ISG Software Research Analyst Perspectives

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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution. <a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a> <a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a> <a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a> <a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a> <a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a> </div> <ul></ul> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://blog.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/90531223305/1725882478811/Ventana_Research_2023/js/mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style="background-size:cover;background-position:50%;background-repeat:no-repeat;background-image:url(https://blog.isg-research.net/hubfs/_images/_backgrounds/314838419_1200px.jpg)">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section">  <h1 class="analyst-header-title">Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/robotic-process-automation-is-a-cornerstone-of-digital-finance-1">Robotic Process Automation is a Cornerstone of Digital Finance</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 25 December 2017 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png?width=200&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png?width=100&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png 100w, https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png?width=200&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png 200w, https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png?width=300&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png 300w, https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png?width=400&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png 400w, https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png?width=500&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png 500w, https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png?width=600&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Robotic process automation (RPA) relies on programming or the application of analytical algorithms to execute the most appropriate action in an automated workflow. RPA enables business users to configure a “robot” (actually, computer software) to interact with applications or data sources to process a transaction, move or manipulate data, communicate with other digital systems and manage machine-to-machine and man-to-machine interactions. This technology is gaining increasing notice by finance... </div> <a href="https://blog.isg-research.net/robotic-process-automation-is-a-cornerstone-of-digital-finance-1"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/operations">Operations</a>, <a href="https://blog.isg-research.net/topic/automation">automation</a>, <a href="https://blog.isg-research.net/topic/close">close</a>, <a href="https://blog.isg-research.net/topic/closing">closing</a>, <a href="https://blog.isg-research.net/topic/continuous-accounting">Continuous Accounting</a>, <a href="https://blog.isg-research.net/topic/finance">finance</a>, <a href="https://blog.isg-research.net/topic/banking">banking</a>, <a href="https://blog.isg-research.net/topic/robotic-process-automation">Robotic Process Automation</a>, <a href="https://blog.isg-research.net/topic/accounting">Accounting</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/kofax-kapow-10-advances-robotic-process-automation">Kofax Kapow 10 Advances Robotic Process Automation</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 20 January 2017 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="//blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png?width=200&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png" width="200" !important: srcset="//blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png?width=100&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png 100w, //blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png?width=200&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png 200w, //blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png?width=300&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png 300w, //blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png?width=400&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png 400w, //blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png?width=500&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png 500w, //blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png?width=600&name=vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Kofax offers <a href="http://www.kofax.com/data-integration">Kapow</a>, robotic process automation (RPA) software used to acquire information from a range of sources without human intervention and without having to write code. These sources include websites, applications, unstructured documents, data stores and desktop spreadsheets. RPA software does repetitive, low-value work that otherwise may be performed by person. It saves time in these tasks, completing them sooner and freeing skilled individuals to concentrate on work that utilizes their... </div> <a href="https://blog.isg-research.net/kofax-kapow-10-advances-robotic-process-automation"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/operations">Operations</a>, <a href="https://blog.isg-research.net/topic/close">close</a>, <a href="https://blog.isg-research.net/topic/finance">finance</a>, <a href="https://blog.isg-research.net/topic/banking">banking</a>, <a href="https://blog.isg-research.net/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://blog.isg-research.net/2014/10/16/data-driven-business-processes-essential-for-optimization">Data-Driven Business Processes Essential for Optimization</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 16 October 2014 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_infomgt_obstacles_to_information_management_updated-1.png?width=200&name=vr_infomgt_obstacles_to_information_management_updated-1.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_infomgt_obstacles_to_information_management_updated-1.png?width=100&name=vr_infomgt_obstacles_to_information_management_updated-1.png 100w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_infomgt_obstacles_to_information_management_updated-1.png?width=200&name=vr_infomgt_obstacles_to_information_management_updated-1.png 200w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_infomgt_obstacles_to_information_management_updated-1.png?width=300&name=vr_infomgt_obstacles_to_information_management_updated-1.png 300w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_infomgt_obstacles_to_information_management_updated-1.png?width=400&name=vr_infomgt_obstacles_to_information_management_updated-1.png 400w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_infomgt_obstacles_to_information_management_updated-1.png?width=500&name=vr_infomgt_obstacles_to_information_management_updated-1.png 500w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_infomgt_obstacles_to_information_management_updated-1.png?width=600&name=vr_infomgt_obstacles_to_information_management_updated-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> When applying information technology to drive better business performance, companies and the systems integrators that assist them often underestimate the importance of organizing data management around processes. For example, companies that do not execute their quote-to-cash cycle as an end-to-end process often experience a related set of issues in their sales, marketing, operations, accounting and finance functions that stem from entering the same data into multiple systems. The inability to... </div> <a href="https://blog.isg-research.net/2014/10/16/data-driven-business-processes-essential-for-optimization"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/big-data">Big Data</a>, <a href="https://blog.isg-research.net/topic/mobile">Mobile</a>, <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance</a>, <a href="https://blog.isg-research.net/topic/supply-chain-performance">Supply Chain Performance</a>, <a href="https://blog.isg-research.net/topic/erp">ERP</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/operations">Operations</a>, <a href="https://blog.isg-research.net/topic/management">Management</a>, <a href="https://blog.isg-research.net/topic/close">close</a>, <a href="https://blog.isg-research.net/topic/closing">closing</a>, <a href="https://blog.isg-research.net/topic/computing">computing</a>, <a href="https://blog.isg-research.net/topic/end-to-end">end-to-end</a>, <a href="https://blog.isg-research.net/topic/operational-performance">Operational Performance</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/data-management">Data Management</a>, <a href="https://blog.isg-research.net/topic/information-applications">Information Applications</a>, <a href="https://blog.isg-research.net/topic/information-management">Information Management</a>, <a href="https://blog.isg-research.net/topic/crm">CRM</a>, <a href="https://blog.isg-research.net/topic/data">Data</a>, <a href="https://blog.isg-research.net/topic/finance">finance</a>, <a href="https://blog.isg-research.net/topic/fpm">FPM</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2014/04/04/anaplan-springs-forward-with-winter-release">Anaplan Springs Forward with Winter Release</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 04 April 2014 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_spreadsheets_dominate-3.png?width=200&name=vr_ibp_spreadsheets_dominate-3.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_spreadsheets_dominate-3.png?width=100&name=vr_ibp_spreadsheets_dominate-3.png 100w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_spreadsheets_dominate-3.png?width=200&name=vr_ibp_spreadsheets_dominate-3.png 200w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_spreadsheets_dominate-3.png?width=300&name=vr_ibp_spreadsheets_dominate-3.png 300w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_spreadsheets_dominate-3.png?width=400&name=vr_ibp_spreadsheets_dominate-3.png 400w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_spreadsheets_dominate-3.png?width=500&name=vr_ibp_spreadsheets_dominate-3.png 500w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_spreadsheets_dominate-3.png?width=600&name=vr_ibp_spreadsheets_dominate-3.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <a href="https://www.anaplan.com/" target="_blank">Anaplan</a>, a provider of cloud-based business planning software for sales, operations, and finance and administration departments, recently implemented its new <a href="https://www.anaplan.com/press-releases/anaplan-further-empowers-end-users-citizen-developers-with-winter-14-release/" target="_blank">Winter ’14 Release</a> for customers. This release builds on my colleagues analysis <a href="//blog.ventanaresearch.com/2013/05/29/anaplan-innovates-business-modeling-and-planning/" target="_blank">on their innovation in business modeling and planning in 2013</a>. Anaplan’s primary objective is to give companies a workable alternative to spreadsheets for business planning. It is a field in which opportunity exists. Our benchmark research on this topic finds... </div> <a href="https://blog.isg-research.net/2014/04/04/anaplan-springs-forward-with-winter-release"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/big-data">Big Data</a>, <a href="https://blog.isg-research.net/topic/performance-management">Performance Management</a>, <a href="https://blog.isg-research.net/topic/planning">Planning</a>, <a href="https://blog.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance</a>, <a href="https://blog.isg-research.net/topic/supply-chain-performance">Supply Chain Performance</a>, <a href="https://blog.isg-research.net/topic/marketing">Marketing</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/operations">Operations</a>, <a href="https://blog.isg-research.net/topic/reporting">Reporting</a>, <a href="https://blog.isg-research.net/topic/budgeting">Budgeting</a>, <a href="https://blog.isg-research.net/topic/controller">Controller</a>, <a href="https://blog.isg-research.net/topic/operational-performance">Operational Performance</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance</a>, <a href="https://blog.isg-research.net/topic/in-memory">In-memory</a>, <a href="https://blog.isg-research.net/topic/workforce-performance">Workforce Performance</a>, <a href="https://blog.isg-research.net/topic/cfo">CFO</a>, <a href="https://blog.isg-research.net/topic/sales-planning">Sales Planning</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/financial-reporting">financial reporting</a>, <a href="https://blog.isg-research.net/topic/fpm">FPM</a>, <a href="https://blog.isg-research.net/topic/integrated-business-planning">Integrated Business Planning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2013/03/29/tidemark-leads-new-wave-of-innovation-in-planning-and-performance-excellence">Tidemark Leads New Wave of Innovation in Planning and Performance Excellence</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/mark-smith"> Mark Smith </a> on 29 March 2013 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_2012_techaward_winner_logo1-8.jpg?width=200&name=vr_2012_techaward_winner_logo1-8.jpg" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_2012_techaward_winner_logo1-8.jpg?width=100&name=vr_2012_techaward_winner_logo1-8.jpg 100w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_2012_techaward_winner_logo1-8.jpg?width=200&name=vr_2012_techaward_winner_logo1-8.jpg 200w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_2012_techaward_winner_logo1-8.jpg?width=300&name=vr_2012_techaward_winner_logo1-8.jpg 300w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_2012_techaward_winner_logo1-8.jpg?width=400&name=vr_2012_techaward_winner_logo1-8.jpg 400w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_2012_techaward_winner_logo1-8.jpg?width=500&name=vr_2012_techaward_winner_logo1-8.jpg 500w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_2012_techaward_winner_logo1-8.jpg?width=600&name=vr_2012_techaward_winner_logo1-8.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Organizations succeed through continuous planning to achieve high levels of performance. For most organizations planning is not an easy process to conduct. Planning software is typically designed for only a few people in the process, such as analysts, or organizations might use spreadsheets, which are not designed for business planning across an organization. Most technologies only allow you to examine the past and not plan for the future. For decades organizations have tried to focus planning... </div> <a href="https://blog.isg-research.net/2013/03/29/tidemark-leads-new-wave-of-innovation-in-planning-and-performance-excellence"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/big-data">Big Data</a>, <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance</a>, <a href="https://blog.isg-research.net/topic/supply-chain-performance">Supply Chain Performance</a>, <a href="https://blog.isg-research.net/topic/mobile-technology">Mobile Technology</a>, <a href="https://blog.isg-research.net/topic/operations">Operations</a>, <a href="https://blog.isg-research.net/topic/operational-performance">Operational Performance</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/cloudera">Cloudera</a>, <a href="https://blog.isg-research.net/topic/customer-contact-center">Customer & Contact Center</a>, <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance</a>, <a href="https://blog.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://blog.isg-research.net/topic/information-applications">Information Applications</a>, <a href="https://blog.isg-research.net/topic/workforce-performance">Workforce Performance</a>, <a href="https://blog.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://blog.isg-research.net/topic/cfo">CFO</a>, <a href="https://blog.isg-research.net/topic/finance">finance</a>, <a href="https://blog.isg-research.net/topic/tidemark">Tidemark</a>, <a href="https://blog.isg-research.net/topic/workday">Workday</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); } }; // Category filters $('.all').click( function() { checkClass(); }); // Active tag $('.bttn').click(function(){ $('.bttn').removeClass('active'); $(this).addClass('active'); }) </script> </div> <div class="blog-numeric-pagination span12 ">   </div> </div> <div class="blog-sidebar">   <style> .blog-sidebar h3 { font-size: 18px; margin-bottom: 30px; position: relative; color: var(--light_blue); padding-top:40px; } .btn-secondary, .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } </style> <a href="https://cta-redirect.hubspot.com/cta/redirect/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be"><img class="hs-cta-img" id="hs-cta-img-960cd0b7-7494-40d3-ac1c-5825d5a075be" style="border-width:0px;" src="https://no-cache.hubspot.com/cta/default/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be.png" alt="JOIN OUR COMMUNITY"></a><script charset="utf-8" src="https://js.hscta.net/cta/current.js"></script><script type="text/javascript"> hbspt.cta.load(2035844, '960cd0b7-7494-40d3-ac1c-5825d5a075be', {"useNewLoader":"true","region":"na1"}); </script> <h3>Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@ventanaresearch.com" style="color: #284a7b;">ChiefResearchOfficer@ventanaresearch.com</a> </li> </ul> <a class="btn-secondary" href="https://www.ventanaresearch.com/analyst-perspective-policy">View Policy</a>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://blog.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://blog.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://blog.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://blog.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://blog.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, https://blog.isg-research.net/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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href="https://blog.isg-research.net/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/e-discovery">e-discovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/echopass">Echopass (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eclipse">Eclipse (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/edi">EDI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ediscovery">eDiscovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/editorial">Editorial (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/effectiveness">effectiveness (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eg-solutions">eg Solutions (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/elasticube">elasticube (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eloqua">Eloqua (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/embedded-analytics">embedded analytics (95)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/emc">EMC (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-engagement">Employee Engagement (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-experience">employee experience (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-onboarding">Employee Onboarding (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-productivity">Employee Productivity (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/empower">Empower (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/end-to-end">end-to-end (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/endeca">endeca (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enghouse-interactive">Enghouse interactive (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enkata">Enkata (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-applications">Enterprise Applications (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-data-strategy">Enterprise Data Strategy (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-messaging-internet-of-things-iot-middle">Enterprise messaging, Internet of Things, IoT, mid (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-profitability-management">enterprise profitability management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning (72)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-risk-management">enterprise risk management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-software">Enterprise Software (27)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-spreadsheet">enterprise spreadsheet (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-tax">Enterprise Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterworks">Enterworks (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/environment-management">Environment Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/environmental">Environmental (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/envision">Envision (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/epicor">Epicor (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/epiphany">Epiphany (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/equifax">Equifax (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/equity-research">equity research (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erm">ERM (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erp">ERP (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting (150)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/error">error (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/esg">ESG (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/esri">ESRI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/essbase">Essbase (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ethority">eThority (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-data">Event Data (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-discovery">Event discovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-stream">Event Stream (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-stream-processing">Event Stream Processing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-streams">Event Streams (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exacttarget">ExactTarget (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exadata">exadata (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exalytics">Exalytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/excel">Excel (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/excentive">Excentive (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/executive">executive (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expense">expense (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expense-management">expense management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/experience-management">Experience Management (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expert-systems">Expert Systems (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exploration">Exploration (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exploratory-analytics">exploratory analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/explorium">Explorium (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/extended-close">extended close (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/extended-reality">extended reality (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/external-data-platform">External Data Platform (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exterro">Exterro (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/f-type">F-Type (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fasb">FASB (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fast-close">Fast close (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/feedback">Feedback (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fei">FEI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ferf-ceo">FERF CEO (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/field-service">Field Service (29)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance">finance (53)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-analytics">Finance Analytics (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-cloud">finance cloud (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-performance-management">Finance Performance Management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-transformation">finance transformation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial">financial (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-analytics">financial analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-applications">Financial Applications (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-close">Financial Close (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-governance">Financial Governance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-management">Financial Management (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-model">financial model (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance (561)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-2">financial performance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management (237)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM) (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-planning">financial planning (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-regulation">financial regulation (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-reporting">financial reporting (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-risk-management">financial risk management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-services">Financial Services (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-software">financial software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-standards">financial standards (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-statement">financial statement (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-systems">financial systems (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financialforce">FinancialForce (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financialforce-com">FinancialForce.com (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financials">financials (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/five9">Five9 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/flow">flow (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fms">FMS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/for-example-genesys">for example Genesys (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/forecast">Forecast (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/forecasting">forecasting (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fpa">FP&A (22)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fpm">FPM (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fraud">Fraud (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fuel50">Fuel50 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fusion-applications">Fusion Applications (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gaap">GAAP (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gamifiacation">Gamifiacation (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gartner">Gartner (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/genai">GenAI (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/generative-ai">Generative AI (37)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/genesys">Genesys (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/geographic-information-systems">Geographic Information Systems (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gis">GIS (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/global-payroll">Global Payroll (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/globoforce">Globoforce (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/golden-records">Golden Records. (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gooddata">Gooddata (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/google">Google (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/governance">Governance (49)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/governance-risk">Governance & Risk (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/governance-risk-and-compliance">Governance Risk and Compliance (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC) (143)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/grc">GRC (55)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/grc-governance-risk-compliance-risk-management-wat">GRC, governance, risk, compliance, risk management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/green">Green (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/greenplum">Greenplum (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gui">GUI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hadoop">Hadoop (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hana">HANA (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/harvard-business-review">Harvard Business Review (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hawq">HAWQ (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm">HCM (57)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm-analytics">HCM Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm-systems">HCM Systems (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm-hr-hrms-workforce-management-learning-manageme">HCM, HR, HRMS, Workforce Management, Learning Mana (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hdfs">HDFS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hdinsights">HDinsights (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hdp">HDP (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/headcount-planning">headcount planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/healthcare-compliance">Healthcare Compliance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/healthcare-reform">Healthcare Reform (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/heiler">Heiler (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hewlett-packard">Hewlett Packard (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hirevue">HireVue (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hiring">Hiring (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hive">Hive (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hive9-marketing-performance-management">Hive9 Marketing Performance Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hortonworks">Hortonworks (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hospitality">Hospitality (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/host-analytics">Host 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<li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-technology">HR technology (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-technology-conference">HR Technology Conference (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hrpayroll">HR/Payroll (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hris">HRIS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hrms">HRMS (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/html5">HTML5 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hubspot">HubSpot (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/human-capital">Human Capital (45)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/human-capital-analytics">Human Capital Analytics 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href="https://blog.isg-research.net/topic/kapplets">Kapplets (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/karmasphere">Karmasphere (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kenandy">Kenandy (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kenexa">Kenexa (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/key-performance-indicators">Key Performance Indicators (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/key-performance-indictors">Key Performance Indictors (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/kinaxis">Kinaxis (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/knoahsoft">KnoahSoft (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/knopahsoft">KnopahSoft (1)</a> </li> <li 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<li style="display:none;"> <a href="https://blog.isg-research.net/topic/process-mining">Process Mining (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/procure-to-pay">Procure-to-Pay (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/procurement">procurement (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/product-experience-management">product experience management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/product-information-management">Product Information Management (90)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/professional-services">Professional Services (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/professional-services-automation">Professional Services Automation (9)</a> </li> <li style="display:none;"> <a 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href="https://blog.isg-research.net/topic/projector">Projector (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/promptbook">Promptbook (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/property-technology">Property Technology (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pros">PROS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pros-pricing">PROS Pricing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/psa">PSA (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/publishing">Publishing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/purchasing">purchasing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pv-accelerator">PV Accelerator (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pxm">PXM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qad">QAD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik">Qlik (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-qlik-sense">Qlik Qlik Sense (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-qonnections">Qlik Qonnections (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-analytics-qlik-sense-qlik-business-intelligen">Qlik, Analytics, Qlik Sense, Qlik, Business intell (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qliktech">Qliktech (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlikview">QlikView (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qualtrics">Qualtrics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quantrix">Quantrix (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quinterian">Quinterian (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quotas">Quotas (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qvidian">Qvidian (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/r">R (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ransomware">Ransomware (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rapide">Rapide (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rapidminer">Rapidminer (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rdbms">RDBMS (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/real-estate">real estate (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/real-time">Real-time (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reconciliation">Reconciliation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recovery">Recovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recruiting">Recruiting (41)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recurring-revenue">Recurring Revenue (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/report">report (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reporting">Reporting (78)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reporting-xbrl-ixbrl-document-management">Reporting, XBRL, iXBRL, document management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/research">Research (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/resilience">Resilience (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/responsetek">ResponseTek (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/retail-analytics">Retail Analytics (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue">Revenue (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-and-lease-accounting">revenue and lease accounting (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-management">Revenue Management (33)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-performance">Revenue Performance (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-performance-management">Revenue Performance Management (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-recognition">revenue recognition (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-lease-and-tax-accounting">Revenue, Lease and Tax Accounting (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revolution">Revolution (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revolution-analtyics">Revolution Analtyics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rightnow">RightNow (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rim">RIM (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk">Risk (37)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk-compliance-grc">Risk & Compliance (GRC) (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk-analytics">Risk Analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/riversand">Riversand (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/roambi">Roambi (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-automation">robotic automation (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-finance">robotic finance (38)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-process-automation">Robotic Process Automation (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/roi">ROI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rpa">RPA (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rypple">Rypple (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sop">S&OP (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/saas">SaaS (27)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sab-miller">SAB Miller (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/saba">Saba (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sage">Sage (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sage-software">Sage Software (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales">Sales (169)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-and-operations-planning">Sales and Operations Planning (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-cloud">Sales Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-coaching">Sales Coaching (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-commission">Sales Commission (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-compensation">Sales Compensation (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-effectiveness">Sales Effectiveness (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-enablement">sales enablement (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-enablement-and-execution">Sales Enablement and Execution (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-engagement">Sales Engagement (25)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-force-automation">Sales Force Automation (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-forecasting">Sales Forecasting (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-operations">Sales Operations (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance (446)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance-management">Sales Performance Management (77)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM) (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-planning">Sales Planning (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-planning-and-analytics">Sales Planning and Analytics (18)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-tax">Sales Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-marketing-sales-performance-management-marke">Sales, Marketing, Sales Performance Management, Ma (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-sfa-spm-sales-performance-management-sales-c">Sales, SFA, SPM, Sales Performance Management, Sal (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/salescloud">SalesCloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/salesforce-com">Salesforce.com (58)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap">SAP (76)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-epm">SAP EPM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-hana">SAP HANA (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-insider">SAP insider (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-lumira">SAP Lumira (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-netweaver">SAP NetWeaver (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-predictive-analytics">SAP predictive analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-teched">SAP TechEd (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sapphire">SAPPHIRE (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sarbanes-oxley">Sarbanes Oxley (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sas">SAS (26)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sas-institute">SAS institute (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sasb">SASB (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sase">SASE (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/savi">Savi (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scm">SCM (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scm-demand-planning">SCM Demand Planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scout-rfp">Scout RFP (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scribe-software">Scribe Software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/search">Search (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sec">SEC (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sec-software">SEC Software (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/secfinops">SecFinOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/secops">SecOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/security">Security (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/security-posture">Security Posture (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sedar">SEDAR (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/self-service">Self-service (41)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/semantic-model">semantic model (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/service-supply-chain">Service & Supply Chain (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/service-cloud">Service Cloud (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/servigistics">Servigistics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sfa">SFA (24)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sfdc">SFDC (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sharepoint">SharePoint (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/shoretel">ShoreTel (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/siemens-enterprise-communications">Siemens Enterprise Communications (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/signal-demand">Signal Demand (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/silverpop">SilverPop (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/simba">Simba (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-financial-close">Smart Financial Close (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-manufacturing">Smart Manufacturing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-phones">Smart Phones (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-watches">Smart Watches (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smarter-analytics">Smarter Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smarter-workforce">Smarter Workforce (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smb">SMB (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/snaplogic">SnapLogic (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/snowfly">Snowfly (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/soa">SOA (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/soc">SOC (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social">Social (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-business">Social Business (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-collaboration">Social Collaboration (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-crm">Social CRM (128)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-dynamx">Social Dynamx (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media">Social Media (365)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media-analytics">Social Media Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media-intelligence">Social Media Intelligence (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-recognition">Social Recognition (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/socialtext">SocialText (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sococare">SoCoCare (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/softscape">Softscape (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/software">Software (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/software-as-a-service">Software as a Service (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sourcing">sourcing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sovereign-cloud">Sovereign Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sox">SOX (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spago-solutions">Spago Solutions (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spatial-data-quality">Spatial Data Quality (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/speech-analytics">Speech Analytics (177)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/splunk">Splunk (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spm">SPM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spotfire">Spotfire (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spreadsheets">Spreadsheets (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spss">SPSS (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sql-h">SQL-H (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sqlstream">SQLstream (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/star-analytics">Star Analytics (1)</a> </li> <li style="display:none;"> <a 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<a href="https://blog.isg-research.net/topic/visi">Visi (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vistaar-technologies">Vistaar Technologies (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/visual-insight">Visual Insight (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/visualization">Visualization (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vitria">Vitria (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vivisimo">Vivisimo (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vmware">VMWare (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vocalcom">Vocalcom (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vocalcom-and-zeacom">Vocalcom and Zeacom (1)</a> </li> <li style="display:none;"> <a 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href="https://www.youtube.com/c/Ventanaresearch"></a></li> <li><a class="no-decoration" target="_blank" href="https://www.instagram.com/ventana_research/"></a></li> </ul> </div> </div> </div> </div> </div> </div> <a href="javascript:" id="return-to-top"> </a> </footer> </div>  <script defer src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://blog.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://blog.isg-research.net/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Robotic Process Automation is a Cornerstone of Digital Finance", "mainEntityOfPage": "https://blog.isg-research.net/robotic-process-automation-is-a-cornerstone-of-digital-finance-1", "datePublished": "25/12/2017", "dateModified": "25/12/2017", "articleBody": "Robotic process automation (RPA) relies on programming or the application of analytical algorithms to execute the most appropriate action in an automated workflow. RPA enables business users to configure a “robot” (actually, computer software) to interact with applications or data sources to process a transaction, move or manipulate data, communicate with other digital systems and manage machine-to-machine and man-to-machine interactions. This technology is gaining increasing notice by finance departments, with good reason: RPA represents an important step beyond simple process automation in that it uses software to execute routine but complex workflows that require judgment. Rather than making an individual check-off a step in a routine approval, a robotic system applies an algorithm that decides the next step. The system thus does what people spend an awful lot of their time doing every day: making judgments that most of the time could be done by a machine. RPA is an important technology that can serve as a cornerstone of the digital-enabled finance organization. This technology can automate a wide range of rote routines that today must be handled by individuals, for example, collecting data from multiple systems or spreadsheets and entering it into another system. RPA supports Continuous Accounting, an approach to managing the accounting cycle that can improve departmental performance, by automating accounting processes in a continuous, end-to-end fashion to improve efficiency, ensure data integrity and enhance visibility into processes, and distributing workloads continuously over the accounting period to eliminate bottlenecks and optimize when tasks are executed. Workflow automation is a staple of enterprise systems but only works within a single application. An RPA system can work with multiple applications rather than just one, eliminating the need for an individual to open some other software to, for example, pull information about a transaction to confirm that a shipping invoice matches that order or to extract customer information from one mainframe legacy system to automatically enter a form into another mainframe system. RPA systems essentially offload repetitive tasks from individuals to digital systems, enabling organizations to be more efficient. Moreover, just as manufacturing robots can perform actions more consistently than humans, RPA systems can improve the quality and accuracy of the work and shorten cycle times. In cases where they free up skilled employees to concentrate more on matters requiring their education, experience and judgement, they also make their organization more effective. Finance departments can gain substantial value by implementing RPA because accounting involves performing rules-driven repetitive tasks that until now may have been difficult to automate without the aid of specialized tools. Automation can improve a department’s performance. Our Office of Finance benchmark research finds a correlation between the degree of automation used in the financial close and the time it takes to complete the process. Nearly three in four companies (71%) that use a substantial degree of automation are able to complete their monthly close within six business days. In contrast, only 43 percent of companies that use some automation and just 23 percent of those that use little or none in their close process are able to close in that time frame. How quickly a company closes its books affects the timeliness of the information that the company receives. There is a correlation between how quickly an organization completes its close and the timeliness of the financial information that executives and managers have with which to make decisions. Three-fourths (75%) of those companies that close their quarter in one to two days said they have timely information, compared to 38 percent that take three to six business days and 10 percent that take 11 or more business days. There are two basic types of robotic process automation systems: programmatic and algorithmic. Purely programmatic RPA executes rules-based tasks based on defined parameters – for example, taking a set of data from one system, placing it into a spreadsheet and, after using a macro to make adjustments, uploading the resulting data into a second system for additional processing or storage. Algorithmic RPA systems are more sophisticated in that they perform some analysis to determine what to do next. For example, the system may perform some ratio analysis and choose one of five courses of action based on the result of its analysis, or determine if two values are close enough that the difference isn’t material. RPAs eliminate the need for individuals to perform rote assessments of conditions or data, thereby speeding the execution of that process while ensuring that it is executed consistently. However, because ambiguities exist to some degree in almost all business situations, an algorithmic RPA is almost never fully automatic. Even so, it can be quite valuable because it enables organization to deal with these situations through exception-based management. Handling only the exceptions utilizes employees’ time, experience and judgment most productively, boosting the performance of finance and accounting organizations. I recommend that all senior finance executives and managers familiarize themselves with the capabilities of RPA. Every midsize and larger company should undertake a pilot program to begin to develop the skills necessary for applying it on a broad scale. Robotic process automation is an important evolutionary step beyond decades-old business process automation. It supports a continuous-accounting approach to managing the department by streamlining processes and ensuring data integrity. By applying automation and analytics, it eliminates the need for skilled individuals to do tasks that are better performed automatically. And in doing so, it can enable a finance organization to use the gains in efficiency to concentrate on playing a more strategic role in its company. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2-3.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Kofax Kapow 10 Advances Robotic Process Automation", "mainEntityOfPage": "https://blog.isg-research.net/kofax-kapow-10-advances-robotic-process-automation", "datePublished": "20/01/2017", "dateModified": "20/01/2017", "articleBody": "Kofax offers Kapow, robotic process automation (RPA) software used to acquire information from a range of sources without human intervention and without having to write code. These sources include websites, applications, unstructured documents, data stores and desktop spreadsheets. RPA software does repetitive, low-value work that otherwise may be performed by person. It saves time in these tasks, completing them sooner and freeing skilled individuals to concentrate on work that utilizes their skills to the fullest. One of the earliest uses of software robots was “Web crawling,” which automated rapid collection of data posted on websites, for example, prices and locations. This was the Kofax Kapow’s original purpose, but its scope has expanded. When used to gather information from multiple applications, the software precludes the need for setting up and maintaining a separate data store. This saves time and money while ensuring that the information has come from the authoritative source and that there is no latency in the data. Rather than taking the time to write a program with broad applicability, a robot can be quickly configured to perform a specific task in a way that mimics how an individual does the job. Kofax recently released Kapow 10, which expands its ability to extract information from and work with a wider assortment of applications, including those written in Windows and Java as well as ERP systems from Oracle and SAP. Kapow 10 works with mainframe applications directly through native mainframe terminal connectivity or through already existing terminal emulator integrations. The company also has improved the product’s queuing to make its robotic process automation more scalable across multiple websites, portals, servers and remote and virtualized desktop computers. RPA is a relatively new term for software and systems that exist today and are growing in importance. RPA uses programming or analytical algorithms to automatically decide on the most appropriate action in an automated workflow, without human intervention. It represents an important step beyond simple process automation in that it uses software to execute routine but more complex workflows that require judgment. Automating process execution using programmed workflows became a common feature of business software such as ERP systems in the 1990s. The first generation of workflow enabled companies to accelerate the completion of business processes and ensure that handoffs between individuals or departments were done quickly and accurately. Robotic process automation takes this up a notch in sophistication. It works across one or multiple systems and extends to automating matters of simple judgment. Robotic process automation often works across multiple applications rather than just one, eliminating the need for an individual to open some other software to, for example, pull information about a transaction to confirm that a shipping invoice matches that order or to extract customer information from one mainframe legacy system to automatically enter a form used to enter information in another mainframe system. RPA also extends automated workflow into areas that require some judgment. Rather than making an individual check off a step in a routine approval, a robotic system applies an algorithm that decides the next step. For instance, it can test to see if two items have the same value – in which case the step is approved. If they don’t, it determines whether the difference exceeds a percentage or an absolute value and is therefore material. If it isn’t material, the step is approved and completed. The process may end there, or an instruction may be communicated to some other system. Only if it is material does the system generate an alert requiring review by an individual. In other words, the system, not an individual, does what people spend an awful lot of their time doing every day: making simple judgments that most of the time could be done by a machine. Financial services, including commercial and retail banking as well as insurance, is an increasingly important vertical for Kofax Kapow. One reason is that many banks and insurance companies have multiple legacy systems used in their back, middle and front offices. For example, several countries have know your customer (KYC) rules to prevent financial services companies from being used for money laundering or other criminal activities. KYC requires collection and analysis of basic identity information to confirm its validity, name matching against lists of individuals that are considered to be “politically exposed persons” (a kleptocrat, say) or have characteristics that pose a significant risk of the account being used in conjunction with financing terrorism, tax evasion or identify theft. A KYC data collection process that once might have taken hours and be subject to errors and omissions can be done thoroughly in minutes or less. Robotic process automation has a range of potential uses in other departments of a corporation or a government entity. For instance, in a call center, a system like Kofax Kapow can gather and display customer information from multiple legacy applications to provide answers to questions, fill in parts of a form to streamline an order process or fill out a trouble ticket to address an issue. In inventory management, companies that have multiple inventory systems can use RPA to identify where an item is available. In finance departments, robots can speed up the financial close by automating and streamlining the process of gathering information from financial and nonfinancial systems. Our Office of Finance benchmark research research correlates the degree to which companies use automation in their close with how soon they are able to complete the process. Those that employ a substantial amount of automation said far more often that they finish within six business days (71%) than those that only use some automation (43%) and those that employ little or none (23%). I recommend that business executives, especially those in customer-facing roles, logistics and shipping, inventory planning or finance become familiar with RPA because it can be used to “outsource” tedious repetitive work to relatively easily configured software. The same applies to business analysts and those in IT management. The business case for investing in RPA can be compelling. Those who see the need for RPA should assess Kofax Kapow to see if it meets their requirements. Regards, Robert Kugel SVP & Research Director Follow me on Twitter @rdkugelVR and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://research.ventanaresearch.com/hubfs/vr_Office_of_Finance_11_automation_shortens_financial_close_updated2.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Data-Driven Business Processes Essential for Optimization", "mainEntityOfPage": "https://blog.isg-research.net/2014/10/16/data-driven-business-processes-essential-for-optimization", "datePublished": "16/10/2014", "dateModified": "16/10/2014", "articleBody": "When applying information technology to drive better business performance, companies and the systems integrators that assist them often underestimate the importance of organizing data management around processes. For example, companies that do not execute their quote-to-cash cycle as an end-to-end process often experience a related set of issues in their sales, marketing, operations, accounting and finance functions that stem from entering the same data into multiple systems. The inability to automate passing of data from one functional group to the next forces people to spend time re-entering data and leads to fragmented and disconnected data stores. The absence of a single authoritative data source also creates conflicts about whose numbers are “right.” Even when the actual figures recorded are identical, discrepancies can crop up because of issues in synchronization and data definition. Lacking an authoritative source, organizations may need to check for and resolve errors and inconsistencies between systems to ensure, for example, that what customers purchased was what they received and were billed for. The negative impact of this lack of automation is multiplied when transactions are complex or involve contracts for recurring services. Our benchmark research shows that data fragmentation, consistency, availability, usability and timeliness are key issues for companies. The information management issues in process design and execution are similar to those at work for analytics. However, addressing them effectively requires a different approach than just creating a separate data store to be the “single version of the truth.” Careful consideration is required to determine the best method to manage data throughout a core business process, particularly when multiple applications are required to automate and support the execution of the process. Software application platforms offered by some vendors make it far easier to integrate niche software applications into processes in a way that may eliminate the need for an operational data store. The information dimension is usually overlooked in designing business systems because data is viewed as a given, is not explicitly considered (“we’ll work out the details later”) or is considered only an afterthought. This may occur because the information dimension of systems engineering is treated as being of secondary importance to defining the best process and determining the required applications capabilities. But we think making data an afterthought is a mistake. Ventana Research uses a framework that explicitly calls out information (all forms of data) and technology (software, hardware and networks) as separate elements in addressing business issues, rather than lumping the two together as “technology.” Explicitly taking the data perspective into account provides a broad perspective that frames process and technology requirements. We assert that treating data as a core consideration can result in better process design and clarify the issues companies must consider to select the appropriate systems to support the people and process aspects of business operations. Quote-to-cash is a useful example of where an end-to-end process requires more than just workflow to manage the handoffs as tasks are executed. In some simple cases, an ERP system can handle all of the details. In others, automating the process and data flows may require multiple systems (such as a CRM system for customer and account information, as well as systems for product configuration, contract management, billing and collection in addition to ERP. Some of the data assembled in a quote-to-cash transaction may have to be transferred to other operational systems to fulfill the transaction. To achieve best results, data must be staged and controlled from start to finish and there must be a single system of record. Deciding on what application (or applications) to use to manage the process and where to locate the system of record physically and logically depends on a company’s specific circumstances. Engineering quote-to-cash end to end from both process and data flow perspectives can speed its completion (thereby improving customer responsiveness), remove unnecessary manual steps (generating efficiencies) and reduce or eliminate errors at every step (resulting in better customer service and lower costs). Another example that benefits from a data-driven end-to-end process is requisition-to-pay. It may seem counterintuitive, but accelerating the payment of invoices can improve a company’s bottom line. With interest rates in much of the developed world at historic lows, the greatest return on available cash is taking advantage of early payment discounts. Yet few companies take advantage of these. One important reason why they don’t is deficiencies in the data and technology needed to make early payment practical. Starting the automated process at the point of initial requisition gives the treasury function better visibility into the amounts and timing of future outlays, making cash forecasting more certain. Greater certainty about the corporation’s cash position lowers the amount of cash it needs to hold to meet payment obligations while maintaining an adequate operating liquidity buffer to allow for forecasting errors and unanticipated needs. Companies that have limited visibility will be cautious about making payments and must maintain a larger, more conservative buffer stock of cash. Using automated systems to speed the processing of invoices by eliminating delays in handoffs is only one element needed to make early payment discount feasible. Timely access to accurate data to support processing invoices is necessary, as is data needed by an analytical application that supports the treasury function to handle the complexities of managing cash effectively. The importance of timely access to reliable data is often overlooked, but it can be the key ingredient to improving the execution of core business and finance department functions. Engineering data and data management into the design of technology-driven processes must not be an afterthought; it must be integral to the decisions about what software is used and how processes are to be performed. Our research shows that data issues plague companies, and the larger the company, the bigger the problem may be. Effective data management is essential to improve corporate performance. We advise companies to review their current processes and take steps to modernize and automate any that are a drag on performance. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_infomgt_obstacles_to_information_management_updated-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Anaplan Springs Forward with Winter Release", "mainEntityOfPage": "https://blog.isg-research.net/2014/04/04/anaplan-springs-forward-with-winter-release", "datePublished": "04/04/2014", "dateModified": "04/04/2014", "articleBody": "Anaplan, a provider of cloud-based business planning software for sales, operations, and finance and administration departments, recently implemented its new Winter ’14 Release for customers. This release builds on my colleagues analysis on their innovation in business modeling and planning in 2013. Anaplan’s primary objective is to give companies a workable alternative to spreadsheets for business planning. It is a field in which opportunity exists. Our benchmark research on this topic finds that a majority of companies continue to use spreadsheets for their planning activities. Almost all (83%) operations departments use spreadsheets for their plans, as do 60 percent of sales and marketing units. Yet the same research shows that satisfaction with spreadsheets as a planning tool is considerably lower than satisfaction with dedicated planning applications. But despite general agreement in companies that the planning process is broken and spreadsheets are a problem, companies seem reluctant to break the bad habit of using spreadsheets. This conclusion suggests that either switching to dedicated software hasn’t been easy enough or that the results of doing it have not been compelling enough to motivate change. Anaplan intends to address both of these issues. Anaplan designed its software to support business planning integrated across an enterprise in a practical way that’s an attractive alternative to spreadsheets. Its HyperBlock architecture is a hybrid of relational, vertical and OLAP databases with in-memory data storage and calculation. To translate that technology-speak into a plain concept, it’s easier than ever for those trained in spreadsheet modeling to transport their skills to a dedicated planning application. Anaplan simplifies the process of creating a planning environment that can be used by sales and marketing, finance, operations – any part of a company. Individual business units can create their plans without IT involvement. Customer companies don’t have to move all plans at once to Anaplan, but when they do, integrating all of the plans into a unified company view is straightforward. The bulk of the changes in the Winter Release are aimed at refining and improving the user experience and facilitating model creation and updates. One of the most obvious changes is in the individual user interface, which opens up with “model tiles” representing each of the plans each individual has in his or her portfolio. It’s fairly typical for individuals to participate in multiple planning activities. Our benchmark research on business planning finds that, on average, employees participate in five sets of plans. Each of these may have multiple versions, and some may have subsidiary plans to a main plan. Some plans may be current while others are no longer used and are archived. The new interface makes it easier to organize this collection, making the most important plans readily accessible. This enhancement and others that will follow reflect Anaplan’s intent to incorporate ergonomics in the design of its software. Choosing a model opens a dashboard relevant to the specific role of the user and the plan he or she has selected. Organizations can configure the layout of the dashboard, which provides high-level summarized information and different ways of navigating into and around the details in the plan. Navigation is now role-based to enable users to zero in on only those models and dashboards relevant to their function or role. Anaplan can be configured to drill down to specific items or transactions if necessary. Doing this in a multidimensional model is not always straightforward. An Excel add-in is a must for any planning application because it provides a familiar user interface that enhances productivity while eliminating the disadvantages of desktop spreadsheet, since the individual is working with a formal application and an advanced database environment. Anaplan’s Winter Release simplifies installation of the add-in. All of these enhancements go beyond a simple “consumerization” of business software – layering a snappy gloss onto software that remain tedious to use – to provide a more satisfying working environment. Another notable addition in the Winter Release is “intelligent mapping,” a useful way for one person to create templates of components used in a model (say, all of the costs of adding a store, doing a marketing campaign or performing heavy maintenance on capital equipment) that others can use. Since organizations tend to handle most processes in much the same way, the operational and financial aspects of those processes are likely to be modeled in almost exactly the same ways. Being able to quickly copy a useful exemplar and easily customize it to an individual’s specific needs saves time. Moreover, making it simple to achieve consistency can improve the effectiveness of planning. Using intelligent mapping needn’t be the product of a conscious effort to create a template, either. An equally likely use is when someone looks at a plan created by another business unit and sees some component in that plan that’s useful to his or her model. Intelligent mapping makes it easy to copy and modify it to suit the need. Effective collaborative planning is a structured dialog. Structured because it involves hard numbers and a dialog because it involves a back-and-forth exchange between executives and managers to mediate between the results desired and what’s feasible. Toward that end, Anaplan has added a capability in its models it calls a “hold,” which fixes one or more values in the model while the rest are adjusted. This simplifies the process of setting month-by-month, line-by-line objectives because it enables executives to impose selective constraints (minimum or maximum values such as sales by a product line or advertising expense) while adjusting assumptions quickly to assess whether the resulting changes are realistic. Fixing and releasing holds iteratively simplifies and shortens the process of assessing specific details to achieve a plan that is workable and agreeable. For analysts that create or support planning models, the Winter Release adds a floating formula editor. This is a small but important element because it improves the productivity of modelers – typically a constrained resource in most companies. The new release further advances Anaplan’s strategic objective to provide corporations with a tool that reduces the amount of effort needed for collaborative planning in any part of the business and enhance the value of this planning by better aligning business unit objectives with market opportunities. Our planning research finds that companies have many plans but, other than the annual budget, very little of it connected and coordinated. Anaplan focuses on collaborative business planning as a way to differentiate its offering from budgeting tools – a mature market with entrenched competitors. Its objective is supported by the underlying architecture of the software, which is designed to lower the barriers to switching from spreadsheet planning and budgeting as well as generating greater business value from a company’s planning processes. Having said all this, I have to add that making it easier not to use spreadsheets is necessary but insufficient to alter corporate behavior. Companies need a business incentive to change. Anaplan’s use of in-memory technology provides that incentive because it adds considerable value to the planning process. Since the software can process even complex models with large data sets in seconds, in-memory computing can change the nature of planning, budgeting, forecasting and reviews. For example, the technology enables organizations to run more simulations during a planning or review session to understand trade-offs and the consequences of specific events. It can change the focus of reviews from what just happened to what to do next. Rather than relying on intuition or simplistic scenarios to make that decision, in-memory systems support structured, numbers-driven conversations to develop the details of a plan. This is the breakthrough to any planning or budgeting process that in-memory processing provides and a good reason for businesses to make the leap to more capable software. Anaplan’s product doesn’t do everything. For example, companies that want all of the rigor that goes with a formal sales and operations planning effort should focus on applications dedicated to this process. And Anaplan doesn’t have all of the features that dedicated project planning software can provide. That noted, I recommend that companies that are looking for a dedicated application for general business planning and financial budgeting consider Anaplan. This is especially true if their objective is to have a planning environment usable by all parts of the business that can serve as the integration point for all business planning. We have found their customers have made significant progress to improving the modeling and planning which is why it received the 2013 Ventana Research Leadership Award. If you have not taken a look at Anaplan it is well worth your time. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ibp_spreadsheets_dominate-3.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Tidemark Leads New Wave of Innovation in Planning and Performance Excellence", "mainEntityOfPage": "https://blog.isg-research.net/2013/03/29/tidemark-leads-new-wave-of-innovation-in-planning-and-performance-excellence", "datePublished": "29/03/2013", "dateModified": "29/03/2013", "articleBody": "Organizations succeed through continuous planning to achieve high levels of performance. For most organizations planning is not an easy process to conduct. Planning software is typically designed for only a few people in the process, such as analysts, or organizations might use spreadsheets, which are not designed for business planning across an organization. Most technologies only allow you to examine the past and not plan for the future. For decades organizations have tried to focus planning on driving better results through higher participation, but they have usually failed, as technology has not advanced enough to support this business need. Tidemark has been working to help organizations plan and perform more effectively across business, including finance and operational areas. My colleague Robert Kugel a year ago analyzed the launch of the company. Last fall it came to market with generally available applications that operate across the web and mobile technology. They are designed for business but also illustrate my point about business leading the way to cloud computing. Ventana Research awarded Tidemark our 2012 Technology Innovation Award for Finance, as the company’s efforts make finance more effective and smarter in business planning operations. Tidemark’s focus on the user experience engages users with easy–to-read metrics. The software’s ability to update the plan and let users collaborate has gained it attention from organizations looking for a better approach to planning. Early customers such as Acosta, Chuck E. Cheese’s and G&K have validated its premise of a smarter way for organizations to manage performance through analytics and planning designed for everyone in business. Using dedicated applications to support a business process like planning is a smart idea. Our recent research into business planning found that organizations that use dedicated applications report a level of accuracy of 86 percent, compared to those using spreadsheets at 60 percent. Increasing the accuracy of the plan was the top item (47%) where change could improve the value of the financial and business planning process. More importantly, 82 percent of organizations using dedicated applications indicate they have all or most of the numbers for aligning performance through planning, compared with 39 percent of those using spreadsheets. Businesses struggle to blend planning and business analytics. Integrated business planning that encompasses every department should be available for any range of customer, operational, financial, HR, sales and revenue-related needs. Tidemark focuses on usability, which our research into business technology innovation found to be very important in 64 percent of organizations, higher than any other evaluation criteria. Its metrics and planning processes are easy for people to read, view and understand, unlike today’s typical mashup of email messages, presentations and spreadsheets, or attempts to push a set of standard charts into a dashboard view, which I have already said to be pathetic. The new Spring 2013 release is the company’s next major product milestone. It introduces the ability to present analytics and metrics in what the company calls Tidemark Storylines – visual business-focused infographics that are dynamically created to interpret and present information about the business in a past, present and future approach that I have not seen in a product to date. Beyond this tool to help inform business and provide better methods to interpret the data, Tidemark has enhanced the business modeling capabilities that make this all possible, and this is what business analysts will love about the product. By using driver-based planning and other important approaches, the application can help provide a unified view of actual and plan data along with business charts to let users examine what changes are needed or envision what-if scenarios. Addressing one of my personal rants over the last decade, the software’s English statements on the analysis and analytic computations (metric or key indicator) make it easier to understand what you are examining, and you can change a statement to drive the presentation of the analytics. Tidemark’s focus on the visual presentation of business analytics goes well beyond that of the majority of technology suppliers in the market today. It takes only a couple of minutes of seeing the application to understand how the intuitive and interactive charts tell the business story and don’t just present the numbers. This new release provides advancements in collaboration, with annotation and collaborative methods built in as part of the application. For years IT analysts have failed to understand that collaboration is the essence of what people do every day to drive improvement, and what those held accountable for business actually need. Our technology innovation research found collaboration to be the second most important priority after analytics, and having collaboration embedded within applications was the preferred method in 43 percent of organizations, over use of Microsoft Office or standalone tools. Tidemark provides collaboration within the context of the analytics and plan. It is able to integrate a range of comments or a document relevant to the analytics. It can securely store content to help with the need for disclosures, or any level of secured document storage, through a partnership with Box. Our recent research into next-generation business intelligence found that by using collaborative methods, organizations improve decision-making and have better communications than those that do not. I would assume that every organization would like these types of benefits for their business. The next largest advancement is in how Tidemark allows for rapid configuration to make the application quick to deploy and use for a wide range of analytics and planning needs, no matter how strategic or operational they might be for an organization. It is not a one-size-fits-all approach; the Tidemark application can be adapted easily for any business process or planning needs. As organizations begin to realize the drawbacks of using spreadsheets and legacy applications not designed for the planning and performance processes, they will find that almost half (47%) can get to the details faster with dedicated applications compared to those that use spreadsheets alone (21%) or those that use spreadsheets with other applications (16%). Respondents in our recent benchmark research in business technology innovation ranked business analytics their top priority (39%), in part for their importance in business planning. As organizations look at how to get better at strategic and long-range planning, they need to ensure they spend the right amount of time, as my colleague eloquently points out. Tidemark partners with Workday to provide its products integrated with Workday’s HR and accounting applications that operate in the cloud, which are rapidly replacing on-premises ERP implementations. Tidemark also takes advantage of big data related to unstructured content using new technologies like its partner Cloudera. Just investing in business analytics to analyze the past is not sufficient for achieving higher levels of performance. Without planning it is hard to determine what business should do to improve. Tidemark uses cloud computing and mobile technology in a unique way to advance business planning across the enterprise, and is worth your time to evaluate. Tidemark provides a strong foundation, but it should provide easier access for people to try the application for a short period of time, as I believe that once organizations try it, many will become customers. Tidemark can help meet organizations’ planning and performance needs and determine how a business can reach its full potential with its new and innovative release. 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