Mark Smith's Analyst Perspectives

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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.</p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a></strong><br><br><br></p></div> <span id="hs_cos_wrapper_dnd_area-module-2_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_simple_menu" style="" data-hs-cos-general-type="widget" data-hs-cos-type="simple_menu"><ul></ul></span> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://marksmith.isg-one.com/hs-fs/hubfs/hub_generated/template_assets/1/90531223305/1740157483881/template_mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style=" background-size:cover; background-position:50%; background-repeat:no-repeat; background-image:url(https://marksmith.isg-one.com/hubfs/_images/_backgrounds_expertise/2024_VR_Digital_Business_Expertise_Image_AdobeStock_288623293_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://marksmith.isg-one.com/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Mark Smith's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>   <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/the-business-continuity-imperative-digital-innovation-for-optimal-experiences-in-2020-and-beyond">The Business Continuity Imperative: Digital Innovation for Optimal Experiences in 2020 and Beyond</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">19 April 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png?width=200&name=Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png?width=100&name=Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png?width=200&name=Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png?width=300&name=Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png?width=400&name=Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png?width=500&name=Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png?width=600&name=Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>At Ventana Research we’re familiar with the need for digital transformation as we have been researching and providing education on this topic for almost two decades. And recent global challenges make even clearer the sea change at hand: digital innovation is essential for not only success, but survival. Business continuity during a pandemic, natural disaster, cyber event or geopolitical situation requires business and risk mitigation processes, but unfortunately very few organizations had been...</p> </div> <a href="https://marksmith.isg-one.com/the-business-continuity-imperative-digital-innovation-for-optimal-experiences-in-2020-and-beyond"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-one.com/topic/hcm">HCM</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-one.com/topic/operations">Operations</a>, <a href="https://marksmith.isg-one.com/topic/sales-operations">Sales Operations</a>, <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/2016/05/26/is-netsuite-sweet-for-customers">Is NetSuite Sweet for Customers?</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">26 May 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=200&name=netsuite-logo.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=100&name=netsuite-logo.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=200&name=netsuite-logo.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=300&name=netsuite-logo.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=400&name=netsuite-logo.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=500&name=netsuite-logo.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=600&name=netsuite-logo.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>It’s widely agreed that customer experience is now the most important dynamic for business. Any organization that wants to retain loyal and even vocal customers should do everything possible to ensure and maintain customer satisfaction. Software companies, especially those that promise to provide CRM and effective interactions across any channel at any time, should be good examples of embracing the methods they prescribe for using their products. But do they?</p> </div> <a href="https://marksmith.isg-one.com/2016/05/26/is-netsuite-sweet-for-customers"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-one.com/topic/hcm">HCM</a>, <a href="https://marksmith.isg-one.com/topic/human-capital">Human Capital</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/na14">NA14</a>, <a href="https://marksmith.isg-one.com/topic/netsuite">NetSuite</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/zach-nelson">Zach Nelson</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/hr">HR</a>, <a href="https://marksmith.isg-one.com/topic/hrms">HRMS</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/topic/tribehr">TribeHR</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/marksmith-blog/2015/12/25/workday-works-wonders-on-platform-for-hcm">Workday Works Wonders on Platform for HCM</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">24 December 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_hca_08_spreadsheet_users_seek_productivity.png?width=200&name=vr_hca_08_spreadsheet_users_seek_productivity.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_hca_08_spreadsheet_users_seek_productivity.png?width=100&name=vr_hca_08_spreadsheet_users_seek_productivity.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_hca_08_spreadsheet_users_seek_productivity.png?width=200&name=vr_hca_08_spreadsheet_users_seek_productivity.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_hca_08_spreadsheet_users_seek_productivity.png?width=300&name=vr_hca_08_spreadsheet_users_seek_productivity.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_hca_08_spreadsheet_users_seek_productivity.png?width=400&name=vr_hca_08_spreadsheet_users_seek_productivity.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_hca_08_spreadsheet_users_seek_productivity.png?width=500&name=vr_hca_08_spreadsheet_users_seek_productivity.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_hca_08_spreadsheet_users_seek_productivity.png?width=600&name=vr_hca_08_spreadsheet_users_seek_productivity.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Enterprise resource planning (ERP) is a software category that includes an array of business applications that includes human resources and finance. Workday is a vendor at the center of a new generation of ERP.<u> <a href="//robertkugel.ventanaresearch.com/2015/12/03/workday-financial-management-gains-momentum/" target="_blank">My colleague Robert Kugel recently covered</a></u> that company’s advances in finance using cloud computing to operate its platform. And I recently attended Workday’s technology analyst summit, where I got a deeper view of the technology under its applications and its efforts to perfect its...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2015/12/25/workday-works-wonders-on-platform-for-hcm"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/hcm">HCM</a>, <a href="https://marksmith.isg-one.com/topic/human-capital">Human Capital</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-one.com/topic/hr">HR</a>, <a href="https://marksmith.isg-one.com/topic/talent-management">Talent Management</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/marksmith-blog/2015/02/23/sap-is-a-factor-for-hcm-success">SAP is a Factor for HCM Success</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">23 February 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=200&name=ventanaresearchlogo300px3.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=100&name=ventanaresearchlogo300px3.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=200&name=ventanaresearchlogo300px3.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=300&name=ventanaresearchlogo300px3.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=400&name=ventanaresearchlogo300px3.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=500&name=ventanaresearchlogo300px3.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=600&name=ventanaresearchlogo300px3.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Maximizing the performance and value of people in the workforce should be a primary focus for any business these days. It is a complex task, especially for larger organizations, and chances for success can be increased by investment in human capital management (HCM) applications. In this competitive software market SAP is making a strong push, aided by acquisitions in the last three years of SuccessFactors for talent management and more recently Fieldglass for contingent labor management....</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2015/02/23/sap-is-a-factor-for-hcm-success"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/sap">SAP</a>, <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/hcm">HCM</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/learning">Learning</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/performance">Performance</a>, <a href="https://marksmith.isg-one.com/topic/recruiting">Recruiting</a>, <a href="https://marksmith.isg-one.com/topic/successfactors">SuccessFactors</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/compensation">Compensation</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/hrms">HRMS</a>, <a href="https://marksmith.isg-one.com/topic/vendor-management-systems">Vendor Management Systems</a>, <a href="https://marksmith.isg-one.com/topic/workforce-analytics">Workforce Analytics</a>, <a href="https://marksmith.isg-one.com/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-one.com/topic/workforce-planning">Workforce Planning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/marksmith-blog/2015/02/06/research-agenda-what-matters-for-human-capital-management-in-2015">Research Agenda: What Matters for Human Capital Management in 2015</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">05 February 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=200&name=ventanaresearchlogo300px1.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=100&name=ventanaresearchlogo300px1.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=200&name=ventanaresearchlogo300px1.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=300&name=ventanaresearchlogo300px1.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=400&name=ventanaresearchlogo300px1.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=500&name=ventanaresearchlogo300px1.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=600&name=ventanaresearchlogo300px1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Managing investments in people and their performance is critical to every organization. It also is complicated. To support the various aspects of human capital management (HCM), organizations often use a variety of technology including systems for human resource management, talent management, workforce management and payroll management. Often these separate systems use their own information and are not well connected to each other. Today they are deployed both on-premises and in cloud computing...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2015/02/06/research-agenda-what-matters-for-human-capital-management-in-2015"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/hcm">HCM</a>, <a href="https://marksmith.isg-one.com/topic/human-capital">Human Capital</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/hrms">HRMS</a>, <a href="https://marksmith.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://marksmith.isg-one.com/topic/talent-management">Talent Management</a>, <a href="https://marksmith.isg-one.com/topic/workforce-management">Workforce Management</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/marksmith-blog/2015/02/04/new-generation-of-learning-management-systems-delivers-business-value">New Generation of Learning Management Systems Delivers Business Value</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">03 February 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_nglm_benchmarkresearch.png?width=200&name=ventanaresearch_nglm_benchmarkresearch.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_nglm_benchmarkresearch.png?width=100&name=ventanaresearch_nglm_benchmarkresearch.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_nglm_benchmarkresearch.png?width=200&name=ventanaresearch_nglm_benchmarkresearch.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_nglm_benchmarkresearch.png?width=300&name=ventanaresearch_nglm_benchmarkresearch.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_nglm_benchmarkresearch.png?width=400&name=ventanaresearch_nglm_benchmarkresearch.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_nglm_benchmarkresearch.png?width=500&name=ventanaresearch_nglm_benchmarkresearch.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_nglm_benchmarkresearch.png?width=600&name=ventanaresearch_nglm_benchmarkresearch.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>As organizations look to improve the competency and skills of their workers, learning management system (LMS) technology can help improve their efforts. Our latest benchmark research in<a href="//www.ventanaresearch.com/nextgenlearningmanagement" target="_blank">next-generation learning management systems</a> finds a range of progress in this regard. Our Performance Index analysis places organizations almost evenly between the two lowest (51%) and the two highest (49%) of four levels of performance. The results differ by size of company as measured by number of employees....</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2015/02/04/new-generation-of-learning-management-systems-delivers-business-value"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/hcm">HCM</a>, <a href="https://marksmith.isg-one.com/topic/human-capital">Human Capital</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/lms">LMS</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/hr">HR</a>, <a href="https://marksmith.isg-one.com/topic/talent-management">Talent Management</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/marksmith-blog/2015/01/15/beqom-simplifies-compensation-in-sophisticated-ways">Beqom Simplifies Compensation in Sophisticated Ways</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">15 January 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventana_research_tcm_vi_hotvendor_2014-1.png?width=200&name=ventana_research_tcm_vi_hotvendor_2014-1.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventana_research_tcm_vi_hotvendor_2014-1.png?width=100&name=ventana_research_tcm_vi_hotvendor_2014-1.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventana_research_tcm_vi_hotvendor_2014-1.png?width=200&name=ventana_research_tcm_vi_hotvendor_2014-1.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventana_research_tcm_vi_hotvendor_2014-1.png?width=300&name=ventana_research_tcm_vi_hotvendor_2014-1.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventana_research_tcm_vi_hotvendor_2014-1.png?width=400&name=ventana_research_tcm_vi_hotvendor_2014-1.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventana_research_tcm_vi_hotvendor_2014-1.png?width=500&name=ventana_research_tcm_vi_hotvendor_2014-1.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventana_research_tcm_vi_hotvendor_2014-1.png?width=600&name=ventana_research_tcm_vi_hotvendor_2014-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>It is more important than ever for businesses to attract and retain the best talent, and managing compensation effectively is an essential tool for doing so. Obviously companies must pay well to compete, but managing salary, merit pay, variable pay and incentives for employees, tracking their hiring anniversaries and conducting accurate performance appraisals make total compensation management a complex process. All of this must be managed within budget and policy guidelines. As organizations...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2015/01/15/beqom-simplifies-compensation-in-sophisticated-ways"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/hcm">HCM</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/sales-compensation">Sales Compensation</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/cfo">CFO</a>, <a href="https://marksmith.isg-one.com/topic/compensation">Compensation</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/finance">finance</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/hr">HR</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/topic/talent-management">Talent Management</a>, <a href="https://marksmith.isg-one.com/topic/tcm">TCM</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/2014/02/26/wearable-computing-is-in-fashion-and-ready-for-business">Wearable Computing is in Fashion and Ready for Business</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">26 February 2014 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x4001.jpg?width=200&name=vrlogobug400x4001.jpg" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x4001.jpg?width=100&name=vrlogobug400x4001.jpg 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x4001.jpg?width=200&name=vrlogobug400x4001.jpg 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x4001.jpg?width=300&name=vrlogobug400x4001.jpg 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x4001.jpg?width=400&name=vrlogobug400x4001.jpg 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x4001.jpg?width=500&name=vrlogobug400x4001.jpg 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x4001.jpg?width=600&name=vrlogobug400x4001.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>In the near future, technology will be something we wear or attach comfortably to our bodies. <a href="http://en.wikipedia.org/wiki/Wearable_computers" target="_blank" rel="noopener">Wearable computers</a> have been evolving for some time, and while that might seem futuristic to the uninformed, in the technology industry it is rapidly becoming real. This trend is important for businesses to note, as our <a href="//www.ventanaresearch.com/BTI/" target="_blank" rel="noopener">business technology innovation research</a> shows that it is very important to more than half (56%) of organizations to find methods to use technology innovation to support both business...</p> </div> <a href="https://marksmith.isg-one.com/2014/02/26/wearable-computing-is-in-fashion-and-ready-for-business"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/hcm">HCM</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/wearable-computing">Wearable Computing</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/operational-intelligence">Operational Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/information-applications-ia">Information Applications (IA)</a>, <a href="https://marksmith.isg-one.com/topic/information-management-im">Information Management (IM)</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://marksmith.isg-one.com/topic/talent-management">Talent Management</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/marksmith-blog/2013/08/31/ventana-research-technology-innovation-awards-are-more-than-cool">Ventana Research Technology Innovation Awards Are More Than Cool</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">31 August 2013 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=200&name=2013_tech_innovation_award-1.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=100&name=2013_tech_innovation_award-1.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=200&name=2013_tech_innovation_award-1.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=300&name=2013_tech_innovation_award-1.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=400&name=2013_tech_innovation_award-1.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=500&name=2013_tech_innovation_award-1.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=600&name=2013_tech_innovation_award-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>In the realm of technology that matters for business and IT, our firm as part of our responsibility continually assesses the latest technology and how it can impact organizations’ efficiency and effectiveness. <a href="//www.ventanaresearch.com/bti" target="_blank">Our benchmark research in technology innovation</a> found that 87% of participants indicated the importance of increasing the organization’s value through technology innovation. Every year we take our knowledge from research and technology briefings to focus on our <a href="//www.ventanaresearch.com/Innovationawards/" target="_blank">Technology Innovation Awards</a></p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2013/08/31/ventana-research-technology-innovation-awards-are-more-than-cool"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/datameer">Datameer</a>, <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/sales">Sales</a>, <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/sustainability">Sustainability</a>, <a href="https://marksmith.isg-one.com/topic/customer">Customer</a>, <a href="https://marksmith.isg-one.com/topic/esri">ESRI</a>, <a href="https://marksmith.isg-one.com/topic/globoforce">Globoforce</a>, <a href="https://marksmith.isg-one.com/topic/grc">GRC</a>, <a href="https://marksmith.isg-one.com/topic/hcm">HCM</a>, <a href="https://marksmith.isg-one.com/topic/kronos">Kronos</a>, <a href="https://marksmith.isg-one.com/topic/kyriba">Kyriba</a>, <a href="https://marksmith.isg-one.com/topic/location-analytics">Location Analytics</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/netbase">NetBase</a>, <a href="https://marksmith.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/overall-operational-leadership">Overall Operational Leadership</a>, <a href="https://marksmith.isg-one.com/topic/peoplefluent">Peoplefluent</a>, <a href="https://marksmith.isg-one.com/topic/planview">Planview</a>, <a href="https://marksmith.isg-one.com/topic/sqlstream">SQLstream</a>, <a href="https://marksmith.isg-one.com/topic/vmware">VMWare</a>, <a href="https://marksmith.isg-one.com/topic/vpi">VPI</a>, <a href="https://marksmith.isg-one.com/topic/it-analytics-performance">IT Analytics & Performance</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/business-mobility">Business Mobility</a>, <a href="https://marksmith.isg-one.com/topic/cio">CIO</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-one.com/topic/hortonworks">Hortonworks</a>, <a href="https://marksmith.isg-one.com/topic/ibm">IBM</a>, <a href="https://marksmith.isg-one.com/topic/informatica">Informatica</a>, <a href="https://marksmith.isg-one.com/topic/information-builders">Information Builders</a>, <a href="https://marksmith.isg-one.com/topic/information-management">Information Management</a>, <a href="https://marksmith.isg-one.com/topic/information-technology">Information Technology</a>, <a href="https://marksmith.isg-one.com/topic/kxen">KXEN</a>, <a href="https://marksmith.isg-one.com/topic/location-intelligence">Location Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/operational-intelligence">Operational Intelligence</a>, <a 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<a href="https://marksmith.isg-one.com/topic/it-performance-management-itpm">IT Performance Management (ITPM)</a>, <a href="https://marksmith.isg-one.com/topic/johnson-controls-panoptix">Johnson Controls Panoptix</a>, <a href="https://marksmith.isg-one.com/topic/roambi">Roambi</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/topic/service-supply-chain">Service & Supply Chain</a>, <a href="https://marksmith.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://marksmith.isg-one.com/topic/upstream-works">Upstream Works</a>, <a href="https://marksmith.isg-one.com/topic/vertex">Vertex</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://marksmith.isg-one.com/topic/xactly">Xactly</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/marksmith-blog/2012/06/28/the-mandate-for-social-collaboration-in-business">The Mandate for Social Collaboration in Business</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">28 June 2012 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_collaboration_usage_policy3-1.png?width=200&name=vr_socialcollab_collaboration_usage_policy3-1.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_collaboration_usage_policy3-1.png?width=100&name=vr_socialcollab_collaboration_usage_policy3-1.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_collaboration_usage_policy3-1.png?width=200&name=vr_socialcollab_collaboration_usage_policy3-1.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_collaboration_usage_policy3-1.png?width=300&name=vr_socialcollab_collaboration_usage_policy3-1.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_collaboration_usage_policy3-1.png?width=400&name=vr_socialcollab_collaboration_usage_policy3-1.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_collaboration_usage_policy3-1.png?width=500&name=vr_socialcollab_collaboration_usage_policy3-1.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_socialcollab_collaboration_usage_policy3-1.png?width=600&name=vr_socialcollab_collaboration_usage_policy3-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>It is hard to avoid seeing the impact of social media on our daily work, from marketing and sales to customer service. Consumers and customers can interact on the Internet to share their experiences and opinions often and easily, but internally we in business are still operating in the era of electronic mail and phone calls. Fortunately, that archaic state is changing. A new generation of technologies called social collaboration has evolved from social media to adapt to business needs. These...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2012/06/28/the-mandate-for-social-collaboration-in-business"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/hcm">HCM</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/social-collaboration">Social Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/hr">HR</a>, <a href="https://marksmith.isg-one.com/topic/it-performance-management-itpm">IT Performance Management (ITPM)</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://marksmith.isg-one.com/topic/talent-management">Talent Management</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=300&name=ISG_Bug_Reverse_Transparent.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">ISG Software Research</h5> </a> </div> </div>  </div> <div id="hs_cos_wrapper_module_1552944263900179" class="hs_cos_wrapper hs_cos_wrapper_widget 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our authorised service providers may use cookies for storing information to help provide you with a better, faster and safer experience and for marketing purposes.</span></p> </div> </div> </div> </footer></div>  <script defer src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://marksmith.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://marksmith.isg-one.com/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Business Continuity Imperative: Digital Innovation for Optimal Experiences in 2020 and Beyond", "mainEntityOfPage": "https://marksmith.isg-one.com/the-business-continuity-imperative-digital-innovation-for-optimal-experiences-in-2020-and-beyond", "datePublished": "19/04/2020", "dateModified": "19/04/2020", "articleBody": "At Ventana Research we’re familiar with the need for digital transformation as we have been researching and providing education on this topic for almost two decades. And recent global challenges make even clearer the sea change at hand: digital innovation is essential for not only success, but survival. Business continuity during a pandemic, natural disaster, cyber event or geopolitical situation requires business and risk mitigation processes, but unfortunately very few organizations had been doing so. We are seeing how quickly organizations are going into survival mode, in how they operate and communicate to meet the expectations of the workforce, customers, stakeholders and potentially shareholders. Now is the time for organizations to invest in the risk mitigation and continuity planning that they need. Establishing these processes and procedures to prevent and mitigate interruptions to business operations requires leadership and programs that ensure organizational readiness. The first step in such planning is setting priorities with respect to maintaining processes or services and then, based on this ranking, allocating the technology investments necessary to sustain operations more effectively and potentially in a complete virtual manner. Which of the customer, product, financial, manufacturing, sales, marketing, service and operational processes do you need most to operate continuously? Who are the leaders and coordinators that need to be able to assemble and communicate virtually at a moment’s notice? What business applications and technology such as analytics, collaboration, mobile and extended reality (XR) help you innovate and optimize your digital experiences? Recent global challenges make even clearer the sea change at hand: digital innovation is essential for not only success, but survival. The second step is to ensure you have digitally secure and preventive methods, like that in cybersecurity technology, for your operations and communication across the remote workforce and extended to customers and suppliers. Today’s “unified” communications and collaborative environments have not lived up to their names and have been siloed within the organization. These environments also have not conformed to the organization’s security posture or delivered a frictionless experience across mobile devices and platforms. Effective communications require video and not just conferencing, but collaboration that operates independently and embedded within enterprise applications and tools. Modern approaches to open communications include these features and are a sound methodology for organizations to consider. Open communications can deliver value by significantly enhancing productivity and workforce engagement, and thus business continuity. In addition, organizations should ensure the workforce has computer and even mobile technology compatible with smartphones and tablets so they can access applications and technology. It’s also important to consider related tools. Few organizations have professional-grade communication headsets with audio and microphone support or a high-quality camera so the workforce can interact visually. Most organizations will have to make an investment to do it right. These items might not be a small investment if the organization consists of thousands of employees, though the gesture could be a nice perk to your employee experience efforts if you have those in place. The third step is ensuring your organization has the right technology with which to continuously assess its ability to operate seamlessly and effectively. Effective business continuity planning must be periodically tested under realistic conditions and, where necessary, adjusted to ensure it is ready when the situation occurs. Organizations need digital innovation over simple digital transformation and should seek opportunities that will help them not only meet requirements for business continuity but take action in a more meaningful and rapid manner. While a vast number of organizations have made some improvements, now it is time to take a more methodical look at your technology portfolio, as I outline in my perspective on digital technology for optimal operations, to see if it has you as organizationally ready as you will need moving into the future. Now that barriers to achieve digital or virtual operation have been removed, at least for organizations embracing cloud computing in recent years, success still requires going beyond the basics. For effective business continuity, walk through these steps outlined to better plan for and ensure that your organization is prepared using technology to connect the workforce and value chains that instrument the continuous operations of your business processes. Look for communication technology that supports video properly. Adopt digital innovation that’s focused on the experiences, because no matter how many employees or the size of the revenue, you have an opportunity to significantly improve the digital experiences that engage everyone across your organization, extended customers and suppliers. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Mark%20CX%20Social%20Quote%20Biz%201%20of%203.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Is NetSuite Sweet for Customers?", "mainEntityOfPage": "https://marksmith.isg-one.com/2016/05/26/is-netsuite-sweet-for-customers", "datePublished": "26/05/2016", "dateModified": "26/05/2016", "articleBody": "It’s widely agreed that customer experience is now the most important dynamic for business. Any organization that wants to retain loyal and even vocal customers should do everything possible to ensure and maintain customer satisfaction. Software companies, especially those that promise to provide CRM and effective interactions across any channel at any time, should be good examples of embracing the methods they prescribe for using their products. But do they? Maybe our organization is not having great luck at the moment. We just went through a bad experience with Salesforce, which had a cascading technology failure (known as #NA14) of its data center and database operations that shut down thousands of customers that, like us, use its software. Of course, technology problems happen, but there is no excuse for poor communications that don’t explain a situation and provide regular updates, not to mention prompt resolutions. Customer communications and supporting processes ought to make customers feel that they and their business are important to the provider. Salesforce CEO Marc Benioff was more than communicative and listened to comments on the issues directly through social media; now we wait to see what changes the company will make in its customer relationship processes and communications. Unfortunately, around the same time as this fiasco another one occurred, originating with the cloud-based ERP provider NetSuite. Here again there appear to be some very large challenges with its customer relationship processes and resulting customer experience. Our analyst firm tracks and has recommended NetSuite as part of our research practices and advisory services to organizations and business professionals on applications, as in this analyst perspective by my colleague Robert Kugel. In October 2013 NetSuite announced its acquisition of TribeHR, a cloud-based provider of a human resources management system (HRMS) for small and midsize businesses. Our firm at the time and continued to be a happy customer of TribeHR but also an advocate of and reference for its efforts, as I wrote in 2012 and part of our human capital management research coverage. After the acquisition, at end of 2015, I received an email from an individual supposedly at NetSuite billing us for use of TribeHR. I was not sure if the message was legitimate, as the usual form of business communications to a customer and did not identify the person’s position in NetSuite. As you may know, it is a common scam to send invoices and ask for payment without context; this is an issue the FBI’s Internet Crimes Division is actively addressing where individuals are asking for payments through emails and PDF that appear to be legitimate. We ourselves have been attacked by these scams though our governance processes have prevented any mispayments. I sent an email reply to ensure that the sender actually was from NetSuite and asked for the agreement for the invoice; I got a generic reply that did not identify the person or department and said only that the invoice was related to back billing for TribeHR access. I asked again for proper identification and a copy of the license agreement and terms for payment. This was the last I heard about it. I never got a call from an account manager or anyone else at NetSuite to address the situation. Of course it could have been resolved easily if NetSuite had embedded online billing and payment from within the application. Obviously this was not a satisfying customer experience for something as easy as clarifying an invoice and setting up recurring payments from our organization. Then, out of nowhere, on April 22 our instance to TribeHR was shut down without notice. Attempts to log in by anyone in our company received this boilerplate message: “Your account is currently suspended. We are sorry for any inconvenience this may cause. Please email support@tribehr.com and collectionsteam@netsuite.com to reactivate your account or submit related questions.” I sent an email, and the HCM Customer Success team at TribeHR responded quickly to let me know they were investigating. Clearly the vendor could and should have been more proactive. We have a prominent website, I myself am easily found through social media, and most importantly I am the main contact within TribeHR where I am listed as the system administrator and human resources contact. All NetSuite had to do was use the customer information in our instance of TribeHR. Any communication at all could have remedied this situation; it was even worse since the communications with me in December were never followed up as I requested. Next a new person contacted me for the first time, saying he is our account manager. He told me that the invoices were sent to a person who has not been with the company for seven years at an outdated mailing address. I requested that the outstanding invoices be updated and consolidated in one agreement. I signed a new agreement on May 10 and emailed it back, requesting a credit card link so we could get it paid immediately. I was told that once the order was processed we would get an invoice and payment link. This was important as the terms on the agreement I signed said that payment was due upon receipt. But the updated invoices from the beginning of the year and a link to pay them did not come. Then on May 24, our system again became unavailable for use. In response to my inquiry our instance was reactivated and I was informed that it was not clear why we were turned off and that the invoice would be sent to our accounting for payment. I thought it weird that no one from NetSuite had called or emailed to let us know it would be turned off. Forcing customers to chase a software vendor to pay for services is certainly not a best practice. At this point I thought it would be worthwhile to make sure that the CEO of NetSuite, Zach Nelson, knew about our problems and poor customer experience, so I put it on Twitter to elevate the situation: “Looks like @NetSuite just shut off @TribeHR customers from access to its HRMS - not a good signal to HR & biz for them! #FAIL @ZachNelson” and then “@NetSuite @TribeHR @ZachNelson and email my rep and it is turned back on! When do sales control customer access to apps?” Five hours later I got Zach’s response: “Should we be mailing the collection notices to someone else in your company?” I responded “@ZachNelson @NetSuite @TribeHR you are really out of touch! I asked your sales rep to get our accounting team an invoice to pay & waiting!” and “@ZachNelson @NetSuite @TribeHR if you would like emails to your team I am happy to provide! Instead of accusing me / get the facts!” and “@ZachNelson @NetSuite @TribeHR or use your new online billing / subscription system with online payment for your own business! Free advice!” A basic email to our account rep, who by the way has been more than easy to work with, by Zach would find out that we are trying to pay for services and have been shut down twice because of NetSuite having old information and are still waiting for a payment link. Not one to get falsely roasted on Twitter, I responded, “When did CEO of your SaaS provider trying to falsely roast you on Twitter become customer best practice? Ask @netsuite @ZachNelson #FAIL.” I expected it would be obvious that roasting a customer and industry analyst was not necessary when a simple response to request a call or direct message on Twitter could resolve it. But Zach responded on Twitter, “If sending 4 email notices between December and April is considered ‘No Notice’ then the answer would be yes,” which is a response to my asking, “Do you turn off your customers with no notice?” These were my next responses to Zach: “not difficult to see your org/process made mistakes multiple times - I signed agmt & waiting for invoice” and “an apology is easy to give a customer/analyst on your mistakes not mine if you looked at what happened.” and “been a happy customer of TribeHR and supporter of your efforts! Not sure dishing on me makes any sense!” and “@ZachNelson and for the record, been a fan of @TribeHR read https://marksmith.ventanaresearch.com/2012/11/15/building-your-workforce-into-a-strong-tribe/ … then became a customer & reference - ask @josephfung.” This turned into a late-night rant because I was concerned that our instance would be turned off again. And all of this for invoices that do not add up to more than $500 USD. As an industry analyst and chief research officer covering the spectrum of applications, tools and technology for business (and the overall top-ranked enterprise software analyst in 2011), I was hoping for more courtesy in these communications. We do get much communications from analyst relations like we get from other vendors to help us recommend NetSuite unless we diligently pursue it. I noted in listening to the keynotes from NetSuite SuiteWorld16 along with announcements about new offerings like SuiteBilling, which it announced on May 17 and demonstrated, that if it is as advertised, it should resolve such issues as billing and payment for subscriptions. NetSuite could even embed this system directly into TribeHR or provide it to customers through a secure login. If NetSuite is using its billing applications for subscriptions it should process bounced emails and develop professional business communications to effectively engage with customers. Any of these is a better approach than emailing PDFs to customers –manually sending invoices is a worst practice. As we have written, the subscriber experience impacts recurring revenue. It is amazing that NetSuite’s people cannot even look up customer information in the system it rents to customers and doesn’t bother to go to the customer’s website and call them if they can’t get information from their own system. Instead its CEO roasts the CEO of their customer and head of an industry analyst firm that recommends NetSuite on Twitter without proper investigation. Let me just say that it does not take long for bad customer experiences to impact future business, as word travels fast today. If NetSuite is in the business of serving small businesses, which was the backbone of its growth, then it should know that asking them to print and mail checks for a low monthly subscription of less than $200 is not a best practice and impacts their efficiency. Asking small businesses to wire money is worse because as anyone knows it could cost a small business $15 or more, which is 5 to 10 percent of this invoice and amounts to a penalty to the customer. Software companies like NetSuite should progress like those in other industries that service small businesses, such as healthcare, insurance and other recurring payments; they allow a customer to use ACH for recurring invoices and eliminate manual or costly methods for payment especially if you do not allow credit card payments online. Also, applications like NetSuite should have accounting and billing contact information so that the information is updated by the customer and easy to access and email or even make a phone call. Also, any issues related to the use of the software should be notified to the administrator or in this case also the head of human resources. Since the business is renting the software, the courtesy of contacting them is an industry best practice. These are my recommendations for NetSuite and any software-as-a-service provider, including Salesforce, for which I also provided recommendations in its communications and the billing and payment processes. We at Ventana Research know that recurring revenue challenges finance, accounting and billing departments as we have written, and that it is easy to say that you should use the software you sell for your own business. We understand that engagement throughout the customer life cycle is the largest recurring revenue challenge in 55 percent of organizations, according to our recurring revenue research. As a negative, example as administrator of our TribeHR instance I have not received updates on the direction of the application. This is a concern for us when we hear the loud partnering communications from NetSuite about a competitive approach from UltimateHCM and are not clear on the future of TribeHR. Our research also finds that payment processing and account management are two of the top five capabilities desired by organizations for a recurring revenue system. In addition our research finds that customer renewals are the largest expected recurring revenue challenge. So we have empathy for NetSuite in this situation. Our research and clients show that improving communications in the billing and payment cycle along with the operation and improvements to the software are essential for long-term success and to customer retention. This improvement is part of what we have articulated is critical for customer experience in 2016 using digital technologies. The customer experience I have described suggests many areas in which NetSuite needs to improve its communications, contracts, billing and payment processes. Right now it is not so sweet for customers of NetSuite, and its leaders should take to understand the issues in its communications and customer processes to ensure that situations like ours don’t happen again. NetSuite has been operating since 1998 and providing applications in what is known now as cloud computing and should have these processes well defined and refined. TribeHR was acquired in 2013 and by this time should be better integrated as a business and technology into NetSuite and its customer relationship processes so there should be no excuse for what our organization has experienced. We suggest that other small or midsize businesses should re-evaluate any further use of NetSuite and place on hold any evaluation of NetSuite until the company improves its customer and subscriber experience and communications. No one is perfect, including our company, but I am standing by for a public apology for the clear mistreatment and abuse from CEO Zach Nelson and NetSuite. He could have passed this issue down to the customer service team (and hopefully customer success team) to resolve. Remember our organization was not the cause of this bad customer experience and lack of customer relationship processes. As you see I have documented the experience well, and those who want to see what not to do, just contact me. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/netsuite-logo.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Workday Works Wonders on Platform for HCM", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2015/12/25/workday-works-wonders-on-platform-for-hcm", "datePublished": "24/12/2015", "dateModified": "24/12/2015", "articleBody": "Enterprise resource planning (ERP) is a software category that includes an array of business applications that includes human resources and finance. Workday is a vendor at the center of a new generation of ERP. My colleague Robert Kugel recently covered that company’s advances in finance using cloud computing to operate its platform. And I recently attended Workday’s technology analyst summit, where I got a deeper view of the technology under its applications and its efforts to perfect its processing potential. The company’s platform can support a broad range of applications, and it is advancing its efforts in analytics, collaboration and business planning. Today, however, only Workday itself is allowed to build applications on the platform, a situation that contrasts with many other ERP providers that make theirs available to third-party software developers and consultants. At the summit Workday demonstrated the cloud-based spreadsheet technology that it acquired in 2015. Referred to as worksheets, it is embedded in its platform. Workday insists on the value of having a spreadsheet on its platform to provide flexibility for workers in the lines of business. We think it is a smart approach to bind spreadsheets into the platform as our benchmark research frequently finds that using them independently can be unproductive and even problematic in an enterprise setting. I did not agree with Workday’s presentation on the history of analytics and spreadsheets in computing; analytics and decision support systems were in business use well before spreadsheets were invented and date back to the 1970s and have been maturing for some time. But worksheets adds flexibility for the analytic in Workday Planning. With this addition, this application now competes with products of Workday’s partners, even ones in which it has invested such as Anaplan and Tidemark. Planning is an essential business function that most organizations do not manage effectively in finance, HR and operations, and Workday’s efforts to unify planning like that needed to administrate the workforce can help organizations to optimally manage their business processes. Our research on next-generation business planning finds that two-thirds of organizations in which planning is integrated and its elements are linked said their planning processes work well or very well. I am impressed by what Workday has introduced in its collaboration capabilities, which are blended with worksheets, unlike in the majority of analytics and planning products in the market today in which have no collaboration or not easily accessed from within planning. Some of its technologists have significant experience in developing collaborative capabilities, and I expect that the company will be able to exploit embedded collaboration across its platform for social collaboration, which works much better than email or external tools that don’t maintain the contexts of discussions. Workday enables Worksheets and collaboration to operate across mobile platforms but also secures the data they use. As part of its platform, the application can access data in real time to provide up-to-date information and enable fast actions. These advances will not be available until the next upgrade, Workday 26, and more fully available in Workday 27, both of which the company says it plans to release in 2016. Workday also demonstrated to analysts its Workday Insight Applications architecture, which provides analytics and metrics that are shaped into applications and used by its tools. It has continued to embed advanced technology including Apache Spark, machine learning and elastic search as part of its approach to big data and analytics. Probably most valuable are the simpler user experience and the ability to seamlessly present third-party information from across the Internet and within the enterprise. Workday has some work to do on data preparation and integration of other applications and systems, but I don’t doubt it’s assertions that it will deliver a simpler approach to the presentation of metrics and context for individual roles. Using its advances in collaboration and planning Workday will be able to set goals and track key performance indicators, which can fulfill the promise of scorecards and performance management for business. My colleague Robert Kugel outlined the finance overlap of ERP and performance management recently that outlines this shift This would help businesses focus on achieving their full potential. The latest release of the platform, Workday 25, was the highlight of the annual Workday Rising conference last fall of 2015, also has advanced its suite of applications. Its human capital management (HCM) applications provide not only the core HR functions through self-service methods but also management of recruiting, learning, benefits, performance, time tracking and payroll – subtle but significant improvements since our last analysis in 2014. It also includes packaged application-specific dashboards. A new application called Workday Learning can help workers improve their job performance to realize their potential in the organization.Our research into next-generation learning management finds that nearly half of companies have increased their investments in learning. Workday now provides more flexibility to connect to third party payroll through its payroll interface and with what it calls Payroll Effective Change Interface (PECI). Workday has advanced its partnership with ADP to streamline access and processing of payroll. Our research into payroll management finds that payroll management integrated with talent management helps organizations establish more effective processes. Workday did not mention compensation management during the analyst summit . The company sees this application as a capability of HCM, and could use the worksheets technology for modeling and analytics and adding workflow that operates across management, managers and workers. I really like what Workday is doing in the area of employee engagement, which I see as essential to ensuring worker satisfaction and retention. Workday has built a framework to run campaigns and surveys to measure feedback and provide recommendations for how workers can improve their performance. This framework streamlines the process for job offers and acceptances, which most organizations now do manually. Workday is also advancing its efforts in workforce management to integrate with time clocks, support checking in and out, and manage absences and time off; it also has added abilities to track time worked by job type and to process large volumes of time entries. Workday has set the bar high for business applications in the cloud with its progressive approach to its applications and platform and by embracing the new generation of innovative technologies in analytics, collaboration and mobility. Its platform is well prepared to advance nearly all aspects of human capital management for organizations and help HR increase its value to the business. Workday is on a mission to provide applications for HR, payroll, benefits, talent management and workforce management to ensure it can meet the merits of what is called human capital management. If you have not examined Workday’s products to see what is available today and what is coming in 2016, I recommend doing so. Regards, Mark Smith CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_hca_08_spreadsheet_users_seek_productivity.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "SAP is a Factor for HCM Success", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2015/02/23/sap-is-a-factor-for-hcm-success", "datePublished": "23/02/2015", "dateModified": "23/02/2015", "articleBody": "Maximizing the performance and value of people in the workforce should be a primary focus for any business these days. It is a complex task, especially for larger organizations, and chances for success can be increased by investment in human capital management (HCM) applications. In this competitive software market SAP is making a strong push, aided by acquisitions in the last three years of SuccessFactors for talent management and more recently Fieldglass for contingent labor management. Recently I attended the SAP HCM analyst summit to hear about its direction and plans to grow its market share. The company has made progress since our last analyst perspective on it. Mike Ettling, SAP’s president for the HR line of business, discussed its newly refined strategy and organizational structure; the company has added executives from around the globe to emphasize its commitment to helping human resources organizations. SAP for HCM today is focused on HR applications in the cloud for talent management areas including recruiting, onboarding, compensation, performance, learning and succession. It has added a focus on self-service for employees and managers with payroll matters. SuccessFactors, according to Ettling, contributes 40 percent of the subscription bookings in cloud compuing for SAP. He said that 59 percent of bookings for SuccessFactors are outside North America, which reaffirms its global focus. SAP offers its products in more than 70 countries and in 37 languages. It manages regional data centers to support in-country databases of employee information and now has more than 1,000 implementation partners. SAP’s primary market is what we term very large organizations, which have more than 10,000 employees. Executives mentioned a renewed focus in the small-to-midsize market but did not clearly articulate how it will compete with the many providers that concentrate on this segment. SAP’s intentions can be seen in these numbers: Some 4,200 companies with a total of more than 28 million employees use at least one of its cloud-based HCM applications. More than 40 customers each have 100,000 users, and 110 each having more than 50,000 users. SAP’s evolution into cloud computing is well established now. Presenters at the analyst summit made it clear that the future of its on-premises software for HR is limited; there will be no new code lines and the vendor is in maintenance mode as it focuses R&D on its cloud-based products. Meanwhile, as it continues to execute on its mission of talent management and core HR, SuccessFactors has done well in providing to companies using SAP HR on-premises an interface for interoperating with its cloud offering. Next it will need to refine its plans for supporting those customers in migrating to the cloud. SAP insists on its ability to supply all HCM applications, but it lacks a unified Web presence for them. Currently the SuccessFactors website presents only the SuccessFactors cloud computing products, not the entire portfolio, and the SAP website for HR lacks depth on its contingent labor products. For that you must manually navigate to the Fieldglass website. Fieldglass provides vendor management systems, a necessary part of a comprehensive strategy for HCM. Missing from the site is a discussion of how its products interoperate with SuccessFactors and SAP applications. I was surprised that no one from the Fieldglass organization was present to provide depth; the acquisition closed in May 2014. The parent company should clarify in 2015 how Fieldglass aligns to the SAP HCM strategy. SAP will have to work harder to present a complete picture that includes contingent labor and workforce management and presents real understanding of the applications required to manage the hourly labor market. SAP speakers seemed careful to not mention any of the workforce management players in the market, such as Kronos and Workforce Software, and did not discuss the aspects of this market, which is a key part of the human capital management market overall. SAP’s information is restricted to noting that its Employee Central can perform time and attendance with absence management and time sheet support; that is only one component of workforce management. SAP ought to create and publish an overall blueprint of what it can offer for HCM and HR departments. More positively I was impressed with how SAP is addressing the next generation of learning management, making it simple to assemble and deploy learning modules on mobile devices in what it calls content authoring and also supporting open content networks and even recommendations. Our research in next-generation learning management finds that collaboration on content (77%) and access to learning via mobile devices (63%) are among the top priorities for organizations. SAP is transforming the methods for how people engage informally with learning and can be self-sufficient in specific business areas while still offering the formal learning environment that is required by policies and compliance programs. In addition SAP has taken seriously the need to make human capital analytics easier to interact with through the user experience in the latest version of SuccessFactors HR Analytics. This is a significant advance not represented in its website, which still presents basic dashboards that are not sufficient for HR to assess and act on information about its workforce. SuccessFactors had a product in workforce planning, but it is not clear how it utilizes or integrates to SAP’s business planning applications. Presenters at the event showed that it does take the aspects of succession planning and team building seriously and explained how it will use organizational charts more effectively. SAP has historically worked with Nakisa. SAP has the potential to advance analytics and especially predictive analytics through SAP HANA and its acquisition of KXEN, but it is not moving fast enough to blend them with its suite of applications and HR platform. This is a critical step; our human capital analytics benchmark research finds that improving efficiency (61%), engaging and retaining the workforce (52%) and improving management actions (51%) are the top benefits of investments in this area of analytics. SAP continues to advance its cloud-based payroll management offering, Employee Central, through experience with its on-premises product that has global deployments. Transitioning capabilities to the cloud is not as important as designing and streamlining the tasks for managing payroll administration and employee access to the information. SAP has been taking a blended approach to use its on-premises offering, which ranked first among products in our 2014 Payroll Management Value Index. New advances in 2015 with localized support for time off and benefits along with time sheet management are meeting a growing demand for simplifying payroll processes. Our benchmark research in payroll management shows that this is important to users: 54 percent said it is very important to improve the efficiency of payroll processes, and about as many (53%) said employee self-service is an important aspect of payroll management. SAP presenters also discussed their efforts to streamline HR operations and administration to make oversight simpler and more responsive. This includes Action Search, a capability to easily search an organization and get access to information rapidly from within Employee Central. I especially like the advances in its people profile to get to information about individuals from the Web and mobile devices. In addition, SAP continues to advance social collaboration through SAP Jam, which in the past two years has accumulated 17.5 million subscribers and more than 100 customers. Making social collaboration relevant is done through what it calls work patterns that include employee performance, mentoring and coaching and even onboarding. SAP Jam has great potential, and I hope to see more of it within the talent management applications and in workflow across its applications. At the summit I heard no reference to what SAP is doing with compensation management, but the company is doing well here. Our analysis rated SuccessFactors Compensation a Hot Vendor in our 2014 Value Index; it is a unique offering that is well integrated with the rest of the talent management suite. A presentation on the evolved SAP Cloud architecture discussed S/4HANA, which provides a platform for interoperating across on-premises and private and public cloud environments. It includes the use of SAP HANA Cloud’s metadata framework of specific applications. SAP is moving to its own integration technology for process and data requirements and designing its own user experience rather than continuing to work with Dell Boomi. It is not clear to me how this will help most HR organizations, which have and must interoperate with systems from several vendors and need data to flow across processes, which was easily instrumented within Dell Boomi. The demand for integration between cloud and on-premises configurations is growing rapidly; our big data integration research finds that cloud-to-cloud integration will have the largest growth, with one-quarter of organizations planning to address that in the next two years and one-third still evaluating that. This along with eliminating use of the Oracle database and using SAP HANA is key to its efforts in 2015. Presenters made mention of the Smart Data Access tool using HANA for machine learning, but it was not well articulated, referring to “robotic workflow,” which is a foreign language to any HR professional. SAP SuccessFactors has a new customer experience methodology that uses a nine-step process to ensure satisfaction among a rapidly growing variety of companies using the software. The new approach is being led by service and support professionals from across SAP. This level of focus on customer engagement is critical as SAP must demonstrate commitment to its customers more convincingly and differentiate itself in the market where many competitors have similar HCM suites. On the other side of customer experience is the license payments for its software. Like many other vendors in the cloud computing market SAP offers significant incentives to lock in multiple-year contracts in renting its applications. SAP prefers to trigger the invoice for the subscription to an application at the time the contract is signed, compared to others that do not invoice for license seats until the time of going live – a more reasonable approach from the customer’s point of view, as it takes time to transition from existing applications and processes to new ones and truly have employees using them. This could work counter to the company’s customer experience plans. SAP’s goal is to grow into a US$2 billion provider of HR applications by the end of 2017 and dominate the market. I believe that for it to do so will require more than just marketing and selling to HR and includes communicating to and convincing CFOs why this is an essential investment to address the talent risk of organizations. When you calculate the cost and time wasted in replacing workers who might have been retained and making new workers competent, investments in HCM and talent management are worthwhile in a financial analysis. But SAP like others does not demonstrate this value for finance and operations management. More than promoting its HCM offerings as part of ERP efforts, it will have to decide if it wants to win the hearts and dollars of Finance. SAP needs to show it can help organizations manage hourly workers beyond tracking time and absence and contingent workers through its Fieldglass acquisition. Advancing its cloud platform for interoperability with its on-premises applications – hybrid cloud computing – is essential to protect existing customers using SAP ERP and HR, along with helping global organizations with employees based around the world. At the summit I did not hear about any progress in applying its mobile technology to applications in HCM although its platform supports Microsoft Windows Touch and the Surface 3 tablet that is beginning to appear in business as validated in our market research. Nor was there much focus on security, voice or wearable computing via mobile technology. SAP is sticking to the basics when it comes to mobile technologies and use for HCM. SAP has transitioned SuccessFactors into a fully functioning subsidiary that remains strong in the market for HR and talent management applications. It continues to innovate and introduce simpler and more mobile methods for using its suite of applications. It has work to do to show how its overall HCM portfolio meets the broader needs of HR and workforces, and I expect movement here in 2015. The company is a major player in HCM, and organizations should evaluate its offerings to determine how they can help HR be more effective in supporting the essential asset of its people. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/ventanaresearchlogo300px3.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Research Agenda: What Matters for Human Capital Management in 2015", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2015/02/06/research-agenda-what-matters-for-human-capital-management-in-2015", "datePublished": "05/02/2015", "dateModified": "05/02/2015", "articleBody": "Managing investments in people and their performance is critical to every organization. It also is complicated. To support the various aspects of human capital management (HCM), organizations often use a variety of technology including systems for human resource management, talent management, workforce management and payroll management. Often these separate systems use their own information and are not well connected to each other. Today they are deployed both on-premises and in cloud computing environments, which further complicates integration. This situation disrupts processes and challenges HR departments and leaders to invest time and resources to correct it. Unifying applications across HCM is a critical concern that organizations are addressing. One intersection point is between core HR systems and payroll management; as well, payroll management must connect to talent management for salaried employees and workforce management for hourly earners. Our benchmark research finds that time and attendance (51%) and compensation (45%) as the two areas that most organizations need to integrate with payroll management. Application and data integration can support a range of key activities such as recruiting, onboarding, performance management, learning management and compensation management, all of which are crucial to motivate, develop and engage employees. It is essential to integration to have a single, consistent source of employee data that all these systems can draw upon; an employee master can provide a reliable source of information and simplify interactions of managers and employees and facilitate collaboration among workers. Many organizations are examining ways to create a consistent platform on which human capital management applications can interoperate. Integration of systems will be a major focus of our research agenda for human capital management in 2015. We will closely examine the current state of core HR management, talent management and workforce management systems with an eye on possibilities for them to work together smoothly. Managers in HR departments and the lines of business realize the importance of providing the best possible employee experience in attracting and retaining all types of talent; to achieve this they must effectively use technology for all the people aspects of their organization. Developing a strategy and a plan to unify HCM systems should be the first step. To succeed this will require buy-in from executives and management across finance and operations. Our research this year will strive to identify best practices in making technology a more valuable asset for managing the most important component of any business – its people. Our 2015 agenda will leverage two recent benchmark research projects, payroll management and next-generation learning management. In addition, soon we will have new insights from benchmark research onnext-generation human resources management systems, and we will explore the expansion of talent management platforms and applications. As usual we will continue the in-depth product and vendor evaluations of ourValue Index; in 2014 we released Value Indexes on compensation management and payroll management systems, and this year we will expand to assess learning management and HR management systems. Examining new methods to recruit and retain employees will become critical as competing for available talent becomes more difficult, and our research in 2015 will explore this area. Being efficient at recruiting has become a top priority for organizations. To achieve that goal will require a more comprehensive approach than most take. It starts with marketing positions and moves on to how candidates are assessed and interviewed; both increasingly rely on technologies, now including video. Later on organizations seeking to enhance their employees’ skills and potential should consider using learning management as a platform not just for training but also to improve their onboarding, performance and employee development processes, and we will continue to focus on this area. In addition we’ll examine new ways to address the work/life balance, a major concern for today’s workers, including using wearable computing devices for wellness and fitness tracking as part of creating a more flexible work environment. As I have pointed out wearable computing has a larger potential for organizations. This innovation along with mobile technology could help transform management of hourly and salary workers over the next couple of years. Technologies like these are part of the new landscape in human capital management as businesses work to support the needs of all employees, from management to front-line workers. As well as mobile and wearable technologies these include analytics, big data, collaboration, cloud computing, and social media. Combined they have opportunity to simplify workforce processes and increase understanding of performance and engagement. As many organizations have both cloud-based and on-premises environments it is more challenging to get timely data that can be used for a range of analytics and reports. And they more data than ever before, which big data tools can help them manage and which analytics can enable them to gain insights from. In this data-driven world HR can’t continue using spreadsheets and reports and should transition to dedicated analytics tools, including predictive analytics to determine future hires or risks involving current employees. Analytics also is essential for helping maintain regulatory compliance, particularly the new Affordable Care Act (ACA). Our research confirms that the foremost issue driving investment into human capital analytics (in almost two-thirds of organizations) is improving efficiency and productivity. Analytics will remain a major focus of our HCM research. The rapidly expanding use of mobile technology won’t slow down, we predict, especially as smartphones grow into mini-tablets, and tablets become like ultra-lightweight notebook computers. This pace of innovation is challenging for HR, many of whose applications do not run well on them. Apple is the preferred platform for business mobility, followed by Android and a small but growing presence from Microsoft, and organizations must figure out to accommodate the workforce in using the variety of mobile technology. HR should take a leading roleto determine the best strategy for the workforce and mobile use of human capital management applications. For example, our recent research on learning management systems finds mobile devices being used in more than one-third (35%) of organizations and almost half (43%) planning to use them. The final item on our 2015 research agenda is the advancing use of systems that help individuals and teams collaborate. We observed embedded collaboration capabilities becoming a common component of talent management applications in 2014 and expect the trend to spread to workforce management in 2015. Organizations are rapidly turning to social collaboration methods, and while conventional discussion forums are most often used (by 39%), social recognition, wall posting or activity streams and earning badges and awards are being planned or evaluated for use in more than 40 percent of organizations, according to our next-generation learning management benchmark research. Organizations should be looking more closely at how to use collaboration to improve employee engagement, and we will provide recommendations on doing that. Our HCM research agenda for 2015 continues to focus on the major issues in which technology plays a key role in addressing business issues. Please follow my analyst perspectives and our research and education in our community this year as we continue to evaluate the use of information technology to improve the effectiveness of HR professionals and lines-of-business managers. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/ventanaresearchlogo300px1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "New Generation of Learning Management Systems Delivers Business Value", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2015/02/04/new-generation-of-learning-management-systems-delivers-business-value", "datePublished": "03/02/2015", "dateModified": "03/02/2015", "articleBody": "As organizations look to improve the competency and skills of their workers, learning management system (LMS) technology can help improve their efforts. Our latest benchmark research innext-generation learning management systems finds a range of progress in this regard. Our Performance Index analysis places organizations almost evenly between the two lowest (51%) and the two highest (49%) of four levels of performance. The results differ by size of company as measured by number of employees. For example, only 8 percent of small companies reach the highest Innovative level of performance, compared to 26 percent of very large companies, the largest percentage of any size. Analyzed by industry, the Finance, Insurance and Real Estate sector performs best: Two out of three (65%) are at the top two levels. We attribute this in part to the finance industry’s focus on processes and its need to comply with regulations and teach employees how to do so. We also analyze performance by four dimensions: People, Process, Information and Technology. In this research, participants perform best in the People (74% at the two highest levels) and Technology (53%) dimensions. Conversely, more than half rank at the two lowest levels for Process (55%) and Information (62%). We attribute this difference to the existence of people-centered learning programs and the core technology components for learning management. Learning management systems have existed in various forms for many years, yet the research finds that a significant number of organizations participating in this research have not adopted this technology. Although nearly two in three (63%) have a training department responsible for learning management, only about half (53%) have a learning management system. Moreover, a formal approach to learning management correlates with size of company: The numbers of those that have a training department rise at each size level, from 25 percent of small organizations to 100 percent of very large ones. There is a corresponding increase in the number that have learning management systems (small 28%, very large 92%). Because larger organizations have more employees, they likely wish to train them uniformly and more often have resources to devote to this function. Most organizations of all sizes said the primary purpose of the learning management system is employee development training (46%) or compliance-related learning (29%). The use of an LMS automate learning processes and be more efficient in their operations. Also, learning management systems can contribute to the effectiveness of other employee-related systems including human resources management (HRMS) and talent management. Organizations can gain a more complete view of employees, their performance and what they learn by applying their learning management systems to worker activities. The research shows that most have not done such integration, but some have connected learning management to closely related HR business processes like employee development (35%), which the research shows is the primary purpose of their learning management programs for nearly half of organizations. Performance management (33%) and employee onboarding (27%) are the processes to which they have connected learning management next most often. Integrating the learning management and performance review processes also makes sense in that the benefit of learning management most often cited (by 72%) is to create more effective workers. Three out of four (77%) of those connecting the two processes are satisfied or somewhat satisfied with how they link learning management and performance reviews. Looking ahead, the research finds double-digit percentages of organizations planning to connect learning management with other HR business processes in the next 12 months and similar percentages planning to do so within 24 months. Effective learning management requires content to educate those who engage with the system. Yet one of the costliest aspects of a learning program is the acquisition and management of content. For years this has been handled by specialists using purpose-built tools. A new technology capable of alleviating some of this cost is the massive open online course (MOOC) model. The research shows that employees in 40 percent of organizations use MOOC technology as a source of content and courses; however, only 10 percent have MOOC linked to their learning management system, while the rest access it independently. Another emerging option is socially sourced content, which has the potential to reduce dramatically the cost of content development. Two in five (42%) organizations said that using this source is important or very important to their learning content management strategy; just one-fourth said it is not important. Currently most (46%) get no more than one-fourth of their content from social collaborative sources, but in the next 12 to 24 months 30 percent of organizations expect up to half of all learning content to come from such sources. Learning management and employee training is a widespread corporate function, and the research finds that 70 percent of organizations have an annual budget for it. In nearly half (47%) of those the budget has increased in the past 12 months; in only 13 percent has it decreased. Thus the opportunity for further investment in learning management exists, as having a budget is the top-ranked consideration (placed first by 15%) for building a business case; among job functions, executives (23%) ranked budget as most important more often than others. Among those ranked first or second in importance, having a budget and ensuring executive sponsorship tied for the top consideration (28% each). These two factors should be considered in tandem. Organizations building a business case can find key benefits in learning management systems; the most-often found in the research are creating more effective workers (by 72%), improving worker training (65%) and improving the efficiency and productivity of the workforce (54%). Engaging and retaining more of the workforce was cited by 44 percent overall, but more executives (60%) and management (vice presidents, 75%) chose this, reflecting their positions in the organization and value of this benefit. Learning management systems have the potential to transform training organizations by increasing employees’ effectiveness in their jobs and preparing them to act according to their company’s policies and rules. Linking a learning management system to other human capital management processes and tools can bring a tighter connection between people and performance that can result in positive outcomes. Organizations seeking to prepare their workforces better for their roles should examine how the next generation of LMS can help them achieve this goal. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/ventanaresearch_nglm_benchmarkresearch.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Beqom Simplifies Compensation in Sophisticated Ways", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2015/01/15/beqom-simplifies-compensation-in-sophisticated-ways", "datePublished": "15/01/2015", "dateModified": "15/01/2015", "articleBody": "It is more important than ever for businesses to attract and retain the best talent, and managing compensation effectively is an essential tool for doing so. Obviously companies must pay well to compete, but managing salary, merit pay, variable pay and incentives for employees, tracking their hiring anniversaries and conducting accurate performance appraisals make total compensation management a complex process. All of this must be managed within budget and policy guidelines. As organizations grow and require more employees, the challenges multiply and the difficulty increases. Our benchmark research finds that inconsistent execution is the top impediment to effective compensation management for nearly half (47%) of organizations. Software designed for this purpose can help. Beqom, which has offered compensation management software since 2009 and previously was known as Excentive International, has advanced its applications to meet these challenges for all business units and especially Human Resources, which typically manages this process. It supports a range of compensation types from salary, merit and bonus pay to long-term incentives and stock options. Beqom is rated a Hot Vendor in our 2014 Value Index for Total Compensation Management. Each Value Index methodically assesses vendors across seven evaluation categories covering the products and the vendors. Beqom ranks high in several evaluation areas; in particular it tops the list in Capability and ranks second in Manageability. The software’s flexibility in modeling can address all aspects of compensation, including sales compensation, in one application. For example, its ability to handle the variety of crediting from accounts and territories is effective for sales operations teams. In addition its ability to make compensation visually engaging in management of employees and hierarchies and tracking of budgets is simple and engaging. Its ability to define and apply rules and calculation helps support a range of compensation and incentive plans. Its compensation dashboard and reporting simplify oversight and management of compensation. The application has been designed to enable HR and operations professionals to administer and manage compensation processes with minimal IT involvement, which is one reason why it rated so high in Manageability. While beqom does not provide much public information on its advancements from one release to another, and I believe it should do more, it does bring out iterative improvements quarterly through feature packs and makes major new releases annually. Since the publication of our Value Index, beqom has taken steps to demonstrate its total cost of ownership (TCO), which we found lacking. One unique aspect in which it has invested is to take the complexity of implementation and maintenance costs out of customers’ migration to its software. The company charges a single annual fee to migrate, implement and deploy. Most organizations do not assess costs beyond the use of the software and are surprised by extra fees for migration and implementation. Even in cloud computing there is no magic to migrate a company to a new application environment. Unlike many vendors beqom addresses these issues in procuring software by building in the services needed. It also is different from others in the market that have integrated compensation management with their talent management suites. While there is value in a unified approach, many organizations don’t want to replace other talent management applications (such as recruiting and performance management) to acquire compensation management through a suite, and beqom’s stand-alone package suits this preference. Even so beqom has integrated its software with talent management applications in customer deployments and can help share compensation information with them. Our compensation management research finds opportunity for vendors in replacing spreadsheets used for this purpose, which remain prevalent. A large majority (71%) of organizations have found some type of errors in payment that had to be fixed before payment or had to be corrected after the fact. Such problems create challenges in financial accuracy, employee trust and the ability to govern compensation. This is a factor in more finance organizations getting involved to help improve compensation processes; our research finds that in almost one-third of organizations Finance is stepping up to influence improvements. Almost one-fourth of finance departments want direct access to this information for financial planning and analysis. Software such as beqom’s can help organizations replace spreadsheets and more importantly reach the primary goals of compensation management: improvement of efficiency, alignment and performance, which are important to about nine out of 10 participants in our research. Closing the gaps in compensation policies and practices is critical, and managing it effectively and transparently can build confidence and trust among employees. Seeing is believing with beqom. If you are assessing your current approach and considering changes to simplify compensation management, it is worthwhile to view a demonstration of what it can do. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/ventana_research_tcm_vi_hotvendor_2014-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Wearable Computing is in Fashion and Ready for Business", "mainEntityOfPage": "https://marksmith.isg-one.com/2014/02/26/wearable-computing-is-in-fashion-and-ready-for-business", "datePublished": "26/02/2014", "dateModified": "26/02/2014", "articleBody": "In the near future, technology will be something we wear or attach comfortably to our bodies. Wearable computers have been evolving for some time, and while that might seem futuristic to the uninformed, in the technology industry it is rapidly becoming real. This trend is important for businesses to note, as our business technology innovation research shows that it is very important to more than half (56%) of organizations to find methods to use technology innovation to support both business processes and their people. Mobile technology is the third-most important innovative technology, after analytics and collaboration, and innovators will use all three together. Many organizations focus on acquiring and retaining the best possible workforce, which after all is their most valuable asset. This is the context for wearable computing, a new kind of miniaturized mobile technology that can receive input and communicate with other Internet-enabled technology and even users in various ways. The first generation of tools is now available for purchase, taking the hyperbole about the Internet of Things closer to practical reality. We can’t teleport like Captain Kirk in Star Trek, touching his uniform sensor and saying, “Beam me up, Scotty,” but less fantastic wearable communication devices are here: Internet-enabled and connectable watches and glasses that make it possible to get information and respond to others readily. A bit farther out in the future of embedding computing in clothes is a new science called e-textiles and smart fabrics, which will also extend the potential for helping us work and communicate. Internet-enabled bracelets and attachable technology eventually will be as small as earrings or a business card, but the first options, now available, are glasses and watches. Google Glass made its debut, but it is really for the technological elite who can afford it. Google is rumored to be planning to scale up production of the glasses, but Internet-enabled watch production is moving forward more rapidly. Following on the evolution of smartphones is the smartwatch, which are already in market and more will be coming out this year from technology manufacturers LG, Samsung and others. This will change the nature of a watch from a timekeeper to an informative device that can provide as well as situational alerts and weather updates help with business tasks and communication with customers. It’s not hard to imagine, after further investment, workforce notifications like time-off approval or analytic indicators being exchanged through smartwatches. This leap forward has been gathering strength since the 1980s, believe it or not, and has been revived as the Internet and smartphones enable monitoring of wellness and physical activity. In fact, the most immediate value of wearable computing probably is in wellness; basic activity-tracking technologies are mainstream. As the technology advances, information will be more readily accessible through the Internet to the individual wearer or perhaps even to employers to track the health of their employees in high-risk work environments. As well as health monitoring and advances in the medical and healthcare industries in what’s called the body-area network, there are other aspects of activity tracking for work through wearable computing. It can track the daily aspects of workforce management and even for labor regulations where the physiological well-being of employees is critical; miniaturized sensors can detect body temperature, pulse and other cognitive indicators. At some point sensors to monitor dangerous environmental elements such as gases or poisons will save lives. All of these innovations hold great promise of value for both individuals and the businesses they work for to provide confidence in safety and employee satisfaction. While many of the foundation aspects of activity and physiological monitoring have been available for some time, it’s now becoming cost-effective for mass consumption. The most prevalent products are those that track walking, exercise and sleep patterns, from FitBit, Jawbone, Nike and others. And there are small devices like Misfit that can be worn as jewelry or carried in a pocket. While there have been instances of some of these devices causing irritation because they must contact the user’s skin to detect physiological activity, we expect these issues to be resolved soon. These popular items also can connect to applications on Apple and Android devices to provide status updates and other information about the wearer’s health. The information from these devices can be made accessible to employers that have wellness campaigns to engage the workforce and encourage people to be more fit and able to work. Our research in human capital analytics shows that people-related metrics are the first-ranked priority for 34 percent of organizations and that being able to get employee data is the most important to three out of four (76%); this has implications for the use of activity-monitoring data. Of course, this kind of use brings up privacy issues that have yet to be addressed but are no different than other devices used like smartphones and tablets except that now we might have more personal or body related information. I hope this begins to show why all of us should pay attention to the arrival of wearable computing. This business technology trend will not show up in the IT priority list and probably not from conventional wisdom approach by IT analysts as they are not researching or engaged to business needs for technology but no worry as the relevance of it should not be underestimated. Used properly this new type of technology could help workforces be more productive and engaged and enable employers to receive and provide at a moment’s notice relevant environmental and physiological information based on the individual’s location and situation. The collaborative aspect of wearable computing is a key challenge that must be met to ensure that communications are streamlined and features of other technologies are incorporated. For example, wearable computing will be even more engaging when it includes the speech capabilities of smartphones. And with the growth in volumes of data, aspects of big data and analytics will be essential to optimize the information communicated through wearable computing. These technological advances are part of the future of human capital management and included in our research agenda for this year but is just as important to the specific needs of sales, service., manufacturing, supply chain, operations and other business roles in an organization. Our technology innovation research identifies business improvement and improving the quality of business processes as driving examination of new technologies in more than half (57%) of organizations. In addition, the research shows organizations that are advancing in their use of the mobile technology experience benefits such as better communications and knowledge sharing in 62 percent of organizations; this suggests that, like other mobile devices, wearable ones can contribute to building a more engaged and satisfied workforce. This innovation provides new opportunity for organizations seeking a competitive edge and retention and productivity in its workforce. It will be a fascinating trend to follow, and we will be watching it closely. Regards, Mark Smith CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vrlogobug400x4001.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Ventana Research Technology Innovation Awards Are More Than Cool", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2013/08/31/ventana-research-technology-innovation-awards-are-more-than-cool", "datePublished": "31/08/2013", "dateModified": "31/08/2013", "articleBody": "In the realm of technology that matters for business and IT, our firm as part of our responsibility continually assesses the latest technology and how it can impact organizations’ efficiency and effectiveness. Our benchmark research in technology innovation found that 87% of participants indicated the importance of increasing the organization’s value through technology innovation. Every year we take our knowledge from research and technology briefings to focus on our Technology Innovation Awards and determine the vendors and products that have the potential to drive change in the market, the competitiveness of an organization’s business and sometimes just how efficiently a company operates. Our firm believes that Innovation can come from any size technology vendor from the smallest to the largest that are measured on a spectrum of attributes that contribute to the specific impact of the technology. Our process with the Technology Innovation Awards is to separate out and find the vendors and products that have innovative technology that has the most potential and might be game changing or what might be just a necessity for organizations to use to compete in the market. We methodically assess and score those technologies according to more than 26 categories, and then rate and validate within each category to determine the winner of the Technology Innovation Award. Our methodology looks at the relevance of key aspects of technology, including people, processes, information and technology, along with any best practices for applying the technology and the resulting potential impact and benefits to organizations. To apply an additional lens on the technologies being assessed we also employ the technology evaluation categories (functionality, capability, reliability, manageability, adaptability, TCO and ROI, and vendor validation) that we use to methodically assess vendors and products in our Value Indexes. This year we have kept a closer eye on usability of technology and where it can have use across a larger number of individuals in an organization or easier to use for a specific set of people or department, as our research found that usability had the highest level of importance for technology and vendor consideration in 64% of organizations. Our award categorization makes it self-evident where the technology is relevant and is part of our research focus that is built around innovative technology, as I previously outlined. In the end our Technology Innovation Awards are not just about being a cool vendor but about having innovative technology in either a shipping product or one coming to market in the near future that is worth recognition. According to our research, almost half of organizations (49%) are planning to change the way they assess and select innovative technology for business and IT through 2014. With that backdrop let me introduce you to the Technology Innovation Award recipients for 2013 so you can see for yourself what technologies could change how your organization operates significantly. Business Technology Big Data: Hortonworks for Hortonworks Data Platform 2.0 Business Analytics: Datameer for Datameer v3.0 Business Collaboration: Peoplefluent for Peoplefluent Social Collaboration Cloud Computing: VMware for VMware vCloud Hybrid Service Mobile Technology: Kronos for Kronos Mobile Social Media: NetBase for NetBase Social Media Management Systems Business Innovation Office of Finance: Vertex for Vertex Enterprise Financial Management: Kyriba for Kyriba Enterprise Governance, Risk & Compliance (GRC): IBM for IBM Algorithmics Human Capital Management: Oracle for Fusion Human Capital Management Sustainability: Johnson Controls Inc. for Panoptix Operational Innovation Overall Operational Innovation: Globoforce for Globoforce Contact Center: Upstream Works for Finesse by Upstream Works Customer: VPI for VPI VirtualSource Marketing: KXEN for KXEN InfiniteInsight Sales: Xactly Corporation for Xactly Objectives Service & Supply Chain Excellence: Agility for Agility Multichannel IT Innovation CIO: Planview for Planview Enterprise 11 Overall IT Leader: Datawatch for Datawatch Panopticon Analytics: IBM for IBM SPSS Catalyst Business Intelligence: Roambi for Roambi Business Information Optimization: Informatica for Informatica Vibe Information Management: Information Builders for iWay 7 IT Analytics or Performance: SQLstream for SQLstream s-Server, s-Cloud, s-Analyzer and s-Transport Location Intelligence: Esri for Esri Maps Operational Intelligence: IBM for InfoSphere Streams v3.1 If you want to learn about technology innovation and see examples including from ones that received a Technology Innovation Award, come to our Technology Innovation Summit. At the summit you’ll learn why it’s critical to assess innovation and look beyond what you are doing today to determine where you can make changes to drive improvement. Our research found that organizations are changing the way they evaluate innovation technology mostly to drive business improvement initiatives (60%) and improve the quality of business processes (57%). If you want advice or guidance to help you leverage technology innovations, just let me know, as we are always happy to help organizations be smarter and faster. Congrats to this year’s award recipients for innovations that are worthy of our recognition and your time to see where they might help your organization. Regards, Mark Smith CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/2013_tech_innovation_award-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Mandate for Social Collaboration in Business", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2012/06/28/the-mandate-for-social-collaboration-in-business", "datePublished": "28/06/2012", "dateModified": "28/06/2012", "articleBody": "It is hard to avoid seeing the impact of social media on our daily work, from marketing and sales to customer service. Consumers and customers can interact on the Internet to share their experiences and opinions often and easily, but internally we in business are still operating in the era of electronic mail and phone calls. Fortunately, that archaic state is changing. A new generation of technologies called social collaboration has evolved from social media to adapt to business needs. These technologies include broadcasting like Twitter, posting to digital walls like Facebook, discussion forums and online communities, and chat-based interactions, all used in a secure manner by an organization’s workforce. Since social collaboration is about people interacting for a common purpose across processes, using it for human capital management makes a lot of sense. We recently concluded benchmark research on social collaboration and human capital management. In it we found that 58 percent of organizations now allow open social collaboration across the enterprise, while on the other hand 39 percent explicitly deny people the opportunity to interact using this technology. This gap illustrates the need for more education about how social collaboration can help organizations advance by allowing people to interact for a range of activities. The largest number of new hires in organizations over the next five years will come from a younger generation of workers called Millennials, who are used to engaging in collaboration and are unresponsive to electronic mail. Organizations will need to look at a spectrum of methods to fully engage their attention and realize their potential. Social collaboration has great promise for engaging and retaining organizational talent. If employees are enthusiastic about and satisfied with their roles, they contribute more value. Our benchmark research found that this attitude is the important workforce metric when it comes to organizations getting the most return from their human capital. However, my review of organizations’ workforce analytics efforts finds that key metrics such as satisfaction and engagement are not well-defined or tracked on a routine basis; most organizations that perform tracking do it on an annual basis. Clearly retaining talent is critical to an organization’s overall success, including the cost and financial impacts. Techniques such as social collaboration can help enhance these metrics and promote interaction and alignment of employees. Almost half of organizations in our research named knowledge sharing as the top purpose for social collaboration, followed by the basic function of collaborating. While this might sound obvious, some organizations nevertheless resist these trends while still using endless emails and meetings that are just slower and less direct means of social collaboration. As organizations assess the potential increase in productivity and performance from the use of social media, they should also consider that social collaboration tools must accommodate the varying technological competencies of their workforce, no matter what age or segmentation. This is no easy task, since most organizations employ people with a wide range of digital skills. Internally social collaboration is a human capital issue. Today, talent management applications cover performance, succession and learning, and attempt to align goals and tasks with performance objectives. Some organizations identify candidates for promotion based on their social engagement. Social collaboration also helps companies recognize employees’ achievements and promotions. In the context of benefits like these, our research found that human resources is the source of social collaboration funding in 45 percent of organizations – that is, it comes from business budgets rather than IT’s. This is critical to note, as many general collaboration technologies have not aligned with the needs of business and so are being ignored or being acquired by other technology vendors. In my next post on human capital management I will outline some of the technological approaches to social collaboration and show how the use of cloud computing and mobile technologies have helped make these capabilities more easily accessible. I will also cover our new evaluation criteria for examining social collaboration for human capital management, to make it easier for everyone to evaluate methods to engage and retain their talent. I urge everyone to keep an open mind on what is possible with social collaboration. Look at it with a business lens on how it can improve the productivity and performance of your workers in ways not possible with existing approaches. Doing nothing in this area will inevitably have a negative impact on your organization. Regards, Mark Smith – CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_socialcollab_collaboration_usage_policy3-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script>  <script data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '9802', pageId: '4167680152', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "6285dad7c93c2d84e083f15ef8c76420", css: '', target: '#hs_form_target_module_1552944263900179', contentType: "listing-page", formsBaseUrl: '/_hcms/forms/', formData: { cssClass: 'hs-form stacked hs-custom-form' } }; 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Mark Smith's Analyst Perspectives | HCM