Robert Kugel's Analyst Perspectives

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background-position:50%; background-repeat:no-repeat; background-image:url(https://robertkugel.isg-one.com/hubfs/_images/_backgrounds_expertise/2024_VR_Office_of_Finance_Expertise_Image_AdobeStock_268736974_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://robertkugel.isg-one.com/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Robert Kugel's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>   <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/the-office-of-finance-market-agenda-for-2022-effectiveness-and-profits">The Office of Finance Market Agenda for 2022: Effectiveness and Profits</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">09 February 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=200&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=100&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=200&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=300&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=400&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=500&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=600&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research recently announced its 2022 <a href="https://www.ventanaresearch.com/OfficeOfFinance#research" style="text-decoration: none;">Market Agenda for the Office of Finance</a>, continuing the guidance we have offered since 2003 on the practical use of technology for the finance and accounting department. Our insights and best practices aim to enable organizations to operate with agility and resiliency, improving performance and delivering greater value as a strategic partner.</p> </div> <a href="https://robertkugel.isg-one.com/the-office-of-finance-market-agenda-for-2022-effectiveness-and-profits"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/revenue">Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain</a>, <a href="https://robertkugel.isg-one.com/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-one.com/topic/predictive-planning">Predictive Planning</a>, <a href="https://robertkugel.isg-one.com/topic/lease-and-tax-accounting">lease and tax accounting</a>, <a href="https://robertkugel.isg-one.com/topic/profitability-management">profitability management</a>, <a href="">AI and Machine Learning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/digitize-tax-departments-for-increased-strategic-value">Digitize Tax Departments for Increased Strategic Value</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">26 October 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=200&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=100&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=200&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=300&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=400&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=500&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=600&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Managing corporate income taxes is a challenge for chief financial officers. Tax codes are often complex, so tax accounting as well as the data required for tax provisions and tax compliance are different enough from statutory accounting to create significant workloads for the tax department. Today, the worldwide trend to higher taxes and growing tax code complexity is increasing the payoff for digitizing an organization’s tax function.</p> </div> <a href="https://robertkugel.isg-one.com/digitize-tax-departments-for-increased-strategic-value"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/revenue">Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance</a>, <a href="https://robertkugel.isg-one.com/topic/lease-and-tax-accounting">lease and tax accounting</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/digital-process-reengineering-improves-business-performance">Digital Process Reengineering Improves Business Performance</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">28 May 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=200&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=100&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=200&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=300&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=400&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=500&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=600&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><a href="https://en.wikipedia.org/wiki/Business_process_re-engineering" style="text-decoration: none;">Business process reengineering</a> (BPR) was a consulting fashion in the early 1990s that spurred many companies to purchase their first ERP systems. BPR proposes a fundamental redesign of core business processes to achieve substantial improvements in market and customer responsiveness, productivity, cycle times and quality. Those early ERP systems provided a platform to manage cross-functional business processes with much greater flexibility and efficiency than had been possible in the past,...</p> </div> <a href="https://robertkugel.isg-one.com/digital-process-reengineering-improves-business-performance"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/revenue">Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-one.com/topic/predictive-planning">Predictive Planning</a>, <a href="https://robertkugel.isg-one.com/topic/lease-and-tax-accounting">lease and tax accounting</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/reduce-risk-and-improve-departmental-effectiveness-with-intercompany-financial-management">Reduce Risk and Improve Departmental Effectiveness with Intercompany Financial Management</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">24 May 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=200&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=100&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=200&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=300&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=400&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=500&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=600&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research defines intercompany financial management as a discipline for structuring and handling transactions within a corporation and between its legal entities. IFM is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will have implemented intercompany...</p> </div> <a href="https://robertkugel.isg-one.com/reduce-risk-and-improve-departmental-effectiveness-with-intercompany-financial-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/revenue">Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-one.com/topic/lease-and-tax-accounting">lease and tax accounting</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/fourq-builds-confidence-and-trust-in-intercompany-financial-management">FourQ Builds Confidence and Trust in Intercompany Financial Management</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">23 April 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=200&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=100&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=200&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=300&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=400&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=500&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=600&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p style="font-size: 18px;"><a href="https://fourq.com/" style="text-decoration: none;">FourQ</a> is an i<span>ntercompany financial management (IFM) Solution-as-a-Service provider. IFM is a discipline for structuring and handling transactions within a corporation and between its legal entities, and is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will...</span></p> </div> <a href="https://robertkugel.isg-one.com/fourq-builds-confidence-and-trust-in-intercompany-financial-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/revenue">Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-one.com/topic/lease-and-tax-accounting">lease and tax accounting</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/the-office-of-finance-market-agenda-for-2021-accelerating-adoption-of-digital-technology">The Office of Finance Market Agenda for 2021: Accelerating Adoption of Digital Technology</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">28 February 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=200&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=100&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=200&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=300&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=400&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=500&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=600&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research recently announced its <a href="https://www.ventanaresearch.com/OfficeOfFinance#research" rel="noopener" target="_blank">2021 market agenda for the Office of Finance</a>, continuing the guidance we’ve offered since 2003 on the practical use of technology for the finance and accounting department. Our insights and best practices aim to enable organizations to operate with agility and resiliency, improving performance and delivering greater value as a strategic partner.</p> </div> <a href="https://robertkugel.isg-one.com/the-office-of-finance-market-agenda-for-2021-accelerating-adoption-of-digital-technology"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-profitability-management">enterprise profitability management</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/revenue">Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain</a>, <a href="https://robertkugel.isg-one.com/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-one.com/topic/predictive-planning">Predictive Planning</a>, <a href="https://robertkugel.isg-one.com/topic/lease-and-tax-accounting">lease and tax accounting</a>, <a href="https://robertkugel.isg-one.com/topic/virtual-audit">virtual audit</a>, <a href="https://robertkugel.isg-one.com/topic/virtual-close">virtual close</a>, <a href="">AI and Machine Learning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/use-software-for-more-effective-tax-management">Use Software for More Effective Tax Management</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">10 February 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=200&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=100&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=200&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=300&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=400&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=500&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=600&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The post-pandemic world will see much returned to normal, but there will also be change. For businesses that faced shutdowns, these changes will include higher taxes to pay for the costs of mitigating the economic impact, and the loss of tax revenue. In addition to imposing higher tax rates, some governments will strive to raise revenue by accelerating their adoption of digital technologies to enhance compliance. Taxes are the largest single expenditure for most corporations, both taxes on...</p> </div> <a href="https://robertkugel.isg-one.com/use-software-for-more-effective-tax-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/revenue">Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/robotic-finance">robotic finance</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> <span class="hs-cta-wrapper" id="hs-cta-wrapper-960cd0b7-7494-40d3-ac1c-5825d5a075be"><span class="hs-cta-node hs-cta-960cd0b7-7494-40d3-ac1c-5825d5a075be" id="hs-cta-960cd0b7-7494-40d3-ac1c-5825d5a075be"><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></span><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></span> <span id="hs_cos_wrapper_module_1495215326694198" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_rich_text" style="" data-hs-cos-general-type="widget" data-hs-cos-type="rich_text"><h3 style="color: var(--light_blue);">Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> <p>Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. Each Analyst Perspective presents the view of the analyst who is an established subject matter expert on new developments, business and technology trends, findings from our research, or best practice insights.</p> <p>Each is prepared and reviewed in accordance with Ventana Research’s strict standards for accuracy and objectivity and reviewed to ensure it delivers reliable and actionable insights. It is reviewed and edited by research management and is approved by the Chief Research Officer; no individual or organization outside of Ventana Research reviews any Analyst Perspective before it is published. If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=300&name=ISG_Bug_Reverse_Transparent.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">ISG Software Research</h5> </a> </div> </div>  </div> <div id="hs_cos_wrapper_module_1552944263900179" class="hs_cos_wrapper 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href="https://robertkugel.isg-one.com/archive/2019/08">August 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/05">May 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/04">April 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/03">March 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/02">February 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/01">January 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/12">December 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/11">November 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/10">October 2018 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/09">September 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/08">August 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/07">July 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/05">May 2018 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/04">April 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/03">March 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/02">February 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/12">December 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/11">November 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/10">October 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/09">September 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/08">August 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/07">July 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/06">June 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/05">May 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/04">April 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/03">March 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/02">February 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/01">January 2017 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/12">December 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/11">November 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/10">October 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/09">September 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/08">August 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/07">July 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/06">June 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/05">May 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/04">April 2016 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/03">March 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/02">February 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/12">December 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/11">November 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/10">October 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/09">September 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/08">August 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/07">July 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/06">June 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/05">May 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/04">April 2015 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/03">March 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/02">February 2015 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/01">January 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/12">December 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/11">November 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/10">October 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/09">September 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/08">August 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/07">July 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/06">June 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/05">May 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/04">April 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/03">March 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/02">February 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/01">January 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/12">December 2013 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/11">November 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/10">October 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/09">September 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/08">August 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/07">July 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/06">June 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/05">May 2013 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/04">April 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/03">March 2013 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/02">February 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/01">January 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/12">December 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/11">November 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/10">October 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/09">September 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/08">August 2012 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/07">July 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/06">June 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/05">May 2012 <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/04">April 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/03">March 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/02">February 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/01">January 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/12">December 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/11">November 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/10">October 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/09">September 2011 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/07">July 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/06">June 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/05">May 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/04">April 2011 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/03">March 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/02">February 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/01">January 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/12">December 2010 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/11">November 2010 <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/06">June 2010 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <span id="hs_cos_wrapper_post_filter" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_post_filter" style="" 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href="https://robertkugel.isg-one.com/topic/accounts-payable">Accounts Payable <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/accounts-receivable">Accounts Receivable <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/acquisition">acquisition <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/agent-management">agent management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/agile">agile <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ai">AI <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ai-machine-learning">AI & Machine Learning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ai-and-machine-learning">AI and Machine Learning <span class="filter-link-count" dir="ltr">(48)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/aicpa">AICPA <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/analysis">analysis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/analytic-data-platforms">Analytic Data Platforms <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/analytical-application">analytical application <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics <span class="filter-link-count" dir="ltr">(179)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/analytics-data">Analytics & Data <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/analytics-and-data">Analytics and Data <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/application">application <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/artificial-intelligence">Artificial intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/asc-606">asc 606 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/asc842">ASC842 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/assets">assets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/audit">audit <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/automation">automation <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/balanced-scorecard">balanced scorecard <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/bank">bank <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/banking">banking <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/benchmark">benchmark <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/best-pracices">best pracices <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data <span class="filter-link-count" dir="ltr">(106)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/billing-and-recurring-revenue">Billing and Recurring Revenue <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/billing-software">billing software <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/blockchain-distributed-ledger-dlt-erp-scm-supply-c">blockchain, distributed ledger, DLT, ERP, SCM, sup <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/board-of-directors">board of directors <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/bots">bots <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/bribery">bribery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budget">budget <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budgeting">Budgeting <span class="filter-link-count" dir="ltr">(75)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budgeting-and-planning">budgeting and planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budgeting-software">budgeting software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business">Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-analytics">Business Analytics <span class="filter-link-count" dir="ltr">(160)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-applications">Business Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-collaboration">Business Collaboration <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence <span class="filter-link-count" dir="ltr">(79)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-intelligence-2">business intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-intelligence-3">business intelligence <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-mobility">Business Mobility <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-model">business model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM) <span class="filter-link-count" dir="ltr">(278)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-plan">business plan <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning <span class="filter-link-count" dir="ltr">(89)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-process">business process <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-process-execution">business process execution <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-process-management">Business Process Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-suite">Business Suite <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-technology">Business Technology <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-value">business value <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/candidate-engagement">candidate engagement <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-adequacy">capital adequacy <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-budget">capital budget <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-markets">capital markets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-spending">capital spending <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cash-management">cash management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ceo">CEO <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ceo-cfo-financial-performance-management-forecasti">CEO, CFO, Financial Performance Management, Foreca <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cfo">CFO <span class="filter-link-count" dir="ltr">(141)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/challenge">challenge <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/channel">channel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chargebacks">chargebacks <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chart-of-accounts">chart of accounts <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chatter">Chatter <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chief-risk-officer">Chief Risk Officer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cio">CIO <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/clarity-systems">Clarity Systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/close">close <span class="filter-link-count" dir="ltr">(43)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/closed-loop">closed loop <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/closing">closing <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing <span class="filter-link-count" dir="ltr">(122)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cloud-erp">cloud ERP <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/coda">CODA <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cognitive-computing">Cognitive Computing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cognos">Cognos <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration <span class="filter-link-count" dir="ltr">(32)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/collaborative-conversational-computing">Collaborative & Conversational Computing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/collaborative-computing">collaborative computing <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/commission">commission <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/communications">communications <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/compensation">Compensation <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/competition">competition <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/complex-event-processing">Complex Event Processing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/compliance">compliance <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/composite-document">Composite document <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/composite-software">Composite Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/computing">computing <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/concur">Concur <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/connectwise">ConnectWise <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/connotate">Connotate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidate-and-close-management">Consolidate and Close Management <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidate-close-report">Consolidate/Close/Report <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidating">consolidating <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consulting">Consulting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contact-center">Contact Center <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/container">container <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/content-management">Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contingency">contingency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contingency-planning">contingency planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-accounting">Continuous Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-improvement">continuous improvement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-payroll">Continuous Payroll <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain-erp">Continuous Supply Chain & ERP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contract">contract <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contract-management">contract management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/control">control <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controller">Controller <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controller-2">controller <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controls">controls <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/conversational-computing">Conversational Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/coo">COO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/corporate-finance">Corporate Finance <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/corporate-governance">Corporate Governance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cost-management">Cost Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/costing">costing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cpq">CPQ <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/credit">credit <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crisis">crisis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crm">CRM <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crm-customer-service">CRM customer service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cro">CRO <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cryptic">cryptic <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/currency">currency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer">Customer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-analytics">Customer Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-engagement">Customer Engagement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-experience-management">Customer Experience Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-life-cycle">customer life cycle <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM) <span class="filter-link-count" dir="ltr">(87)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-service">Customer Service <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dashboard">dashboard <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dashboards">Dashboards <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data">Data <span class="filter-link-count" dir="ltr">(39)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-governance">Data Governance <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-integration">Data Integration <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-lake">Data Lake <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-management">Data Management <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-operations">data operations <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-preparation">Data Preparation <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-warehousing">Data Warehousing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/database">Database <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/datawatch">Datawatch <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/debt">debt <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/decision">decision <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/decision-hub">Decision Hub <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-chain">Demand Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-management">demand management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-planning">Demand Planning <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/design">design <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/development">development <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-applications">Digital Applications <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-business">Digital Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance <span class="filter-link-count" dir="ltr">(108)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-technology">Digital Technology <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-transformation">Digital transformation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/distribution">distribution <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/document-management">Document Management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dodd-frank">Dodd-Frank <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dreamforce">Dreamforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/driver-based">driver-based <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/driver-based-planning">driver-based planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics">Dynamics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-ax">Dynamics AX <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-gp">Dynamics GP <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/e-discovery">e-discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/edi">EDI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ediscovery">eDiscovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/effectiveness">effectiveness <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/embedded-analytics">embedded analytics <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/end-to-end">end-to-end <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-content-management">Enterprise Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-profitability-management">enterprise profitability management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning <span class="filter-link-count" dir="ltr">(42)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-risk-management">enterprise risk management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-software">Enterprise Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-spreadsheet">enterprise spreadsheet <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-tax">Enterprise Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/environment-management">Environment Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/environmental">Environmental <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/epicor">Epicor <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/epiphany">Epiphany <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/equity-research">equity research <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erm">ERM <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erp">ERP <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting <span class="filter-link-count" dir="ltr">(145)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/error">error <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/esg">ESG <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/essbase">Essbase <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/excel">Excel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/executive">executive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/expense">expense <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/expense-management">expense management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/extended-close">extended close <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/extended-reality">extended reality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/exterro">Exterro <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fasb">FASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fast-close">Fast close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fei">FEI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ferf-ceo">FERF CEO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance">finance <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-analytics">Finance Analytics <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-cloud">finance cloud <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-transformation">finance transformation <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial">financial <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-analytics">financial analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-applications">Financial Applications <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-close">Financial Close <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-consolidation-and-close-management">Financial Consolidation and Close Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-governance">Financial Governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-management">Financial Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-model">financial model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance">Financial Performance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-2">financial performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management <span class="filter-link-count" dir="ltr">(224)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM) <span class="filter-link-count" dir="ltr">(287)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-planning">financial planning <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-regulation">financial regulation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-reporting">financial reporting <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-risk-management">financial risk management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-services">Financial Services <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-software">financial software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-standards">financial standards <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-statement">financial statement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-systems">financial systems <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financialforce">FinancialForce <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financialforce-com">FinancialForce.com <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financials">financials <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fms">FMS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/forecast">Forecast <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/forecasting">forecasting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fpa">FP&A <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fpm">FPM <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fraud">Fraud <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fusion-applications">Fusion Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/gaap">GAAP <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/generative-ai">Generative AI <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance">Governance <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance-risk-and-compliance">Governance Risk and Compliance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC) <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/grc">GRC <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/grc-governance-risk-compliance-risk-management-wat">GRC, governance, risk, compliance, risk management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/green">Green <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/gui">GUI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hana">HANA <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hcm">HCM <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hewlett-packard">Hewlett Packard <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hospitality">Hospitality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/host-analytics">Host Analytics <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hr">HR <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hrms">HRMS <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital-2">Human Capital <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital">Human Capital <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management <span class="filter-link-count" dir="ltr">(45)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hyperion">Hyperion <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/iasb">IASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm">IBM <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm-business-analytics">IBM Business Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm-regulatory-compliance-analytics">IBM Regulatory Compliance Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibp">IBP <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ifrs">IFRS <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ifrs16">IFRS16 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/in-memory">In-memory <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/in-memory-computing">In-Memory Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/infor">Infor <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/informatica">Informatica <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information">Information <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-applications-ia">Information Applications (IA) <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-management">Information Management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-management-im">Information Management (IM) <span class="filter-link-count" dir="ltr">(50)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-technology">Information Technology <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/innovation-awards">Innovation Awards <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intacct">Intacct <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/integrated-business-planning">Integrated Business Planning <span class="filter-link-count" dir="ltr">(38)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-cx">Intelligent CX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-marketing">intelligent marketing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-sales">intelligent sales <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intercompany-financial-management">Intercompany Financial Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/internal-audit">Internal Audit <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/international-finance">International Finance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/international-tax">international tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/inventory-optimization">Inventory Optimization <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it">IT <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-controls">IT controls <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-cost">IT cost <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-governance">IT governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-performance-management-itpm">IT Performance Management (ITPM) <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-risk-management">IT Risk Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jd-edwards">JD Edwards <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jda-software">JDA Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jonova">Jonova <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kapow">Kapow <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kenandy">Kenandy <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kinaxis">Kinaxis <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kofax">Kofax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kri">KRI <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kyriba-financial-performance-management">Kyriba Financial Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lan">LAN <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lawson">Lawson <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lawson-software">Lawson Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/learning-management">Learning Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-accounting">Lease Accounting <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-and-tax-accounting">lease and tax accounting <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-management">Lease Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/leasing">leasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/legacy-systems">legacy systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/legal">legal <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/local-ly">Local.ly <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/longview">LongView <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/machine-learning">Machine Learning <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/management">Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/manufacturing">Manufacturing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/marketing">Marketing <span class="filter-link-count" dir="ltr">(18)</span></a> 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href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance <span class="filter-link-count" dir="ltr">(433)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/open-source-software">Open Source Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/open-world">Open World <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/openpages">OpenPages <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/openworld">OpenWorld <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/operational-data-platforms">operational data platforms <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/operational-intelligence">Operational Intelligence <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM) <span class="filter-link-count" dir="ltr">(172)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/operations">Operations <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/oracle">Oracle <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/order-to-cash">Order-to-Cash <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/oversight-systems">Oversight Systems <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/paas">PaaS <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/payments">Payments <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/peoplesoft">PeopleSoft <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/performance">Performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(54)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/perillon">Perillon <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planmill">PlanMill <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planning">Planning <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planview">Planview <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/plex">Plex <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/portfolio-management">Portfolio Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/predictive-analytics">Predictive Analytics <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/price-and-revenue-management">Price and Revenue Management <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/price-optimization">Price Optimization <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/pricing-and-promotion-management">Pricing 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href="https://robertkugel.isg-one.com/topic/professional-services-automation">Professional Services Automation <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/profit-velocity">Profit Velocity <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/profitability">Profitability <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/profitability-management">profitability management <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/project-management">Project Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/project-planning">Project Planning <span 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src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Office of Finance Market Agenda for 2022: Effectiveness and Profits", "mainEntityOfPage": "https://robertkugel.isg-one.com/the-office-of-finance-market-agenda-for-2022-effectiveness-and-profits", "datePublished": "09/02/2022", "dateModified": "09/02/2022", "articleBody": "Ventana Research recently announced its 2022 Market Agenda for the Office of Finance, continuing the guidance we have offered since 2003 on the practical use of technology for the finance and accounting department. Our insights and best practices aim to enable organizations to operate with agility and resiliency, improving performance and delivering greater value as a strategic partner. We craft our annual market agenda using our firm’s expertise in business requirements, especially the complexities of accounting, tax and capital markets, combined with our knowledge of technology vendors and products. As a result of our market research, we can offer insights and best practices to both the lines of business and IT as well as across industry verticals, providing guidance that will help every organization reach its maximum potential. The long-awaited, accelerated adoption of digital technology by the Office of Finance began in 2020 as organizations were forced to adapt to remote working environments. “Virtual” is now the adjective of choice describing almost all core finance and accounting processes. Yet, despite recent encouraging signs of faster technology adoption, transforming department processes and practices is likely to evolve slowly because the key impediment remains the difficulty of changing organizational behavior, commonly referred to as “change management.” For that reason, although nine in 10 executives say they want their finance and accounting department to be a strategic partner to their organization, but by 2025 fewer than one-third will evolve into this role, limiting their company’s performance. To cope with a virtual working environment and adapt to rapidly changing markets and economic environments, we have been witnessing an accelerated conversion from manual processes to applications that enable finance and accounting professionals to eliminate rote, repetitive work and reallocate their time to projects requiring their knowledge and experience. In the coming decade, technology will transform how the finance and accounting department operates, more so than over the past 50 years. Artificial intelligence (AI), machine learning (ML), bots, robotic process automation (RPA), enterprise data management, blockchain distributed ledgers, cloud computing and restructured architecture — these technologies will bring us closer to that longed-for state where computers adapt to the individual rather than requiring the individual to adapt to the shortcomings of computers. Technology will finally be able to transform all aspects of the Office of Finance, including accounting, planning and analytics, budgeting and closing. Our Finance practice has six focus areas: Business Planning, Enterprise Resource Planning and Continuous Accounting, Financial Performance Management, Profitability Management, Digital Finance, and Revenue, Lease and Tax Accounting. Business Planning Ventana Research coined the term “integrated business planning” (IBP) almost 15 years ago to describe a process that supports enterprise-wide, high-participation, rapid-planning cycles. These cycles provide detailed answers to “what-if” questions in seconds or minutes, not hours or days. Budgeting and planning are simplified for business unit managers, and finance departments gain a detailed, forward-looking view of the income statement, balance sheet and cash flows. IBP employs technology such as in-memory computing, advanced analytics and interactive planning to make planning and budgeting processes more agile and easier. Our 2022 Business Planning Value Index and Benchmark Research focuses on how financial planning and analysis (FP&A) groups can finally make planning and budgeting more of a business tool, one that is easier for budget owners to use, significantly enhancing the business value of these processes. ERP and Continuous Accounting Our 2022 research will highlight the transformational role of modern ERP systems and other maturing technologies. Continuous accounting is a technology-driven approach to managing transaction recording and accounting that takes advantage of current technology to streamline and restructure workloads. Continuous accounting can provide organizations with more real-time information and insight. It also helps CFOs address two key challenges: cutting administrative overhead and attracting and retaining the best talent by eliminating unproductive and soul-deadening accounting chores. We will also examine how companies are adopting a “virtual audit,” a transformation of the now-accepted remote audit that provides external auditors with limited, read-only access to key systems, significantly reducing staff workloads. We assert that by 2025, two-thirds of organizations will have applied continuous accounting principles to close the books within one business week, up from 50% today. Financial Performance Management Financial performance management applies technology to the full cycle of departmental functions — corporate and strategic finance, planning, forecasting, analysis, closing and reporting. Close automation, especially, has become a priority to accelerate the accounting cycle, reduce workloads and relieve staff stress. Our research in 2022 will spotlight the evolving role and mission of the FP&A group and the importance of technology to support that evolution. We also will investigate the extent to which organizations are employing advanced analytics. Our research finds that one-half of finance organizations fail to utilize technologies that would enable a faster accounting close, providing executives and managers with important information sooner. We assert that, as a result of accelerated adoption of technology, by 2025, two-thirds of finance and accounting departments will be able to close their quarterly books within six business days, up from one-half today. We will pursue additional research on this issue in 2022. In 2021 we introduced the term Intercompany Financial Management (IFM), a discipline for structuring and handling transactions within a corporation and between its legal entities, designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. IFM addresses a significant (if often unrecognized) problem for many companies because performing IFM well requires the ability to execute the minutiae of statutory and tax accounting details effectively to support the achievement of high-level corporate objectives. Profitability Management Profitability management is a cross-functional effort that integrates finance and sales to achieve an optimal balance of revenue and margin objectives. This is an effective performance-management tool because it is a data- and analytics-based methodology, designed to consistently achieve higher sales and fatter margins. Ventana Research asserts that by 2024, just 35% of FP&A teams in organizations will be able to deliver actionable customer and product-profitability analysis. We assert that by 2024, one-third of organizations will have implemented a profitability management initiative. Digital Finance Our research on this topic in 2022 will explore how digital finance can shift the balance of the department’s work from transaction processing and reporting to forward-looking operational and financial analyses. Digital finance utilizes technology to eliminate rote, repetitive work and while improving the quality of financial processes and financial statements. For example, global organizations that have complex intercompany transaction structures can use digital finance technology to reduce costs, increase control and enhance compliance. Through 2025, almost all multinational organizations that do not adopt IFM will struggle with profit leakage caused by lapses in handling VAT, income tax and transfer pricing decisions. These technologies, including AI/ML, RPA and blockchain distributed ledgers, will effect a profound change in the Office of Finance’s role, fueling a more substantial challenge to “we’ve always done it this way” inertia. Revenue, Lease and Tax Accounting Managing taxes challenges CFOs because statutory accounting and tax authority reporting requirements have become more demanding, increasing workloads. Rising tax rates and more rigorous enforcement makes more focused tax management necessary. Using dedicated tax applications enables tax and accounting departments to operate more efficiently, giving them more time for tax analysis and planning to minimize tax expense as well as providing executives and boards greater transparency in tax provision and tax positions. For this reason, we assert that by 2025, two-thirds of product companies with multinational operations will use software to manage transfer pricing to manage compliance consistently and reduce risk. Organizations have already made significant investments in software to reduce the burden of recent revenue and lease accounting standards, but some have found that they made the wrong choice. Moreover, those that have adopted a subscription or recurring revenue model are finding their existing ERP system inadequate for that business model. The new standards are more principles-based, requiring effective process control and comprehensive disclosures. The largest multinationals are discovering the need for Intercompany Financial Management. We assert that by 2025, two-thirds of product companies with multinational operations will use software to manage transfer pricing to manage compliance consistently and reduce risk. Finance and accounting organizations turned a corner in 2021 and continue to accelerate their adoption of technology in 2022, increasingly embracing digitization. Subscribe to our Ventana Research community to stay up to date on our 2022 research efforts. Visit the Office of Finance page and focus areas for more research facts and best practices. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Digitize Tax Departments for Increased Strategic Value", "mainEntityOfPage": "https://robertkugel.isg-one.com/digitize-tax-departments-for-increased-strategic-value", "datePublished": "26/10/2021", "dateModified": "26/10/2021", "articleBody": "Managing corporate income taxes is a challenge for chief financial officers. Tax codes are often complex, so tax accounting as well as the data required for tax provisions and tax compliance are different enough from statutory accounting to create significant workloads for the tax department. Today, the worldwide trend to higher taxes and growing tax code complexity is increasing the payoff for digitizing an organization’s tax function. Demands on the tax department have steadily increased over the past decade as statutory accounting and tax authority reporting requirements have become more arduous. Using dedicated tax applications enables tax and accounting departments to operate more effectively, freeing up time to spend on tax analysis and plans to minimize tax expense while respecting tax statutes and avoiding abusive tactics. Software also enables greater forward visibility into future expense and provides more control to ensure consistent application of tax policies and minimize compliance risk. Yet, our Office of Finance Benchmark Research reveals that only one-third of companies use analytics to actively manage a tax strategy and, potentially, reduce tax costs. The tax provision process is a core responsibility of tax departments. This process estimates the amount of income tax a corporation will have to pay to tax authorities in the jurisdictions in which it operates. Tax accountants derive the number by adjusting the reported net income with a variety of permanent differences, such as expenses that are not deductible, and temporary differences – for example using allowable accelerated depreciation for tax purposes and straight-line depreciation for financial reporting. Historically, spreadsheets were the tool of choice for tax provision because, until recently, technology limitations meant that tax accountants did not have an alternative. Despite the growing availability of alternatives, spreadsheets are still popular: Our Office of Finance Benchmark Research found that 59% of tax departments use spreadsheets exclusively for tax provision, while just 22% utilize a third-party tax application. However, spreadsheets are a major barrier to making the tax function more productive and effective. One well-known issue with spreadsheets is that they are error-prone, which is not a risk that tax professionals should have to bear. To be certain that the tax provision and other tax-related calculations are correct, individuals must double- and even triple-check the numbers. This overlaps with a second major issue with spreadsheets: They are time-consuming. Our spreadsheet research finds that those working heavily with spreadsheets spend on average of 18 hours a month (the equivalent of more than two full workdays) just maintaining their most important spreadsheet. Spreadsheets are so time-consuming that they prevent individuals from doing more valuable work — in this case, tax analysis and planning. Another related issue is that using spreadsheets for the tax function diminishes visibility into an organization’s tax provision and tax positions. Using spreadsheets takes so long that executives get to the numbers late in the financial close process. This matters because of the impact that tax expense has on a business’s profits. In addition, spreadsheets are black boxes: That is, they are difficult to control, and it’s difficult for anyone other than the spreadsheet’s owner to understand their construction. Often, assumptions are buried in formulas and hard to uncover. It’s not well understood whether these formulas are inconsistent or wrong, and it’s not easy to spot them. Even with advanced spreadsheet management techniques designed to make updates consistent (such as applying the LAMBDA function in Excel), it’s hard to be certain that some cell wasn’t overwritten with another number. Some people who work intensively with spreadsheets still view them as a form of job security because of their opacity. These workers think they’re indispensable because they are the only ones who understand how these spreadsheets work. This is one of several reasons why use of spreadsheets persists in functions where they constitute more of a problem than a solution. However, these spreadsheet jockeys should recognize that the inherent inefficiency, lack of visibility and propensity for errors of spreadsheets make them vulnerable to being replaced by better technology. To succeed or even survive, tax professionals need to embrace automation because: Using software provides the ability to manage tax-sensitive data, streamline the provision process and provide executives with deeper insight into tax costs. Working within a controlled process that uses a unified set of relevant tax data brings transparency. Applying technology tightly controls the end-to-end process of taking numbers from source systems, constructing tax financial statements, calculating taxes owed and keeping track of cumulative amounts and other balance sheet items related to taxes. Operating with an authoritative data set makes tax department operations more efficient. Having tax data and tax calculations that are immediately traceable, reproducible and permanently accessible provides executives with greater certainty and reduces the risk of noncompliance and the attendant costs and reputation issues. Maintaining an accurate and consistent tax data store enables corporations and tax departments to better execute tax planning, provisioning and compliance. The best career decision that tax professionals can make is to embrace technology that allows them to be more productive and enables them to spend more time on work that fully utilizes their training and experience. Information technologies, especially artificial intelligence and other forms of cognitive computing, will transform how they work, driving a fundamental change in what they do. The real value of tax professionals is not their ability to overcome spreadsheet limitations but their training in understanding income taxes. Once freed from the drudgery of performing computations, massaging data and checking (two or three times) for errors, tax professionals can turn their attention to performing analytical work aimed at optimizing an organization’s tax spend – and thus ensuring their value as workers. I recommend that midsize and larger organizations — especially those that operate in multiple tax jurisdictions and have an even moderately complex legal entity structure — use dedicated software to automate income tax provision and analysis functions. Using dedicated software rather than relying on spreadsheets helps the tax department, and those working in it, increase their strategic value so they won’t be obsolete tomorrow. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Digital Process Reengineering Improves Business Performance", "mainEntityOfPage": "https://robertkugel.isg-one.com/digital-process-reengineering-improves-business-performance", "datePublished": "28/05/2021", "dateModified": "28/05/2021", "articleBody": "Business process reengineering (BPR) was a consulting fashion in the early 1990s that spurred many companies to purchase their first ERP systems. BPR proposes a fundamental redesign of core business processes to achieve substantial improvements in market and customer responsiveness, productivity, cycle times and quality. Those early ERP systems provided a platform to manage cross-functional business processes with much greater flexibility and efficiency than had been possible in the past, partly because it took advantage of the commercialization of relational database technology, the graphical user interface, client-server networks and event-driven programming. ERP and other digital systems support business process reengineering by guiding the step-by-step execution of the redesigned process to ensure that it is performed consistently. They also automate the handoffs between individuals and departments as well as manage approvals and exceptions to accelerate completion of that process and permit supervisory personnel to spend more time focusing on matters that require their judgement and experience and less time on administrivia. These days, the term “digital transformation” is in vogue. This sort of process reengineering employs technologies that provide organizations more options to redefine how existing work is performed or to extend the range of tasks that a company’s technology systems manage. The objective of a digital redesign is not just efficiency gains. It aims to use new technologies to redefine business models advantageously or alter an industry’s competitive balance of power – in other words, to create “digital disruption.” In finance and accounting, digital process reengineering can increase the effectiveness of the department by eliminating the need for low-value manual work that can be performed and supervised digitally so that the staff can focus on work that makes best use of their training, skills and experience. Businesses operate in the same way as a basic control system’s iterative four-step process: sense, interpret, decide and act. Digital process reengineering can be applied at any step of that process. For instance, the internet of things (IoT) extends the range of sensing devices and therefore expands the depth and resolution of the conditions affecting a business that a digital system can monitor in a continuous and timely manner that humans cannot duplicate. In business, for example, this can mean monitoring external data about environmental conditions (such as weather or soil moisture), market prices or consumer sentiment. Organizations might have embedded sensors, subscribe to data services or use robotic process automation (RPA) to collect an ongoing stream of digital data for analysis and determine how best to deal with conditions that are out of tolerance. Systems also can keep close tabs on business-transaction data or equipment health to support a just-in-time maintenance program that reduces unplanned down time and cuts maintenance costs. In another area, big data management and processing techniques make it possible to handle the torrent of data from digital sensory devices as well as digital feeds from multiple sources to enable systems to interpret relevant external signals that the system is designed to use. Machine learning (ML) and artificial intelligence (AI) can reduce the need for human intervention in the four-step process, resulting in faster, more consistent execution by using automation to eliminate, in some cases, the need for a human to be in the loop. In other cases, using AI to provide guidance on alternative courses of action and potential outcomes along with a score of the reliability of the advice. Digital technologies expand the range of decisions that control systems can handle on their own. And the digital output of the control system can, for example, drive the completion of a transaction, provide input to a robot or generate an alert that requires a response by a human. The Office of Finance has a wide range of functions and processes that are ripe for digital disruption. My research covers five topics related to digital process reengineering. First, I have been using the term continuous accounting for the past five years to describe a technology-led approach to managing the department. In part it means distributing workloads more evenly across the accounting calendar. That is important because historically it was necessary to bunch up workloads at the end of the month and quarter because of the limitations of paper-based systems. Unfortunately, until recently, even computer-based accounting, including close-related tasks, required batch processing or very long processing times which, in effect, required the same sort of end-of-month and end-of-quarter bunching up of work. Today, systems offer greater flexibility, meaning that many tasks, such as reconciliations, can be done weekly, reducing the amount of end-of-period work. This can shorten the close and de-stress the department, two important benefits. Our Office of Finance Benchmark Research identified a link between the use of software automation and length of the accounting close: fully 88% of organizations that use automation in substantially all of their close processes are able to complete the quarterly close within six business days compared to 59% that had applied it to some parts and just 40% of those that employ little or no automation. Second, the central ledger is designed for larger organizations with multiple ERP systems. The idea here is that every accounting transaction in every system is cross posted to a central ledger, which makes it possible to consolidate the books at any time, as often as desired, which can shorten the close. A central ledger also can be used for a synthetic close, a novel approach that creates virtual journal entries, allocations, accruals and so on to reduce period-end workloads and provide a very close approximation of the top-level financials at any time. Third, I coined the term integrated business planning back in the 2000s to describe a process built on a unified software-and-data platform that enables each department and business unit to plan and budget in a manner that works for them, but the output of those plans can be shared and integrated across the entire enterprise. It is integrated because it brings together operational and financial plans and it is also integrated because it plans the income statement, balance sheet and cash flow statements concurrently. Our Business Planning Benchmark Research found that integrating planning is a more effective method: 66% of companies that directly link data to organization-wide plans have a process that works well or very well, compared to 40% where the information is copied and pasted and 25% where there is no linkage. Number four on the list is the virtual audit. This is not the “remote audit” that companies adopted over the past year during lockdowns, which is just the same as on premises, except done remotely. The virtual audit is a different, open-book approach that gives the external auditor read-only access to financial systems. It replaces the time-consuming and burdensome “provided by client” list of documents, freeing up considerable amount of staff time. Ideally, some audit work is spread out over the calendar, enabling companies to address issues before year end and shortening the auditor’s workload for the annual statement. I assert that by 2025, more than one-half of organizations will have adopted some form of a virtual audit, saving staff time and cutting departmental costs. And fifth, as economies become more integrated and laws and regulations become more complex, companies that operate in multiple countries must use technology to manage their global tax exposure. There is great potential to apply AI to tax management because there is a considerable deal of ambiguity in tax codes. AI can automate the straightforward stuff giving professionals more time to focus on complex issues. And companies that have significant intercompany accounting volumes should adopt intercompany financial management (IFM), a term Ventana Research applies to a discipline for structuring and handling transactions within a corporation and between its legal entities designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will have implemented intercompany financial management to achieve tax, risk-management and financial-close benefits. Digital process reengineering is not entirely new. In the 1990s, for example, 24-hour loan approval became possible using optical character recognition to accelerate processing of loan applications and using IT systems to manage parts of the approval process in parallel, rather than serial, fashion. It relied heavily on an early form of big data analytics - the credit score - to support the decision-making process. Organizations have been using digital technologies since then to make incremental breakthroughs to achieve business breakthroughs. What is new today is the scope, scale and availability of the technologies and techniques that will make digital process reengineering a common feature of business management. Using digital process reengineering successfully will be an increasing challenge for business executives. They need it to respond to the digital disruptions that are increasingly common as entrepreneurs utilize available technology innovations to create new product or service categories or create more effective business models to compete with established ones. It is equally important to be able to distinguish between the overblown or immature technologies fancied by technologists that will have limited market impact and those that represent real opportunities for those who understand how to exploit them. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Reduce Risk and Improve Departmental Effectiveness with Intercompany Financial Management", "mainEntityOfPage": "https://robertkugel.isg-one.com/reduce-risk-and-improve-departmental-effectiveness-with-intercompany-financial-management", "datePublished": "24/05/2021", "dateModified": "24/05/2021", "articleBody": "Ventana Research defines intercompany financial management as a discipline for structuring and handling transactions within a corporation and between its legal entities. IFM is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will have implemented intercompany financial management to achieve tax, risk-management and financial close benefits. IFM issues arise because almost all midsize and larger corporations are made up of multiple legal entities – sometimes hundreds or even thousands. Legal entities are significant because they introduce tax and regulatory considerations into intercompany transactions. From the outside, a corporation might look like a single thing, but the internal mechanics of creating, selling and delivering products and services often involve posting related accounting transactions in multiple parts of an organization. For example, several business units might produce various components or provide services for a corporation’s division that assembles these into a final product or service. Each business unit bills that final product division, and that final product or service division turns around and pays the component makers. When it comes to tallying up the bookkeeping to produce the parent corporation’s financial statements, all those intercompany transactions are supposed to cancel each other out. Usually, they do, but because each side of the transaction is recorded separately, it’s also common to find errors, slight discrepancies in volume and price, currency translation differences and other adjustments that have to be identified and then corrected. The process can be complicated if an intercompany transaction involves multiple legal entities buying and selling, especially if the transaction spans multiple countries, each with their own currency, tax regimes and legal jurisdictions. And where these transactions cross national borders, multiple complications arise. The transactions may involve different currencies and be subject to a set of disparate import and export regulations as well as tariffs and taxes. When IFM is not managed properly in a cross-border transaction, value-added tax “leakage” can occur if one corporate entity fails to claim a refund that it is owed. Another tax risk arises if a company is deemed to have a “permanent establishment” in a country, and therefore have a taxable presence. The company must be able to document that the volume of its work in that country is below the legal threshold. The degree to which a corporation faces IFM challenges is a function of the number of legal entities and the ownership arrangements among those entities, the intricacy of its production and delivery chains, the complexity of its worldwide tax situation and the number of ERP systems it uses. As a rule, a corporation with even a moderately complex legal entity and ownership structure that operates in multiple tax jurisdictions and has ERP systems from more than a handful of vendors should assess how well it is handling IFM. One indicator of IFM effectiveness is how long it takes to complete the accounting close. If completing the close takes more than one business week, it’s likely that IFM issues are a contributing factor. Our Office of Finance Benchmark Research found that only one-half of companies complete their monthly close within six business days. Our research also finds that the length of the close is unrelated to company size and industry, and that the quality and effectiveness of how the process is organized and managed is a major factor in how long it takes to close. The complexities of the process and the need to support global and local requirements at the same time can contribute to a longer-than-necessary close. The ironic thing about intercompany financial management is that because it’s so obscure and technical, those at the top of the company who stand to benefit the most aren’t aware that doing it well can have a meaningful impact on the bottom line, improve financial control and reduce reputational and other risks. Few, if any, in the company recognize that IFM is a systemic issue that must be tackled holistically, rather than piecemeal. Done well, IFM can benefit a broad set of people and roles in a company. The CFO benefits from efficiency gains, deeper insight and greater control. Those in a range of finance and accounting department roles benefit from reduced staff workloads, greater efficiency, better control and more accurate managerial accounting. In multinational companies where people, products and services routinely cross legal entities and borders, sourcing and supply chain managers as well as human resources have better understanding of total costs. Larger corporations that operate in multiple countries often adopt a shared services center. The main reason they do so is to reduce costs by eliminating duplication of efforts, choosing a lower-cost location for the center, or achieving greater efficiency through better utilization of skilled personnel. But a shared services organization can also offer better and more consistent performance, especially where specialized skills or knowledge are needed. Because the organization centralizes tasks, there is potentially more effective control of processes, since these are consistent and easier to monitor. And it can also provide the company headquarters greater visibility into performance as well as issues and opportunities. Although cost cutting through more efficient execution was once its focus, corporations with the most mature shared services organizations use them as a way of achieving consistently higher quality in process execution, more effective control and improved risk management. A finance and accounting shared services organization is well-positioned to take charge of IFM. But they need the tools and capabilities to do that. Five elements are necessary for performing IFM well, including: Accurate, consistent and timely intercompany financial data that is immediately accessible. This means assembling all relevant information from every ERP system in the organization and, wherever necessary, enriching the data with, for example, legal entity identification. Automated invoice processing for accuracy and efficiency. Technology in the form of application programming interfaces and robotic process automation makes it possible to automate data movements to ensure they are accurate, timely and secure. A global billing and payments capability that provides speed and accuracy. A tax rules engine that accurately applies rates to individual line items and is capable of compliance with the rising requirements for digital tax filings. Having people with training, expertise and experience to handle the ongoing exceptions and ambiguities that arise in the process. Intercompany financial management is a discipline that goes beyond simply reconciling accounting entries. It creates and applies global process consistency to ensure the application of best practices everywhere. It can substantially reduce and maybe eliminate tax leakages – especially in value-added taxes. It can make a shorter accounting close possible with no sacrifice to accuracy or control. To the extent that transactions involve anything more than simple chargebacks, it can automate that process for accuracy, speed and consistency. It diminishes risks – accounting risks, tax risks and reputational risks. I recommend that corporations operating in more than a handful of tax jurisdictions with even a modestly complex legal entity structure investigate and assess how well it is handling its intercompany accounting and tax. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "FourQ Builds Confidence and Trust in Intercompany Financial Management", "mainEntityOfPage": "https://robertkugel.isg-one.com/fourq-builds-confidence-and-trust-in-intercompany-financial-management", "datePublished": "23/04/2021", "dateModified": "23/04/2021", "articleBody": "FourQ is an intercompany financial management (IFM) Solution-as-a-Service provider. IFM is a discipline for structuring and handling transactions within a corporation and between its legal entities, and is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will have implemented intercompany financial management to achieve tax, risk management and financial close benefits. Here’s why: Corporations are made up of multiple entities that frequently buy and sell goods and services from each other. For example, a manufacturer might source parts from different divisions located in multiple states or countries, export the finished product to a country where it has a distribution center, and then install and service the product in a different country with its own local business unit. There may be recurring payments for the use of intellectual property or parts provided under warranty. These transactions give rise to a mass of paperwork as one corporate entity invoices and the other pays. The transactions also can create tax liabilities arising from those sales and purchases. When it comes to tallying up all that bookkeeping to produce the corporation’s financial statements, all those intercompany transactions are supposed to cancel each other out. Usually, they do, but because each side of the transaction is recorded separately, it is also common for there to be errors, slight discrepancies in volume and price, currency translation differences and other adjustments that have to be identified and corrected. And where these transactions cross national borders, multiple complications arise. The transactions may involve different currencies and be subject to a set of disparate import and export regulations as well as tariffs and taxes. When IFM is not managed properly, value-added tax (VAT) “leakage” can occur in a cross-border transaction when a corporate entity fails to claim a refund that it is owed. Or a company may be deemed to have a “permanent establishment” in a country, and therefore have a taxable presence, if it is not able to document that the volume of its work in that country is below the legal threshold. FourQ provides a service, OneBiller, that addresses these challenges by supporting a centralization of the intercompany accounting function of multinational organizations, providing an automated intercompany billing and invoice-management service designed to improve administrative productivity and lower costs while reducing global tax and compliance risks. FourQ OneBiller addresses a common set of problems that confront corporations operating in multiple tax jurisdictions with multiple ERP systems. Our Next-Generation ERP Benchmark Research found two-thirds of organizations with more than 1,000 employees have more than one ERP system and 27% have four or more. All those internal buy-and-sell transactions create workloads in each local accounting department, including dealing with errors, reconciling differences in the details of invoices and payments, and filing regulatory and tax documents. These workload issues are compounded when there are multiple countries involved, especially if there are intermediate stops from source to destination for logistical, regulatory or tax considerations. Larger corporations often establish a shared service organization (SSO) to manage intercompany transactions, including presentment and payment of invoices, because this approach can be more efficient by centralizing the accounting for the transaction, which often goes beyond simple economies of scale. However, unless the process is managed well, an SSO can cause delays in payments and official filings (which can result in fees and penalty assessments) as well as create unnecessary tax or regulatory issues. In theory, the selling and buying events are simply mirror images but that is not always the case in reality. The transactions might be booked by their respective accounting departments on different dates, at different prices, with different terms and conditions. The items on the sales and purchase orders also may not agree exactly or there might be errors in the harmonized system export codes. Corporations can avoid these potential issues through effective process and data management that scales to their volume and geographic requirements. OneBiller uses automation to reduce the effort involved in matching intercompany transactions and resolving discrepancies. It captures the required attributes of intercompany agreements and streamlines intercompany dispute resolution. And it handles taxes with an integrated tax engine to maximize tax deductibility by reducing stranded costs. Controlled and consistent tax calculations diminish the possibility of errors and make tax defense faster and easier. Moreover, all multinational activities require filings and, increasingly, national governments are demanding tax-compliant invoices be submitted to their tax authorities to limit VAT fraud and errors that reduce their revenue. For corporations domiciled in the U.S., there are complications caused by the base erosion and anti-abuse tax (BEAT) that apply to otherwise deductible payments for interest, royalties and some services used to shift profits to lower-tax jurisdictions. While in almost all areas of a business being strategic means not getting lost in the details, being strategic in accounting is all about flawlessly managing the details, especially in areas of hair-curling complexity. Being strategic in accounting processes means managing data continuously without human intervention from the start of a process to its completion, one of the pillars of what Ventana Research calls continuous accounting. FourQ’s OneBiller handles the challenging and tedious work of integrating transactional data using application program interfaces (APIs) from a range of sources, such as multiple ERP systems and controlled spreadsheets, and transforms this mass of disparate data into a consistent, consolidated whole. Where necessary, it enriches the data with legal entity information, terms and conditions included in the invoice, and any pertinent tax-related information, such as VAT details, necessary to create tax-compliant invoices and documentation. The system completes the process by generating accurate, consistent and fully compliant intercompany invoices, writing back transactions to the respective ERP systems’ general ledger, accounts receivable, accounts payable and settlements subledgers in the proper form and format, with full details necessary for consolidations, allocations and adjustments. FourQ’s service also provides clients with insights and advice for ongoing process improvements related to regulatory and tax compliance. Corporations with large volumes of intercompany transactions should assess how well they are handling IFM and consider the benefits of having a third-party service provider assist in the process. Those that have heavy volumes of intercompany transactions should consider using a third-party service to manage the workloads and complexity of the processes required to match and reconcile these transactions, report on the transactions internally and externally, and file documents for regulatory and tax purposes. It is unlikely that an internal IT organization would be able to create and maintain such software in a cost-effective manner. I recommend that these companies consider FourQ and OneBiller for intercompany financial management. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Office of Finance Market Agenda for 2021: Accelerating Adoption of Digital Technology", "mainEntityOfPage": "https://robertkugel.isg-one.com/the-office-of-finance-market-agenda-for-2021-accelerating-adoption-of-digital-technology", "datePublished": "28/02/2021", "dateModified": "28/02/2021", "articleBody": "Ventana Research recently announced its 2021 market agenda for the Office of Finance, continuing the guidance we’ve offered since 2003 on the practical use of technology for the finance and accounting department. Our insights and best practices aim to enable organizations to operate with agility and resiliency, improving performance and delivering greater value as a strategic partner. We craft our annual market agenda using our firm’s expertise in business requirements, especially the complexities of accounting, tax and capital markets, combined with our knowledge of technology vendors and products. As a result of our market research, we are able to offer insights and best practices to both the lines of business and IT as well as across industry verticals, providing guidance that will help every organization reach its maximum potential. The long-awaited accelerated adoption of digital technology by the office of finance began in 2020 as organizations had to adapt to a remote working environment. “Virtual” is now the adjective of choice describing almost all core finance and accounting processes. Yet, despite the recent encouraging signs of faster technology adoption, transforming department processes and practices is likely to evolve slowly. Nine of 10 executives say they want their finance organization to be a strategic partner to their company, but by 2025 fewer than one-third will evolve into this role, limiting their company’s performance. We are witnessing an accelerated conversion from manual processes to applications that enable finance and accounting professionals to eliminate rote, repetitive work and reallocate that time to projects requiring their knowledge and experience. In the coming decade, technology will transform how the finance and accounting department operates - more so than over the past 50 years. Artificial intelligence, machine learning, bots, robotic process automation, enterprise data management, blockchain distributed ledgers, cloud computing and restructured architecture… These technologies will bring us closer to that longed-for state where computers adapt to the individual rather than requiring the individual to adapt to the shortcomings of computers. Technology will finally be able to transform all aspects of the office of finance, including accounting, planning and analytics, budgeting and closing. Our Finance practice has six focus areas: Business Planning, Enterprise Resource Planning and Continuous Accounting, Financial Performance Management, Profitability Management, Robotic Finance, and Revenue, Lease and Tax Accounting. Business Planning Ventana Research coined the term “integrated business planning” more than a decade ago to describe a process that supports enterprise-wide, high-participation, rapid-planning cycles. These cycles provide detailed answers to “what-if” questions in seconds or minutes, not hours or days. Budgeting and planning are simplified for business unit managers, and finance departments gain a detailed, forward-looking view of the income statement, balance sheet and cash flows. IBP employs technology such as in-memory computing, advanced analytics and interactive planning to make planning and budgeting processes more agile and easier. Our 2021 Business Planning Value Index and Benchmark Research will focus on how financial planning and analysis groups can finally make planning and budgeting easier for budget owners, significantly enhancing the business value of these processes. ERP and Continuous Accounting Our 2021 research will highlight the transformational role of modern ERPs and other maturing technologies. Continuous accounting is a technology-driven approach to managing transaction recording and accounting that takes advantage of current technology to streamline and restructure workloads. Continuous accounting can provide organizations with more real-time information and insight. It also helps CFOs address two key challenges: cutting administrative overhead and attracting and retaining the best talent by eliminating unproductive and soul-deadening accounting chores. We will also cover how companies are adopting a “virtual audit,” a transformation of the now-accepted remote audit that provides external auditors with limited, read-only access to key systems, significantly reducing staff workloads. We assert that by 2025, two-thirds of organizations will have applied continuous accounting principles to close the books within one business week, up from 50% today. Financial Performance Management Financial Performance Management applies technology to the full cycle of departmental functions — corporate and strategic finance, planning, forecasting, analysis, closing and reporting. Our research in 2021 will spotlight the evolving role and mission of the finance, performance and accounting group and the importance of technology to support that evolution. We also will investigate the extent to which organizations are employing advanced analytics. Our research found that one-half of finance organizations fail to utilize technologies that would enable a faster accounting close and more accurate planning, providing executives and managers with important information sooner. We will pursue additional research on this issue in 2021. Profitability Management Profitability Management is a cross-functional effort that integrates finance and sales to achieve an optimal balance of revenue and margin objectives. This is an effective performance management tool because it is a data- and analytics-based approach, designed to consistently achieve higher sales and fatter margins. Ventana Research asserts that by 2024, just 35% of FP&A organizations will be able to deliver actionable customer and product profitability analysis. Departments that deploy this technology become a strategic asset. We assert that by 2024, one-third of organizations will have implemented a profitability management initiative. In addition, we assert that by 2024, just 35% of FP&A teams in organizations will be able to deliver actionable customer and product profitability analysis. Finance departments that do will be a strategic asset. Digital Finance Our research on this topic in 2021 will explore how digital finance can shift the balance of the department’s work from transaction processing and reporting to forward-looking operational and financial analyses. Digital finance utilizes technology to eliminate rote, repetitive work and increase the quality of financial processes and financial statements. These technologies, including AI and machine learning, robotic process automation and blockchain distributed ledgers, will support a profound change in the office of finance’s role, enabling a more substantial challenge to “we’ve always done it this way” inertia. Revenue, Lease and Tax Accounting Managing taxes challenges CFOs because statutory accounting and tax authority reporting requirements have become more demanding, increasing workloads. Rising tax rates and more rigorous enforcement makes more effective tax management necessary. Using dedicated tax applications enables tax and accounting departments to operate more efficiently, giving them more time for tax analysis and planning to minimize tax expense as well as providing executives and boards greater transparency in tax provision and tax positions. Organizations will also accelerate adoption of software to reduce the burden of recent revenue and lease accounting standards. The new standards are more principles-based, requiring effective process control and comprehensive disclosures. Organizations that haven’t yet adopted this technology must accelerate efforts to implement software that more effectively manages these functions. We assert that by 2025, two-thirds of product companies with multinational operations will use software to manage transfer pricing to manage compliance consistently and reduce risk. Finance and accounting organizations turned a corner in 2020, increasingly embracing digital technologies. Subscribe to our Ventana Research community to stay up-to-date on our 2021 research efforts. Visit the Office of Finance page and topic areas for more research facts and best practices. Regards, Rob", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Use Software for More Effective Tax Management", "mainEntityOfPage": "https://robertkugel.isg-one.com/use-software-for-more-effective-tax-management", "datePublished": "10/02/2021", "dateModified": "10/02/2021", "articleBody": "The post-pandemic world will see much returned to normal, but there will also be change. For businesses that faced shutdowns, these changes will include higher taxes to pay for the costs of mitigating the economic impact, and the loss of tax revenue. In addition to imposing higher tax rates, some governments will strive to raise revenue by accelerating their adoption of digital technologies to enhance compliance. Taxes are the largest single expenditure for most corporations, both taxes on their income, and indirect forms of taxes such as value-added taxes (VAT) and sales and use taxes. Minimizing tax expense within the limits of the law must be a priority for CFOs. Managing taxes will be a challenge for CFOs. Over the past decade, tax department workloads have increased as statutory accounting and tax authority reporting requirements have become more demanding. Spreadsheets may have been the only practical alternative in the past, but now, using dedicated tax applications enables tax and accounting departments to operate more efficiently, allowing them to spend time on tax analysis and plans to minimize tax expense. Yet, our Office of Finance benchmark research reveals that only one-third of companies use analytics to actively manage their tax strategy. Software also provides executives with deeper forward visibility into future expense, and gives greater control to ensure consistent application of tax policies and minimize compliance risk. Using the right software can cut the cost and uncertainty involved in handling a tax audit defense. There are three categories of software that enable companies to manage three key tax processes more efficiently and minimize the impact of higher tax rates and more assiduous enforcement: Tax provision Transfer pricing and intercompany transactions Indirect tax management Tax Provision The provision for income taxes is the most challenging of the above three processes facing larger companies, and even some midsize ones. Tax provision is the estimated amount that a business expects to pay in income taxes for its current fiscal year, which is not the same as the taxes it accrues under generally accepted accounting principles (GAAP). The provision is arrived at by adjusting the net income as defined by GAAP to reflect the permanent and temporary differences created by the tax code. For example, a temporary tax difference is created when a company uses accelerated depreciation allowed by the tax code but straight-line depreciation for financial reporting. A permanent difference occurs, for instance, when certain expenses such as fines or some entertainment costs cannot be deducted for tax purposes. As is the case with accounting, there’s a lot of minutiae involved in the process. Since income taxes are levied on each legal entity—not just the corporation—under rules established by the tax authority in whose jurisdiction the entity exists, corporations that operate in multiple countries with a significant number of legal entities or complicated legal entity structures struggle with this complexity. Dedicated tax provision software is useful for companies with even a moderately complex legal structure. As is the case with all accounting operations, the quality of data management determines the qualities of the tax provision process. For example, most companies find that they can achieve a consistently high degree of accuracy, auditability and visibility by having their tax provision application share the same data used by their financial consolidation and reporting system. Using the same data ensures that the tax provision process is always reliable and up to date. Our Office of Finance finds that 62% of companies using a dedicated tax provision application control tax risks effectively versus 33% of those using spreadsheets. Moreover, these tax professionals spend far less time checking the accuracy of the data and calculations, which speeds up the tax provision process, thereby shortening the accounting close. Tax provision software must provide bidirectional integration with a company’s ERP system, financial data stores and tax compliance software (the application that creates the tax filings) to maintain the fidelity of data at every step of tax-related processes. It gives administrators the ability to define and monitor tax department tasks to ensure all steps are performed and that they are alerted to delays. Data and formulas are stored in a central database to ensure quality and consistency. All of this promotes accuracy, reduces the risk of errors in calculations and presentations, and can substantially cut the amount of time tax departments need to spend doing the provision for taxes as opposed to those that must check and reconcile a mass of spreadsheets. Corporations made up of more than a handful of legal entities and that operate in multiple direct-tax jurisdictions can achieve significant time savings by adopting dedicated tax software to manage the tax provision process. Companies with these characteristics face challenges that quickly overwhelm spreadsheets. Direct taxes are extremely complicated because national tax codes are complex and ever-changing. Not only do specifics such as depreciation schedules or inventory expensing rules vary from one country to the next, but even basic tax concepts can differ. For instance, whether a cake is a cookie. A company’s tax position can be fluid, so it is important to be able to work across multiple tax periods. Adjustments to individual entity tax expenses and positions occur frequently because of corporate restructurings, divestitures and acquisitions, so accurate adjustments and true-ups across tax periods must be easy to calculate, record and retrieve. Along with this are the myriad journal entries necessary to effect changes, and the need to assemble and present a consistent set of account reconciliations to manage the details. Using a dedicated tax provision application saves the time of tax professionals who currently rely on spreadsheets to manage their process. Our Office of Finance Benchmark Research found that 59% use spreadsheets for their tax provision, even though the prevalence of data and formula errors in spreadsheets could be deemed to be a material weakness in tax provision and in the calculation of uncertain tax positions. Tax departments that spend less time on the mechanics of the tax-provision process have more time to perform work that is of higher value. For example, only 26% of organizations are significant users of tax analytics that can be used for planning aimed at lowering tax outlays. Tax professionals also can use this time to do what-if scenario planning that simulates possible outcomes and helps guide strategic decision-making across the organization. Transfer Pricing and Intercompany Transactions Transfer pricing occurs when one legal entity of a corporation sells a good or service to another legal entity. When these entities operate in different taxing regimes, companies will set a transfer price that will maximize the profit in the jurisdiction with the lower tax rate. Transfer pricing is not a new issue but grew more pressing as intellectual property in the form of software, entertainment, trademarks and other virtual goods and services have accounted for a large and increasing share of trade. Moreover, some countries that offer lower taxes or special treatment of certain goods or services can be a magnet for transshipments from the originating country to the ultimate destination. To counter this trend that has reduced their revenues, tax authorities worldwide are requiring that multinational companies provide greater transfer pricing and intercompany-transaction transparency. At the very least, multinational corporations must have sufficient control over pricing and billing to minimize taxes owed, avoid fines, streamline audit defense and mitigate reputational risk. Centralizing the means of setting and reviewing transfer prices, even if decisions are done in a decentralized fashion, can provide senior executives and the audit committee better oversight of pricing to ensure that pricing actions do not expose the company to undue risks. Managing the intercompany billing process more intelligently can reduce avoidable VAT leakage—payments that cannot be recovered—or needlessly expose the company to be deemed to have a permanent establishment in a country rather than a sporadic commercial presence. Indirect Tax Management Indirect taxes are levied on the sale and purchase of items. Depending on the location, these are known as VAT, sales and use tax, or goods and sales tax (GST). Indirect taxes are a particular issue in countries that have highly complex tax regimes, notably Brazil, India and the United States. The U.S. is complex because state and local governments have taxing powers, each with their own definition of which items are exempt or taxed, sometimes at different rates. In some cases, sales-tax rates are different depending on which side of the street the business entity is legally located. In the United States, indirect taxes recently became a bigger issue for businesses because the Supreme Court’s Wayfair decision eliminated the requirement that a seller must have a physical presence in a tax jurisdiction to be liable for collecting sales tax. Two reasons behind the decision were the rise in interstate sales volumes driven by online shopping, and the availability of software to manage sales-tax calculations. For businesses, knowing which rate to apply to a specific buyer based on their exact location and then filing and paying taxes to the appropriate tax authorities is just the start of their workload. Goods that are acquired by a buyer for resale are exempt from sales tax, but the buyer must have valid tax-exempt certification in force from every tax authority involved in a transaction. Managing the certification—especially ensuring that the documentation is up to date—is time-consuming and error-prone unless the business uses software that handles this process. An increasing number of countries are requiring companies to file taxes electronically, including China, India, Mexico and the United Kingdom. Business software providers have responded by providing applications that simplify the process of calculating taxes owed and creating the tax documents. The software may incorporate validation rules that can reduce filing errors. Electronic filing also can reduce compliance burdens because it eliminates the need for companies to produce past filings when authorities want to review them, and some countries enable companies to monitor the status of their filings, payments and refunds. To deal with the rising tide of electronic filing, corporations must have the software and systems in place to collect and process all the tax data required for electronic filing. While this can be straightforward for small and midsize businesses, larger corporations operating in multiple tax jurisdictions with high volumes of intercompany transactions may find their systems are not well suited to handling the complexities. The heavy cost of coping with the global pandemic is leading to higher tax rates, more complex tax regulations and stricter tax enforcement. I recommend that CFOs, controllers, CEOs and audit committees of Boards of Directors be actively involved in corporate tax matters to legitimately minimize taxes and enhance tax oversight and control. Using software designed to manage direct and indirect taxes, as well as handling transfer pricing, is the key to reliably achieving both objectives. 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