applications that utilize generative AI as the standard digital experience for engagement. Enterprises now realize that digital effectiveness is more essential than transformational efforts that have not yielded expected benefits or engaged the workforce to achieve required outcomes. Our Digital Business expertise includes nine areas of focus: Digital Applications, Digital Communications, Digital Intelligence, Digital Operations, Experience Management, Generative AI, Performance Management, Sustainability and Environmental, Social and Governance and Work Management. Digital Applications Business applications have provided enterprises with continuity and resilience, but while they have delivered sufficient operations, in many cases, customer and workforce experiences have not felt digitally current nor have they utilized intelligent automation. Enterprises have been embracing the next generation of digital applications that go beyond traditional departmental silos and enable better methods for engagement. Because of these advancements, through 2027, one-fifth of enterprises will require AI-based digital applications that can interconnect the data and transactions from data platforms and operate in hybrid cloud computing environments. In 2024, we will explore the processes and systems enterprises use to ensure the advancements of the portfolio of digital applications and technology in use and the fundamentals for evaluating existing and future investments. Our market research will identify best practices and assess the opportunities enterprises can gain from software providers. Our dedicated focus in digital applications will embrace our business software research and insights to provide effective guidance about the aspects of digital technology necessary to provide the automation and intelligence desired. Digital Communications Digital communications enable enterprises to engage the workforce and efficiently interact and collaborate in a secure manner with its customers, partners and suppliers. Our agenda reflects our work to assess technology to guide enterprises’ use of a range of communication methods—from unified communication and videoconferencing to communication platforms as a service (CPaaS)—that are converging into the field of digital communications. Through 2028, one-quarter of enterprises will use AI to redirect digital communications to intelligent automation methods for response and resolution. The myriad software providers offerings adopted by an enterprise to support communication and collaboration can create disruptions that truly require a unified approach for enterprise readiness. We will examine how enterprises utilize analytics with AI and machine learning (ML) to identify methods for effective communication and assess the intersection of digital communication and other applications and tools needed for collaboration and operations. Whether workers, managers or partners need to interact, enhanced technology must facilitate an engaging work experience. Our market research is designed to produce best practices and insights that help enterprises evaluate and prioritize digital communication options. We will publish a Buyers Guide on software providers and products that span from platforms to suite offerings. Digital Intelligence Insights can only be gained by harvesting data that has the potential to provide digital intelligence. Processing the data using advanced analytic techniques such as AI and ML can generate insights that can help enable workers to take best actions and managers to make better decisions. Enterprises should evaluate how well they are harvesting their data from digital processes and whether they are actually providing the intelligence they desire. Many enterprises may not use efficient technology to streamline the analytics within digital intelligence processes. Effective digital intelligence also operates in real time. Events created from machines and interactions can be processed through correlation and relevance to acquire the necessary insights. By 2028, one-quarter of enterprises will require real-time event processing that can utilize process mining methods to instrument the intelligent automation of workflows. This includes digital events from any systems that support processing within how the enterprise operates and not just how the systems operate. Our market research on digital intelligence will investigate the processes and technologies that can transform enterprises’ ability to operate in the most expedited manner possible. Digital Operations An effective digital operations strategy unifies the bifurcated approach to digital applications and intelligence like AI that exists in enterprises. These digital processes need to be embedded however and wherever operations support processes across all channels and systems. Our market agenda focuses on the importance of comprehensive digital operations and the essential priority to empower people and processes with information so that they may operate more effectively digitally. By 2027, one-half of enterprises will have the majority of their services digitally enabled, requiring operations software that can monitor and act on disruptions. Our examination of digital operations will explore how dedicated technologies enable the effective governance and risk mitigation necessary to support distributed activities in related systems that operate across hybrid-computing environments. The effective use of best practices can guide the integration and interconnection of digital operations while mitigating risks through use of technological advancements. Our market research on digital operations will examine lessons learned from 2023 and earlier that still plague digital effectiveness across the enterprise, including applications for customer-facing processing. We will evaluate new methods for human-to-machine and machine-to-machine contact for operations across digital processes. Experience Management Digital experiences across business and processes should be the nucleus for continuous improvement to enable engaging experiences for the workforce, customers and products and services. Our focus on experience management is intended to ensure the effectiveness of all processes and technologies used to increase the impact of investments through satisfaction. This dedicated approach to experiences can enable marketing, sales and supply-chain service agents to distinguish their operations in a differentiated manner and is focused on intelligence as much as automation. It is insufficient to focus solely on the customer experience, journey and life cycle. Managing the experience of everyone in the enterprise—and all constituents supporting this imperative—is key to measuring and improving the effectiveness and value of these interactions. Through the use of AI, the personalization of experiences is possible at scale, and without it, continues the path of stale or antiquated user experiences. By 2027, one-fifth of enterprises will use AI to dynamically personalize the digital experiences of interactions and determine where GenAI is an effective engagement method. The necessity of optimal experiences to engage and guide people and processes—as well as digital and technological components—are essential for the corporate brand as well as the human connection. Our market research will guide enterprises' needs, plans and attitudes on experiences for enterprise- and business-focused—processes and interactions. Generative AI Harnessing the power of AI requires embracing digital experiences that are human in nature. GenAI offers the opportunity to innovate and simplify experiences for customers and the workforce who interact with applications and systems used across the enterprise. Effectively incorporating digital modernization enables a higher level of velocity in how an enterprise operates and utilizes the foundation of AI. We assert that through 2027, one-third of enterprises will embrace GenAI as the digital experience for their processes and applications used by the workforce. Taking advantage of GenAI requires skills and technology to effectively manage the knowledge foundation of an enterprise that the system will interact with. These large language models are developed and maintained to support the natural language processing interfaces that represent the digital experience in language by text or voice. This significant advancement in digital technology provides an opportunity to identify and invest in new AI methods that enable streamlined engagement with systems throughout the enterprise. GenAI must also engage with workflow and robotic process automation technologies to provide operational efficiency created from inquiries and questions. Additionally, it is essential to have a governance- and policy-focused approach to ensure that use of GenAI adheres to corporate and regulatory guidelines. Our market research will provide a Buyers Guide on software providers that offer AI platforms. The use of GenAI will be assessed across our portfolio of Buyers Guides. Performance Management Performance management is the process of efficiently linking the enterprise to an individuals’ strategies and tactics for desired operational outcomes. This fundamental approach to managing objectives and key results is growing in business importance but is fundamentally transforming with the use of AI to better understand and guide the workforce. We assert through 2027, software providers will use GenAI to develop new methods for performance management that is engaging and can guide actions for improvement. The complexities of digital business have challenged enterprises to ensure alignment to desired outcomes and performance within specified time periods. Business effectiveness and resilience requires dedicated applications designed for performance management across the workforce, supporting organizational goals and key performance indicators to align work to the objectives defined at any level. The unification of performance management with work management and digital communications must advance further to operationalize the actions of the workforce. Digital innovation in technology—from analytics to AI/ML—has accelerated the potential to gather intelligence to guide performance management processes that can detect variances and issues impacting overall outcomes. Our market research will help enterprises identify the best methodologies and processes in applications that support the requirements for performance management. Combined with digital technologies like collaboration, communication, conversational computing and mobile technology, these applications can deliver the desired experience for everyone in the workforce. Sustainability & ESG Sustainability and ESG has become an essential priority for the entire executive team. Many enterprises now have a chief sustainability officer to ensure a balance in the mission of profitability and efficiency to protect the environment and planet. Finding the balance is difficult when division of responsibility requires goals and incentives to achieve this level of opportunity. Success requires leaders address the objectives for sustainability through a technology blueprint as there is not one application to support this focus area, and a framework founded on data, analytics and planning is required to manage sustainability effectively. We assert that through 2026, the limited set of business planning support in sustainability and ESG software will cause a transition to those that provide critical forward-looking capabilities. The span of sustainability management is not limited to the direct activities and operations of an enterprise but also includes those of the extended demand and supply chain—the activities of anyone associated with the initiative, including people and resources. The science behind analytics and data to calculate an enterprise’s carbon footprint, for example, requires incorporating competencies, skills and knowledge from the industry into the enterprise. Planning and reporting must complement efforts to guide future direction. For many enterprises, disparate activities to market and report corporate sustainability efforts does not necessarily translate to the processes and technology that support the initiative. The dedicated technology and team that works collaboratively across the enterprise to address change must be managed through an effective portfolio and work management to ensure progress is made over time. Our continuous market research will examine best practices and the technological impact of sustainability and ESG. Our Buyers Guide on ESG will assess software providers’ offerings as they support operations and analytics requirements. Our expertise will help enterprises prioritize technology and software providers in a common blueprint to focus on the necessary sustainability processes that can ensure adequate progress. Work Management Work management is the effective use of the portfolio of people and resources with technology that enable workers to conduct tasks and activities, delivering a specific outcome in a timely and efficient manner. It is not simply about being productive—it encompasses the experience of how work is done digitally to meet business objectives. While this might seem obvious, most of the software used by enterprises is not designed around defining and managing how work is done, but rather focuses on the utility of what work accomplishes. This emphasis on productivity can have the unintended consequence of negatively impacting the effectiveness of the software utilized. As enterprises look to engage the workforce in the structured work of projects—and sometimes unstructured aspects of tasks—the juncture of these is where the opportunity lies to simplify work and guide it to expected and timely outcomes. This concept applies to work conducted in customer-facing areas across sales and service; marketing and operations that support front-office activities; or IT, manufacturing and supply-chain activities that are more structured and require a heightened sense of detail and governance. Our continuous market research will identify rapidly evolving best practices in the use of task and program management, blended with collaborative computing, to provide an engaging work experience across the entire enterprise. One significant change is that enterprises need to have better predictive insights on the status and confidence level of work being accomplished on time, as that matters to the expected outcomes desired. We assert through 2028, two-thirds of enterprises will invest into software that provides the intelligence in their portfolio of project management to avoid unnecessary risk and produce expected outcomes. We will have a Buyers Guide on Work Management to help assess the ability of software providers to meet the requirements of an enterprise. Every enterprise, no matter the industry or size, is a digital business capable of improving areas that impact organizational agility, support the needs of the workforce and focus on the sustainable efforts of everyone. While it is essential to place a priority on the digital experience, the fundamentals lie in the focus of the business and applications that enable an enterprise to balance priorities holistically to ensure the readiness and resilience of the enterprise. Once an enterprise establishes priorities for how it will focus its digital business investments, the path forward will become clear. Desired outcomes will be attained with effective preparation and strategy to achieve the enterprise readiness and engaged workforce with the resilience required. To ensure your path is on course with the right digital priorities for 2024 and beyond, use this expertise and these focus areas as a filter for your own enterprise efforts. Subscribe to our Ventana Research community at no cost to stay up-to-date on our 2024 research efforts. Check out our Digital Business expertise and focus areas for the detailed agenda and continuously updated 90-day calendar as well as more research facts and best practices. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Digital_Business_Market_Agenda_for_2024_Intelligence-Driven_Engagement.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Digital Business Market Agenda for 2023: Effectiveness and Engagement", "mainEntityOfPage": "https://marksmith.isg-one.com/digital-business-market-agenda-for-2023-effectiveness-and-engagement", "datePublished": "25/01/2023", "dateModified": "25/01/2023", "articleBody": "With Ventana Research’s 2023 Market Agenda, we continue the guidance we’ve offered for two decades to help organizations derive maximum value from digital business technology investments. Through our market research and expertise, we identify trends and best practices and share insights on how to achieve technological effectiveness, particularly in key processes and systems to engage the workforce. Digital business helps organizations ensure technology investments are effective, supporting the resilience required for ongoing, successful operations. Achieving a level of refinement to ensure business continuity requires a digital strategy that can sustain any market disruption. Digital transformation intended to provide guidance on the effectiveness of systems operating across private and public computing environments has not been easy. For many, it has created more complexity. The decades-long effort to continuously introduce technology has had success, but also failed to provide the simplicity that ensures business continuity. In 2022, the expectations for “virtual business” was challenged as the technology in use has not delivered workforce satisfaction and retention, and some organizations find this approach – that is valued by workers – too complicated. Operating through “black swan” events - like the pandemic, and now the economics of inflation - continue to challenge organizations’ ability to adapt and sustain through these abnormal conditions and duress. While the effects of a recession have organizations in many industries performing a reduction in force, the difficulty in finding talent continues to be an operational challenge. The virtual workplace and workforce requires digital communications and readiness to respond and engage when required, and should be at the center of an organization’s digital strategy. For 2023, having an effective, digital business strategy will require investment to address the need for continuous improvement. Based on our research, I assert that through 2025, after concerted investment in digital transformation, two-thirds of organizations will require a new digital business and technology agenda for effectiveness. Organizations now realize that digital effectiveness is more essential than transformational efforts that have not yielded expected benefits or engaged the workforce to achieve required outcomes. Our Digital Business expertise includes nine areas of focus: Business Continuity, Digital Communications, Digital Payments, Digital Security, Experience Management, Governance and Risk, Performance Management, Work Management and Sustainability and Environmental, Social and Governance. Business Continuity Business continuity and resilience in the use of technology help define a strategy to successfully weather any market disruption. Organizations must control strategic outcomes, ensuring continuous reliability with technology to ensure ongoing operations across every line of business - not just the IT operation. This has created challenges to the extent that, by 2025 and after decades of digital transformation efforts, two-thirds of organizations will not establish an investment priority for business continuity efforts that reduce operational risk in black swan events. For 2023, we will explore the processes and systems organizations use to ensure the resilience of business strategies, including the portfolio of applications and technology in use and the fundamentals for evaluating existing and future investments. Our market research will identify best practices and assess and rate vendors’ potential to help ensure the right technology is deployed to support business continuity. Our dedicated focus in business continuity ensures insights and guidance about the aspects of digital technology necessary to sustain resilient business operations. Digital Communications Digital communications enable the organization to engage the workforce and efficiently interact and collaborate in a secure manner with its customers, partners and suppliers. Our agenda reflects our work to assess technology to guide organizations’ use of a range of communication methods - from unified communication and videoconferencing to communication platforms as a service - that are converging into the field of digital communications. Through 2026, only one-third of organizations will have standardized digital communications technologies to provide the highest level of resilience for an effective workforce. The myriad of tools adopted by an enterprise to support communication and collaboration can create disruptions that truly require a unified approach for organizational readiness. We will examine how organizations utilize analytics with artificial intelligence and machine learning to identify methods for effective communication, and assess the intersection of digital communication and other applications and tools needed for collaboration and operations. Whether workers, managers or partners needs to interact, enhanced technology must facilitate an engaging work experience. Our market research is designed to produce best practices and insights that helps organizations evaluate and prioritize digital communication options. We will also publish a 2023 Value Index vendor assessment. Digital Payments Organizations continue to examine how to make it easier for consumers and partners to conduct business. Digital payments, as an example, are not always designed for efficiency between the parties involved. Organizations should make digital payments as efficient as possible to transfer goods and services for financial value in exchange for something similar as agreed by the parties involved. Many organizations may not use efficient technology to streamline finance or revenue interactions across every buying and selling channel. This includes digital currencies and exchanges that are changing the way monetary interactions are conducted. Legacy investments may also be hampering the effectiveness of digital payments. Effective digital payments require the ability to securely govern processes and technology investments across all buying and selling channels. This includes the digital payment capabilities of all parties, and our assertion is that by 2026, the necessity for contactless payments throughout the buying process will force one-half of organizations to digitally transform and embrace mobile and online technological approaches. Our market research on digital payments will investigate the processes and technologies that can transform organizations’ ability to operate in the most expedited and secure manner possible. Digital Security An effective digital security strategy unifies the bifurcated approach to cyber and information security that exists in organizations. These security processes need to be embedded and governed across all digital technologies. Our market agenda focuses on the importance of comprehensive digital security as an essential priority to protect the people, processes and assets - including intellectual property - of an organization. Our examination of digital security will explore how dedicated technologies have evolved to ensure proper governance and risk mitigation necessary to support distributed organizations with disparate supporting systems operating across hybrid-computing environments. The effective use of best practices can guide the integration and interconnection of these digital security operations, while mitigating risks through use of technological advancements. Our market research on digital security will examine lessons learned from 2022 - and earlier - that still plague digital technology across the enterprise, including applications for customers and partners. We will evaluate new methods for human-to-machine and machine-to-machine verification that use identity and presence to best secure people and assets. We assert that by 2026, over two-thirds of organizations will have adopted digital identity platforms that unify digital security to protect organizations’ intellectual assets. Experience Management Digital experiences across business and processes should be the nucleus for continuous improvement to enable engaging experiences for the workforce, customers and products and services. Our focus on experience management is intended to ensure the effectiveness of all processes and technologies used to increase the impact of investments through satisfaction. This dedicated approach to experiences can enable marketing, sales and supply-chain service agents to distinguish their operations in a differentiated manner. It is insufficient to focus solely on the customer experience, journey and life cycle. Managing the experience of everyone in the organization - and all constituents supporting this imperative - is key to measuring and improving the effectiveness and value of these interactions. I assert that by 2025, one-half of organizations will realize that digital experiences are not intelligent or automated fail to meet the readiness requirements of organizations. The necessity of optimal experiences to engage and guide people and processes - as well as digital and technological components - are essential for the corporate brand as well as the human connection. Our market research will guide organizations’ needs, plans and attitudes on experiences for enterprise-focused – as well as business-focused – processes and interactions. Governance and Risk Effective use of any governance, risk and compliance processes and systems requires alignment to finance, operations and IT. The knowledge of this group of professionals, and potentially, a center of excellence, can ensure organization-wide best practices and compliance with policies and regulatory guidelines across geographic and statutory requirements. Significant advancement in digital technology provides an opportunity to identify and invest in new methods that enable streamlined governance and risk mitigation throughout the organization. One area of improvement is the use of automation where, by 2025, a new breed of business process intelligence and mining technology will unify with workflow and robotic process automation technologies to provide operational resilience. Instrumenting workflow with intelligence and policy-focused technology ensures tasks and activities are managed according to corporate and regulatory guidelines. Our market research will provide guidance on essential technologies required to ensure digital business is focused on the impact and value from operations, while minimizing the cost and time required to address governance and risk requirements. Performance Management Performance management is the process of efficiently linking an organization to an individuals’ strategies and tactics for desired operational outcomes. This fundamental approach to managing to objectives and key results is growing in business importance. We assert through 2025, one-half of organizations will realize the lack of focus on performance management across business processes has created unnecessary risk in decision-making efforts. The complexities of digital business have challenged organizations to ensure alignment to desired outcomes and performance within specified time periods. Business effectiveness and resilience requires dedicated applications designed for performance management across the workforce, supporting organizational goals and key performance indicators to align work to the objectives of the organization. Digital innovation in technology - from analytics to AI/ML - has accelerated the potential to gather intelligence to guide performance management processes that can detect variances and issues impacting overall outcomes. Our market research will help organizations identify the best methodologies and processes in applications that support the requirements for performance management. Combined with digital technologies like collaboration, communication, conversational computing and mobile technology, these applications can deliver the desired experience for everyone in the workforce. Sustainability & ESG Sustainability and ESG has become an essential priority for the entire executive team. Many organizations now have a chief sustainability officer to ensure a balance in the mission of profitability and efficiency to protect the environment and planet. Success requires leaders address the objectives for sustainability through a technology blueprint. We assert that through 2025, two-thirds of organizations will recognize the lack of applications and insight to optimize sustainability requiring analytics and planning-based performance management systems. The span of sustainability management is not limited to the direct activities and operations of an organization but also includes those of the extended demand and supply chain - the activities of anyone associated with the initiative, including people and resources. The science behind analytics and data to calculate the organization’s carbon footprint, for example, requires incorporating competencies, skills and knowledge from the industry into the organization. Planning and reporting must complement efforts to guide future direction. For many organizations, disparate activities to market and report corporate sustainability efforts does not necessarily translate to the processes and technology that support the initiative. The importance of a dedicated technology and team that works collaboratively across the organization to address change must be managed through an effective portfolio and work management to ensure progress is made over time. Our continuous market research will examine best practices and the technological impact of sustainability and ESG. Our expertise will help organizations prioritize technology and vendors in a common blueprint to focus on the necessary sustainability processes that can ensure adequate progress. Work Management Work management is the effective use of the portfolio of people and resources with technology that enable workers to conduct tasks and activities, delivering a specific outcome in a timely and efficient manner. It is not simply about being productive - it encompasses the experience of how work is done digitally to meet business objectives. While this might seem obvious, most of the software used by organizations was not designed around getting work done, but rather focuses on the utility of what work accomplishes. This emphasis on productivity can have the unintended consequence of negatively impacting the effectiveness of the software. We assert that through 2025, one-half of organizations will invest in work experiences and prioritize work management technologies that optimize use of time for task and activity execution. As organizations look to engage the workforce in the structured work of projects – and sometimes unstructured aspects of tasks – the juncture of these is where the opportunity lies to simplify work and guide it to expected and timely outcomes. This concept applies to work conducted in customer-facing areas across sales and service; marketing and operations that support front-office activities; or IT, manufacturing and supply-chain activities that are more structured and require a heightened sense of detail and governance. Our continuous market research will identify rapidly evolving best practices in the use of task and program management, blended with collaborative computing, to provide an engaging work experience across the entire organization. In 2023, a vendor assessment of products through our Value Index will help organizations secure the right technology. Every organization, no matter the industry or size, is a digital business capable of improving areas that impact organizational agility, support the needs of the workforce and focus on the sustainable efforts of everyone. While it is essential to place a priority on the digital experience, the fundamentals lie in the focus of the business and applications that enable an organization to balance priorities holistically to ensure the readiness and resilience of the organization. Once an organization establishes priorities for how it will focus its digital business investments, the path forward will become clear. Desired outcomes will be attained with effective preparation and strategy to achieve the organizational readiness and engaged workforce with the resilience required. To ensure your path is on course with the right digital priorities for 2023 and beyond, use this expertise and these focus areas as a filter for your own organizational efforts. Subscribe to our Ventana Research community at no cost to stay up-to-date on our 2023 research efforts. Check out our Digital Business expertise and focus areas for the detailed agenda and continuously updated 90-day calendar as well as more research facts and best practices. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Digital Business Market Agenda for 2022: Resilience and Readiness", "mainEntityOfPage": "https://marksmith.isg-one.com/digital-business-market-agenda-for-2022-resilience-and-readiness", "datePublished": "28/01/2022", "dateModified": "28/01/2022", "articleBody": "With the announcement of Ventana Research’s 2022 Market Agenda, our expertise in Digital Business continues to advance the market need for effective investments into technology, and I will outline here the key areas of focus to provide insights to organizations that can increase their organizational resilience and workforce readiness. We are proud to provide expertise on ensuring technological effectiveness through our market research and experience in providing guidance on trends and best practices. Digital business helps organizations ensure digital technology investments are effective, supporting the agility required for continued, successful operations every day of the year. Achieving the level of refinement to ensure business continuity requires a digital strategy that can sustain any market disruption. And for many organizations, the digital transformation intended to provide guidance on the strategy and effectiveness of applications and systems operating across private and public technology environments has had its challenges. The decades-long effort to continuously introduce technology that transforms the way organizations operate has had success but also failed to ensure readiness to operate under duress and ensure business continuity. “Virtual Business” was challenged in many dimensions in 2021, from the satisfaction and retention of the workforce to ensuring that processes could be digitally enhanced across the organization. Operating and living through “black swan” events - like the pandemic - has proven to be challenging to sustain through these abnormal conditions and duress. Unfortunately for many organizations, the result has been problematic with increased staff turnover and difficulty finding talent and replacements that meet existing compensation guidelines. This significant disruption has impacted organizations and while the virtual workplace for part of the workforce has continued, the uncertainty in its continuation by management without effective communications has left many with the belief that maybe there are other places to potentially work. This lack of communication and readiness highlights the need for a more refined strategy in 2022, ensuring an environment where the business and technology dimensions of an organization’s digital strategy are aligned. For 2022, we will continue to advance the necessity to ensure an effective digital business environment where business and technology leaders will need to continue their investment of resources and budget to address the need for continuous improvement. We assert that through 2024, after concerted investment into digital transformation, one-half of organizations will require a new digital business and technology agenda for organizational resilience. It is time for a concerted transformational effort to perfect the digital effectiveness of your organization, where technology links the business priorities and key objectives of the organizational readiness and workforce resilience. Our Digital Business expertise includes nine areas of focus: Business Continuity, Digital Communications, Digital Payments, Digital Security, Experience Management, Governance and Risk, Performance Management, Sustainability Management and Work Management. Business Continuity Business continuity and required planning help organizations define a strategy to successfully weather any market disruption. The practical reality is that most organizations lack the level of rigor necessary to ensure ongoing operations across every line of business - not just the IT operation. And this has created challenges where, by 2024, one-third of organizations will embrace business continuity planning to align digital technology investments to meet the demand of a virtualized customer, product and workforce environment. For 2022, we will explore the processes that organizations are taking to ensure the resilience of their digital strategies, including the portfolio of applications and technology in use and the fundamentals for evaluating existing and future investments. Our market research will identify best practices and assess and rate vendors’ potential to help ensure the right technology is deployed. Our dedicated focus of expertise ensures insights and guidance about the aspects of digital technology necessary to sustain business operations. Digital Communications Digital communications enable the organization and workforce to efficiently interact and collaborate with its customers, partners and suppliers in a secure manner. Our agenda reflects our work to assess technology and guide organizations’ use of a range of communication methods - from unified communication and videoconferencing to communication platforms as a service - that are converging into what we call digital communications. Unfortunately, by 2025, two-thirds of organizations will realize that enterprise-wide digital communications do not satisfy workforce expectations, resulting in decreased productivity and worker engagement. The rapid adoption across the enterprise of a wide range of technologies supporting communication and collaboration have created disruptions that require a unified approach for organizational readiness. We will examine the impact of using analytics with artificial intelligence and machine learning (AI/ML) to identify enhanced methods of effective communication. We will also consider the intersection of digital communication with other applications and tools needed for collaboration and operations. Whether worker, manager or others that need to interact, enhanced technology must facilitate an engaging work experience. Our market research is designed to produce best practices and insights on technology that helps organizations evaluate and prioritize digital communication options. Digital Payments Organizations are improving how to make it easier to conduct business with them, and payments of any manner are not always designed for efficiency between the parties involved and legacy investments from prior management in finance and technology have hampered their effectiveness. To be effective, organizations should make Digital Payments as efficient as possible. As the transfer of goods, services for their financial value in exchange for something similar in return that is agreed upon the parties involved is at the essence of what business is all about. The evolution of digital payments has been occurring over multiple decades, but the majority of organizations have not enabled the use of more recent technology to streamline finance or revenue interactions across every buying and selling channel. This includes the digital currencies and exchanges that are changing the way that monetary interactions have historically been conducted. To optimize the impact of digital payments requires the ability to securely govern the processes and technology investments with customers across all buying and selling channels. This includes the digital identity of the parties, and our assertion is that by 2025, one-third of organizations will establish digital identity technology platforms to streamline the security of digital payment processes. Our market research on digital payments will investigate the processes and technologies that can transform organizations’ ability to operate in the most expedited and secure manner possible. Digital Security An effective digital security strategy is essential to comprehensively address what has historically been a bifurcated approach to cyber and information security. These processes need to be embedded and governed across all digital technologies. Our market agenda focuses on the importance of comprehensive digital security as an essential priority to protect the people, processes and assets - including intellectual property - of an organization. Our examination of digital security will explore how dedicated technologies have evolved to ensure proper governance and risk mitigation necessary to operate in distributed organizations with disparate supporting systems, across hybrid-computing environments removed from a once-managed data center. The effective application of best practices can guide the integration and interconnection of these operations, while addressing security risks through technological advancements. Our market research on digital security will examine the lessons learned from 2021 - and earlier - that still plague digital technology across the enterprise, including applications for customers and partners. We will evaluate new methods for human-to-machine and machine-to-machine verification that use identity and presence to best secure people and assets. We assert that through 2024, over two-thirds of organizations will converge their cyber and information security efforts into digital security programs to ensure effective governance and protection of physical and digital assets. Experience Management Digital experiences across every line of business and process should be the focal point for continuous improvement to enable effective and rewarding experiences for the workforce, customers, and products and services. Our focus on experience management is intended to ensure the effectiveness of all processes and technologies used to increase the impact of investments. This focused approach to experiences can enable marketing, sales and supply-chain service agents to distinguish their operations in a differentiated manner. It is ineffective to focus solely on the customer experience as the entire journey and lifecycle. Managing the experience of everyone in the organization - and all constituents supporting this imperative - is key to measuring and improving the economic value of these interactions. We assert that by 2026, over two-thirds of organizations will realize that a lack of focus on the feedback from “Voice of the” programs intended to support customer, product and workforce hinder digital effectiveness. The necessity of experiences to guide the people and process engagement design elements - as well as the digital and technological components - are essential for the corporate brand as well as the human connection. Our market research will guide organizations’ needs, plans and attitudes on experiences for enterprise-focused, as well as specific business-focused, areas of expertise. Governance and Risk For organizations to be effective in what has historically been called governance, risk and compliance (GRC), it is critical to examine the proper placement of these practices relative to finance, operations and IT processes. Effective governance requires the knowledge of a group of professionals, and potentially a center of excellence, to ensure organization-wide best practices and compliance with policies and regulatory guidelines across geographic and statutory requirements. Significant advancements in digital technology provide an opportunity to identify and invest in new methods that enable streamlined governance and risk mitigation throughout the organization. One area of improvement is in the use of analytics where, in 2025, the lack of risk metrics used in decision-making processes by two-thirds of organizations will contribute to declined performance and lack of organizational readiness. Instrumenting workflow and policy-focused technology can help ensure tasks and activities are handled according to corporate and regulatory guidelines. Our market research will provide guidance on the essential technologies required to ensure that digital business is focused on the impact and value from operations, while minimizing the cost and time required to address the governance and risk requirements. Performance Management Performance management is the process of efficiently linking an organization’s strategies and tactics with operations for desired outcomes. This fundamental approach to managing to objectives and key results has experienced a new resurgence. We assert that through 2025, one-third of organizations will determine the lack of performance management within business units has led to sub-optimization that does not contribute to overall improvement. The complexities of digital business are creating new challenges for organizations’ ability to ensure alignment to the desired outcomes and performance within the time periods desired. This can be accomplished with dedicated applications designed for performance management across the workforce, supporting organizational goals for aligning work to the objectives of the organization. Advancements in digital technology - from analytics to AI and ML - have accelerated the potential to gather intelligence to guide performance management processes that can detect variances and issues impacting overall outcomes. Our market research will help organizations identify the best methodologies and processes in applications that adapt to the requirements for performance management. Combined with other advancing digital technologies like collaborative and conversational computing and mobile technology expectations, these applications can deliver the desired experience. Sustainability Management Sustainability management centers on promoting a balance in the mission of profitability and efficiency with the need to protect the environment. Success requires that leaders address the objectives for sustainability through planning and analytics, using dedicated applications that can best identify areas for change. By 2025, one-quarter of organizations will not be able to achieve sustainability management objectives without the need for environmental social governance (ESG) applications required to sustain continuous improvement. The span of sustainability management is not only limited to the direct activities and operations of an organization but also includes those of the extended supply chain - the activities of anyone associated with the initiative. The science behind analytics and data to calculate the organization’s carbon footprint, for example, requires incorporating competencies, skills and knowledge from the industry into the organization. For many organizations, the disparate activity to market the corporate sustainability efforts does not necessarily translate to the processes and technology that support the initiative. The importance of a dedicated team that works collaboratively across the organization to address change must be managed through an effective portfolio and work management to ensure that progress is made over time. Our continuous market research will examine best practices and the technological impact of sustainability management. Our expertise will help organizations prioritize technology and vendors to focus on the necessary sustainability processes that can ensure adequate progress. Work Management Work management is the integration of tools and methods that enable workers to conduct tasks and activities to a desired and timely outcome in an efficient manner. It is not simply about being productive - it encompasses the experience of how work is done digitally to meet business objectives. While this might seem obvious, most of the software organizations currently use was not designed around the experience of using it but rather focuses on the utility of what it accomplishes. This emphasis on productivity can have the unintended consequence of negatively impacting the effectiveness of the software. We assert that by 2025, one-half of organizations will deem existing project-management approaches ineffective to enable workforce resilience and providing business continuity. As organizations look to engage the workforce in the structured work of projects and unstructured guidance on tasks, the juncture of these is where the opportunity lies to simplify work and guide it to expected outcomes. This concept applies to work conducted in customer-facing areas across sales and service; marketing and operations that support front-office activities; or IT, manufacturing and supply-chain activities that are more structured and require a heightened sense of detail and governance. Our continuous market research will identify the rapidly evolving best practices in the use of task and program management, blended with collaborative computing, to provide an engaging work experience across the entire organization. Every organization, no matter the industry or size, is a digital business capable of improving areas that impact organizational agility and support the needs of the workforce. While it is essential to place a priority on the digital experience, the fundamentals lie in the focus of the business and applications that enable an organization to balance priorities holistically to ensure the readiness and resilience of the organization. Once an organization establishes priorities for how it will focus its digital business investments, the path forward will become clear. Desired outcomes will be achieved with effective preparation and strategy to the organizational readiness and workforce resilience required. To ensure your path for 2022 and beyond is on course with the right digital priorities, use this expertise and these focus areas as a filter for your own organizational efforts. Subscribe to our Ventana Research community at no cost to stay up to date on our 2022 research efforts. Check out our Digital Business expertise and focus areas for the detailed agenda and continuously updated 90-day calendar as well as more research facts and best practices. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Strategic Planning for Performance Management", "mainEntityOfPage": "https://marksmith.isg-one.com/strategic-planning-for-performance-management", "datePublished": "12/10/2021", "dateModified": "12/10/2021", "articleBody": "Strategic planning has always been difficult. But it is even more so in this age of rapid digital transformation and the pressure of business continuity, which has introduced disruptive changes. What’s needed, ironically, is a methodical approach to how an organization manages strategic planning to allow for beneficial disruption that is not avoidable, balancing finance and operations, engaging existing expertise and factoring in technology to ensure that new initiatives can be strategically aligned to the goals and aspirations of the organization. In essence, the essential foundation for performance management is planning that can ensure its alignment or optimization in order to reach strategic objectives. The strategic form of planning for performance management translates organizational initiatives into the specific programs and outcomes that organizations need to ensure they maintain, or perhaps improve, their performance and competitiveness. The best strategic planning thus is not only focused on corporate objectives but is continuous, enabling the organization to dynamically compare how it’s currently performing to its plans and rapidly adapt as needed. In a business environment where digital transformation has occurred at a rapid pace, organizations need to be more agile and methodical in how they plan and operate and how they leverage their people and expertise. Strategic planning for digital transformation requires the ability to prioritize innovation and investments to benefit the customer, product and workforce experiences that are part of every organization’s strategic intent. Many organizations say they do strategic planning; few actually have adapted their business to use it effectively. Traditionally, an organization would develop strategic plans, set corporate objectives and goals for what needs to be achieved, create appropriate portfolios of projects, and then wait for improved outcomes. That is the continuous and strategic part of what performance management provides an organization. It’s usually a step-wise process, with the steps from strategy and plans to initiatives and programs only loosely coupled and managed, resulting in a path to expected outcomes that’s less than optimal. For most organizations, the strategic plan is defined in presentations, documents and spreadsheets that are neither connected nor managed to ensure that employees can access as needed and that goals and objectives are linked and measured. This less-than-optimal environment will not establish confidence in strategic planning, which should operate continuously and seamlessly. Strategic planning requires purpose-designed technology that can support this specific set of requirements. It is not always part of traditional planning applications or performance management that you might find from your traditional HR-focused providers used for annual performance reviews. Effective strategic planning, in addition to agility, needs financial support and leadership. Funding and financial investments must be available and directable to match the planning. And leadership must be enlightened, fact-based and agile as well. And here, as in so many aspects of business, no one person is as smart as the collective business management – dynamic ongoing collaboration is critical to drive the planning to optimal results. A roadmap for the continuous optimization of strategic planning using analytics can help organizations identify their level of readiness and effectiveness for truly achieving the spirit of performance management. Ventana Research asserts by 2023, one-third of organizations will evolve from performance management processes based on analytics and planning to ones that maximize outcomes using goals and objectives. Getting started with strategic planning requires a critical eye toward your current approach to this essential business process. If performing well, it is reflected both in operational changes in the organization and in the performance metrics that align to the objectives and associated strategies. If you have not been able to continuously plan, and have failed to adapt to changes in the business, then you look at how connected your planning links your strategic to operational initiatives. Assess the performance and process gaps and determine where cycle times or management oversight may not be ideal. This gap analysis can help you identify areas for improvement and, more importantly, where better priorities and funding – and perhaps more useful and effective technology – will help you develop a more unified and continuous approach. It’s critical to engage leadership in the evolution of the organization’s strategic planning – this is a digital transformation process for performance management that requires agility and confidence, and so responsibility must fall to those who lead the organization. To develop and execute on strategy expeditiously requires planning software that can support these processes. Every enterprise should manage its strategic plans and portfolios of programs in a way that provides not only a return on the financial investment but also business value and outcomes that are visible and managed with a common approach. Your organization can reach its full potential with a common framework that will enable you to optimize your strategy and plans as well as motivate and engage your workforce. What’s required is a business case that prioritizes the use of dedicated applications for strategic planning for performance management as well as the ability to apply iterative funding to ensure continuous improvement. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Building Your Workforce Into a Strong Tribe", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2012/11/15/building-your-workforce-into-a-strong-tribe", "datePublished": "15/11/2012", "dateModified": "15/11/2012", "articleBody": "TribeHR has brought to market an HR application suite that uses social collaboration to empower workers and managers to perform tasks that might once have been done mostly by HR professionals, or not done at all. The software-as-a-service-based TribeHR application helps businesses with fewer than 500 employees with recruiting, applicant tracking, onboarding, performance and goal setting, and time and vacation management – but with a twist. By using social collaboration as a foundation for its functionality, TribeHR takes advantage of knowledge sharing, the most valuable approach our human capital management benchmark research found for engaging the workforce. Recently the company announced a new release of its software that provides further social media integration to more easily get candidate information from LinkedIn and Facebook, lets users post feedback and kudos on Facebook, and captures feedback from that channel. It’s easy to register for a trial of the product, so I did. I found the product easy to engage with, and thanks to its collaborative approach, it’s easy for employees to share information and converse with each other. The application lets you easily see staff profiles across the team, which helps drive better understanding of team members. The latest release introduces a simple approach to performance management that is part of the new approach to engaging workers. Managers can assign individual and team goals, track progress and post recognition when goals are reached either in a peer or public manner, and even publish recognition to Facebook. I also like the ease of having actions and goals defined in the system. Companies can share their list of corporate values, and review how employees support the values through their actions. This approach helps engage teams of people as human capital. For recruiting, TribeHR can automate job postings to external websites, job boards and Facebook, and post applications back into TribeHR. It can use a LinkedIn profile for a job application. The software makes it simple for applicants to be reviewed and prioritized for interview and potential future hiring which save valuable business time of hiring managers. This level of integration with social media addresses factors our benchmark research found improve the quality of hire (79%) and address metrics like cultural fit (64%). Other key features include: A corporate calendar that can be integrated with existing Outlook, Google or iCal calendars The ability to track time off Storage of corporate documents for easy access Simple ways to develop and maintain personnel profile and support time tracking. Many of these capabilities can replace personal productivity tools, such as Microsoft Office, that do not foster collaboration or common goals among a workforce. TribeHR can also integrate easily with Salesforce.com for sales force automation and FreshBooks for accounting. I hope to see it further integrate with Intuit QuickBooks, both of which are often used by small businesses. The company recently announced a reseller program to further extend access to its offering through a range of consulting firms. TribeHR keeps it simple when it comes to pricing, with a low per-user per-month charge starting at $2 and going higher based on a company’s needs to engage across groups and teams. With its foundation of customers, the company can provide aggregated information in the form of metrics to give guidance on best practices; for instance, its recently announced pay raise index provides a benchmark to compare a company’s business practices to those of others of similar size. While I usually can find places for improvement in vendor offering, TribeHR provides a very robust offering for the price it charges. I expect we will see more of its offerings available on smartphones and tablets to further extend into the new reality of business computing. Small businesses may lack an HR department, but they must have human capital management applications and processes that can operate with no or little administrative support. When it comes to helping organizations recruit, engage and retain talent, TribeHR provides a robust offering for an affordable price to help small businesses act smarter than the majority of big businesses. If your small business has not taken a look at TribeHR, don’t miss it. Regards, Mark Smith CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_socialcollab_supports_talent_management-10.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Anaplan is on a Mission for Planning Driven Performance Management", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2012/08/10/anaplan-is-on-a-mission-for-planning-driven-performance-management", "datePublished": "10/08/2012", "dateModified": "10/08/2012", "articleBody": "When it comes to the task of managing performance, many organizations still find themselves fixated on the past rather than planning for improvement in the future. When performance management processes operate efficiently, technology to support activities such as modeling and analytics can optimize outcomes and help align them to targeted goals and objectives. This might seem trivial or easily done, but the reality is that most organizations lack a unified platform that anyone in the enterprise can easily engage and leverage. This is where a company called Anaplan comes in, with an integrated platform that provides tools to help everyone participate in a common planning and analytics environment to foster well-managing performance. The company provides an easy-to-use software-as-a-service environment. Since my last analysis the company has brought in some heavy-hitting management to help it foster growth, including CEO Frederic Laluyaux, who comes from SAP and Business Objects, and Vice President of Products and Marketing Matt Howard. Most significantly, in the last year its software has evolved to meet the needs of executives, directors and managers across operational areas such as sales, operations and finance. It also has had many new releases of its software that operates in a cloud computing and Internet based access approach. It lets any type of business analyst develop models and apply analytics as tools for understanding past and future performance and be directly involved with scenario planning and performance management tasks to optimize and align activities and resources to target goals and objectives. Our benchmark research into business analytics found that analysts are not able to spend enough time in scenario planning and what-if analysis because they are weighed down with the task of getting the data together to do the modeling and analytics. Also, our sales forecasting benchmark found that many tasks that businesses rate as most important are not easily achieved today, such as unit forecasting over time (47%) and what-if scenario planning (43%). Our benchmark into sales earlier this year found that forecasting and pipeline (65%) and analytics (47%) were the highest application priorities in sales. There is still a lot of room for improvement in the areas of sales operations and interface to operations and finance to help provide more direct interaction across departments that should integrate business planning to not just manage but improve performance. Anaplan can help in the task of maximizing resources and revenue from sales territories. It can allocate accounts based on quantitative sales team and customer metrics. It supports a range of spreading options to identify areas for improvement, or individually hold certain targets by territory while planning for improvement in others. It also can start business initiatives for seasonal or new product introductions that need to have specific, integrated plans for assigning targets across sales and marketing, while planning for operations, manufacturing and distribution. All of Anaplan’s functionality is designed for businesses to use without IT involvement and without having to increase the load on the analysis team. These are just two examples of what you can do with Anaplan. Anaplan brings together the disparate tasks of sales forecasting, demand planning, sales and operations planning, financial planning and range of analytics into one environment in a way that I refer to as integrated business planning that we routinely educate organizations how to improve. The twist is that Anaplan has designed a tool to achieve this planning through direct engagement by those in business and not just analysts. Anaplan want to excel at integrated business planning to support performance management across marketing, sales, operations, finance and other areas that usually do not work well together because they have incompatible tools or methods to analyze and plan their own results. This antiquated approach leads to wasted time and resources, and is not smart business. Even so, Anaplan has room to improve, not so much in the area of products and technology but in its communication of the value it provides in bringing a unified approach to planning and performance management. If you are looking for a business and planning driven approach to performance management, you should look at Anaplan. Regards, Mark Smith CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_sales_application_priorities-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Unofficial Talent Management Guide for HR Technology Conference", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2011/10/03/the-unofficial-talent-management-guide-for-hr-technology-conference", "datePublished": "03/10/2011", "dateModified": "03/10/2011", "articleBody": "The HR Technology Conference and Expo in Las Vegas that begins today will showcase an array of new applications for talent management. The array of applications and advancements to help human resources professionals is evolving dramatically, and this is a place for HR and workforce management professionals to find new methods that help increase productivity and optimize business outcomes. The five business technologyinnovations that will be vitally important in this decade for HR as well as other lines of business: They are cloud computing, social media, mobility, analytics and collaboration. If you want to read what is new in these areas, you can read my business technology guide to the conference. Each of these when integrated with talent management processes can improve the potential of your workforce and help recruit and retain talent. This year’s HR Technology, the 14th gathering, shows signs of being more bustling than last year’s and on the continuing mission to help my industry colleague, Bill Kutik, in keeping the vendors honest. We anticipate a significant number of new announcements in talent management applications and the specific applications in areas like recruiting, compensation, performance, succession, and others that will advance using these business technology innovations. Now with cloud computing is already the new standard talent management; now it is imperative to progress in integration of them with enterprise systems which unfortunately no one seems to be spending many cycles on in dealing with your business or workforce data in the cloud that our benchmark research found is in significant disarray and needs to be addressed. Nobody attending will have time to see everything at the conference and exhibits, so I want to highlight some of the announcements in talent management that I think you should not miss at HR Tech and take back to discuss with your colleagues in business, finance, operations and IT. The conference program does not provide what I think is the detailed talent management guide to all the technology announcements so I’ve organized them for you to review and then go and visit the exhibitors to see them for yourself. I have spent the last three weeks doing preliminary review and analysis of most of these announcements. First in the broader spectrum of talent management application suites a consortium of vendors (BambooHR, emPerform, myStaffingPro and Strategia) has come together in what they call HR in the Cloud to make it easier for their systems to interoperate. In addition look at advances by PageUpPeople and Pilat as options in an integrated offering for talent management. The recent combination of Technomedia and Hodes iQ to form a complete talent managementsuite also will be on display. In what looks to be a significant power move in the market, ADP has unveiled Vantage HCM to provide a unified talent management suite that it can offer back to its significantly very large customer base. Also a newly renamed provider called Lumesse is demonstrating its new suite of applications it has announced. Those in HR who must improve its governance and efficiency of dealing with HR cases should look at Dovetail Software’s offering in talent management, which is available also on mobile devices. Recruiting and Hiring: To help you reach the broadest pool of candidates in a streamlined method, Talent Technology is demonstrating its Talemetry applications that I assessed; it can help you think about how you acquire talent. Jobvite has announcedits latest in social recruiting with an application within Facebook for social referrals. Kronos has released Talent Acquisitionversion 9 to help make it simpler to select and hire candidates. Taleo is showing itsmobile and social approaches to recruiting that it launched recently. HireVue announced advancements to its DigitalInterview Platform to engage with candidates on the Internet and determine their readiness for positions. I already referenced TalentBin under social media but Cornerstone OnDemand has announced a new social recruiting and sourcing application with what they have named theCornerstone Recruiting Cloud. Learning Management: The year has seen the learning management system (LMS) absorbed into talent management suites; for example, SuccessFactorsacquired Plateau and SumTotal Systems acquired GeoLearning. Not be left out, Kenexa recently announced its alliance with LMS vendorSkillSoft. Sabaannounced the Saba Content Connect Program to expand its customers’ choices on certified content accessible within the LMS. Performance Management: The need to take performance management seriously should be obvious and ourbenchmark research on the topic has found massive room for improvement to truly be focused on retaining and recognizing talent. Sonar6 is still the coolest looking performance management applications and would engage any manager to worker dialogue on a performance appraisal.Kenexa is demonstrating its new release of its performance management application; while it will need to integrate this with its compensation offering acquired from salary.com, the current version provides the basics. Rypple is showing its social performance management solution that brings collaborative feedback loops and social recognition that I see as a significant advancement. Total Compensation: An increasingly crucial part of talent retention is compensation management , including incentives and rewards. A pay-for-performance approach is not feasible without compensation management applications. There are a lot of advancements by the technology suppliers and some that are changing dramatically from supplier’s merger and acquisition activity including Plateau who was acquired by SuccessFactors. This should include benchmarking and comparisons like that from Mercer, which I recentlyassessed. Also stop by ADP’s booth to see its acquired Workscape applications, which rated well in our Value Index for Total Compensation Management. Also, not exhibiting at the conference is a vendor that I just assessed called Excentive that can handle the breadth and depth of compensation and incentives independent of any existing talent management suite. Succession and Career Management: PageUp People announced CareerPath that is a predictive talent modeling application Saba is demonstrating its latest Saba Talent Management including Talent Review, Talent Calibration and its dynamic people profile and competency management capabilities to help in utilizing talent effectively. SAP recently launched its Career OnDemand application to support its cloud computing approach to human capital management that I assessed and is becoming more competitive in the market. Workforce Management: Processes for tracking hourly and contract workers in regard to time and attendance, absence, activities and goals are changing rapidly. I recently assessed some key players in this market: Dayforce, which just announced now is part of a larger Ceridian team for delivering a broader suite of capabilities; Kronos; and WorkForce Software. As well I will be stopping by to assess Sability at the show. I hope you have a productive time at the 2011 HR Technology Conference. If you want to follow my real-time analysis, you can find me on Twitter(@marksmithvr), or you can collaborate with me on any of the social media channels we publish to. Ventana Research is continuing our in-depth of research in the talent management field. Recently we released a totalcompensation management benchmark, and at the moment we are analyzing our latest research on recruiting and social media and designing a new research investigation on the next generation of workforce management. Our firm continues to deepen its research foundation as it is diminishing from others; we are committed to producing analysis founded in facts and not just based on opinion. To ensure you get the right advice my firm launched a new set ofeducation and assessment services for talent management to help get the advice and knowledge without the headache of lengthy consulting engagements or having lingering consultants in your organization. Regards, Mark Smith – CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Unofficial Business Technology Guide for HR Technology Conference", "mainEntityOfPage": "https://marksmith.isg-one.com/2011/10/03/the-unofficial-business-technology-guide-for-hr-technology-conference-2", "datePublished": "03/10/2011", "dateModified": "03/10/2011", "articleBody": "The HR Technology Conference and Expo in Las Vegas that begins today will showcase an array of new business technology innovations for human capital management and talent management. The business technology to help human resources professionals is evolving dramatically, and this is a place for HR and workforce management professionals to find new methods that help increase productivity and optimize business outcomes. Early this year our firm defined five business technology innovations that will be vitally important in this decade for HR as well as other lines of business: They are cloud computing, social media, mobility, analytics and collaboration. Each of these when integrated with business and workforce processes can improve worker/manager interactions, and when combined they can have a widespread impact across the enterprise. This year’s HR Technology, the 14th gathering, shows signs of being more bustling than last year’s and on the continuing mission to help my industry colleague, Bill Kutik, in keeping the vendors honest. We anticipate a significant number of new announcements in mobility, social media expansion of applications and workforce analytics. Cloud computing is already the standard for these applications for talent management; now it is imperative to progress in integration of them with enterprise systems. To accomplish this will require using data integration technologies designed for operating across cloud computing and enterprise systems that come from providers like Dell Boomi, Informatica, Pervasive and SnapLogic. Nobody attending will time to see everything at the conference and exhibits, so I want to highlight some of the announcements and areas that we think you should not miss at HR Tech and take back to discuss with your colleagues in business, finance, operations and IT. The conference program does not provide what I think is the business technology thematic as a guide to all the technology announcements so I’ve organized them according to the innovations outlined above. If you want to read what is new from a talent management process perspective you can read my other guide to the conference. Workforce Mobility: The business use of smartphones and tablets continues to change how workers and managers operate and will cooperate, but it is hard to tell where the real advances lie. Keep in mind that while many vendors are quick to announce and show applications that you can be downloaded, few provide demonstration versions with predefined information that can help you understand the impact their app can provide. ADP recently added mobility capabilities to its applications that I assessed and it will highlight at the conference. Peoplefluent just announced availability of its mobile application suite and the Mobile Workforce Explorer that advances from what I already assessed as being the most progressive advancements in tablet-based applications for managers. Workday recently announced its mobility offering for managers on tablets but is still not providing access to experience it before purchasing. SAP also announced a series of new mobile applications for managers called SAP Manager Insight and SAP Interview Assistant that builds on top of what I assessed already at its SAPPHIRE conference. SuccessFactors has brought forward its BizX Mobile as the interface to its applications, but we are still waiting to see a public demonstration of its capabilities. Social Media: Social media is a key new channel to attract talent to your organization as well as to understand how to engage your existing workforce more fully. That said, don’t let it blur your focus on the complete process that goes beyond recruiting talent. Taleo recently released an interesting application called Taleo Radar that I engaged with at its Taleo World conference; it also is using Facebook and LinkedIn to introduce talent into the hiring process. A newer provider called TalentBin is taking a new approach for social recruiting that has a really nice YouTube overview. Taleo is also showing its latest announcement on social media integration with Facebook as part of its Talent Exchange. In the need for recognizing employees, Globoforce has announced Social Recognition to help recognize employees more socially across an enterprise. Workforce Analytics: Attracting and retaining talent are critical that can be more effective by using workforce analytics. Our workforce analytics benchmark research on HR organizations found some significant challenges in the maturity of organizations trying to use analytics. To help with this, software vendor eThority has methods to access and integrate data for workforce analytics across a spectrum of cloud and enterprise systems contained in its recently upgraded platform eThority 5 who in a surprise announcement was acquired by Equifax and now part of the TALX business unit. Sonar6 made performance reviews cool and has introduced an analytics offering that is easily seen on this YouTube clip. I recommend visiting Peoplefluent to see the advances in analytics enabled by its acquisition of Acquire. SuccessFactors acquired Inform and YouCalc to advance its solution for stand-alone workforce analytics and should be another stop on your tour of workforce analytics. SumTotal Systems is also advancing its workforce analytics that I assessed in a recent briefing. Technomedia has launched TM Analytics to help complement its new talent management suite. Visier was founded by former Business Objects and SAP executives to spice up the workforce analytics market and now has brought its products to the market after being in development for some time. Workforce Collaboration: Having your workforce collaborate to improve business outcomes is one of the most important dynamics in the changing workplace and can be fostered with technology. When you think about establishing workforce collaboration, don’t get distracted just by the cute social media expansions of recruiting applications which only can help part of your overall talent management processes. Unfortunately this critical business factor is not receiving its full due in the HR Tech conference, but there are advances worth your time to examine. SuccessFactors announced SuccessFactors Jam,which is the fusion of technologies it acquired from CubeTree and Jambok to engage the workforce in social learning; now I want to see it available through mobile technologies. Saba is demonstrating its Saba Centra and Social Learning suite that builds on its established learning management system and collaboration technology that I reviewed. SilkRoad Technology announced SilkRoad Point that is a collaborative and knowledge sharing platform that will change how employees engage across an enterprise. I hope you have a productive time at the 2011 HR Technology Conference. If you want to follow my real-time analysis, you can find me on Twitter(@marksmithvr), or you can collaborate with me on any of the social media channels we publish to. Ventana Research is continuing our in-depth of research in the talent management field. Recently we released a total compensation management benchmark, and at the moment we are analyzing our latest research on recruiting and social media and designing a new research investigation on the next generation of workforce management. Our firm continues to deepen its research foundation as it is diminishing from others; we are committed to producing analysis founded in facts and not just based on opinion. To ensure you get the right advice my firm launched a new set of education and assessment services for talent management to help get the advice and knowledge without the headache of lengthy consulting engagements or having lingering consultants in your organization. Regards, Mark Smith - CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Dayforce Engages Workforces for Higher Productivity", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2011/09/30/dayforce-engages-workforces-for-higher-productivity", "datePublished": "30/09/2011", "dateModified": "30/09/2011", "articleBody": "Improving worker/manager collaboration becomes a top priority as organizations realize the impact of such collaboration on workforce productivity and profitability. One way to enhance that collaboration is to make tasks such as scheduling, time and attendance and task management accessible through smartphones and tablets. The management team at Dayforce has experience with workforce management applications and now into the next generation of collaboration and mobility. The company uses innovative Web technology to make its workforce management applications easy to use, and is able to demonstrate the value of the monthly and annualized time its approach saves over that of others. Dayforce’s product suite includes time and attendance, scheduling, labor budgeting, task management and employee self-scheduling. My review of the applications confirms their usability for tasks from calendaring and scheduling to the utilization and budgeting of workers. Dayforce’s graphical interface takes an intuitive approach to scheduling and labor optimization based on worker scheduling constraints. What Dayforce calls performance-based scheduling includes the ability to look at schedules of individuals while seeing analytics of schedule efficiency. A schedule optimizer provides the best scenarios and then automatically populates schedules with a group of details that occur in workers’ shifts. The suite’s workflow designer can help managers design worker interactions and alerts that can be sent automatically. To help out with the financial aspects of workforce usage, the software lets users look at schedule costing to determine any exceptions that require management review. It also provides ad-hoc reports that are easy for managers for generate for review. As workforce management evolves to engage workers more with assignments and tasks that affect them, Dayforce has built in methods not just to define tasks but to assign them and approve their completion. This helps organizations gain the most engagement from their workers on a daily basis while also tracking their performance, and it provides a foundation for including rewards that can be made visible to the workers. This might provide an edge for Dayforce, since the software can support a diverse range of types of workers, and incentives and rewards are keys to motivating and retaining talent. Our benchmark research into performance management for talent management shows that aligning the workforce to business goals is of highest importance to 81 percent of organizations. To provide applications in the HR and payroll areas, Dayforce partners with Ceridian, which is also an investor in the company areas. Dayforce now offers a native application for Apple iOS and Android-based smartphones called Dayforce Mobile, which I reviewed briefly. The application helps associates and managers communicate and work together on scheduling to create a work/life balance. The company should make a demo of it freely available to get more organizations to see its capabilities. Dayforce competes with workforce management providers such as Infor, Kronos, Red Prairie and Workforce that also are advancing in mobility and collaboration; we believe that such capabilities are critical for organizations to adopt to acquire and retain talent. We are assessing the next generation of workforce management applications now and later on will do a detailed review of vendors and products in this segment to help buyers sort through these and other developments. If you are looking to replace legacy workforce management systems or the use of email and spreadsheets, we advise you to explore the depth of Dayforce’s applications and look at its success in the market. Regards, Mark Smith – CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Excentive Provides a Simpler Path to Total Compensation Management", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2011/09/30/excentive-provides-a-simpler-path-to-total-compensation-management", "datePublished": "30/09/2011", "dateModified": "30/09/2011", "articleBody": "Retaining talent and managing financials related to compensation should be a top priority for the HR and finance functions of companies, and many of them realize this. In our recent benchmark research in total compensation management, 72 percent of participants said it’s important or very important to have a compensation system aligned to their processes. One newer provider to the market, Excentive, started in 2002 in Europe and expanded globally in 2009. Its Excentive Compensation Cockpit supplies more than just a managerial view of compensation; it’s a total compensation management application that enables users to design and model compensation across an entire workforce or for the specific needs of the sales and service lines of business. Excentive has customers that operate across multiple countries, such asVodafone, Mercedes-Benz and Stryker. Its software supports the strategy of using compensation to retain talent and not just an obligation. As many organizations seek simpler methods to deploy sales incentives for agents and dealers, Excentive has made its software easy to set up and deploy in distributed organizations. In addition, Excentive uses the performance benchmarks of its customers to develop a range of metrics concerning calculation, communication, reviews and disputes, comparing results before and after using its tools. Its application has a range of functionality with a good level of usability and manageability. They make it easy to access and integrate transactions across existing systems to recognize deals and link to individual employee compensation plans. The software includes a managerial dashboard that provides access to detailed reporting that can be used to assess to a performance index. It addresses compensation auditing and governance, which has become a key priority to ensure that appropriate compensation is given. The auditing capabilities offer easy navigation to the rules underlying a bonus or incentive, which helps in resolving disputes that can affect an organization’s ability to address issues in a timely manner. While the product name’s focus on a cockpit is not entirely descriptive of what it offers, it can provide a view of sophisticated compensation plans covering merit pay, variable compensation, incentives, stock options and other forms of compensation. The compensation modeling environment provides flexibility to handle the rules and workflow required to operate divisions and varying currencies. In addition it provides integration back into payroll systems that can be tracked through the system. Excentive also can help in bonus management, salary review and equity management, activities that are not always considered part of compensation management. Our research indicates the importance of integrating compensation management into talent management; more than one-third of organizations indicated this is very important, and two-thirds ranked lack of integration as the top barrier impeding compensation planning. Excentive should work to provide integration points to such systems with its application, and maybe even partner with providers that need a more sophisticated approach to compensation, such as Cornerstone, Saba and Ultimate Software; some providers already have an integrated compensation management application. Excentive also should be considered in areas like sales compensation and incentives where companies have complex compensation models related to sales quotas and products across customers and territories. The sales compensation management market includes suppliers such as Callidus Software, Merced Systems, Varicent and Xactly, but Excentive is demonstrating that it can compete in what are now two different markets with only one product, which depending on the alignment of compensation and sales operations could give it an advantage in the next couple of years. We could not include Excentive in the 2011 Value Index for Total Compensation Management because the company had fewer customers and company efforts operating in North America in 2010, but it will be part of our 2011 evaluation for publishing in 2012, after its large growth in this part of the world. Excentive has a good opportunity to shake things up in the compensation application market. Organizations should consider its application and the successes of its customers as part of their own research. Regards, Mark Smith – CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "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: '9527', pageId: '4167680152', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "898dda47d8a6b0cbc6d4f9ee57a1e144", 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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