ISG Software Research Analyst Perspectives

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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. <a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a> <a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a> <a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a> <a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a> <a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a> </div> <ul></ul> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://blog.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/90531223305/1725882478811/Ventana_Research_2023/js/mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> </div> </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://blog.isg-research.net/hubfs/_images/_backgrounds/314838419_1200px.jpg)">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section">  <h1 class="analyst-header-title">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://blog.isg-research.net/the-business-continuity-imperative-the-price-and-revenue-management-imperative-for-resilience-in-2020-and-beyond">The Business Continuity Imperative: Price and Revenue Management for Resilience in 2020 and Beyond</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/mark-smith"> Mark Smith </a> on 02 August 2020 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=200&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=100&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png 100w, https://blog.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=200&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png 200w, https://blog.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=300&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png 300w, https://blog.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=400&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png 400w, https://blog.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=500&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png 500w, https://blog.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=600&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Economic dynamics and market pressures during a black-swan event can wreak havoc on efforts to effectively manage revenue operations and pricing for business continuity. For many organizations, environmental changes disrupt the methods by which these essential business processes are managed can be disrupted, damaging the revenue streams that create profitability. The array of pricing strategies and related promotional tactics across channels for configure, price and quote (CPQ), digital... </div> <a href="https://blog.isg-research.net/the-business-continuity-imperative-the-price-and-revenue-management-imperative-for-resilience-in-2020-and-beyond"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/sales">Sales</a>, <a href="https://blog.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://blog.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://blog.isg-research.net/topic/marketing">Marketing</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://blog.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://blog.isg-research.net/topic/data">Data</a>, <a href="https://blog.isg-research.net/topic/product-information-management">Product Information Management</a>, <a href="https://blog.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://blog.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://blog.isg-research.net/topic/workforce-planning">Workforce Planning</a>, <a href="https://blog.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://blog.isg-research.net/topic/total-compensation-management">Total Compensation Management</a>, <a href="https://blog.isg-research.net/topic/conversational-computing">Conversational Computing</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/business-continuity-through-experience-management-across-business-and-industries">The Business Continuity Imperative: Experience Management across Business for Organizational Effectiveness in 2020 and Beyond</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/mark-smith"> Mark Smith </a> on 26 July 2020 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_3_200418.png?width=200&name=Business_Continuity_3_200418.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_3_200418.png?width=100&name=Business_Continuity_3_200418.png 100w, https://blog.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_3_200418.png?width=200&name=Business_Continuity_3_200418.png 200w, https://blog.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_3_200418.png?width=300&name=Business_Continuity_3_200418.png 300w, https://blog.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_3_200418.png?width=400&name=Business_Continuity_3_200418.png 400w, https://blog.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_3_200418.png?width=500&name=Business_Continuity_3_200418.png 500w, https://blog.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_3_200418.png?width=600&name=Business_Continuity_3_200418.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Over the past several months, I have discussed a wide range of topics that organizations must consider and appropriately prioritize to maintain business continuity during periods of upheaval. But sometimes it’s important to take a step back and reflect on a critical and recurring theme: experiences. The array of experiences across the workforce and business processes both inside and outside of the organization are an essential part of an organization’s success. Leadership must give these... </div> <a href="https://blog.isg-research.net/business-continuity-through-experience-management-across-business-and-industries"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/sales">Sales</a>, <a href="https://blog.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://blog.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://blog.isg-research.net/topic/marketing">Marketing</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://blog.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://blog.isg-research.net/topic/data">Data</a>, <a href="https://blog.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://blog.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://blog.isg-research.net/topic/workforce-planning">Workforce Planning</a>, <a href="https://blog.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://blog.isg-research.net/topic/total-compensation-management">Total Compensation Management</a>, <a href="https://blog.isg-research.net/topic/conversational-computing">Conversational Computing</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2015/02/23/sap-is-a-factor-for-hcm-success">SAP is a Factor for HCM Success</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 23 February 2015 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3-1.png?width=200&name=ventanaresearchlogo300px3-1.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3-1.png?width=100&name=ventanaresearchlogo300px3-1.png 100w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3-1.png?width=200&name=ventanaresearchlogo300px3-1.png 200w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3-1.png?width=300&name=ventanaresearchlogo300px3-1.png 300w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3-1.png?width=400&name=ventanaresearchlogo300px3-1.png 400w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3-1.png?width=500&name=ventanaresearchlogo300px3-1.png 500w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3-1.png?width=600&name=ventanaresearchlogo300px3-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Maximizing the performance and value of people in the workforce should be a primary focus for any business these days. It is a complex task, especially for larger organizations, and chances for success can be increased by investment in human capital management (HCM) applications. In this competitive software market SAP is making a strong push, aided by acquisitions in the last three years of SuccessFactors for talent management and more recently Fieldglass for contingent labor management.... </div> <a href="https://blog.isg-research.net/2015/02/23/sap-is-a-factor-for-hcm-success"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/sap">SAP</a>, <a href="https://blog.isg-research.net/topic/hcm">HCM</a>, <a href="https://blog.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://blog.isg-research.net/topic/learning">Learning</a>, <a href="https://blog.isg-research.net/topic/performance">Performance</a>, <a href="https://blog.isg-research.net/topic/recruiting">Recruiting</a>, <a href="https://blog.isg-research.net/topic/successfactors">SuccessFactors</a>, <a href="https://blog.isg-research.net/topic/operational-performance">Operational Performance</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance</a>, <a href="https://blog.isg-research.net/topic/compensation">Compensation</a>, <a href="https://blog.isg-research.net/topic/hrms">HRMS</a>, <a href="https://blog.isg-research.net/topic/vendor-management-systems">Vendor Management Systems</a>, <a href="https://blog.isg-research.net/topic/workforce-analytics">Workforce Analytics</a>, <a href="https://blog.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://blog.isg-research.net/topic/workforce-planning">Workforce Planning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2013/03/05/orcaeyes-delivers-a-whale-of-workforce-analytics-and-planning">OrcaEyes Delivers a Whale of Workforce Analytics and Planning</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 05 March 2013 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://static.hsstatic.net/BlogImporterAssetsUI/ex/missing-image.png" width="200" !important:> </div> Human capital analytics used to be simple. It focused on compliance reporting, showed basic information and was an afterthought in most applications.  Today analytics is the centerpiece of many human capital management applications and involves many sophisticated tools, because it delivers the some of the greatest value of any process in all HCM.  Our <a href="//www.ventanaresearch.com/ngwm/" target="_blank">next-generation workforce management</a> benchmark research found that 61 percent of companies surveyed are planning to invest in improving their... </div> <a href="https://blog.isg-research.net/2013/03/05/orcaeyes-delivers-a-whale-of-workforce-analytics-and-planning"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/hcm">HCM</a>, <a href="https://blog.isg-research.net/topic/orcaeyes">OrcaEyes</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/information-applications">Information Applications</a>, <a href="https://blog.isg-research.net/topic/workforce-performance">Workforce Performance</a>, <a href="https://blog.isg-research.net/topic/talent-management">Talent Management</a>, <a href="https://blog.isg-research.net/topic/workforce-planning">Workforce Planning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2011/06/03/the-innovation-gap-in-hr-technology">The Innovation Gap in HR Technology</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 03 June 2011 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="//blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=200&name=shutterstock_314838419-1.jpg" width="200" !important: srcset="//blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=100&name=shutterstock_314838419-1.jpg 100w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=200&name=shutterstock_314838419-1.jpg 200w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=300&name=shutterstock_314838419-1.jpg 300w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=400&name=shutterstock_314838419-1.jpg 400w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=500&name=shutterstock_314838419-1.jpg 500w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=600&name=shutterstock_314838419-1.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Gadgets be gone: That was one of my lighter tweetable sentiments from last week’s <a href="http://www.hrosummits.com/">HRO Today Forum</a> <a href="http://www.hrdemoshow.com/index.php/2011/05/analyst-mini-summit/">analyst summit</a>, and you’ll see why below. At this gathering we industry analysts discussed the difference in perspectives on innovation, or the lack thereof, held by HR technology suppliers and the HR practitioners who buy and use their products, many of whom attended the HRO Today Forum. </div> <a href="https://blog.isg-research.net/2011/06/03/the-innovation-gap-in-hr-technology"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/performance-management">Performance Management</a>, <a href="https://blog.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://blog.isg-research.net/topic/business-innovation">business innovation</a>, <a href="https://blog.isg-research.net/topic/operational-performance">Operational Performance</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/business-mobility">Business Mobility</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/workforce-performance">Workforce Performance</a>, <a href="https://blog.isg-research.net/topic/talent-management">Talent Management</a>, <a href="https://blog.isg-research.net/topic/workforce-planning">Workforce Planning</a>, <a href="https://blog.isg-research.net/topic/hr-technology">HR 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://blog.isg-research.net/2011/05/21/mercer-promotes-possibility-of-the-new-empowered-workforce">Mercer Promotes Possibility of the New Empowered Workforce</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 21 May 2011 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="//blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=200&name=shutterstock_314838419-1.jpg" width="200" !important: srcset="//blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=100&name=shutterstock_314838419-1.jpg 100w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=200&name=shutterstock_314838419-1.jpg 200w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=300&name=shutterstock_314838419-1.jpg 300w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=400&name=shutterstock_314838419-1.jpg 400w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=500&name=shutterstock_314838419-1.jpg 500w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=600&name=shutterstock_314838419-1.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Less than a week after attending <a href="http://kevingrossman.ventanaresearch.com/2011/05/10/adp-advances-workforce-mobility-with-vantage-hcm/">ADP’s industry analyst day</a>, I flew to Washington, D.C., to attend Mercer’s analyst forum, which gave me a chance to compare another human resources juggernaut. While ADP is known primarily for payroll and business process outsourcing, <a href="http://www.mercer.com/" target="_blank">Mercer</a> is known for HR consulting and benefits outsourcing. Mercer is not as big as ADP, with $3.5 billion in annual revenue and over 27,000 customers, most of which are large multinational and midmarket companies, servicing over... </div> <a href="https://blog.isg-research.net/2011/05/21/mercer-promotes-possibility-of-the-new-empowered-workforce"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/performance-management">Performance Management</a>, <a href="https://blog.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://blog.isg-research.net/topic/metrics">Metrics</a>, <a href="https://blog.isg-research.net/topic/operational-performance">Operational Performance</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance</a>, <a href="https://blog.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://blog.isg-research.net/topic/workforce-performance">Workforce Performance</a>, <a href="https://blog.isg-research.net/topic/compensation">Compensation</a>, <a href="https://blog.isg-research.net/topic/data-mart">data mart</a>, <a href="https://blog.isg-research.net/topic/talent-management">Talent Management</a>, <a href="https://blog.isg-research.net/topic/workforce-analytics">Workforce Analytics</a>, <a href="https://blog.isg-research.net/topic/workforce-planning">Workforce Planning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2011/05/21/workforce-planning-is-part-of-the-next-generation-of-human-capital-management">Workforce Planning Is Part of the Next Generation of Human Capital Management</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 20 May 2011 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="//blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=200&name=shutterstock_314838419-1.jpg" width="200" !important: srcset="//blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=100&name=shutterstock_314838419-1.jpg 100w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=200&name=shutterstock_314838419-1.jpg 200w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=300&name=shutterstock_314838419-1.jpg 300w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=400&name=shutterstock_314838419-1.jpg 400w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=500&name=shutterstock_314838419-1.jpg 500w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=600&name=shutterstock_314838419-1.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Workforce planning is a business process that done right ensures an organization of suitable access to talent to ensure future business success. At a Mercer analyst summit I attended recently, which I wrote about in “<a href="http://kevingrossman.ventanaresearch.com/2011/05/18/mercer-promotes-possibility-of-the-new-empowered-workforce/">Mercer Promotes Possibility of the New Empowered Workforce</a>,” one of the sponsor execs kept challenging the HR industry analyst community to do more research on workforce planning, since her company and its customers are spending more time and money on just that.  </div> <a href="https://blog.isg-research.net/2011/05/21/workforce-planning-is-part-of-the-next-generation-of-human-capital-management"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/performance-management">Performance Management</a>, <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance</a>, <a href="https://blog.isg-research.net/topic/supply-chain-performance">Supply Chain Performance</a>, <a href="https://blog.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://blog.isg-research.net/topic/metrics">Metrics</a>, <a href="https://blog.isg-research.net/topic/operational-performance">Operational Performance</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/customer-contact-center">Customer & Contact Center</a>, <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance</a>, <a href="https://blog.isg-research.net/topic/information-applications">Information Applications</a>, <a href="https://blog.isg-research.net/topic/information-management">Information Management</a>, <a href="https://blog.isg-research.net/topic/workforce-performance">Workforce Performance</a>, <a href="https://blog.isg-research.net/topic/compensation">Compensation</a>, <a href="https://blog.isg-research.net/topic/data-mart">data mart</a>, <a href="https://blog.isg-research.net/topic/talent-management">Talent Management</a>, <a href="https://blog.isg-research.net/topic/workforce-analytics">Workforce Analytics</a>, <a href="https://blog.isg-research.net/topic/workforce-planning">Workforce Planning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2011/05/12/successfactors-finds-learning-management-system-and-more-with-plateau-acquisition">SuccessFactors Finds Learning Management System and More with Plateau Acquisition</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 12 May 2011 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="//blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=200&name=shutterstock_314838419-1.jpg" width="200" !important: srcset="//blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=100&name=shutterstock_314838419-1.jpg 100w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=200&name=shutterstock_314838419-1.jpg 200w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=300&name=shutterstock_314838419-1.jpg 300w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=400&name=shutterstock_314838419-1.jpg 400w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=500&name=shutterstock_314838419-1.jpg 500w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=600&name=shutterstock_314838419-1.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Consolidation in the human capital management software market is in full swing. Recently  Peopleclick Authoria <a href="http://kevingrossman.ventanaresearch.com/2011/04/07/peopleclick-authoria-elevates-workforce-analytics-by-acquiring-aquire/" target="_blank">acquired Aquire Solutions</a>, and just this week Golden Gate Capital and Infor agreed to buy Lawson Software for about $2 billion, which my colleague <a href="//robertkugel.ventanaresearch.com/2011/04/28/acquisition-of-lawson-complements-infor%e2%80%99s-portfolio/" target="_blank">Robert Kugel commented</a>. </div> <a href="https://blog.isg-research.net/2011/05/12/successfactors-finds-learning-management-system-and-more-with-plateau-acquisition"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/performance-management">Performance Management</a>, <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance</a>, <a href="https://blog.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://blog.isg-research.net/topic/learning">Learning</a>, <a href="https://blog.isg-research.net/topic/learning-management-system">Learning Management System</a>, <a href="https://blog.isg-research.net/topic/operational-performance">Operational Performance</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://blog.isg-research.net/topic/business-mobility">Business Mobility</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/customer-contact-center">Customer & Contact Center</a>, <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance</a>, <a href="https://blog.isg-research.net/topic/workforce-performance">Workforce Performance</a>, <a href="https://blog.isg-research.net/topic/compensation">Compensation</a>, <a href="https://blog.isg-research.net/topic/talent-management">Talent Management</a>, <a href="https://blog.isg-research.net/topic/workforce-planning">Workforce Planning</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); } }; // Category filters $('.all').click( function() { checkClass(); }); // Active tag $('.bttn').click(function(){ $('.bttn').removeClass('active'); $(this).addClass('active'); }) </script> </div> <div class="blog-numeric-pagination span12 ">   </div> </div> <div class="blog-sidebar">   <style> .blog-sidebar h3 { font-size: 18px; margin-bottom: 30px; position: relative; color: var(--light_blue); padding-top:40px; } .btn-secondary, .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } </style> <a href="https://cta-redirect.hubspot.com/cta/redirect/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be"><img class="hs-cta-img" id="hs-cta-img-960cd0b7-7494-40d3-ac1c-5825d5a075be" style="border-width:0px;" src="https://no-cache.hubspot.com/cta/default/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be.png" alt="JOIN OUR COMMUNITY"></a><script charset="utf-8" src="https://js.hscta.net/cta/current.js"></script><script type="text/javascript"> hbspt.cta.load(2035844, '960cd0b7-7494-40d3-ac1c-5825d5a075be', {"useNewLoader":"true","region":"na1"}); </script> <h3>Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@ventanaresearch.com" style="color: #284a7b;">ChiefResearchOfficer@ventanaresearch.com</a> </li> </ul> <a class="btn-secondary" href="https://www.ventanaresearch.com/analyst-perspective-policy">View Policy</a>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, 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https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" 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href="https://blog.isg-research.net/topic/cem">CEM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ceo">CEO (22)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ceo-cfo-financial-performance-management-forecasti">CEO, CFO, Financial Performance Management, Foreca (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cep">CEP (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ceridian">Ceridian (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cfo">CFO (164)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/challenge">challenge (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/channel">channel (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/channelinsight">ChannelInsight (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chargebacks">chargebacks (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chart-of-accounts">chart of accounts (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chatbots">Chatbots (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chatter">Chatter (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chief-risk-officer">Chief Risk Officer (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chro">CHRO (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ci-cd">CI/CD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cicero">Cicero (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cincom">Cincom (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cio">CIO (112)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cio-callenges">cio callenges (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cirro">Cirro (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cisco">Cisco (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ciso">CISO (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/clarabridge">Clarabridge (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/clarity-systems">Clarity Systems (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/clickfox">Clickfox (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/close">close (43)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/closed-loop">closed loop (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/closing">closing (35)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud">Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud-analytics">cloud analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud-business-intelligence">cloud business intelligence (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing (863)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud-erp">cloud ERP (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud9-analytics">Cloud9 Analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloudera">Cloudera (17)</a> </li> 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href="https://blog.isg-research.net/topic/commission">commission (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/commodity-model">commodity model (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/commodity-models">commodity models (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/communications">communications (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/compensation">Compensation (64)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/competition">competition (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/complex-event-processing">Complex Event Processing (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/compliance">compliance (30)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/composite-document">Composite document (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/composite-software">Composite Software (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/computer-vision">Computer Vision (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/computing">computing (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/concur">Concur (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/confirmit">Confirmit (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/connectwise">ConnectWise (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/connotate">Connotate (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/consolidate-and-close-management">Consolidate and Close 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href="https://blog.isg-research.net/topic/customer-experience">Customer Experience (532)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-experience-management">Customer Experience Management (55)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-feedback">Customer Feedback (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-feedback-management">Customer Feedback Management (123)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-information-management">Customer Information Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-intelligence">Customer Intelligence (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-interaction-technology">Customer Interaction Technology (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-journey-maps">Customer Journey Maps (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-life-cycle">customer life cycle (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-performance">Customer Performance (109)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-relationship-management">Customer Relationship Management (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-service">Customer Service (289)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-service-and-support">customer service and support (20)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cxm">CXM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cybersecurity">Cybersecurity (5)</a> </li> <li 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href="https://blog.isg-research.net/topic/data-mart">data mart (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-mining">Data Mining (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-observability">Data Observability (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-operations">data operations (101)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-ops">Data Ops (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-orchestration">Data Orchestration (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-pipelines">Data Pipelines (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-platforms">data platforms (45)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-preparation">Data 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href="https://blog.isg-research.net/topic/data-visualization">Data Visualization (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-viz">data viz (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-warehousing">Data Warehousing (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/database">Database (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/database-as-a-service">Database as a Service (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/database-com">database.com (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/datameer">Datameer (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dataops">dataops (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dataprep">DataPrep (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/datawatch">Datawatch (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dayforce">dayforce (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ddi">DDI (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/debt">debt (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/decision">decision (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/decision-hub">Decision Hub (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/decision-intelligence">Decision Intelligence (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/decision-management">Decision Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/decusoft">Decusoft (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/deep-learning">Deep Learning (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dell">Dell (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dell-boomi">Dell Boomi (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/demand-chain">Demand Chain (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/demand-generation">Demand Generation (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/demand-management">demand management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/demand-planning">Demand Planning (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/design">design (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/designed-data">designed data (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/desktop-analytics">Desktop Analytics (124)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/development">development (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/devops-and-platforms">DevOps and Platforms (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/devsecops">DevSecOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/df11">DF11 (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dg">DG (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dhcp">DHCP (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-applications">Digital Applications (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-business">Digital Business (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-commerce">Digital Commerce (104)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-communications">Digital Communications (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-experience-platform">Digital Experience Platform (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-finance">digital finance (105)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-innovation-awards">Digital Innovation Awards (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-intelligence">Digital Intelligence (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-interviewing">Digital Interviewing (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-marketing">Digital Marketing (28)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-operations">Digital Operations (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-publishing">Digital Publishing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-security">Digital Security (23)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-technology">Digital Technology (292)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-transformation">Digital transformation (20)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/direct-data-mapping">Direct Data Mapping (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/disaster-recovery">Disaster Recovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/discovery">Discovery (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/discovery-analytics">discovery analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/discovery-tools">discovery tools (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/distribution">distribution (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dns">DNS (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/document-management">Document Management (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dodd-frank">Dodd-Frank (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/domestic-payroll">Domestic Payroll (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/domo">Domo (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dovetail">Dovetail (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dreamforce">Dreamforce (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/driver-analysis">driver analysis (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/driver-based">driver-based (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/driver-based-planning">driver-based planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dynamics">Dynamics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dynamics-ax">Dynamics AX (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dynamics-gp">Dynamics GP (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/e-discovery">e-discovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/echopass">Echopass (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eclipse">Eclipse (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/edi">EDI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ediscovery">eDiscovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/editorial">Editorial (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/effectiveness">effectiveness (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eg-solutions">eg Solutions (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/elasticube">elasticube (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eloqua">Eloqua (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/embedded-analytics">embedded analytics (95)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/emc">EMC (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-engagement">Employee Engagement (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-experience">employee experience (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-onboarding">Employee Onboarding (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-productivity">Employee Productivity (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/empower">Empower (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/end-to-end">end-to-end (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/endeca">endeca (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enghouse-interactive">Enghouse interactive (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enkata">Enkata (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-applications">Enterprise Applications (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-data-strategy">Enterprise Data Strategy (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-messaging-internet-of-things-iot-middle">Enterprise messaging, Internet of Things, IoT, mid (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-profitability-management">enterprise profitability management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning (72)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-risk-management">enterprise risk management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-software">Enterprise Software (27)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-spreadsheet">enterprise spreadsheet (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-tax">Enterprise Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterworks">Enterworks (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/environment-management">Environment Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/environmental">Environmental (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/envision">Envision (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/epicor">Epicor (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/epiphany">Epiphany (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/equifax">Equifax (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/equity-research">equity research (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erm">ERM (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erp">ERP (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting (150)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/error">error (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/esg">ESG (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/esri">ESRI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/essbase">Essbase (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ethority">eThority (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-data">Event Data (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-discovery">Event discovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-stream">Event Stream (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-stream-processing">Event Stream Processing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-streams">Event Streams (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exacttarget">ExactTarget (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exadata">exadata (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exalytics">Exalytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/excel">Excel (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/excentive">Excentive (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/executive">executive (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expense">expense (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expense-management">expense management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/experience-management">Experience Management (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expert-systems">Expert Systems (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exploration">Exploration (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exploratory-analytics">exploratory analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/explorium">Explorium (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/extended-close">extended close (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/extended-reality">extended reality (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/external-data-platform">External Data Platform (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exterro">Exterro (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/f-type">F-Type (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fasb">FASB (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fast-close">Fast close (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/feedback">Feedback (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fei">FEI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ferf-ceo">FERF CEO (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/field-service">Field Service (29)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance">finance (53)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-analytics">Finance Analytics (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-cloud">finance cloud (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-performance-management">Finance Performance Management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-transformation">finance transformation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial">financial (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-analytics">financial analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-applications">Financial Applications (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-close">Financial Close (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-governance">Financial Governance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-management">Financial Management (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-model">financial model (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance (561)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-2">financial performance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management (237)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM) (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-planning">financial planning (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-regulation">financial regulation (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-reporting">financial reporting (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-risk-management">financial risk management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-services">Financial Services (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-software">financial software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-standards">financial standards (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-statement">financial statement (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-systems">financial systems (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financialforce">FinancialForce (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financialforce-com">FinancialForce.com (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financials">financials (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/five9">Five9 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/flow">flow (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fms">FMS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/for-example-genesys">for example Genesys (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/forecast">Forecast (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/forecasting">forecasting (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fpa">FP&A (22)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fpm">FPM (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fraud">Fraud (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fuel50">Fuel50 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fusion-applications">Fusion Applications (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gaap">GAAP (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gamifiacation">Gamifiacation (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gartner">Gartner (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/genai">GenAI (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/generative-ai">Generative AI (37)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/genesys">Genesys (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/geographic-information-systems">Geographic Information Systems (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gis">GIS (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/global-payroll">Global 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href="https://blog.isg-research.net/topic/information-technology">Information Technology (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/infosphere">InfoSphere (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/initiatives-management">Initiatives Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/initiatives-planning">Initiatives Planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/inkling">inkling (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/innovation-awards">Innovation Awards (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/insights">Insights (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/intacct">Intacct (9)</a> </li> <li style="display:none;"> <a 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href="https://blog.isg-research.net/topic/jobscience">Jobscience (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/jobvite">JobVite (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/johnson-controls-panoptix">Johnson Controls Panoptix (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/jonova">Jonova (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/journalism">Journalism (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/json">JSON (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kalido">Kalido (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kana">Kana (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kapow">Kapow (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kapplets">Kapplets (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/karmasphere">Karmasphere (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kenandy">Kenandy (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kenexa">Kenexa (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/key-performance-indicators">Key Performance Indicators (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/key-performance-indictors">Key Performance Indictors (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kinaxis">Kinaxis (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/knoahsoft">KnoahSoft (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/knopahsoft">KnopahSoft (1)</a> </li> <li 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href="https://blog.isg-research.net/topic/perillon">Perillon (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/personalization">Personalization (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pervasive">Pervasive (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pim">PIM (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pim-product-information-management-sales-marketing">PIM, Product Information Management, Sales, Market (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pipkins">Pipkins (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pitney-bowes">Pitney Bowes (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pivotal-hd">Pivotal HD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pivotlink">PivotLink (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/planmill">PlanMill (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/planning">Planning (88)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/planview">Planview (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/plateau">Plateau (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/platfora">Platfora (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/platform-as-a-service">Platform as a service (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/playbook">Playbook (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/plex">Plex (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/plunk">Plunk (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/portfolio-management">Portfolio Management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/portrait-software">Portrait Software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/potus-department-of-labor-flsa-part-541-overtime-r">POTUS, Department of Labor, FLSA, Part 541, Overti (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/powercenter">PowerCenter (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predictive">Predictive (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predictive-analytics">Predictive Analytics (203)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predictive-hcm">Predictive HCM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predictive-planning">Predictive Planning (49)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predixion">Predixion (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management (70)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/price-optimization">Price Optimization (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pricing-and-promotion-management">Pricing and Promotion Management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pricing-management">pricing management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pro">PRO (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/process-management">process management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/process-mining">Process Mining (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/procure-to-pay">Procure-to-Pay (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/procurement">procurement (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/product-experience-management">product experience management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/product-information-management">Product Information Management (90)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/professional-services">Professional Services (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/professional-services-automation">Professional Services Automation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/profit-velocity">Profit Velocity (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/profitability">Profitability (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/profitability-management">profitability management (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/project-management">Project Management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/project-planning">Project Planning (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/project-portfolio-management">Project Portfolio Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/projecthelp">ProjectHelp (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/projectops">ProjectOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/projector">Projector (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/promptbook">Promptbook (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/property-technology">Property Technology (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pros">PROS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pros-pricing">PROS Pricing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/psa">PSA (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/publishing">Publishing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/purchasing">purchasing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pv-accelerator">PV Accelerator (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pxm">PXM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qad">QAD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik">Qlik (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-qlik-sense">Qlik Qlik Sense (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-qonnections">Qlik Qonnections (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-analytics-qlik-sense-qlik-business-intelligen">Qlik, Analytics, Qlik Sense, Qlik, Business intell (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qliktech">Qliktech (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlikview">QlikView (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qualtrics">Qualtrics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quantrix">Quantrix (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quinterian">Quinterian (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quotas">Quotas (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qvidian">Qvidian (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/r">R (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ransomware">Ransomware (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rapide">Rapide (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rapidminer">Rapidminer (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rdbms">RDBMS (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/real-estate">real estate (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/real-time">Real-time (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reconciliation">Reconciliation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recovery">Recovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recruiting">Recruiting (41)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recurring-revenue">Recurring Revenue (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/report">report (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reporting">Reporting (78)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reporting-xbrl-ixbrl-document-management">Reporting, XBRL, iXBRL, document management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/research">Research (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/resilience">Resilience (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/responsetek">ResponseTek (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/retail-analytics">Retail Analytics (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue">Revenue (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-and-lease-accounting">revenue and lease accounting (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-management">Revenue Management (33)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-performance">Revenue Performance (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-performance-management">Revenue Performance Management (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-recognition">revenue recognition (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-lease-and-tax-accounting">Revenue, Lease and Tax Accounting (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revolution">Revolution (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revolution-analtyics">Revolution Analtyics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rightnow">RightNow (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rim">RIM (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk">Risk (37)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk-compliance-grc">Risk & Compliance (GRC) (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk-analytics">Risk Analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/riversand">Riversand (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/roambi">Roambi (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-automation">robotic automation (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-finance">robotic finance (38)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-process-automation">Robotic Process Automation (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/roi">ROI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rpa">RPA (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rypple">Rypple (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sop">S&OP (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/saas">SaaS (27)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sab-miller">SAB Miller (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/saba">Saba (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sage">Sage (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sage-software">Sage Software (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales">Sales (169)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-and-operations-planning">Sales and Operations Planning (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-cloud">Sales Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-coaching">Sales Coaching (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-commission">Sales Commission (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-compensation">Sales Compensation (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-effectiveness">Sales Effectiveness (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-enablement">sales enablement (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-enablement-and-execution">Sales Enablement and Execution (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-engagement">Sales Engagement (25)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-force-automation">Sales Force Automation (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-forecasting">Sales Forecasting (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-operations">Sales Operations (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance (446)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance-management">Sales Performance Management (77)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM) (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-planning">Sales Planning (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-planning-and-analytics">Sales Planning and Analytics (18)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-tax">Sales Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-marketing-sales-performance-management-marke">Sales, Marketing, Sales Performance Management, Ma (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-sfa-spm-sales-performance-management-sales-c">Sales, SFA, SPM, Sales Performance Management, Sal (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/salescloud">SalesCloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/salesforce-com">Salesforce.com (58)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap">SAP (76)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-epm">SAP EPM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-hana">SAP HANA (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-insider">SAP insider (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-lumira">SAP Lumira (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-netweaver">SAP NetWeaver (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-predictive-analytics">SAP predictive analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-teched">SAP TechEd (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sapphire">SAPPHIRE (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sarbanes-oxley">Sarbanes Oxley (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sas">SAS (26)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sas-institute">SAS institute (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sasb">SASB (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sase">SASE (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/savi">Savi (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scm">SCM (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scm-demand-planning">SCM Demand Planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scout-rfp">Scout RFP (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scribe-software">Scribe Software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/search">Search (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sec">SEC (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sec-software">SEC Software (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/secfinops">SecFinOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/secops">SecOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/security">Security (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/security-posture">Security Posture (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sedar">SEDAR (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/self-service">Self-service (41)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/semantic-model">semantic model (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/service-supply-chain">Service & Supply Chain (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/service-cloud">Service Cloud (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/servigistics">Servigistics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sfa">SFA (24)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sfdc">SFDC (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sharepoint">SharePoint (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/shoretel">ShoreTel (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/siemens-enterprise-communications">Siemens Enterprise Communications (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/signal-demand">Signal Demand (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/silverpop">SilverPop (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/simba">Simba (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-financial-close">Smart Financial Close (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-manufacturing">Smart Manufacturing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-phones">Smart Phones (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-watches">Smart Watches (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smarter-analytics">Smarter Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smarter-workforce">Smarter Workforce (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smb">SMB (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/snaplogic">SnapLogic (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/snowfly">Snowfly (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/soa">SOA (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/soc">SOC (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social">Social (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-business">Social Business (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-collaboration">Social Collaboration (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-crm">Social CRM (128)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-dynamx">Social Dynamx (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media">Social Media (365)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media-analytics">Social Media Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media-intelligence">Social Media Intelligence (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-recognition">Social Recognition (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/socialtext">SocialText (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sococare">SoCoCare (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/softscape">Softscape (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/software">Software (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/software-as-a-service">Software as a Service (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sourcing">sourcing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sovereign-cloud">Sovereign Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sox">SOX (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spago-solutions">Spago Solutions (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spatial-data-quality">Spatial Data Quality (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/speech-analytics">Speech Analytics (177)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/splunk">Splunk (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spm">SPM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spotfire">Spotfire (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spreadsheets">Spreadsheets (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spss">SPSS (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sql-h">SQL-H (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sqlstream">SQLstream (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/star-analytics">Star Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/statistics">Statistics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/stibo-systems">Stibo Systems (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/stratahadoop">Strata+Hadoop (56)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/streaming-analytics">Streaming Analytics (28)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/streaming-data">Streaming Data (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/streaming-data-events">Streaming Data & Events (32)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/subscriber-experience">Subscriber Experience (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/subscription-billing">Subscription Billing (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/subscription-management">Subscription Management (68)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/subscription-recurring-revenue-zuora">Subscription, Recurring Revenue, Zuora (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/successfactors">SuccessFactors (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sumo-logic">Sumo Logic (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sumtotal">SumTotal (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sumtotal-systems">SumTotal Systems (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sungard">Sungard (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sunsystems">Sunsystems (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supplier-relationship-management">supplier relationship management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supply-chain">Supply Chain (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supply-chain-management">supply chain management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supply-chain-performance">Supply Chain Performance (253)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supply-chain-planning">Supply Chain Planning (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/surface">Surface (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/surveys">Surveys (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sustainability">Sustainability (38)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sustainability-and-esg">Sustainability and ESG (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sustainability-management">Sustainability Management (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/swordciboodle">SwordCiboodle (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sybase">Sybase (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sybase-iq">Sybase IQ (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sybase-mobile-industry">Sybase. 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href="https://blog.isg-research.net/topic/threat-landscape">Threat Landscape (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/threat-management">Threat Management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tibco">Tibco (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tidemark">Tidemark (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/time-attendance">Time & Attendance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tm">TM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tm1">TM1 (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/topic">Topic (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/total-compensation-management">Total Compensation Management (46)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/total-rewards-management">total rewards management (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/towers-watson">Towers Watson (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/towers-watson-talent-management">Towers Watson Talent Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/training">Training (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/transcom">Transcom (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/transera">Transera (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/treasury">Treasury (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tribehr">TribeHR (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/trifacta">Trifacta (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/twitter">Twitter (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ucaas">UCaaS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/uda">UDA (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ui">UI (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ukg">UKG (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ultimate">Ultimate (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ultimate-software">Ultimate Software (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/unanet-technologies">Unanet Technologies (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/uncategorized">Uncategorized (103)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/unica">Unica (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/unicorns">Unicorns (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/unified-communications">Unified Communications (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/unit4">Unit4 (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/upstream-works">Upstream Works (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/us-gaap">US-GAAP (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/us-gaap-accounting">US-GAAP accounting (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/usability">Usability (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/use-cases">Use Cases (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ux">UX (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/value-index">Value Index (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/value-added-tax">Value-Added Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vantage-platform">Vantage platform (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/varicent">Varicent (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vat">VAT (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vendavo">Vendavo (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vendavo-price-pricing-optimization-revenue-custome">Vendavo, price, pricing, optimization, revenue, cu (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vendor-management-systems">Vendor Management Systems (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vendors">Vendor(s) (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/verint">Verint (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/verizon">Verizon (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vertex">Vertex (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vertical-solutions">Vertical Solutions (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vibe">Vibe (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/virtual-audit">virtual audit (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/virtual-close">virtual close (1)</a> </li> <li style="display:none;"> 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Imperative: Price and Revenue Management for Resilience in 2020 and Beyond", "mainEntityOfPage": "https://blog.isg-research.net/the-business-continuity-imperative-the-price-and-revenue-management-imperative-for-resilience-in-2020-and-beyond", "datePublished": "02/08/2020", "dateModified": "02/08/2020", "articleBody": "Economic dynamics and market pressures during a black-swan event can wreak havoc on efforts to effectively manage revenue operations and pricing for business continuity. For many organizations, environmental changes disrupt the methods by which these essential business processes are managed can be disrupted, damaging the revenue streams that create profitability. The array of pricing strategies and related promotional tactics across channels for configure, price and quote (CPQ), digital commerce and subscription management can challenge the best of organizations. Leadership must examine the agility of pricing management to determine if they have ability to make and manage changes to determine the effectiveness of decisions. This requires visibility into revenue operations and selling channels, which in turn requires programs, processes and technology designed to meet the needs of what is called price and revenue management (PRM). Unfortunately, organizations far too often neglect the need for continuous pricing and revenue processes to ensure optimal business outcomes across financial and customer areas of operations. Therefore, Ventana Research asserts that through 2021, one-half of organizations will realize that digital transformation investments have not met the organizational readiness requirements of business continuity, leading to a new focus on innovative digital technologies that more reliably sustain operations. The business continuity imperative requires that organizations make it a priority to examine essential business and technology areas that are often overlooked in the physical and virtual workplace but that make a meaningful impact on financial objectives. Leadership must not just support business processes but ensure they’re optimized and that they support the level of resilience needed to weather internal and external factors that impact sustainability of operations. It’s critical to operate effectively — across direct channels to customers and indirect ones to partners — to provide products or services to the market. Existing applications are not always designed to integrate pricing in a centralized and unified manner, which makes managing pricing across business processes more difficult than it should be. Whether your organization operates in a B2B or B2C manner, reaching optimal outcomes for effective price and revenue management requires a process that includes analytics, planning and modeling to best determine strategy. Easy digital participation and collaboration critical for anyone involved in the organization related to pricing and revenue management. The most efficient approach requires methods that are easy to both assess and act upon to optimize results. Organizational sustainability hinges on effective technology investments that enable an enterprise to maximize its potential. So, where should leadership start? Building Continuity with Pricing and Revenue Management Every organization should start by holistically assessing all short- and long-term needs related to price and revenue management for business continuity that may already be in place. No matter how an organization manages its pricing to achieve agility and effectiveness in its readiness, to maintain business continuity it must remain on the lookout for the most successful and impactful pricing and promotional tactics. This is nearly impossible to accomplish from a tangle of spreadsheets and applications that do not provide the ability to manage and optimize pricing to revenue objectives. Furthermore, organizations that haven’t yet unified pricing management across channels so that they’re managed in the cloud for continuous operations must make this an immediate priority. It’s difficult to maintain business continuity and achieve the optimization needed when pricing is not managed in a unified manner that ensures an acceptable level of resiliency. Organizations should embrace a culture of seamless digital experiences that bolster more collaborative interactions across people, processes and systems for price and revenue management. Organizations that have a discipline for this imperative are well on their way to understand and optimize profitability. Streamlining pricing management is critical for success and this is impossible without high-quality digital experiences. In fact, Ventana Research asserts that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. Organizations must cultivate excellent experiences across all roles and people involved, using pricing processes, with applications and underlying data to build a strong, forward-looking and agile enterprise. Success with business continuity must support more than just providing analytics on pricing changes or manage price lists with products and ensure that they are not inadequate or isolated within the individual applications across an organization. This approach can enable mistakes that collectively can impact revenue potential. Success is not even about pricing itself or sustaining those efforts in best and worst of times, under pressure and over time. Price and revenue management is about cultivating an enterprise-wise focus on margin optimization and profitability that enables the organization to seize market opportunities and deliver outcomes that exceed expectations. Price and revenue management should go beyond optimizing these processes and operations — it should guide a path toward excellence in everything that the organization is focused on accomplishing. It should provide business insights using critical metrics from analytics that indicate the future revenue health of the organization as well as the readiness of those performing pricing strategies for margin optimization. This requires advanced techniques using machine learning (ML) and even further using artificial intelligence (AI) within a platform that integrates with specific applications for price and revenue management. Managing revenue requires specialized analytics that can assess variables across pricing and promotions to optimize revenue across customer segments and market penetration strategies. Revenue analytics also should be able to provide historical performance and predictive indicators that leadership can then use to understand variances and target improvements. Many organizations depend on analytics but metrics that lack context or a dashboard-only approach are insufficient. The real value comes from applying machine learning and analytics to uncover challenges for optimizing margins and provide immediate guidance on revenue opportunities across the array of processes. Machine-generated insights about pricing and revenue must be easy to manage and optimize; some of the most accessible insights use natural language and generate stories that can be read or heard, presenting the impact of potential plans in simple and actionable terms. A pricing and revenue management system should be able to create effective notifications that place intelligence into the hands of the people involved in the business process who are responsible for maximizing margins and customer relationships. A pricing and revenue management system should be able to create effective notifications that place intelligence into the hands of the people involved in the business process who are responsible for maximizing margins and customer relationships. I discussed this next generation of digital experiences in my recent perspective on how to use data and analytics to achieve organizational success. A strong focus on experiences can unify an organization’s efforts to not just sustain continuity but bring new value to business efforts through educating and guiding business professionals. It’s more about optimizing than administration of pricing. Optimizing margins is more than just a nicety; it’s essential for every organization that looks to make the most of customers relationships across channels of customers, partners and subscribers. Price and revenue management should be the foundation of all selling processes and experiences. I have written about this essential part of achieving sales performance. Maintaining business continuity during challenging times means that an organization has the flexibility to adapt organizational priorities and rapidly align pricing and revenue plans to reach expected performance. This effort is important whether the work environment is from home or on the front lines of a pandemic; organizations should seek to manage towards bigger margins and better financial performance. Without an optimized and continuous set of processes dedicated to price and revenue management, an organization won’t be able to elevate performance and reach its ultimate potential; I recently discussed why this is a critical part of your mission for business continuity and beyond. Digital Communications is Essential Managing pricing requires not just the right platform and applications but ones that enable collaborative digital communications so leaders can make good decisions. Challenges such as a global pandemic or natural disasters demand digital communication across a distributed and most likely virtualized workforce; however, crises often shift priorities and engagement in price and revenue management can suffer. Ventana Research asserts that through 2022, one-half of organizations will determine that their technology for unified communications is ineffective for meeting business continuity needs and falls short in the open communications requirements for secured and seamless interactions across devices and people. Organizations must ensure their digital communications can interoperate with the necessary applications and provide frictionless digital experiences and sensible pricing processes that ensure high levels of engagement. This collaboration might be best addressed through conversational computing methods such as intelligent virtual agents (IVAs), which are smarter than most bots. This technology should include AI so the organization can rapidly respond to individual needs and can also streamline responses to exceptions and issues that inevitably arise. IVA should enable a dialogue on pricing and revenue insights so stakeholders understand the full range of opportunities and potential challenges. It’s important that an organization rally its digital communications efforts during a crisis such as a pandemic, because effectiveness in enhancing revenue across channels requires collaboration across the organization. To be effective, organizations should establish best practices and pricing policies that guide improvement to revenue processes, enhancing margins for profitability and financial performance. This assessment should include customers, partners and subscribers and should examine the extent to which contextual collaboration helps achieve mutual financial objectives. And organizations must keep this axiom of business continuity in mind: Applications and systems for price and revenue management must not just support digital communications; these tools should be a fundamental part of managing margins within the organization. Pricing and Revenue Matters Many organizations have managed the pricing processes that involve customers, marketing, operations, products, sales, subscribers and the demand chain across an array of business applications. However, few of these applications support a dedicated focus on optimizing pricing by providing an integrated and continuous toolset. A quality approach to managing pricing requires the right technology, which currently we certainly don’t find in spreadsheets, nor within ERP or CRM suites of applications. Many technology vendors have failed to provide an integrated and continuous approach to pricing and revenue management. It’s important that an organization make investments in supporting price and revenue management that use an automated and intelligent approach — in other words, simplifying tasks, collaboration and facilitating easy examination of scenarios and potential outcomes. The current movement in technology towards a unified platform can satisfy these needs, optimizing pricing and enhancing operations across the organization. We assert that by 2022, one-third of sales organizations will determine that pricing of products and services is mismanaged and begin to invest in new pricing management software. Success here demands using the right technology across the organization to provide visibility and optimization of pricing and revenue processes — in other words, the agility to adapt and improve in a volatile market climate. Organizations must improve pricing by assessing and prioritizing improvements to these processes to optimize engagement and readiness. Using the right technology is foundational to success and creates opportunities for breakthrough growth that far exceed mere productivity improvements. The work-from-home and virtualized business efforts during a pandemic are a prime example of how most organizations were ill-prepared because business continuity planning was not a priority. Many organizations do not have the ability to plan and adapt pricing to acceptable margins and achieve levels of revenue and profitability that meet financial performance expectations. Sustainable growth requires a refined strategy on pricing and revenue management, which is only possible when an organization is deliberate about the technology it uses to work collaboratively across the organization to optimize growth, outcomes and ultimately revenue. Our research suggests that this need to collaborate will also require that organizations embrace more sophisticated forms of collaborative computing so that people across business processes can capture, share and analyze interactions to guide effective actions and decisions. For this reason, we assert that by 2023, one-half of organizations will shift from email to messaging-based collaboration; one-third of those also will adopt digital forums to capture knowledge and improve organizational competencies. This requires an assessment of specific revenue strategies, particularly organizations engaged using configure, price and quote (CPQ) and digital commerce across B2B and B2C environments where customers and subscribers engage with products and services. Organizations with a unified approach to price and revenue management will find that it’s easier to achieve organizational agility with digital communication platforms that are open and secure and that can help increase the velocity of engaging in and executing on pricing strategies. For obvious reasons, price management technologies should integrate with product information management (PIM) and as I have articulated is a critical component of product experiences for buyers. Also, the use of augmented or extended reality is critical for buyers to simulate products and use of them. Thus configured products should be integrated with CPQ as well as dynamic pricing methods so leadership understands the revenue impact of configuration-based pricing. Organizations should also prioritize investments that enable more effective price and revenue strategies and there enhanced organizational agility. Investments into dedicated applications with this focus are critical, especially during or following a pandemic, to ensure the continuity of processes. And clearly, organizations must be prepared to adapt and respond to business continuity priorities that can change daily. To do this organizations will need methods that use digital technology to virtualize interactions with technology that supports workflow and robotic process automation (RPA) to streamline and guide price- and revenue-related processes and workflows. Smart Investments Matter Organizations must consider whether investments in applications and technology support continuous optimization and visibility into pricing and revenue across all the channels. It’s also critical that investments are built from a cloud-based platform that can interoperate with the necessary people virtually and processes digitally while supporting operations in real-time. Supporting these processes is significantly different than traditional pricing methods, which need not necessarily be continuous and real-time. The right technology includes a platform and applications that easily integrate with the channels and portfolio or products and services across an organization and every line of business. Appropriate tools facilitate enterprise needs for a distributed — and during times of business continuity, virtualized — workforce and processes. Investments should do more than manage prices or analyze potential revenue based on historical and projected sales but should provide value to everyone involved as well as support business continuity. And this is why we assert that through 2023, one-third of organizations will initiate business continuity planning to realign the priority of technology investments required to operate seamlessly in a distributed and virtual manner in customer, product, supply chain and workforce processes. Smart investment requires an effective assessment of an array of applications and tools. A solid evaluation includes the following questions: Do your price management technologies support the feedback and optimization needed for your enterprise across types of buyers and channels of commerce? Do you have the price and revenue management processes to optimize margins and improve outcomes from existing and new customer relationships? Are you able to track and review pricing scenarios across channels of operations to those engaged in revenue processes during a pandemic? Are you able to optimize pricing and promotions across channels to gain immediate insight into needs and issues? Is your organization ready to manage engagement and measure how revenue strategies impact performance? Are you able to have digital communications across the revenue process and pricing used in the organization — and in a secured and governed manner? Can you integrate pricing across selling and across customers, partners and subscribers in a consistent manner that integrates across the organization? Do you have the analytics and predictive indicators for pricing and revenue insights that are dynamically generated from machine learning? Are you able to collaborate about pricing and revenue strategies across business process and garner structured feedback for optimizing margins? A “no” answer to any of these questions indicates risk that could directly impact an organization’s potential with its price and revenue management efforts. Every organization — no matter the industry, the number of its employees or the size — has an opportunity to significantly improve its continuous revenue processes and provide pricing optimization across channels. It’s critical that applications enable leaders and managers to adequately plan for and respond to needed changes in pricing and revenue strategies, from black-swan events to meeting typical business continuity obligations. Organizations are unwise to even consider any investments that aren’t analytics- and collaboration-ready. We assert that by 2022, one-third of organizations will determine that their business applications are not suited to support their business continuity needs due to ineffective collaborative and mobile experiences, which are essential to operate seamlessly in a virtual environment. Every organization must ensure it has direct or embedded applications to operate across areas where products and services are sold and support remote management, including from the couch and home office, so it can effortlessly optimize pricing. Organizations should be ruthless about any operation that impedes this effort to meet pricing and margin requirements and ensure optimal levels of profitability. While organizations have spent significant resources and efforts on digital transformation in the form of automation and efficiency improvements, a far more important consideration is whether those investments make a meaningful impact on organizational agility and support a focus on revenue optimization so it can achieve best possible financial performance. Partner with Business Leaders The importance of teamwork among business leaders cannot be overstated when it comes to developing agility and engagement across the entire organization and its associated business processes that support price and revenue management. Pricing processes are typically focused on the customer, the optimization of which might be managed by the Chief Revenue Officer (CRO) and Chief Customer Officer (CCO). Those in this role are tasked with looking at the potential process and performance challenges and readiness of the organization to shift and meet revenue objectives. Smart leaders in business have developed models to assess any pricing and risk variables such as promotions and mix that can impact the organization’s ability to reach its financial objectives, including the critical objective of business continuity. A successful price and revenue-focused organization goes further, embracing collaborative and continuous operations in all aspects of its business across customers, subscribers, partners, and selling channels, all of which contribute to the financial performance of the business. A successful price and revenue-focused organization goes further, embracing collaborative and continuous operations in all aspects of its business across customers, subscribers, partners, and selling channels, all of which contribute to the financial performance of the business. A focus on price and revenue management is the foundation of both executive and operational leadership. However, cultivating excellent price and revenue management across the organization is just as important for ensuring business continuity. Thus, the Chief Revenue Officer’s (CRO) role is to work across the entire business to manage pricing and margins across channels. Ventana Research asserts that by 2025, more than half of B2B businesses will adopt price and revenue optimization. Today, the technology is only lightly adopted. Enterprise leadership needs to work actively and closely with business process managers and examine how to engage and improve pricing. Success requires effective engagement, not just fulfilling and responding to the requests but operational efficiency. Similarly, legacy investments into traditional CRM and ERP or outdated pricing technology don’t provide sufficient organizational agility. Unfortunately, business leaders might not always grasp their obligation to be a partner, but this can be addressed through executive dialogue on pricing and revenue management for business continuity to establish a clear understanding of the risks of not achieving expected outcomes. Business must lead and go beyond spreadsheets or stand-alone analytics tools to support their needs. One example is partnering across heads of finance, sales and operations to examine if pricing is optimized and effective. Dialogue across lines of business is a critical aspect of pricing effectiveness, and leaders must understand margins, channels and requirements to help business professionals work together to achieve optimal outcomes. Technology vendors that provide price and revenue management tools have not done a great job marketing and selling their offerings beyond articulating how they help specific pricing audience segments or channels. Many of these vendors’ websites lack depth and connection to the range of lines of business and processes, thus needs often go unmet. Business leadership should treat this impediment as an opportunity to develop a common approach that unifies their efforts with a pricing and revenue platform and applications that optimize roles, the related processes and any constituents under a common objective of maximizing margins and customer relationships. And of course, this effort should include price management software that helps model and benchmark all aspects of revenue, especially the ones that address the broader needs of specific roles and help establish a stronger connection with customers, partners and subscribers. Establish a baseline Pricing Index and apply analytical models and internal benchmarks to guide price improvements across specific channels for selling products and services. Solid benchmarks can help foster a path to building a business case for investment. Executive teams and even boards of directors are responsible for ensuring that investments into pricing and revenue processes will support current and future needs. Next Steps In times of crisis such as the current global health pandemic, when business continuity is a top priority, organizations mustn’t neglect digital investments into pricing and revenue management, especially if it has not previously been a focal point of executive leadership or a team involved with these processes. A superior approach demands technology that can improve processes, productivity and the overall digital effectiveness of pricing strategies to maximize revenue. Leadership that invests in managing pricing and related revenue processes can have a profound impact on business outcomes and an organization’s ability to reach expected levels of responsiveness and financial performance. Ensuring optimal revenue strategies is a shared responsibility across the entire business and is impossible to do without leadership focused on optimizing pricing both inside and outside of the organization. Optimization is about more than just pricing software for recording policies. The right tools provide insights that can guide the effectiveness in revenue operations across the enterprise to meet business needs. It’s about a dedicated approach that’s focused on the pricing and revenue processes for an array of commerce and selling activities that span customers, subscribers and partners. Even a focus on experiences with prices related to products, via digital or physical, are part of the mission to experience management and should be swiftly addressed. Antiquated methods such as spreadsheets or stand-alone applications are not designed for managing pricing towards margin and volume targets and desired outcomes. We assert by 2023, competitive pressures will force three-fourths of B2B companies to adopt technology-supported strategic pricing strategies to achieve volume and margin objectives. Moreover, effective revenue management requires far more than just the administration and stand-alone, administrative tools certainly don’t provide modern digital methods to understand and optimize pricing. One-off technology approaches can also decrease productivity, diminish accountability and increase risk in not having a comprehensive enterprise-wide approach to price and revenue management. It is critical that organizations, especially in times of duress, use business continuity as a driver to engage the business through the intelligent use of dedicated pricing platform and tools, and thus should examine their investments in technologies. If you are not sure how to approach improving the digital aspects of your business to better focus on the pricing and revenue — and thus engagement and outcomes — through the lens of business continuity, there are specific steps that every organization should take, similar to the steps outlined in my perspective on the imperative for digital innovation in business continuity. The effective use of digital technologies can reinvent pricing and revenue management — for every constituent no matter their role with the organization. This requires the right lens for a more comprehensive approach to support rather than distract from business continuity. Most organizations have realized this and are making it a priority to be more prepared. We assert that by 2022, after a decade of concerted efforts in digital transformation, one-half of organizations will not have established business continuity as an investment priority and will not be prepared to operate in a future pandemic or crisis, which will lead to increased operational risks. To achieve business continuity, optimize underlying processes by embracing pricing management strategies that include dedicated selling applications that support CPQ, digital commerce and subscription management for business-wide efforts. This can have an immediate impact on top- and bottom-line results and reflects the priority you place on your business performance and revenue operations. Once your organization has an effective approach, you can be assured that your organization is built to last. Ensure that existing and future application investments are designed for effective price and revenue management, not just for automation and efficiency, but those that can integrate with PIM and customer relationship management (CRM) systems. The digital experience is much more than one application; it’s about tools that integrate pricing and revenue management across people, processes and an array of systems. Every experience matters, including the internal ones. The entire executive team — the CEO’s staff, the CMO, CFO, CIO, CCO, COO, CXO, CPO, and the Chief Digital or Innovation Officers— should be aware of the strategy and plans for optimizing pricing. They should look to the CRO, who should be focused on optimizing pricing and revenue processes for future performance. Organizational leadership needs to ensure they embrace the discipline these efforts entail. The future depends on the active involvement of those who see building sustainable revenue as fundamental to business continuity and possess the agility and readiness to adapt and make smart changes. Determining your path forward for 2020 and beyond requires an effective strategy that sustains business continuity and exceeds expectations. Make sure you are using applications and a pricing and revenue platform that can truly manage these crucial processes across channels to provide optimal margins, boost financial performance and enable sustainable long-term success. Regards, Mark", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://blog.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Business Continuity Imperative: Experience Management across Business for Organizational Effectiveness in 2020 and Beyond", "mainEntityOfPage": "https://blog.isg-research.net/business-continuity-through-experience-management-across-business-and-industries", "datePublished": "26/07/2020", "dateModified": "26/07/2020", "articleBody": "Over the past several months, I have discussed a wide range of topics that organizations must consider and appropriately prioritize to maintain business continuity during periods of upheaval. But sometimes it’s important to take a step back and reflect on a critical and recurring theme: experiences. The array of experiences across the workforce and business processes both inside and outside of the organization are an essential part of an organization’s success. Leadership must give these experiences the attention they deserve, and this requires visibility into operations and the tools to measure effectiveness, especially during black-swan events. Fulfilling this objective requires the programs, processes and technology designed to meet the needs of what is called experience management (XM). Unfortunately, organizations far too often neglect the need for continuous and high-quality experiences. This is why Ventana Research asserts that through 2021, one-half of organizations will realize that digital transformation investments have not met the organizational readiness requirements of business continuity, leading to a new focus on innovative digital technologies that more reliably sustain operations. The business continuity imperative requires that organizations make it a priority to examine essential business and technology areas that are often overlooked in the physical and virtual workplace but that make a meaningful impact on the organizational objectives. Leadership must not just support execution of business processes but ensure high-quality experiences by optimizing how and where work is conducted with critical constituents — customers, partners and suppliers — to provide products or services. Managing experiences in business processes is more difficult than it should be because existing applications are not designed to deliver the feedback and insights an organization needs to improve. Effective engagement to reach optimal outcomes requires a process that facilitates great experiences — that is, easy digital participation and collaboration for anyone involved with others in the organization. To provide experiences that exceed expectations, organizations require information that’s easy to access and act upon to optimize results. The sustainability of every organization hinges on effective experiences and technology investments that enable an organization to maximize its potential. Building Continuity with Experience Management Every organization should start by assessing all short- and long-term needs related to managing experiences and business continuity for the entire organization that may already be in place. No matter how an organization manages its experiences to achieve agility and skills that ensure readiness, to maintain business continuity it must continuously ensure experiences are effective and impactful. This is nearly impossible to accomplish from a tangle of surveys, forms and spreadsheets. Furthermore, organizations that haven’t yet unified experiences so that they’re managed in the cloud for continuous operations must make this an immediate priority. It’s difficult to maintain business continuity and do the optimization needed when experiences aren’t managed in a unified manner that ensures an acceptable level of resiliency. Organizations should embrace a culture of seamless digital experiences that encourage engagement to bolster more collaborative interactions across people, processes and systems. Organizations that have a Voice of the Customer (VoC) and Voice of the Employee (VoE) program are well on their way to understanding and optimizing experiences. Streamlining experience management is critical for success and this is impossible without high-quality, seamless digital experiences. In fact, Ventana Research asserts that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. Organizations must create excellent experiences to build a strong, forward-looking and agile enterprise. Success with business continuity is about more than just providing continuous electronic surveys, fishing for a better NPS score or assuming any one channel represents the totality of the experiences across an organization that can make a mistake when they manage from this vantage point alone. It’s not even about increasing levels of satisfaction and even sustaining those efforts in best and worst of times, under pressure and over time. Business success is about cultivating organizational readiness and ensuring that the organization has the agility to deliver expected outcomes. Experience Management should do more than just optimize the flow of operations — it should guide a path toward excellence in everything that the organization is focused on accomplishing. It should provide business insights using critical metrics that indicate the future health of the organization as well as the readiness of those performing work. An integrated portfolio of managing experiences requires specialized analytics that can assess interactions, sentiment around them and feedback after the fact, whether speech or text, in real-time or over time. The analytics also should be able to provide historical performance that leadership can then use to understand variances and target improvements. Many organizations depend on analytics but metrics that lack context and a dashboard alone are insufficient. The real value comes from applying machine learning to analytics to uncover challenges and opportunities for optimizing experiences and provide immediate guidance on business process and interactions. Machine-generated insights about the experience inside and to the outside of the organization must be easy to consume and use; some of the most accessible products use natural language and generate stories that can be read or heard and present the impact of potential plans in simple and actionable terms. The experience management system should be able to create effective notifications that place intelligence into the hands of the people involved the business process, not just after an interaction but in the moment when it matters. The experience management system should be able to create effective notifications that place intelligence into the hands of the people involved the business process, not just after an interaction but in the moment when it matters. I discussed this next generation of digital experiences in my recent perspective on how to use data and analytics to achieve organizational success. A strong focus on experiences can unify an organization’s efforts to not just sustain continuity but bring new value to business efforts. It’s more about optimizing engagement than administration. Optimizing experiences is more than just a nicety; it’s essential for every organization that looks to make the most of engagement and relationships across a workforce and with customers, partners and suppliers. Maintaining business continuity during challenging times means that an organization has the flexibility to adapt organizational priorities and rapidly align plans to reach expected performance. This effort is important whether the work environment is from home or on the front lines of a pandemic; organizations should seek to provide experiences that go beyond what the enterprise expects. Without an optimized and continuous set of processes dedicated to experience management, an organization won’t be able to elevate performance and reach their ultimate potential; I recently discussed why this is a critical part of your mission for business continuity and beyond. Digital Communications is Essential Managing experiences requires not just the right applications but ones that enable collaborative digital communications so leaders can make good decisions. Challenges such as a global pandemic or natural disasters demand digital communication across a distributed and most likely virtualized workforce; however, crises often shift priorities and engagement can suffer. Ventana Research asserts that through 2022, one-half of organizations will determine that their technology for unified communications is ineffective for meeting business continuity needs and falls short in the open communications requirements for secured and seamless interactions across devices and people. Organizations must ensure their digital communications can interoperate with the necessary applications and provide frictionless digital experiences and sensible processes that ensure high levels of engagement where experiences occur. This collaboration might be best addressed through conversational computing methods such as intelligent virtual agents (IVAs), which are smarter than most bots. This technology can rapidly respond to individual needs and can also streamline responses to exceptions and issues that inevitably arise. IVA should enable the collection of feedback to understand individuals’ participation in a range of roles and responsibilities. Engaging the workforce effectively requires that organizations examine virtual ways to optimize work management methods that best support business processes and experiences of those in the workforce. It’s important that an organization rally its digital communications efforts during a crisis such as a pandemic, because effectiveness in enhancing experience across business processes requires collaboration across the organization. To be effective, organizations should establish best practices and policies that guide improvement to business processes, enhancing virtual interactions with leaders and managers for business continuity. This includes the direct engagement with customers, partners and suppliers and with business leaders to manage contextual collaboration that helps achieve mutual objectives including those to manage experiences. And organizations must keep this axiom of business continuity in mind: Applications and systems for experience management must not just support digital communications but use it as part of managing experiences with the organization inside and outside of normal operations and in a secured manner. Experiences Matter Many organizations have managed the business processes that involve customers, marketing, operations, products, sales, subscribers and the supply chain across an array of business applications. However, few of these applications support a dedicated focus on optimizing experiences by providing an integrated and continuous toolset that can operate across a range of business processes for people inside and outside of the organization. A quality approach to managing experience requires the right technology, which currently we certainly don’t find in legacy feedback and survey tools, nor within ERP, CRM or CX suites of applications. Though the the “X” in CX stands for customer experience, both old and newer vendors have failed to provide the integrated and continuous approach for collecting and acting upon experiences that organizations require. It’s important that an organization make investments in supporting experience management that use an automated and intelligent approach — in other words, simplifying tasks, collaboration and facilitating easy examination of scenarios and potential outcomes. The current movement in technology towards a common platform can satisfy these needs, optimizing engagement and enhancing operations across the organization. One such example that I have written about is the importance of a Voice of the Agent (VoA) program that focuses on meeting the needs of agents, whose mission is to provide a quality customer experience. We assert that by 2023, one-fifth of organizations will establish a voice-of-the-agent (VoA) program, enabling them to ascertain agent satisfaction through analysis of interactions with and feedback from customers. Success here demands active engagement across the organization to provide visibility and the agility to adapt and improve in a volatile market climate. Organizations must improve experiences by assessing and prioritizing improvements to these processes to optimize engagement and readiness. Using the right technology is foundational to success and creates opportunities for breakthrough growth that far exceeds mere productivity improvements. The work-from-home and virtualized business efforts during a pandemic are a prime example of how most organizations were ill-prepared because business continuity planning was not a priority. Many organizations did not have the quantitative feedback on the needs and issues of the workforce, which is the foundation of human capital management (HCM) and for which I have outlined the steps to improvement. Sustainable growth requires better experiences, which are only possible when an organization is deliberate about the technology it uses to work collaboratively across the organization to optimize them. Our research suggests that this need to collaborate will also require that organizations embrace more sophisticated forms of collaborative computing so that people across business processes can capture, share and analyze interactions to guide effective actions and decisions. For this reason, we assert that by 2023, one-half of organizations will shift from email to messaging-based collaboration; one-third of those also will adopt digital forums to capture knowledge and improve organizational competencies. It is just as important in many industries to engage those outside the enterprise, particularly organizations across the supply chain, from suppliers, manufacturing and distribution partners to customers and partners. Organizations with a unified approach to experience management will find that it’s easier to achieve organizational agility when blended with digital communication platforms that are open and secure and that can help increase the velocity of engaging in and executing work. Organizations should also prioritize investments that enable more effective digital workforce experiences and therefore enhanced organizational readiness. Investments into dedicated applications for experience management is critical, especially during or following a pandemic, to ensure the continuity and engagement of the workforce. And clearly, organizations must be prepared to adapt and respond to business continuity priorities that can change in a daily basis. To do this organizations will need methods that use mobile devices to virtualize interactions with technology that supports workflow and robotic process automation (RPA) that can streamline to capture and provide feedback on experiences. Smart Investments Matter Organizations must consider whether investments in applications and technology support continuous visibility and optimization of experiences across the enterprise both inside and outside of corporate operations. It’s also critical that investments are built from a cloud-based experience management platform. Supporting these processes is significantly different than traditional survey or feedback procedures, which need not necessarily be continuous. The right technology includes a platform and applications that support the portfolio an organization needs across every line of business. Appropriate tools facilitate enterprise needs for a distributed — and during times of business continuity, virtualized — workforce and processes. Investments should do more than automate survey participation but should provide value to everyone involved as well as support business continuity. And this is why we assert that through 2023, one-third of organizations will initiate business continuity planning to realign the priority of technology investments required to operate seamlessly in a distributed and virtual manner in customer, product, supply chain and workforce processes. Smart investment requires an effective assessment of an array of applications and tools. A solid evaluation includes the following questions: Do your experience management technologies support the feedback and optimization needed for your enterprise across departments and processes? Do you have the experience management processes to optimize engagement and increase outcomes? Are you able to track and motivate feedback and provide insights to those engaged in business processes during a pandemic? Are you able to get feedback across channels such as phone, text and an IVA to gain immediate insight into needs and issues? Is your organization ready to manage engagement and measure how experiences impact performance? Can you assess the quality of interactions from text and voice across any channels to determine levels of experiences being provided? Are you able to have digital communications across the business process and experiences in the organization — and in a secured and governed manner? Can you integrate the external feedback from customers, partners and suppliers in a consistent manner that can identify challenges and issues inside the organization? Do you have the analytics and predictive indicators for experiences that are dynamically generated from machine learning? Are you able to collaborate about experiences in business process and garner structured feedback for optimizing engagement? A “no” answer to any of these questions indicates risk that could directly impact an organization’s potential with its experience management efforts. Every organization – no matter the industry, the number of its employees or the size – has an opportunity to significantly improve its continuous processes and provide excellent digital experiences. It’s critical that applications enable leaders and managers to adequately plan for and respond to needed changes, from black-swan events to meeting typical business continuity obligations. Organizations are unwise to even consider any investments that aren’t mobile-ready and powered with collaboration methods across the organization. We assert that by 2022, one-third of organizations will determine that their business applications are not suited to support their business continuity needs due to ineffective collaborative and mobile experiences, which are essential to operate seamlessly in a virtual environment. Every organization must ensure it have applications directly or can be embedded to operate on a mobile device and in a remote location, including from the couch and home office, so it can effortlessly capture feedback Organizations should be ruthless about any operation that is not being monitored and assessed for optimal digital experiences. While organizations have spent significant resources and efforts on digital transformation in the form of automation and efficiency improvements, a far more important consideration is whether those investments make a meaningful impact and can support a focus on organizational readiness and agility; adapting the workforce so it can achieve best possible experiences. Partner with Business Leaders The importance of teamwork among business leaders cannot be overstated when it comes to experience management and developing agility and responsiveness across the entire organization and its associated business processes. Optimizing processes where experiences occur is typically focused on the customer, which might be managed by the Chief Customer Officer (CCO). Those in this role are tasked with looking at the potential performance challenges and readiness of the organization to shift and meet customer objectives. Smart leaders in business have developed models to assess any risk variables that can impact the organization’s ability to reach its objectives, including the critical objective of business continuity. A successful experience-focused organization goes further, embracing collaborative and continuous operations in all aspects of its business, including agents, customers, employees, partners, products, sales, suppliers and overall operations, all of which are contribute to the health and performance of the business. A focus on Experience Management is the foundation of both executive and operational leadership but cultivating a direct relationship with the entire organization — which actually performs the work across business processes — is just as important for ensuring business continuity. Thus, the new role of a Chief Experience Officer’s role is to work across the entire business to create superior experiences for everyone involved with the organization. A successful experience-focused organization goes further, embracing collaborative and continuous operations in all aspects of its business, including agents, customers, employees, partners, products, sales, suppliers and overall operations, all of which are contribute to the health and performance of the business. The business leadership need to actively support working closely with their business leaders who manage the business processes and examine how to engage and improve experiences. Success requires effective engagement, not just fulfilling and responding to the requests but operational efficiency. Similarly, legacy investments into surveys to knit together a view of experiences and the processes that support them are don’t provide sufficient visibility into organizational readiness. Unfortunately, business leaders might not always be a partner, but this can be addressed through executive dialogue on business continuity to establish a clear understanding of the risks of not achieving expected outcomes. Business must lead and not be satisfied with just using surveys from employees and customers to support their needs. One example is partnering with heads of sales to examine if the selling experience is optimized and effectiveness. Dialogue with buyers and customers is a critical aspect of sales effectiveness, so understanding interactions and measuring sentiment can help sales professional achieve optimal outcomes. Technology vendors that provide Voice of Customer or Employee approaches have not done a great job marketing and selling their offering beyond articulating how they help business leaders in their respective areas and across the organization. Many of these vendors’ websites lack depth and connection to the lines of business and processes, thus needs often go unmet. This should not be an impediment for business, but an opportunity to help leadership develop a common approach that unifies their efforts with a common platform and applications that optimize across all peoples’ roles, the related processes and any external constituents with a common experience to maximize engagement. And of course, this effort should include continuous experience management that helps model and benchmark all aspects of the experience, especially the ones that address the broader needs of specific workforce roles and the connection to customers, partners and suppliers. By establishing a baseline of what you should have in an Experience Index (XI), through applying analytics and models, an internal benchmark can guide improvements across the specific areas. The ability to establish solid benchmarks can help foster the path to building a business case for investment. Executive teams and even boards of directors are responsible for ensuring that investments into these organizational processes will support current and future needs. Next Steps In times of crisis such as the current global health pandemic, when business continuity is a top priority, organizations mustn’t neglect digital investments into managing experiences, especially if it has not previously been a focal point of executive leadership or a team involved with these processes. A superior experience demands technology that can improve processes, productivity and the overall digital effectiveness of the business. Leadership that invests in managing experiences and related processes can have a profound impact on engagement and an organization’s ability to reach expected levels of responsiveness and performance. Ensuring optimal experiences is a shared responsibility across the entire business, and is impossible to do without leadership designed to optimize the engagement both inside and outside of the organization. This approach is not about technology for just feedback but providing insights that guide the actual engagement and interactions with the enterprise to meet their business needs. It’s about a dedicated approach that’s focused on the experiences and processes related to the specific areas of the business that includes agents, customers, employees, marketing, partners, products, sales, subscribers, suppliers, and relevant areas and processes unique to your industry. Even a focus on experiences with products, via digital or physical, are part of the mission to experience management and should be swiftly addressed. Antiquated methods such as one-off extensions to conduct surveys and place results in a dashboard are not designed for understanding one type of interaction beyond customer and employee feedback. Moreover, effective management of experiences requires far more than just the administration and tracking of surveys and they certainly don’t provide modern digital methods to understand and optimize experience. One-off technology approaches can also decrease productivity, diminish accountability and increase risk in not having a comprehensive enterprise-wide approach to experience management. It is critical that organizations, especially in times of duress, use business continuity as a driver to engage the business through the intelligent use of dedicated platform and systems, and thus should examine their investments in technologies. If you are not sure how to approach improving the digital aspects of your business needs and the focus on the experience — and thus engagement and outcomes — through the lens of business continuity, there are specific steps that every organization should take, similar to the steps outlined in my perspective on the imperative for digital innovation in business continuity. The effective use of digital technologies can reinvent experiences — for every participant no matter their relationship with the organization — requiring the right lens for a more comprehensive approach to support business continuity and not distract from it. Most organizations have realized this and are making it a priority to be more prepared. We assert that by 2022, after a decade of concerted efforts in digital transformation, one-half of organizations will not have established business continuity as an investment priority and will not be prepared to operate in a future pandemic or crisis, which will lead to increased operational risks. To achieve business continuity, optimize underlying processes to embrace experience management and the dedicated applications for business-wide efforts and your organization. This can have an immediate impact on top- and bottom-line results and reflects the priority you place on your experiences. Once your organization has an effective approach then ensure that the digitally secure and open communications, along with the right unified tools – the collaboration is an essential part in delivering an optimal experience – you can be assured that your organization is built to last. Ensure that existing and future application investments are designed for effective engagement and a fantastic work experience, not just for automation and efficiency. The experience is much more than just the digital or the user experience (UX) of your existing applications but the ones that are designed for how the process and interactions between people operate. Every experience matters, including the internal ones in your organization dedicated to all people and processes. The entire executive team — the CEO’s staff, the CMO, CFO, CIO, CCO, COO, CRO, CPO, and the Chief Digital or Innovation Officers— should be aware of the strategy and plans for optimizing experiences. They should look to a new CXO called the chief experience officer, who is focused on optimizing people and processes for future performance through increased effectiveness. Organizational leadership needs to ensure they embrace the discipline it entails. The future depends on the active involvement of those who see building sustainable experiences as fundamental to business continuity as well as the agility and readiness of the entire workforce. Determining your path forward for 2020 and beyond requires an effective strategy that sustains business continuity and exceeds expectations. Make sure you are using applications and a platform that can truly provide an optimal digital experience that’s focused on organizational effectiveness through readiness and engagement, and sustainable long-term relationships. Regards, Mark", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_3_200418.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://blog.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "SAP is a Factor for HCM Success", "mainEntityOfPage": "https://blog.isg-research.net/2015/02/23/sap-is-a-factor-for-hcm-success", "datePublished": "23/02/2015", "dateModified": "23/02/2015", "articleBody": "Maximizing the performance and value of people in the workforce should be a primary focus for any business these days. It is a complex task, especially for larger organizations, and chances for success can be increased by investment in human capital management (HCM) applications. In this competitive software market SAP is making a strong push, aided by acquisitions in the last three years of SuccessFactors for talent management and more recently Fieldglass for contingent labor management. Recently I attended the SAP HCM analyst summit to hear about its direction and plans to grow its market share. The company has made progress since our last analyst perspective on it. Mike Ettling, SAP’s president for the HR line of business, discussed its newly refined strategy and organizational structure; the company has added executives from around the globe to emphasize its commitment to helping human resources organizations. SAP for HCM today is focused on HR applications in the cloud for talent management areas including recruiting, onboarding, compensation, performance, learning and succession. It has added a focus on self-service for employees and managers with payroll matters. SuccessFactors, according to Ettling, contributes 40 percent of the subscription bookings in cloud compuing for SAP. He said that 59 percent of bookings for SuccessFactors are outside North America, which reaffirms its global focus. SAP offers its products in more than 70 countries and in 37 languages. It manages regional data centers to support in-country databases of employee information and now has more than 1,000 implementation partners. SAP’s primary market is what we term very large organizations, which have more than 10,000 employees. Executives mentioned a renewed focus in the small-to-midsize market but did not clearly articulate how it will compete with the many providers that concentrate on this segment. SAP’s intentions can be seen in these numbers: Some 4,200 companies with a total of more than 28 million employees use at least one of its cloud-based HCM applications. More than 40 customers each have 100,000 users, and 110 each having more than 50,000 users. SAP’s evolution into cloud computing is well established now. Presenters at the analyst summit made it clear that the future of its on-premises software for HR is limited; there will be no new code lines and the vendor is in maintenance mode as it focuses R&D on its cloud-based products. Meanwhile, as it continues to execute on its mission of talent management and core HR, SuccessFactors has done well in providing to companies using SAP HR on-premises an interface for interoperating with its cloud offering. Next it will need to refine its plans for supporting those customers in migrating to the cloud. SAP insists on its ability to supply all HCM applications, but it lacks a unified Web presence for them. Currently the SuccessFactors website presents only the SuccessFactors cloud computing products, not the entire portfolio, and the SAP website for HR lacks depth on its contingent labor products. For that you must manually navigate to the Fieldglass website. Fieldglass provides vendor management systems, a necessary part of a comprehensive strategy for HCM. Missing from the site is a discussion of how its products interoperate with SuccessFactors and SAP applications. I was surprised that no one from the Fieldglass organization was present to provide depth; the acquisition closed in May 2014. The parent company should clarify in 2015 how Fieldglass aligns to the SAP HCM strategy. SAP will have to work harder to present a complete picture that includes contingent labor and workforce management and presents real understanding of the applications required to manage the hourly labor market. SAP speakers seemed careful to not mention any of the workforce management players in the market, such as Kronos and Workforce Software, and did not discuss the aspects of this market, which is a key part of the human capital management market overall. SAP’s information is restricted to noting that its Employee Central can perform time and attendance with absence management and time sheet support; that is only one component of workforce management. SAP ought to create and publish an overall blueprint of what it can offer for HCM and HR departments. More positively I was impressed with how SAP is addressing the next generation of learning management, making it simple to assemble and deploy learning modules on mobile devices in what it calls content authoring and also supporting open content networks and even recommendations. Our research in next-generation learning management finds that collaboration on content (77%) and access to learning via mobile devices (63%) are among the top priorities for organizations. SAP is transforming the methods for how people engage informally with learning and can be self-sufficient in specific business areas while still offering the formal learning environment that is required by policies and compliance programs. In addition SAP has taken seriously the need to make human capital analytics easier to interact with through the user experience in the latest version of SuccessFactors HR Analytics. This is a significant advance not represented in its website, which still presents basic dashboards that are not sufficient for HR to assess and act on information about its workforce. SuccessFactors had a product in workforce planning, but it is not clear how it utilizes or integrates to SAP’s business planning applications. Presenters at the event showed that it does take the aspects of succession planning and team building seriously and explained how it will use organizational charts more effectively. SAP has historically worked with Nakisa. SAP has the potential to advance analytics and especially predictive analytics through SAP HANA and its acquisition of KXEN, but it is not moving fast enough to blend them with its suite of applications and HR platform. This is a critical step; our human capital analytics benchmark research finds that improving efficiency (61%), engaging and retaining the workforce (52%) and improving management actions (51%) are the top benefits of investments in this area of analytics. SAP continues to advance its cloud-based payroll management offering, Employee Central, through experience with its on-premises product that has global deployments. Transitioning capabilities to the cloud is not as important as designing and streamlining the tasks for managing payroll administration and employee access to the information. SAP has been taking a blended approach to use its on-premises offering, which ranked first among products in our 2014 Payroll Management Value Index. New advances in 2015 with localized support for time off and benefits along with time sheet management are meeting a growing demand for simplifying payroll processes. Our benchmark research in payroll management shows that this is important to users: 54 percent said it is very important to improve the efficiency of payroll processes, and about as many (53%) said employee self-service is an important aspect of payroll management. SAP presenters also discussed their efforts to streamline HR operations and administration to make oversight simpler and more responsive. This includes Action Search, a capability to easily search an organization and get access to information rapidly from within Employee Central. I especially like the advances in its people profile to get to information about individuals from the Web and mobile devices. In addition, SAP continues to advance social collaboration through SAP Jam, which in the past two years has accumulated 17.5 million subscribers and more than 100 customers. Making social collaboration relevant is done through what it calls work patterns that include employee performance, mentoring and coaching and even onboarding. SAP Jam has great potential, and I hope to see more of it within the talent management applications and in workflow across its applications. At the summit I heard no reference to what SAP is doing with compensation management, but the company is doing well here. Our analysis rated SuccessFactors Compensation a Hot Vendor in our 2014 Value Index; it is a unique offering that is well integrated with the rest of the talent management suite. A presentation on the evolved SAP Cloud architecture discussed S/4HANA, which provides a platform for interoperating across on-premises and private and public cloud environments. It includes the use of SAP HANA Cloud’s metadata framework of specific applications. SAP is moving to its own integration technology for process and data requirements and designing its own user experience rather than continuing to work with Dell Boomi. It is not clear to me how this will help most HR organizations, which have and must interoperate with systems from several vendors and need data to flow across processes, which was easily instrumented within Dell Boomi. The demand for integration between cloud and on-premises configurations is growing rapidly; our big data integration research finds that cloud-to-cloud integration will have the largest growth, with one-quarter of organizations planning to address that in the next two years and one-third still evaluating that. This along with eliminating use of the Oracle database and using SAP HANA is key to its efforts in 2015. Presenters made mention of the Smart Data Access tool using HANA for machine learning, but it was not well articulated, referring to “robotic workflow,” which is a foreign language to any HR professional. SAP SuccessFactors has a new customer experience methodology that uses a nine-step process to ensure satisfaction among a rapidly growing variety of companies using the software. The new approach is being led by service and support professionals from across SAP. This level of focus on customer engagement is critical as SAP must demonstrate commitment to its customers more convincingly and differentiate itself in the market where many competitors have similar HCM suites. On the other side of customer experience is the license payments for its software. Like many other vendors in the cloud computing market SAP offers significant incentives to lock in multiple-year contracts in renting its applications. SAP prefers to trigger the invoice for the subscription to an application at the time the contract is signed, compared to others that do not invoice for license seats until the time of going live – a more reasonable approach from the customer’s point of view, as it takes time to transition from existing applications and processes to new ones and truly have employees using them. This could work counter to the company’s customer experience plans. SAP’s goal is to grow into a US$2 billion provider of HR applications by the end of 2017 and dominate the market. I believe that for it to do so will require more than just marketing and selling to HR and includes communicating to and convincing CFOs why this is an essential investment to address the talent risk of organizations. When you calculate the cost and time wasted in replacing workers who might have been retained and making new workers competent, investments in HCM and talent management are worthwhile in a financial analysis. But SAP like others does not demonstrate this value for finance and operations management. More than promoting its HCM offerings as part of ERP efforts, it will have to decide if it wants to win the hearts and dollars of Finance. SAP needs to show it can help organizations manage hourly workers beyond tracking time and absence and contingent workers through its Fieldglass acquisition. Advancing its cloud platform for interoperability with its on-premises applications – hybrid cloud computing – is essential to protect existing customers using SAP ERP and HR, along with helping global organizations with employees based around the world. At the summit I did not hear about any progress in applying its mobile technology to applications in HCM although its platform supports Microsoft Windows Touch and the Surface 3 tablet that is beginning to appear in business as validated in our market research. Nor was there much focus on security, voice or wearable computing via mobile technology. SAP is sticking to the basics when it comes to mobile technologies and use for HCM. SAP has transitioned SuccessFactors into a fully functioning subsidiary that remains strong in the market for HR and talent management applications. It continues to innovate and introduce simpler and more mobile methods for using its suite of applications. It has work to do to show how its overall HCM portfolio meets the broader needs of HR and workforces, and I expect movement here in 2015. The company is a major player in HCM, and organizations should evaluate its offerings to determine how they can help HR be more effective in supporting the essential asset of its people. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/ventanaresearchlogo300px3-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "OrcaEyes Delivers a Whale of Workforce Analytics and Planning", "mainEntityOfPage": "https://blog.isg-research.net/2013/03/05/orcaeyes-delivers-a-whale-of-workforce-analytics-and-planning", "datePublished": "05/03/2013", "dateModified": "05/03/2013", "articleBody": "Human capital analytics used to be simple. It focused on compliance reporting, showed basic information and was an afterthought in most applications. Today analytics is the centerpiece of many human capital management applications and involves many sophisticated tools, because it delivers the some of the greatest value of any process in all HCM. Our next-generation workforce management benchmark research found that 61 percent of companies surveyed are planning to invest in improving their workforce analytics capabilities. OrcaEyes, founded in 2007 and based in Texas, is a company that focuses exclusively on delivering workforce planning and analytics solutions for enterprise and mid-market customers. OrcaEyes has many Fortune 500 companies as clients demonstrating its enterprise class capabilities. In 2012 OrcaEyes gained several new customers for a product in the healthcare market. OrcaEyes offers three products: SonarVision Insights, a labor market statistics product; SonarVision Enterprise, an enterprise workforce planning product; and SonarVision OnDemand, a basic version of the workforce planning product. All the products are deployed and delivered via SaaS. One of the main challenges organizations face in successfully launching a workforce planning and analytics system and keeping it running is quickly and easily mapping all their data sources into the system. OrcaEyes solves this for customers by doing much of the data extraction, transformation and loading (ETL) and setup for data normalization on the vendor side. This saves customers time and effort. To speed the process, OrcaEyes has a set of tools that help with most basic data conversion needs. Solving this basic need helps customers improve the time-to-value for their investment. Recently I got a demonstration of the latest release of the SonarVision Enterprise product with Brad Hilbert, chief technology officer for OrcaEyes providing insight to the latest capabilities found in it is version 3 release that came out in 2012. It’s a powerful interactive application that helps organizations handle both the labor demand and labor supply side of workforce planning effectively. The overall application has a nice user experience, which came up as the most important technology consideration for respondents in our workforce analytics benchmark. SonarVision Enterprise also includes rich historical labor trending and slicing and dicing capabilities that provide users valuable insights into the major factors that are contributing to the supply side of the workforce planning equation. On the labor demand side SonarVision Enterprise offers a good set of modeling functions (including some by industry) which give organizations the ability to calculate labor demand based what is important to most customers. The application also presents this information (labor demand, supply, predicted gap) in nice charts that makes it easy for users to consume and understand it. In addition to labor supply and demand modeling, SonarVision Enterprise includes several features to help organizations create and implement workforce plans. These include easy-to-use what-if tools that let users calculate future labor supply by changing factors such as turnover, retirement and number of hires per year and then quickly seeing the results the changes have on future labor supply. In addition, it includes a one-click auto-fit function that automatically adjusts labor plan variables to meet required demand. The application also lets users see, in a simple spreadsheet view, the total cost breakdown for their specific workforce staffing plans. OrcaEyes also recently released new modules that contain analytics and metrics across talent management activities. OrcaEyes has many strengths, but it also faces some challenges. While it includes a strong set of features, it is largely built on a customized platform. As the product grows in success this may cause issues, and prospects should be aware of this in their evaluation process. In addition, OrcaEyes is not well-known in the market, but spending more on marketing, branding and awareness will likely help make organizations aware of the value of the products and services the company has to offer. OrcaEyes should also articulate the benefits of its applications to finance who will gain value from its workforce planning capabilities and also have the metrics to benchmark its human capital potential. If you have not looked at OrcaEyes’ workforce planning or analytics products recently, you may like the latest release and some of the company’s recent wins validate that customers find value in the software. In addition, I believe that dedicated applications for workforce analytics and planning such as these ultimately serve customers’ needs more effectively than generalized BI tools. We found similar results in our workforce analytics benchmark, which found that the top two reasons businesses stated they were going to change the way they conducted analytics were to improve the quality of the business process and to improve decision-making. Ventana Research will be releasing key findings from our human capital analytics benchmark research, which will show how the market for human capital analytics is evolving and how solutions such as workforce planning are being used today. To learn more about this, see my blog post Turning the Spotlight on Human Capital Analytics. Regards, Stephan Millard – VP & Research Director", "image": { "@type": "ImageObject", "url": "https://static.hsstatic.net/BlogImporterAssetsUI/ex/missing-image.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Innovation Gap in HR Technology", "mainEntityOfPage": "https://blog.isg-research.net/2011/06/03/the-innovation-gap-in-hr-technology", "datePublished": "03/06/2011", "dateModified": "03/06/2011", "articleBody": "Gadgets be gone: That was one of my lighter tweetable sentiments from last week’s HRO Today Forum analyst summit, and you’ll see why below. At this gathering we industry analysts discussed the difference in perspectives on innovation, or the lack thereof, held by HR technology suppliers and the HR practitioners who buy and use their products, many of whom attended the HRO Today Forum. Our firm’s benchmark research shows a distinct lack of innovation in this market. One component of it, the Ventana Research Maturity Model™, evaluates the maturity of organizations in a given industry or with respect to a business or IT process. The highest level of maturity we call Innovative. Our recent research on workforce analytics shows that only 12 percent of companies are innovative in how they aggregate, track and manage analytics to improve their workforce and business performance – even though 77 percent of executives and managers who participated in the research said that the performance of the workforce is the most important metric. In the area of total compensation management only about one-third of organizations rank at the Innovative level of maturity. In both cases most organizations claim that they haven’t come across a system that can handle all their workflow processes and functionality needs. Software vendors seem to take a cheerier view. A recent HRO Today survey of more than 100 buyers and providers of HR technology revealed an “innovation gap”: While providers for the most part feel they are highly innovative, the practitioners disagree. When asked how innovative providers are, 72% of providers themselves said their talent acquisition technology is innovative, 68% said their talent management tech is innovative, and 64% said their human resource management system (HRMS) is innovative. That didn’t surprise me after years of hearing vendors tell me no one else is as innovative as they are. In contrast, practitioners said that only 32% of providers are innovative in talent acquisition, 33% in talent management and 27% in HRMS. Considering how well cloud-based software development has overcome security issues for delivering multitenant SaaS, it was a little shocking to see these low numbers. While I don’t have the demographics of the survey respondents, I suspect that a good number of them are still battling on-premises software (although according to my colleague Mark Smith, that is finally changing with new offerings from the likes of Oracle and SAP). The “innovation gap” survey provided another similar finding. When asked if technology innovations support HR work or are just gadgets (cue my above tweet), more than 60% of providers said such tools support HR work across talent acquisition, talent management and HRMS, but half of practitioners said they’re just gadgets of no great usefulness. This perceived lack of innovation calls into question the value of actions of many HCM vendors in the areas of product development, customer service and user adoption. Many vendors have told me that besides customer advisory councils, focus groups and user group gatherings, they’ve also created software development “sandboxes” where customers can play with features and enhancements before they’re released live. This is relevant when we note that a multitenant SaaS architecture allows customer companies to receive new updates regularly, usually at no additional cost as part of their subscription. The speed in which multitenant cloud-based software solutions are updated is dramatically faster than that of more costly on-premises counterparts. Vendors have also created online care and idea centers where customers can suggest, vent and collaborate. For instance, the idea to develop a single product across mobile platforms at ADP came from the company’s product development team talking with more than 700 customers and prospects. However, the survey indicates that the democratization of customer product development apparently hasn’t convinced the customer side as regards to vendor innovation. Innovation must be something new or a re-imagining of how technology can drive efficiencies, in this case in HR and recruitment processes and activities, and it has to contribute to overall business growth. It must take into consideration the how and why of the workplace today — the best practices of processes and technology in acquiring, empowering and retaining talent. It can’t produce a gadget for gadget’s sake just so a vendor can say, “Hey, you can log in to our talent management system on your smartphones now.” The question that follows is, “To do what, exactly?” Good question. Technology improvements alone are not enough to advance human capital management maturity. Our Maturity Index and benchmark research consistently show the need for coordinated advances in people, processes, information and technology aspects of business. Only internal improvements, which include efforts to improve processes and information, balanced with deployed technology, will help organizations mature today. HR practitioners also need to better educate themselves on the uses of technology in the workplace and even take “tours of duty” in finance, operations, IT, customer service and other areas to understand what it means to run and grow a business, not just keep it in compliance and avoid risk. I’d like to hear from you, the HR and business practitioners who read this blog and our HCM research. What do you think? Is there innovative HR tech out there? When is it really valuable in acquiring, empowering and retaining your workforce? Regards, Kevin W. Grossman – VP & Research Director", "image": { "@type": "ImageObject", "url": "", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Mercer Promotes Possibility of the New Empowered Workforce", "mainEntityOfPage": "https://blog.isg-research.net/2011/05/21/mercer-promotes-possibility-of-the-new-empowered-workforce", "datePublished": "21/05/2011", "dateModified": "21/05/2011", "articleBody": "Less than a week after attending ADP’s industry analyst day, I flew to Washington, D.C., to attend Mercer’s analyst forum, which gave me a chance to compare another human resources juggernaut. While ADP is known primarily for payroll and business process outsourcing, Mercer is known for HR consulting and benefits outsourcing. Mercer is not as big as ADP, with $3.5 billion in annual revenue and over 27,000 customers, most of which are large multinational and midmarket companies, servicing over 4.2 million employees. But it is just as influential because of the global benchmark research and market data it provides to clients. The day included an overview of the Mercer business, including global outsourcing and consulting on retirement, health and benefits, talent and rewards, and institutional investments; I talked with a few of the company’s health and benefits outsourcing and consulting customers who validated the quality of work. Mercer also is helping companies navigate the coming healthcare reform (from an HR point of view, the 2014 changeover is right around the corner), and it does extensive research on the current state of human capital management and workforce planning in organizations around the world. But what I found most interesting was Mercer’s product development work as it relates to workforce planning – the goal is to enable organizations to ensure access to talent for future business needs, and that includes all potential talent sources internal and external (full-time and part-time, temp, contingent, virtual, partnerships and others). Compared to ADP’s clearly defined HCM products, mobile solutions and workforce analytics, Mercer’s foray into similar development territory is not as far along. Although promising, its product portfolio at this point seems more convoluted and less integrated. I did not have an opportunity to look at Mercer’s Human Capital Connect, a partnership with Peopleclick Authoria. Human Capital Connect combines Mercer’s content and consulting practices with the technology offerings of Peopleclick Authoria. Mercer’s Information Product Solutions (IPS) provides compensation and benefits benchmarking data, software and tools to help manage HR processes such as compensation analysis and workforce planning, and it supports services for transactional HR activities such as data manipulation and market pricing. IPS has conducted more than 700 benchmarking surveys in more than 100 places worldwide, focusing on global mobility, metrics and analytics. Mercer ORC Worldwide is the global mobility product, and it offers tools for a world where workforce mobility has become one of primary keys to growth and success. For example, the Global HRMonitor is a Web-based application that supports users in managing expatriate employee compensation worldwide. ExpatMonitor is a complementary expatriate compensation calculation management tool. And MercerPassport is a Web-based tool that helps expats and their families prepare for, navigate and settle in their new home country. It’s also used by business travelers and short-term assignees. Ultimately the product that attracted most of my attention, due to the workforce analytics benchmark research we’ve done recently and use for educating HR and business, was Mercer WIN, which provides organizational benchmarked data, workforce analytics and planning. Company executives pitched it as a one-stop shop for HR professionals to access all data, intellectual capital and decision support tools offered by IPS (both Mercer’s and other market intelligence sources). It contains data compiled from over 20 million employees in more than 8,000 organizations and includes input from HR professionals and consultants around the globe. Unfortunately we didn’t get a hands-on demonstration because of technical difficulties and had to settle for a series of screen shots highlighting the user experience; how information is displayed; how users can evaluate market competitiveness; and how users can personalize their analysis through custom markets and peer groups. The benchmark data can help companies compare themselves to equivalent organizations, providing details on mobility, compensation and benefits as well as HC metrics that are available by geography, sector, size of company and other views. Currently only companies participating in the benchmark research project get access to WIN; Mercer plans to offer access to nonparticipating companies eventually but at triple the cost. This kind of global benchmark data is critical for companies in today’s competitive business environments. But in order for WIN and similar externally data-driven tools and resources to be of value for workplace planning, immediate and long-term, organizations must be able to aggregate and analyze their own internal data and metrics across all lines of business to understand what talent they need where, when and why. As I’ve said before, the increased complexity of HR administration for a worldwide contingent and virtual workforce requires organizations to take account of the diversity of each country’s workplace cultures and regulatory ideologies. They need analytics software that is easy to deploy and use to help them manage workforce data effectively and to develop insights into their talent management and enterprise workforce planning. Mercer provides the external comprehensive HR benchmarking data, but providing internal workforce analytics and planning is still a ways out and according to its own roadmap won’t be ready until 2013 at the earliest. Getting WIN right will be a necessity for Mercer to succeed in providing clients the macro and micro lenses they’ll need to align future talent with business strategy. One of the Mercer execs kept challenging us all through the day to do more research and analysis on workforce planning since the company and its customers are spending more time and money on just that. Well, next on my HCM research agenda is workforce planning, which is part of what I call next-generation workforce management. I’ll explain what that means in a future post. Regards, Kevin W. Grossman – VP & Research Director", "image": { "@type": "ImageObject", "url": "", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Workforce Planning Is Part of the Next Generation of Human Capital Management", "mainEntityOfPage": "https://blog.isg-research.net/2011/05/21/workforce-planning-is-part-of-the-next-generation-of-human-capital-management", "datePublished": "20/05/2011", "dateModified": "20/05/2011", "articleBody": "Workforce planning is a business process that done right ensures an organization of suitable access to talent to ensure future business success. At a Mercer analyst summit I attended recently, which I wrote about in “Mercer Promotes Possibility of the New Empowered Workforce,” one of the sponsor execs kept challenging the HR industry analyst community to do more research on workforce planning, since her company and its customers are spending more time and money on just that. Workforce planning has been an HR trend for more than a decade. The most comprehensive and compelling definition of it I’ve come across is by Dr. John Sullivan, a thought leader in the field: Workforce planning is an integrated and forward-looking process that is designed to predict (what, when, how much) will likely happen in talent management and then to provide action plans that will cause managers to act in the prescribed way. As a result of the planning process, managers will be able to avoid or mitigate people problems, take advantage of talent opportunities and to improve the “talent pipeline,” so that your organization will have the needed “people capabilities” required to meet your business goals and to build a competitive advantage over other firms. Companies big and small must ensure they have past, present and future “crystal ball” views of their entire workforce, as well as access to all potential talent sources internal and external for future business needs. As Sullivan writes, an organization’s “people capabilities” must align with its business goals if the organization is to gain competitive advantage. To date there have been a handful of documented workforce planning success stories with 3M, UBS, IBM, Toyota, Google and others documented on www.workforce.com, but for the most part workforce planning remains an elusive HR management best practice. That’s because before you can practice workforce planning, you must have sound workforce metrics and analytics, and that’s not an easy task for many organizations. Our workforce analytics benchmark research found that organizations are only slowly gaining the ability to apply analytics to the workforce and in the human resources arena. The Ventana Research Maturity Model™ is a research-based evaluation of the maturity of organizations in a given market or with respect to a business or IT process. In the case of workforce analytics, our research shows that only 12 percent of companies are truly innovative in how they aggregate, track and manage analytics to improve their workforce and business performance – despite the fact that for 77 percent of executives and managers who participated in our research, the performance of the workforce is the most important metric. Our research also shows that companies tend to rely on traditional cost- and budget-related metrics and use spreadsheets heavily (universally or regularly for 96%). I prefer to think of workforce planning as part of the next generation of human capital management. It must encompass the entire enterprise workforce of today – full-time and part-time employees, salaried and hourly employees, contractors, consultants, strategic partner labor and outsourced labor. It requires benchmarked data from companies around the world on workforce best practices. And lastly, the sheer complexity of HR administration for a worldwide, in-country and virtual workforce requires organizations to account for the diversity of each country’s workplace cultures, time and attendance processes, payroll and benefits, compliance and regulatory ideologies. All of this needs help from technology tools. In addition to historical and predictive workforce analytics, next-generation workforce planning must take into account technologies that change the way we acquire, develop and retain our talent, four of them in particular. A critical one is true business collaboration – the bringing together of people and technology to increase productivity and performance for competitive advantage. There’s social media, which encompasses not only external networking but also internal social networking and social learning that inspire collaboration and knowledge sharing, training that sticks, talent mentoring, and employee satisfaction and engagement. As well, mobile computing gives employees and managers extended real-time communication and collaboration via smartphones, tablet computers and netbooks. And then there’s the impact of more companies moving to software as a service (SaaS) and cloud deployments of their workforce software. Optimal next-generation workforce planning products must take into account all of these factors while at the same time considering past, present and predictive workforce analytics, global benchmarking data and the HR complexity of global compliance and multiple employee types. How might this benefit an organization? Consider the following scenario: One of Company X’s primary HR initiatives are to get more women into leadership development programs worldwide. HR doesn’t realize that while more woman are moving internally, more men are getting promoted, particularly in countries A, B and C, that the attrition rate among the women is much higher than for the men, and that it’s off the charts when compared to other organizations’ benchmarked data globally. With workforce planning solution in place, HR would be able to spot these kinds of negative talent trends and implement corrective measures before the bleeding gets too bad. Such a solution could compare several factors: internal talent mobility across global divisions, the number of promotions within each of those divisions and the attrition rates, broken down by position, gender, ethnicity and time with the company (as well as a myriad of other data points, all from a single data mart). It could also spot positive, high-growth talent trends that would validate HR’s acquisition, development and retention programs. We’ll embark on research soon will reveal how organizations are conducting workforce planning and the systems they’re using to do so. We will also evaluate vendors that provide workforce planning solutions in the human capital management marketplace. Some talent management vendors currently integrate workforce analytics and workforce planning functionality within their suites, but many stand-alone vendors still supply quality analytics and planning capabilities. Our research indicates that human capital management buyers prefer a single-vendor solution, but currently they cobble together internal HR systems and spreadsheets inside whatever HCM product they’re using. Operational effectiveness and high-growth business performance are still the ultimate end games for global companies searching for integrated next-generation human capital management solutions. We aim to illuminate their search. Regards, Kevin W. Grossman – VP & Research Director", "image": { "@type": "ImageObject", "url": "", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "SuccessFactors Finds Learning Management System and More with Plateau Acquisition", "mainEntityOfPage": "https://blog.isg-research.net/2011/05/12/successfactors-finds-learning-management-system-and-more-with-plateau-acquisition", "datePublished": "12/05/2011", "dateModified": "12/05/2011", "articleBody": "Consolidation in the human capital management software market is in full swing. Recently Peopleclick Authoria acquired Aquire Solutions, and just this week Golden Gate Capital and Infor agreed to buy Lawson Software for about $2 billion, which my colleague Robert Kugel commented. SuccessFactors is at it again this week as well, announcing a definitive agreement to acquire Plateau Systems, a provider of learning management system (LMS) and talent management software. This deal will build out further the SuccessFactors LMS after its purchase of social video and mobile learning provider Jambok back in March. Until this announcement the Jambok purchase was interesting albeit awkward in both customer and vendor circles, but now it makes sense. The obvious point of the Plateau purchase was for the LMS product and knowledge capital, and assuming the deal closes this summer, integration and assimilation with Jambok and CubeTree and the greater SuccessFactors BizX suite will follow. This expansion of the SuccessFactors BizX suite could solidify the company as a learning leader in the talent management space, with a true end-to-end SaaS platform that raises the stakes for Saba, SumTotal Systems, ADP Workscape, Workday and others. Sources at some of these companies admitted to me it’s a great move for SuccessFactors, while pointing out that integration of the products may be difficult in the short term once the deal is done. Integration could be an issue in another sense as well because these are two different corporate cultures. SuccessFactors is a public company and Plateau is privately held, and there are contrasting styles between their progressively aggressive West Coast and conservative and cautious East Coast orientations. The two have never had a formal partnership that could have helped with integration and assimilation as well as customer service, marketing and sales once the acquisition goes through. Until then, they’ll be operating as two separate companies. On the other hand, according to SuccessFactors, they are more alike technologically than any competing platforms (which SuccessFactors determined while shopping around). Because Plateau, like SuccessFactors, is built using Enterprise Java (JEE), both teams expect a smooth code assimilation. I asked them about their integration plans and product roadmap plans, but there wasn’t much they could share because of the regulatory aspects of the pending deal. But that’s how it is with these deals until they’re done, and the sooner they’re done and the integration has begun the better for customers, prospects and employees (I’ll get to that in a minute). We note also that SuccessFactors is not only purchasing a stellar learning management system, it will gain the rest of Plateau’s talent management suite, of which the compensation application recently scored “Hot” in our latest 2011 Total Compensation Management Value Index, only one of three that did so and much higher rating than SuccessFactors. What else will Plateau bring to enhance the BizX suite? I’ll bet that compensation and the iContent portal technology are second only to the learning capabilities. SuccessFactors is already very strong in performance management as well as workforce analytics and planning for where they acquired two companies youcalc and Inform that my colleague had assessed, which these tools complement but also overlap with Plateau recent advancements in its own analytics. Both platforms tout the customer benefits of cloud computing, but with all the chatter about cloud-based SaaS in business today (including HCM), you’d think that the stability and security for customers would be clearer. I’ve been asking more cloud HCM vendors what they’re doing to ensure that stability and security (consider the Amazon cloud computing outages last week. The answers are pretty cloudy other than “we’ve got that covered.” SuccessFactors spokespeople told me it has been running cloud-based SaaS for 10 years without major incidents, and with Plateau they expect to own the HCM cloud-based SaaS market. Based on their initial estimates, the combined companies will have more than 15 million users. That could make for a lot of unhappy customers if the cloud should be compromised. All it takes is one security or stability breach to lose credibility. Among those 15 million users, the companies said they share some customers, although how many and how big they either didn’t know or didn’t want to say. For the time being, clients and prospects alike will be asking themselves, “Should I be buying from Plateau, and if I do, will SuccessFactors take care of me?” And Plateau’s current employees no doubt wonder, “Will they take care of me, whether I stay or am let go?” I believe SuccessFactors will do so to some extent on both accounts, but the sooner it’s all done the better it will be for all concerned. Regards, Kevin W. Grossman – VP & Research Director", "image": { "@type": "ImageObject", "url": "", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script>  <script data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '5751', pageId: '3884418273', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "68ab003a58c27330fea8362cccce2c67", css: '', target: '#hs_form_target_module_1552944263900179', contentType: "listing-page", formsBaseUrl: '/_hcms/forms/', formData: { cssClass: 'hs-form stacked hs-custom-form' } }; 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ISG Software Research Analyst Perspectives | Workforce Planning