ISG Software Research Analyst Perspectives

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Blockchains have two basic functions. One is as a method for handling transactions involving property such as land deeds, trademarks or other assets. The second involves <a href="https://robertkugel.ventanaresearch.com/self-describing-data-powers-b2b-blockchain-distributed-ledgers-1">exchanges of data</a> such as identities of individuals or businesses, the location of an object at a point in time or weather conditions. All interactions... </div> <a href="https://blog.isg-research.net/blockchains-come-in-different-shapes-and-sizes-1"> 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/data-science">Data Science</a>, <a href="https://blog.isg-research.net/topic/mobile">Mobile</a>, <a href="https://blog.isg-research.net/topic/marketing-performance-management">Marketing Performance Management</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/business-intelligence-2">business intelligence</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/data-governance">Data Governance</a>, <a href="https://blog.isg-research.net/topic/data-integration">Data Integration</a>, <a href="https://blog.isg-research.net/topic/data-preparation">Data Preparation</a>, <a href="https://blog.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://blog.isg-research.net/topic/digital-technology">Digital Technology</a>, <a href="https://blog.isg-research.net/topic/digital-marketing">Digital Marketing</a>, <a href="https://blog.isg-research.net/topic/digital-commerce">Digital Commerce</a>, <a href="https://blog.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain</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/workday-advances-technology-roadmap-for-finance-1">Workday Advances Technology Roadmap for Finance</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 21 May 2018 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png?width=200&name=vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png?width=100&name=vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png 100w, https://blog.isg-research.net/hs-fs/hubfs/vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png?width=200&name=vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png 200w, https://blog.isg-research.net/hs-fs/hubfs/vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png?width=300&name=vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png 300w, https://blog.isg-research.net/hs-fs/hubfs/vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png?width=400&name=vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png 400w, https://blog.isg-research.net/hs-fs/hubfs/vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png?width=500&name=vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png 500w, https://blog.isg-research.net/hs-fs/hubfs/vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png?width=600&name=vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Workday recently presented a technology summit for industry analysts. The presentations focused on Workday’s ongoing product advancements as well as its approach to employing emerging technologies. These technologies include artificial intelligence (AI) and machine learning (ML), robotic process automation (RPA) and bots utilizing natural language processing. Ventana Research uses the term <a href="https://robertkugel.ventanaresearch.com/welcome-to-the-age-of-robotic-finance">“robotic finance”</a> to refer to these technologies when used in the office of finance. In our view, they... </div> <a href="https://blog.isg-research.net/workday-advances-technology-roadmap-for-finance-1"> 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/data-science">Data Science</a>, <a href="https://blog.isg-research.net/topic/mobile">Mobile</a>, <a href="https://blog.isg-research.net/topic/machine-learning">Machine Learning</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/continuous-planning">Continuous Planning</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous 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/gdpr-business-or-technology-vendors-ready-or-not-1">GDPR: Business or Technology Vendors Ready or Not?</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/mark-smith"> Mark Smith </a> on 11 May 2018 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="//blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=200&name=shutterstock_314838419-1.jpg" width="200" !important: srcset="//blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=100&name=shutterstock_314838419-1.jpg 100w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=200&name=shutterstock_314838419-1.jpg 200w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=300&name=shutterstock_314838419-1.jpg 300w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=400&name=shutterstock_314838419-1.jpg 400w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=500&name=shutterstock_314838419-1.jpg 500w, //blog.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=600&name=shutterstock_314838419-1.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> We are have arrived at the May 25, 2018 date when the European Union’s <a href="https://en.wikipedia.org/wiki/General_Data_Protection_Regulation">General Data Privacy Regulations (GDPR)</a> become enforceable, following what has been a two-year transition period. Companies were given this time to put in place reasonable measures and the systems necessary to support the legislation’s wide-ranging personal data privacy requirements, which apply to any organization with more than 250 employees that serves EU citizens. While this regulation will apply in the EU, it has... </div> <a href="https://blog.isg-research.net/gdpr-business-or-technology-vendors-ready-or-not-1"> 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/data-science">Data Science</a>, <a href="https://blog.isg-research.net/topic/mobile">Mobile</a>, <a href="https://blog.isg-research.net/topic/sales">Sales</a>, <a href="https://blog.isg-research.net/topic/customer-analytics">Customer Analytics</a>, <a href="https://blog.isg-research.net/topic/customer-engagement">Customer Engagement</a>, <a href="https://blog.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://blog.isg-research.net/topic/marketing">Marketing</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://blog.isg-research.net/topic/data-governance">Data Governance</a>, <a href="https://blog.isg-research.net/topic/data-integration">Data Integration</a>, <a href="https://blog.isg-research.net/topic/data-preparation">Data Preparation</a>, <a href="https://blog.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://blog.isg-research.net/topic/contact-center">Contact Center</a>, <a href="https://blog.isg-research.net/topic/digital-technology">Digital Technology</a>, <a href="https://blog.isg-research.net/topic/digital-marketing">Digital Marketing</a>, <a href="https://blog.isg-research.net/topic/digital-commerce">Digital Commerce</a>, <a href="https://blog.isg-research.net/topic/cybersecurity">Cybersecurity</a>, <a href="https://blog.isg-research.net/topic/billing-and-recurring-revenue">Billing and Recurring Revenue</a>, <a href="https://blog.isg-research.net/topic/collaboration-for-business">collaboration for business</a>, <a href="https://blog.isg-research.net/topic/mobile-marketing">mobile marketing</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/beyond-digital-transformation-effective-technology-innovation-in-2018-1">Beyond Digital Transformation: Effective Technology Innovation in 2018</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/mark-smith"> Mark Smith </a> on 07 May 2018 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=200&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=100&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png 100w, https://blog.isg-research.net/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=200&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png 200w, https://blog.isg-research.net/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=300&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png 300w, https://blog.isg-research.net/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=400&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png 400w, https://blog.isg-research.net/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=500&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png 500w, https://blog.isg-research.net/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=600&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Advancing the potential of any business requires continuous improvement in the processes and technology that support it. Many companies have embraced attempts at a digital transformation, and it’s become a goal to which organizational resources and budgets have been dedicated around the globe. </div> <a href="https://blog.isg-research.net/beyond-digital-transformation-effective-technology-innovation-in-2018-1"> 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/data-science">Data Science</a>, <a href="https://blog.isg-research.net/topic/mobile">Mobile</a>, <a href="https://blog.isg-research.net/topic/sales">Sales</a>, <a href="https://blog.isg-research.net/topic/customer-analytics">Customer Analytics</a>, <a href="https://blog.isg-research.net/topic/customer-engagement">Customer Engagement</a>, <a href="https://blog.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://blog.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://blog.isg-research.net/topic/machine-learning">Machine Learning</a>, <a href="https://blog.isg-research.net/topic/marketing">Marketing</a>, <a href="https://blog.isg-research.net/topic/marketing-performance-management">Marketing Performance Management</a>, <a href="https://blog.isg-research.net/topic/mobile-technology">Mobile Technology</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/wearable-computing">Wearable Computing</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://blog.isg-research.net/topic/customer-service">Customer Service</a>, <a href="https://blog.isg-research.net/topic/data-governance">Data Governance</a>, <a href="https://blog.isg-research.net/topic/data-integration">Data Integration</a>, <a href="https://blog.isg-research.net/topic/data-preparation">Data Preparation</a>, <a href="https://blog.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://blog.isg-research.net/topic/contact-center">Contact Center</a>, <a href="https://blog.isg-research.net/topic/information-optimization">Information Optimization</a>, <a href="https://blog.isg-research.net/topic/product-information-management">Product Information Management</a>, <a href="https://blog.isg-research.net/topic/digital-technology">Digital Technology</a>, <a href="https://blog.isg-research.net/topic/digital-marketing">Digital Marketing</a>, <a href="https://blog.isg-research.net/topic/digital-commerce">Digital Commerce</a>, <a href="https://blog.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://blog.isg-research.net/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing</a>, <a href="https://blog.isg-research.net/topic/pricing-and-promotion-management">Pricing and Promotion Management</a>, <a href="https://blog.isg-research.net/topic/cybersecurity">Cybersecurity</a>, <a href="https://blog.isg-research.net/topic/billing-and-recurring-revenue">Billing and Recurring Revenue</a>, <a href="https://blog.isg-research.net/topic/workforce-optimization">Workforce Optimization</a>, <a href="https://blog.isg-research.net/topic/collaboration-for-business">collaboration for business</a>, <a href="https://blog.isg-research.net/topic/mobile-marketing">mobile marketing</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/onestream-delivers-financial-performance-management">OneStream Delivers Financial Performance Management</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 04 May 2018 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png?width=200&name=vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png?width=100&name=vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png 100w, https://blog.isg-research.net/hs-fs/hubfs/vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png?width=200&name=vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png 200w, https://blog.isg-research.net/hs-fs/hubfs/vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png?width=300&name=vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png 300w, https://blog.isg-research.net/hs-fs/hubfs/vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png?width=400&name=vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png 400w, https://blog.isg-research.net/hs-fs/hubfs/vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png?width=500&name=vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png 500w, https://blog.isg-research.net/hs-fs/hubfs/vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png?width=600&name=vr_NG_ERP_general_08_ERP_fragmented_in_large_companies.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> OneStream XF from <a href="https://onestreamsoftware.com/" rel=" noopener" target="_blank">OneStream Software</a> is a financial performance management (FPM) platform available on-premises or in the cloud. The company is a relative newcomer (it started in 2010) but its founders are industry veterans and it has a long list of referenceable customers. Being self-financed, it only recently began to raise its market profile. Its SmartCPM system consists of software for statutory financial consolidation, planning, forecasting, budgeting and reporting that’s used primarily by... </div> <a href="https://blog.isg-research.net/onestream-delivers-financial-performance-management"> 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/continuous-planning">Continuous Planning</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/hrms">HRMS</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://blog.isg-research.net/topic/sales-planning-and-analytics">Sales Planning and Analytics</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/oracles-modern-finance-experience-is-robotic-1">Oracle’s Modern Finance Experience is Robotic</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 02 May 2018 </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_27_finance_lags_innovation%281%29-1.png?width=200&name=vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png?width=100&name=vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png 100w, https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png?width=200&name=vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png 200w, https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png?width=300&name=vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png 300w, https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png?width=400&name=vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png 400w, https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png?width=500&name=vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png 500w, https://blog.isg-research.net/hs-fs/hubfs/vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png?width=600&name=vr_Office_of_Finance_27_finance_lags_innovation%281%29-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> After more than a decade of steady development, ERP systems today are changing fundamentally, facilitated by the availability of advances such as cloud computing, advanced database architecture, collaboration, improved user-interface design, mobility, analytics and planning. This was evident when Oracle recently held its third analysts-only ERP Cloud Summit in New York to coincide with its Modern Finance Experience event. Oracle now has an increasingly robust set of business applications that... </div> <a href="https://blog.isg-research.net/oracles-modern-finance-experience-is-robotic-1"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/erp">ERP</a>, <a href="https://blog.isg-research.net/topic/machine-learning">Machine Learning</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/robotic-process-automation">Robotic Process Automation</a>, <a href="https://blog.isg-research.net/topic/artificial-intelligence">Artificial intelligence</a>, <a href="https://blog.isg-research.net/topic/blockchain">blockchain</a>, <a href="https://blog.isg-research.net/topic/ai">AI</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" 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<a href="https://blog.isg-research.net/topic/chargebacks">chargebacks (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chart-of-accounts">chart of accounts (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chatbots">Chatbots (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chatter">Chatter (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chief-risk-officer">Chief Risk Officer (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chro">CHRO (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ci-cd">CI/CD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cicero">Cicero (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cincom">Cincom (2)</a> </li> <li style="display:none;"> <a 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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 Analytics (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hp">HP (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hp-neoview">HP Neoview (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hp-touchpad">HP Touchpad (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr">HR (56)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-analytics">HR Analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-management">HR Management (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-managementhrms">HR Management(HRMS) (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-research">HR research (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hr-tech">HR Tech (2)</a> </li> <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/iac">IaC (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/iasb">IASB (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm">IBM (73)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-business-analytics">IBM Business Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-db2">IBM DB2 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-predictive-customer-intelligence">IBM Predictive Customer Intelligence (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-spss">IBM SPSS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-watson">IBM Watson (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibp">IBP (4)</a> </li> <li style="display:none;"> <a 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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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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 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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 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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 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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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Different Shapes and Sizes", "mainEntityOfPage": "https://blog.isg-research.net/blockchains-come-in-different-shapes-and-sizes-1", "datePublished": "27/05/2018", "dateModified": "27/05/2018", "articleBody": "Blockchains are attractive because their built-in security and trust factors make them useful for almost all business interactions involving organizations and individuals. Blockchains have two basic functions. One is as a method for handling transactions involving property such as land deeds, trademarks or other assets. The second involves exchanges of data such as identities of individuals or businesses, the location of an object at a point in time or weather conditions. All interactions involving property or assets include the transfer of data as well, of course, but some blockchain use cases are informational only. Blockchain distributed ledgers are still in their infancy but it’s becoming clear that while there will be some core similarities (trust is inherent in a blockchain in that multiple nodes agree to any change to the ledger and the data in the ledger always is encrypted), their form will adapt to their purpose. Even immutability – a core characteristic – won’t be the same in all blockchains. There are two aspects to the immutability of records in blockchains: content and persistence. In all cases, the content of a blockchain record cannot be altered. To maintain their integrity, all blockchains use separate correction or nullification entries to adjust previous records just as accountants use adjusting entries. However, not every blockchain will retain every record forever. Initially, unlimited persistence of blockchain entries (temporal immutability) was considered an essential element of a trusted system. Now, it’s more accurate to say that the lifespan of the underlying assets or information will dictate the temporal persistence in a blockchain. Some blockchain records will be “forgotten” when all parties to the transaction agree to delete them. This is similar to the analog world, where records retention policy is determined by the nature of the information in the record. Guaranteed persistence in some blockchains – like those for land records, diamonds or currencies – is essential because the property or data represented in the blockchain is permanent and its ownership must be traceable over time. Very likely, all entries in unpermissioned blockchains also will be permanent because this will enhance their no-trust structures. Even allowing synchronized deletions would threaten their soundness and resistance to manipulation. However, other types of blockchain may not require permanence of entries. For example, transactions in general purpose commerce platforms or payment systems need only persist for as long it takes all sides of the transaction to agree that the contract between them has been satisfied. All parties will retain an electronic signature certifying the transaction because that’s all that’s required for handling disputes, just as a signature on a receipt is sufficient to prove a transaction took place. The same applies to business transactions where purchase orders and invoices have been executed and accepted. The record of the transaction itself has no practical value once its terms have been satisfied and all parties have consented to its completion. Moreover, retaining these records in a blockchain past their useful life is wasteful and burdensome for the blockchain host. When it’s operational a platform might easily record several terabytes of data every day. To paraphrase a quote about government spending misattributed to a long-dead politician: A billion bytes here, a billion bytes there and pretty soon you're talking about real money. Protections still exist. Saved electronic signatures from the parties attest that the contract has been fulfilled. While the transaction data no longer exists in the blockchain, it is retained on either side of the interchange (by correspondent banks, for example) for the benefit of the owner. Moreover, while maintaining ownership lineage of specific defined assets such as land is essential, it’s irrelevant for fungible goods such as money issued by a monetary authority and for goods and services exchanged between businesses and individuals where traceability isn’t required. It’s still early days for blockchain distributed ledgers so there’s much work to be done sorting out the issues that inevitably arise when new systems and processes are hatched. When they first were presented, blockchains were closely associated with cryptocurrencies. I’ve noticed that even people who understand that blockchains are more than bitcoin nonetheless have a narrow sense of the technology. It’s important, though, to recognize that as they evolve, blockchains will come in many shapes and sizes. They will share some limited, albeit crucial, characteristics (chiefly encryption, record immutability and functional persistence), but they won’t be all the same. Regards, Robert Kugel SVP Research", "image": { "@type": "ImageObject", "url": "http://research.ventanaresearch.com/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg", "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": "Workday Advances Technology Roadmap for Finance", "mainEntityOfPage": "https://blog.isg-research.net/workday-advances-technology-roadmap-for-finance-1", "datePublished": "21/05/2018", "dateModified": "21/05/2018", "articleBody": "Workday recently presented a technology summit for industry analysts. The presentations focused on Workday’s ongoing product advancements as well as its approach to employing emerging technologies. These technologies include artificial intelligence (AI) and machine learning (ML), robotic process automation (RPA) and bots utilizing natural language processing. Ventana Research uses the term “robotic finance” to refer to these technologies when used in the office of finance. In our view, they will have a profound impact on the nature of white-collar work over the coming decade. Financial management and ERP software vendors are focusing on these technologies because they will disproportionately affect finance and accounting departments: I estimate that their adoption has the potential to eliminate one-third of the accounting department’s workload within a decade. Workday’s current release (30) is exemplary of the accelerating pace of deployment in financial management systems of technologies that have been shaping the design of ERP. For example, Workday’s financial management system incorporates analytics and planning into its transaction processing system. In the past these were separate applications because of technology limitations. Combining transactions processing with planning and analytics means the system can provide more real-time performance information to executives and managers, enable a faster accounting close and speed budgeting and review cycles. Workday also continues to build out mobile capabilities to support a more on-the-go management style and in-context collaboration to reduce friction in business process execution. To improve the user experience Workday’s current release employs a fresher, more intuitive user interface design. Legacy screen layouts and process designs were the result of technology limitations that no longer exist. Moreover, today’s workforce is increasingly intolerant of poor design and prefers software that looks and behaves more like consumer applications. Workday’s Canvas Design system enables third-party and internal application developers to utilize the improved user interface and ensures that these applications retain the look and feel of the core ones. At the event the company also showed off “Workday Assistant,” a chatbot that’s designed to make it faster and easier for individuals to perform work (for instance, posting a transaction or kicking off an expense report). It also has the potential to accelerate new employee productivity because individuals can describe the process they want to execute without having to know the specific sequence needed to perform it. From a financial management standpoint, technology is enhancing the business value of ERP applications as companies adapt their business processes to take advantage of new capabilities. I use the term continuous accounting to describe an approach to running the finance and accounting function that embraces three main principles: Distributing workloads continuously across the accounting period (the month, quarter, half-year or year) to eliminate bottlenecks and optimize when tasks are executed Automating repetitive mechanical accounting processes in a continuous, end-to-end fashion to improve efficiency, ensure data integrity and enhance visibility into processes Establishing a culture of continuous improvement in managing the accounting cycle. Such a culture regularly sets increasingly rigorous objectives, reviews performance related to those objectives and makes addressing shortcomings a departmental priority. Workday’s financial management application is architected to support continuous accounting through its use of in-memory processing and its database structure. The structure supports a faster close because it facilitates distributing close-related workloads more evenly over the accounting period than legacy systems that require batch-mode processing. I’ve noted that ERP vendors like Workday have added analytics capabilities to complement the core functions of transaction processing and accounting. This is why Workday uses the broader term “financial management” to describe its offering. The company has been building out its Prism Analytics to provide self-service analytics capabilities to make it easier for users to obtain useful information directly from their system in real time. Our Office of Finance research finds that nearly half of companies (48%) say that it’s not easy to get information from their ERP system. One benefit of having analytics built into a financial or human capital management system is that it automates and therefore often speeds up the transformation of data into useful, digestible information. Our Next-Generation Finance Analytics benchmark research finds a large majority (86%) of companies saying that they have up-to-date data and respond to changes in business conditions in a coordinated fashion, compared to 38 percent in which most but not all data is current and just 19 percent of those whose data is not up-to-date. To facilitate the consumption of this data, Workday offers Livepages, which simplifies the process of assembling visual representations and narratives. Livepages are linked to live data so it’s relatively easy to update the numbers and charts of an already-created presentation. The company also will offer an enterprise spreadsheet tool, Worksheets, in the next release (due out in fall 2018) to make it possible to work with financial, planning and project data in a familiar grid environment while ensuring data integrity and control. The presentations also emphasized the company’s embrace of an open design philosophy that has two key aspects. One is its application programming interface (API) design philosophy, which provides external extensibility to enable adding complementary functionality to the core offering. The other is making it relatively easy for owners of the system to enhance functionality through a platform as a service (PaaS) that provides internally developed extensibility, enabling tasks such as kicking off a routine that either precedes or follows an existing Workday process. Both APIs and PaaS address the limitations of multi-tenant cloud offerings in that they facilitate the addition of functionality without affecting the core application, substantially reducing or eliminating the functionality-based barriers to adopting a multi-tenant ERP system. The ability to extend business processes through third-party applications or internally developed apps can streamline process execution and eliminate the need for the checks and reconciliations that are necessary when data is moved from one system to another using a spreadsheet. Even facilitating something as seemingly trivial as expense reporting is useful because that process is often a waste of time for those professionals who travel or must make ad-hoc purchases, as it is for the managers who must approve reimbursement and the back-office personnel who process the expense report. The presentation also covered benchmarking. One of the potential benefits of cloud computing is that it can enable vendors to provide customers with benchmark measures based on anonymized data from its customers. These can either be business performance measures such as costs and margins or employee-related measures such as compensation and turnover. As with any network effect, here the value of this service will be proportional to the number of companies that provide their data. Their current reticence to do so remains a bit of a stumbling block for many vendors. Much of the information is highly sensitive so companies must feel confident that their data will be sufficiently anonymous to be willing to opt into the process. It’s still early days for Workday’s benchmark services so it’s difficult to assess how successful its offering will be. Technology has the potential to have a greater impact on the management of finance and accounting departments over the next 10 years than has occurred since the beginning of the computer age six decades ago. That’s because until now technology has offered mainly incremental improvements while robotic finance technologies are potentially transformative. Despite the substantial boost that technology can provide to enhance efficiency and support more effective business processes, vendors face a significant challenge: Finance departments are a slow to change and traditionally have been technology laggards. Our research finds that half (51%) of those participating in our Office of Finance research fall into our lowest performance quartile and only one in 10 are classified as innovative. Finance departments must accelerate their adoption of technology in the coming decade and use automation to reduce administrative and compliance costs. CFOs are generally right to avoid the bleeding edge of technology because the risk of disrupting operations with unproven technology has not been outweighed by the potential for competitive advantage or substantially enhanced efficiency. Yet “robotic finance” isn’t futuristic: The technologies are already here and will evolve rapidly over the next five years, producing practical solutions to automate low-value departmental chores. More enlightened departments will become fast followers in technology adoption. Fast followers are neither innovators nor laggards; rather, they apply a strategy of quickly imitating the innovations of their competitors. Workday’s financial management offering has continued to evolve in its capabilities. This is reflected in the increasing number of larger organizations adopting it as their core financial transactions system. Workday’s success in continuing to harness the new technologies covered in the analyst summit to enhance the functionality, performance and ease of use of its software will be critical to its long-term market leadership, as other vendors are focusing investments in the same areas. Foundational technology elements such as natural language processing are near-commodities open to all organizations that can commercialize them with good ideas and fast execution. Workday recognizes the potential of the new technologies. However, its development organization will need to operate at a fast clip for the company to sustain a leadership role in the future. Regards, Robert Kugel SVP Research", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/vr_NG_Finance_Analytics_12_timely_data_supports_agility_updated.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": "GDPR: Business or Technology Vendors Ready or Not?", "mainEntityOfPage": "https://blog.isg-research.net/gdpr-business-or-technology-vendors-ready-or-not-1", "datePublished": "11/05/2018", "dateModified": "11/05/2018", "articleBody": "We are have arrived at the May 25, 2018 date when the European Union’s General Data Privacy Regulations (GDPR) become enforceable, following what has been a two-year transition period. Companies were given this time to put in place reasonable measures and the systems necessary to support the legislation’s wide-ranging personal data privacy requirements, which apply to any organization with more than 250 employees that serves EU citizens. While this regulation will apply in the EU, it has implications for any organization in the world that provides services involving the personal data of any EU citizen. This regulation covers the privacy of personal or professional data; it covers (but is not limited to) physical address, photos, email messages, medical information, sexual orientation, digital location and even IP addresses used. GDPR mandates that data be securely stored against theft and not shared without direct consent. To be in compliance with GDPR, organizations must have made sure they have taken reasonable privacy steps as outlined in the regulations. US citizens who are living and working in the EU are also protected while operating in these countries, which means that many companies outside the EU need to be aware of this regulation. Penalties escalate according to the seriousness of the violation but the fines can be as large as 4 percent of a company’s global annual revenue, not a trivial amount. And of course to that would be added public reaction to any data breach, which could have even larger deleterious effects by impacting brand and shareholder value. Any department that gathers, stores or uses data related to customers and their interactions should be aware of GDPR and its implications. This includes marketing and sales interactions as well as the billing for and accounting of products and services purchased. Organizations’ obligations start with the digital marketing systems that create a cookie to track and enable storage of an individual’s activities across the internet. Then there are digital commerce systems that hold data on customer interactions, as well as the calls and messages into contact centers that are recorded, in most cases without the consent mandated under GDPR. The GDPR regulation also mandates data portability, requiring that customers be able to move their data from one service provider to another. Organizations have historically not provided easy portability, as enabling a customer to move to a competitor is not a priority for many organizations. Beyond any business disinclination, though, making data portability a reality requires that organizations have the ability to receive and track electronic requests to extract personal data and then deliver it in a secure digital form. With typical currently used technology this is not easily accomplished. Another critical aspect of GDPR is its mandate that a customer have the right to request erasure of his or her data in the case of a violation. My analysis and discussions with a range of application providers indicate that there is a lack of administrative capability for deleting specific customer data from a system. Doing so would mean not just removing the data from an operational system but also from any other location or system to which the data has been copied or transformed and migrated, including analytics tools or backup systems. This makes for a complicated set of steps to erase customer data, particularly if it has been distributed across dozens of systems or copied into others for review and analysis. Copies of customer data that are extracted from operational systems, enriched and stored in data warehouses, data lakes and analytics systems pose a large challenge, as organizations now must ensure that the data is not shared in ways that violate GDPR. These data management or big data environments can be less secure, increasing the danger that the customer data can be shared or stolen. It is also the case that copies of customer data from the EU into other countries like the US have to follow the same level of compliance with GDPR. Based on my observation, business and IT professionals in these areas have not sufficiently thought through the GDPR implications of their current operations and where better data governance needs to be applied to ensure proper security and control. Clearly, organizations will need to make changes to be in compliance with GDPR – compliance that likely will require specific technological capabilities in the systems that support business processes. The regulations are about ensuring process and preventing disclosures, which in this day and age is not possible without technology that can monitor and track issues. GDPR also requires a data protection officer, which in the U.S. frequently is called a chief information security officer. This needs to be a role or team dedicated to maintaining data privacy policies and processes, readily providing information when violations or data breaches occur. While it’s important to have a responsible party, this is just one small part of what an organization will need to do. Compliance will require a digital transformation of currently used technologies and, most importantly, of the architectures used in the IT organization. This is no easy task because it impacts the way that almost every employee operates across applications. It is also not easy because the vast majority of applications and systems organizations now use are rented from third-party (software-as-a-service or outsourcing) providers, which often means there is less access and control, complicating compliance with GDPR. But the difficulty notwithstanding, securing data and in many cases masking or encrypting it is an important step forward that must be part of the data management practices that organizations assess and adopt. Organizations that today ask their cloud-computing or third-party provider to encrypt their customer data or extract or erase a specific customer’s dataset will likely find that the vendor cannot do so because it isn’t prepared to help customers with GDPR. And many organizations using digital system logs as an auditing reference will find that those system logs are not able to identify every copy extracted from online systems. The implications of GDPR will extend even further as customer interactions with businesses shift to conversational interactions through devices like Amazon’s Alexa. When Amazon is monitoring your conversation for your personal or business needs, how is that data secured and what level of detail is stored in various systems? Is your personal data derived from monitored conversations being transmitted securely across the multiple technologies involved? Businesses need to understand and address these issues to ensure limited risk of exposure under the new regulation. While in the US some aspects of personal information are protected under consumer and data privacy guidelines from the Federal Trade Commission’s (FTC) Bureau of Consumer Protection, data privacy standards in the country are woefully lacking. The conversation within business concerning data privacy has lacked much depth, nor has the FTC provided any useful guidance. Self-regulation hasn’t worked well, yet the onus remains on organizations to get motivated and examine their methods of securing data in their enterprise. When I have asked technology suppliers who provide analytics and data-related systems how they are helping their customers with advancements in their tools to better comply with GDPR, the majority have said, “Our customers are not asking us for improvements for compliance to GDPR.” This reflects a general lack of engagement, but is not by any means an excuse; it should be the responsibility of the technology provider to enable compliance. The requirement for “reasonable efforts” toward compliance encompasses a wide range of possible steps for organizations to take to ensure they are ready to comply with GDPR. But market research has shown that a majority of organizations are unprepared to truly be in compliance. My analysis finds the same: The majority of the software companies supporting organizations that collect, use and share personal customer information have not taken enough steps to properly support privacy guarantees for their customers. Your organization can ensure compliance with GDPR by immediately undertaking an examination of the storage and use of customer data across the company. You will also need to assess technology vendors that handle your customers’ data in any form to determine if they are ready to support GDPR requirements. Eliminating risk points will require that you first examine the people and systems that interact with customer data. If you do not, just one accident or mistake could produce quite dire impacts on your organization – and your career. Regards, Mark Smith CEO and Chief Research Officer Follow Me on Twitter and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://research.ventanaresearch.com/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://blog.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Beyond Digital Transformation: Effective Technology Innovation in 2018", "mainEntityOfPage": "https://blog.isg-research.net/beyond-digital-transformation-effective-technology-innovation-in-2018-1", "datePublished": "07/05/2018", "dateModified": "07/05/2018", "articleBody": "Advancing the potential of any business requires continuous improvement in the processes and technology that support it. Many companies have embraced attempts at a digital transformation, and it’s become a goal to which organizational resources and budgets have been dedicated around the globe. But this goal is also a moving target. Pursuing it involves a transition from software that operates on-premises to software residing in a cloud computing environment, of course, but also a migration to business tools and applications that operate both more efficiently and more universally – that operate, in short, much like the apps on mobile devices, which themselves are rapidly evolving. Thus, digital effectiveness requires more than simply picking cloud- and mobile-based applications; it requires embracing a nimble strategy that not only incorporates but goes beyond digital transformation to include the discovery and deployment of innovations that help organizations operate more intelligently. This is more easily said than done. In fact, our company asserts that by 2021, only 50 percent of organizations will have transformed their business processes to be not only more automated but more intelligent. Consider: Has your organization begun to look at providing customer interactions as conversational experiences like those available on Alexa, Cortana and Siri? Or new communication mediums that can simplify the interactions of both your employees and customers with your applications? Most importantly, have you embedded intelligence into your applications to support the interactions? There are a number of critical digital technology innovations that your organization should consider as part of any new investments to ensure that you are gaining ground in the seismic shifts in computing. Organizations that don’t do so risk missing out on opportunities and being left behind by competitors. Artificial intelligence (AI) and machine learning (ML) have of late become a major focus of business technology marketing. AI and ML are computing technologies designed to process information in much the way humans do but with greater accuracy and precision to support making better decisions and taking optimal actions. However, effectively integrating AI and ML into an organization requires focusing on a data and analytic foundation that can sustain the computational and algorithmic processing that’s involved. While most of the uses we see from business application providers of AI and ML are centered on prioritizing recommended actions, AI’s true potential is yet to be realized. AI and ML should help guide and provide information and education to improve an organization’s business processes, enabling more autonomous digital operations where possible. Furthermore, the technologies themselves are changing, with for example the introduction of natural language processing capabilities that present information and process interactions with underlying applications in normal language, easing the challenge of machine-originated conversation and engagement with the workforce and even customers. There will inevitably be missteps on the road to seamless use of these technologies. We believe that by 2020 more than one global 2000 organization will experience a major loss caused by the incorrect application of artificial intelligence or machine learning. To ensure that that doesn’t occur in your organization, we urge organizations now to take a hard look at all aspects of products incorporating AI and educate their decision-makers to ensure appropriate prioritization, due diligence and focus on value. Analytics technology continues to be a critical digital innovation but unfortunately many organizations have lacked the business and technological skills to make analytics actionable, let alone easy to understand. Technology vendors’ fixation on sophisticated visualization as a core feature has come with costs, as the iterative discovery process offered in current analytics tools does not deliver the simplicity needed; many current offerings lack the personalization, presentation and collaboration capabilities that are needed to effectively notify and engage workers to act. In our view, advancing the business functionality of this technology will require the displacement of current providers by new ones that move beyond merely presenting dashboards of charts. That’s not to deny the role of visual discovery, but typically only a small fraction of people in the organization fully understand it as the literacy required is not standard across lines of business. Users should not have to educate themselves; rather, the analytics should be presented in a natural language or other accessible form. By 2021, two-thirds of analytics processes will no longer simply discuss what happened and why; instead, they will also prescribe what should be done. Technology vendors are now beginning to embed and use natural language and collaboration capabilities in their tools to help organizations mobilize a larger part of the workforce more intelligently, inspiring them to take action instead of just observe. Blockchain technology, which ensures the secure interconnection of systems and data, is an essential part of the state of frictionless computing (where systems are interconnected and securely operate without human intervention) that organizations need to reach to be effective in the coming decade. As organizations look to be more efficient in their business processes, all integration across organizational boundaries must be automated in a way that has not been possible in the past. And of course, data must be secure. Organizations will not be able to survive competitively or efficiently merely transmitting data across the network and internet; they will need to manage it in a manner that can assure far less risk and far fewer human errors than we have seen in the past several years. Distributed database computing has evolved over the last decade to the point it is now a requirement in this age of real-time and interconnected business. By 2021, one-quarter of organizations will be using blockchain databases and those that do not will find themselves becoming increasingly inefficient and at risk of security breaches or human errors. In 2018, database companies’ technological advancements are helping enable this next generation of computing and should be part of what organizations examine to advance the interoperability of businesses with their partners and customers. Collaboration for business to enable workers to interact and communicate efficiently and effectively has long been on the list of organizations’ productivity improvements. In recent years, however, it has become a higher-priority component of business applications to improve education and the quality of decision-making. Providing the workforce with a supportive environment for collaboration is essential. Collaboration is particularly important in making analytics actionable and we assert that by 2020, collaboration will become a standard feature of three-quarters of data and analytics processes in much the same way that visualization is now part of analytic processes. Overall, contextualized collaboration within business applications and tools can help expedite task completion. In addition, collaboration should also support companies’ regular, ongoing tasks, activities and projects. Organizations that today don’t facilitate collaboration within and across business processes and applications will find themselves growing increasingly inefficient both internally and externally. Cybersecurity has become an essential digital innovation over the last several years; it adds a layer to the broad security issues across technology that have challenged organizations for decades. Today it is essential that organizations both ensure minimal risk in every business process and protect intellectual assets. While many organizations have relegated this responsibility to a security team or a specific role such as the chief information security officer (CISO), the reality is that every functional area of a business has a responsibility to ensure that it protects all of its assets, technologies and processes. The issue is not just the hacker who finds a way through the network or a phishing incident that passes hidden control of a computer to an outside authority. Spreadsheets or standalone tools that aren’t governed by security protocols can pose huge risks. This obligation to protect data is even larger now that the European Union has introduced the General Data Protection Regulation (GDPR), set to take effect in May 2018. GDPR demands that companies make reasonable efforts to secure customers’ personal information from being exposed to parties who do not have the authority to access or process it. This regulation applies to all EU citizens no matter where they live or visit as well as U.S. citizens operating in the EU; it is a stark reminder that the processes and systems any business uses around the world need to be managed appropriately. In our view, by 2020 more than half of organizations will have publicly acknowledged that a lack of investment resulted in cyber-breaches that were material and involved a loss of sensitive customer information. We need only look at recent massive incidents at Equifax and Facebook – where tens of millions of consumers’ personal information was stolen or used without permission – to see how critical this issue has become. No matter the sophistication of the organization, breaches can occur that can impact the financial status and brand reputation of an organization. In 2018, businesses need to understand their responsibilities where the privacy and security of data is concerned. Furthermore, they would do well to view regulations such as GDPR as a means to improve the governance and operations of the data they utilize and for which they are held responsible. Data is part of every business process and at the heart of finding value in your analytics and efficiency in your applications; it is also the foundation for any worthwhile AI and ML effort. Organizations should cut through the marketing hype on investing in data and skilled workers by examining innovative investments. The right choice can make possible the efficient management of data, including its security and storage, in a cost- and resource-effective manner. Focusing more closely on data, addressing its preparation, governance and quality, are essential for it to yield full value. This requires that data and derived information assets be managed much like physical libraries of the past, with catalogs and librarians responsible for maintenance, enrichment and even proper utilization. This type of approach balances technology with methodical management processes, particularly where business applications operate across on-premises and cloud-computing environments. It is also important that the elements of data are easily interconnected in real time. Messaging-as-a-service (MaaS) methods facilitate efficient processing and alongside the Internet of Things (IoT) the integration of data through synchronization and migration of data among digital technology investments. By 2021, more than half of organizations will be using distributed cloud-based databases. Today, organizations should be establishing or improving their focus on the proper management and utilization of data. Internet of Things is impacting the nature of the digital technologies that are shaping the way people live and do business today. Enabling a physical asset to provide real-time data can help guide not the just the operations of that asset but also how it can best be utilized and when it will need to be serviced. We see this all around us today, from cars to the devices in our home, from TVs to mobile tracking devices that are associated with machinery such as lights and elevators and technology that detects the movement of people within a room. Also, advances in wearable computing are instances of IoT that can track location and status. Using IoT, a significant volume of information can be streamed, processed and stored, acted on or discarded, which will require us to rethink the nature of real-time information across the internet and discover the edge where “things” operate. By 2020, we believe, analysis of streams of IoT event data will be a standard component of nearly all big data deployments. Given that, what’s most important in 2018 is to assess how your organization uses the real-time information IoT provides to advance the digital effectiveness of its products and interactions with your customers, employees and systems. Natural Language Processing (NLP) and the bots that incorporate it are a critical innovation that is altering humans’ interactions with devices and the underlying connected systems and applications. NLP enables a conversational experience for people, whether through voice or chat, that can streamline access to information. This represents a critical step in shifting from keyboard-and-mouse-based interactions to ones that are more natural for human beings. NLP is also important for its potential to enable us to better understand the status of systems or situations that need to be addressed. Many bots currently in use rely on NLP technology to enable a more conversational approach, making possible more efficient interactions and a clearer understanding of outcomes. Our assertion is that by 2021, half of organizations will expect natural language and conversational experiences to be part of every business application. In 2018, any evaluation of business applications and digital technology should include NLP to ensure the processing and conversational experience is on the vendors’ roadmap by 2020. In summary, all of these opportunities to apply digital innovation require organizations to change their thinking and priorities on what deserves assessment and investment. Transforming business with digital technology should deliver value that is visible to the business. I have seen organizations undertake two- to three-year projects that lock up resources and budgets that consume the majority of the business cycles. For most organizations, this happens because of the lack of a well-defined and balanced strategy. For a transition plan to work, the projects and activities must be managed in a way that focuses on work and resource management. Enabling digital innovation requires managing a portfolio of projects so that the alignment of the value they deliver helps advance the business’s competitiveness and its ability to achieve required outcomes. Organizations should examine digital technologies that enrich employee and customer experiences, not just those that increase the efficiency of business processes. They must optimize data, information and analytics for use in machine learning and AI to have the precise guidance and recommendations that the latest technology vendor innovations promise. Building an effective business case that prioritizes benefits and time to value is not difficult if all aspects of proposed projects are properly assessed and examined. If you want to learn more on this essential topic of moving beyond digital transformation and monetizing digital innovation in 2018 for business, check out my on-demand webinar that provides further discussion on the topic. Regards, Mark Smith CEO and Chief Research Officer Follow Me on Twitter and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://blog.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "OneStream Delivers Financial Performance Management", "mainEntityOfPage": "https://blog.isg-research.net/onestream-delivers-financial-performance-management", "datePublished": "04/05/2018", "dateModified": "04/05/2018", "articleBody": "OneStream XF from OneStream Software is a financial performance management (FPM) platform available on-premises or in the cloud. The company is a relative newcomer (it started in 2010) but its founders are industry veterans and it has a long list of referenceable customers. Being self-financed, it only recently began to raise its market profile. Its SmartCPM system consists of software for statutory financial consolidation, planning, forecasting, budgeting and reporting that’s used primarily by midsize and larger corporations, including large multinationals with complex ownership structures. Designed as a platform, OneStream XF fits into the company’s strategy to offer an array of financial applications developed by itself or third-parties that use a single authoritative source of data. OneStream’s strength is its consolidation system. In accounting, consolidation is the process of combining the financial results of two or more subsidiary companies into the financial results of the parent company. It is referred to as “statutory consolidation” because the methods used to combine the results are codified in accounting standards. Almost all midsize and larger corporations are made up of multiple legal entities and therefore must perform a consolidation as part of their periodic accounting close. The consolidation process is complicated when subsidiaries or divisions use different software applications. Our Next-Generation ERP research found that more 69 percent of larger companies have multiple ERP systems; more than one-quarter (27%) have four or more. The consolidation process becomes even more complicated when there are complex ownership structures, for example, where there are cross-ownership relationships such as when two companies own shares in one another, or when a corporation owns only part of an entity but is required to consolidate the shareholding in its financial statements. This happens when a company effects a partial spin-out of a division or has a joint venture with another corporation. Software that performs consolidation accounting has been around since the 1980s, so the category’s basic functionality has long since been commoditized. For larger companies, the most important characteristic of the system is its scalability, which is needed to address changes in the size and complexity of the organization as well as the number of users. Beyond that, corporations should be looking at the total cost of buying, implementing and maintaining the system as well as its flexibility in addressing their specific requirements. OneStream’s consolidation system provides the capacity to handle large numbers of disparate general ledgers and the ability to comply simultaneously with US-GAAP and IFRS accounting standards. Companies evaluating consolidation software may find that OneStream is easier and less costly to implement than alternatives. And because of its flexibility, it may be easier and less expensive to adapt to evolving requirements over time. Because the consolidation system holds the accounting records of a corporation, it provides authoritative data for financial reporting and analysis. And because the financial structures and business hierarchies in the consolidation system are also useful for business planning, OneStream XF serves as a platform that supports these planning processes. Its SmartCPM system performs budgeting, forecasting and business planning (OneStream partners offer sales, headcount, cash flow and capital expenditures tools). Reporting of actuals-versus-plans and budgets is simplified because the system works from a single set of up-to-date authoritative data. Furthermore, the software’s multidimensional data structure offers extensible dimensions. This enables organizations flexibility in the scope of business (not just financial) data that it uses for analysis and reporting and in how they structure reports and dashboards and organize users’ ability to drill down and around the data in the system. The software also simplifies the management of allocations and supports driver-based planning and rolling-quarter forecasting. OneStream is offered in a single- or multi-tenant cloud configuration. Some companies prefer the former in order to address concerns about security or scalability. Some corporations see scalability as an issue because consolidation systems’ peak consumption of computing resources takes place within several days of the end of the month or the quarter. The market for financial performance management software is mature and crowded and buyers have an abundance of choices when it comes to consolidation, planning, forecasting, budgeting and reporting software. The size of a company’s software budget is a leading factor in selecting from the long list of vendors; Ventana Research recommends that buyers embrace a TCO approach that considers as well the ongoing costs of supporting, upgrading and adapting the system. As important as cost, though, is understanding the full capabilities of the software package and how these features can be applied to improving core financial performance management functions. Often, corporations replace their consolidation system only when its performance is unsustainably poor or previous modifications have been so extensive that the cost of moving to a newer release merits examining other possibilities. However, a more modern consolidation package might make it feasible to shorten the close process, especially if the software enables a company to adopt a continuous-accounting approach to managing its accounting cycle. Our research found that only 40 percent of companies can complete their close within six business days. The generally accepted benchmark is that this should be accomplished within one business week of the end of the period. The research also confirmed a correlation between how soon a company completes its close and the timeliness of the information the finance organization provides managers and executives: 75 percent of organizations that complete their close within two days of the end of the period can provide necessary and timely information, compared to just 20 percent that close in seven or more business days that can do the same. Similarly, organizations that want to replace desktop spreadsheets for budgeting with a dedicated application often focus on addressing the difficulties imposed by spreadsheets rather than on how software can increase the value of corporate planning processes by improving their accuracy and agility. For example, dedicated planning software can facilitate the integration of departmental planning processes such as sales and headcount planning with financial planning and budgeting by having these functions share a common database. Our Next-Generation Planning benchmark research confirms that organizations that integrate these usually siloed departmental planning processes have planning processes that work better: Two-thirds (66%) of those that directly link all planning information from business units have a planning process that works well or very well, compared to 40 percent that copy planning data and just one-fourth that have little or no connection. I recommend evaluation of OneStream by finance and accounting organizations that are considering replacing their financial consolidation system, especially larger organizations and those that have complex ownership and financial reporting requirements. Companies that find they must perform a major upgrade to their existing consolidation system should evaluate the time and cost of such an upgrade versus replacing it with OneStream as a consolidation system. 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_NG_ERP_general_08_ERP_fragmented_in_large_companies.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": "Oracle’s Modern Finance Experience is Robotic", "mainEntityOfPage": "https://blog.isg-research.net/oracles-modern-finance-experience-is-robotic-1", "datePublished": "02/05/2018", "dateModified": "02/05/2018", "articleBody": "After more than a decade of steady development, ERP systems today are changing fundamentally, facilitated by the availability of advances such as cloud computing, advanced database architecture, collaboration, improved user-interface design, mobility, analytics and planning. This was evident when Oracle recently held its third analysts-only ERP Cloud Summit in New York to coincide with its Modern Finance Experience event. Oracle now has an increasingly robust set of business applications that reside in the cloud and a growing list of live customers – large and midsize – from a range of industries across the world, both of which were offered as part of the here-and-now technology theme at the event. This being a gathering of IT analysts, the summit also emphasized Oracle’s future technology direction, which includes four familiar items: artificial intelligence (AI) and machine learning, blockchain distributed ledgers, bots and robotic process automation. Technologies such as these are beginning to change the familiar landscape of ERP and, more generally, business computing in at least three respects. First, they will alter the mission of the finance organization and the role of the CFO more profoundly over the next 10 years than technology has over the past 50. Their impacts will change the Office of Finance and its relationship with the rest of the organization. However, the adoption of these technologies will be uneven: High-performing finance organizations will be the early adopters and demonstrate the feasibility and value of using these new technologies to support a transformation of the finance function. But many CFOs will struggle to match their performance. Our Office of Finance research confirms that a majority of finance organizations are laggards when it comes to departmental performance: 51 percent of organizations operate at the lowest tactical level of performance while only 10 percent are at the highest innovative level. Second, the rapid evolution of information technology means that finance organizations must change their approach to adopting technology. In the past, a wait-and-see attitude often was warranted. On-premises software advanced slowly because orchestrating major releases was complex and extensive customizations made it hard for customers to implement these new releases. This leisurely approach aligned well with the department’s typically conservative practices. Today, the increasing adoption of cloud-based software makes it easier for vendors to make a steady stream of incremental improvements without having to contend with a multitude of customized environments. CFOs don’t have to embrace a bleeding-edge approach to be successful in this new environment, but they must accept the view that being able to quickly exploit technology is a core competence of their department. As I’ve noted, departments today must develop a “fast-follower” approach to technology adoption to operate as efficiently as possible and to be able to extend the scope of the department so it is a more strategic partner with the rest of the company. Third, the ability of vendors to find ways to apply artificial intelligence, blockchains, bots and robotic process automation to business applications is likely to result in greater product differentiation than has existed in the past two decades. Oracle’s shift to cloud ERP is in full swing. The company stated that it has more than 5,000 cloud ERP customers (excluding NetSuite users), up 47 percent from a year earlier. Of those, 2,100 have the Oracle products deployed and in use. More than half of all its cloud ERP customers were not previously Oracle ERP customers. The company also stated that 24 percent of its ERP customers have its human capital management software and more than one-third (35%) are using its platform-as-a-service (PaaS). The last figure is significant because I view the strength of its PaaS offering as a competitive advantage as companies augment the core Oracle functionality with customizations relevant to their businesses. The presentations also emphasized the scope of Oracle’s cloud presence in a wide range of business applications, including human capital management, supply-chain management, procurement, logistics, planning and budgeting, risk management and project management. Oracle’s sales of its cloud ERP software are following a classic adoption pattern that is reminiscent of client-server ERP. Organizations are testing the technology in a risk-minimization mode. In the early days of client-server computing, human resources management systems often served as the test bed because while this type of system is business-critical, it is a less complex undertaking than implementing an ERP system and it also can tolerate short-term outages. In moving to the cloud, larger corporations for the most part are taking a conservative approach by testing it in subsidiaries rather than core ERP. Early-adopter companies that I’ve interviewed regard the long-term benefits of cloud computing as outweighing short-term costs of adjusting some of their processes to work with the software. The benefits consist chiefly of some combination of a lower total cost of ownership, better performance, greater security and being able to refocus IT efforts from maintenance to strategic initiatives. And as was the case in the early days of client-server, those adopting the cloud are more focused on achieving better business results with technology than on replacing an obsolete or poorly performing system. As this successful cohort of adopters demonstrates the value of moving to the cloud and reduces the perceived risk of doing so, it continues to move business closer to the point where companies facing the necessity of replacing their core ERP system see as much risk in implementing an on-premises system (for fear that they’re buying an obsolescent technology) as in moving a business-critical system to the cloud. That noted, I expect that companies will continue to replace their existing ERP systems only when the state of that software threatens their ability to handle daily business activities. The cost and disruption entailed in changing ERP software is such that it’s done infrequently. Our research shows that the average age of the core ERP systems is seven years. However, in coming years replacement may accelerate if vendors can provide compelling reasons to replace existing software sooner. As to its future roadmap, Oracle, like many software vendors, emphasized the promise that emerging technologies have for the finance function. “Robotic Finance” is a term that I use to describe the integration of machine learning and artificial intelligence (AI), blockchains, RPA and bots into a full range of finance processes. (You can find my webcast on this topic here.) These four “robotic” technologies already are in use, albeit some in a limited fashion. Finance organizations use RPA to automate data movements and simple tasks as well as orchestrate more complex processes involving multiple systems such as the accounting close. Bots have multiple uses for the finance function, for example as a user interface to facilitate voice interactions with financial systems. Even though establishing the foundational elements is still underway, blockchain is already demonstrating the wide range of uses to which it can be applied. Machine learning and artificial intelligence will redefine white-collar work, especially accounting. Oracle is well positioned to be a leader in applying robotic technologies to business applications. Moreover, currently Oracle has a broad portfolio of business applications that will enable it to amortize its investments in advanced technologies over a potentially larger set of customers. For now, though, the technologies have not yet advanced to the point where they offer significant capabilities and therefore points of differentiation that influence companies’ buying decisions. Oracle’s ability to offer a “full stack” of a technology infrastructure and applications in the cloud –servers and storage, database and middleware, and business applications – provides it with competitive advantages. One is that it will appeal to organizations that want to purchase full suites of software from a single vendor. Although our Office of Finance research finds that the market is divided on the issue of buying suites versus individual applications (sometimes referred to as “best of breed”), more prefer full suites (42%) than individual applications or “best of breed” (27%). An important source of differentiation in Oracle’s cloud offering, and its second competitive advantage, is its Adaptive Intelligent Applications approach. Adaptive Intelligent is Oracle’s label for its applications that marry third-party data with real-time analytics as well as machine and behavioral learning. “Adaptive” means that the applications can mold to how organizations behave rather than forcing users to adjust to how the software works. The objective is to embed in its business applications situational awareness that simplifies how individuals perform tasks and provides executives, employees and customers with recommendations tailored to their specific needs in the immediate context. This approach utilizes a key advantage of cloud applications: Vendors are able to bring their expertise and economies of scale to bear in expanding the scope of their services to provide capabilities that, for cost or other practical reasons, most customers couldn’t duplicate on their own premises. Oracle’s ERP Cloud Summit demonstrated the company’s progress in transitioning its ERP software business to the cloud and in making available robotic technologies that have the potential to transform finance organizations in the coming decade more substantially than has been the case over the past century. All the use cases presented at MFE and the analyst summit highlight practical advantages and many may well be available within five years. However, Oracle will need to demonstrate more precisely how it’s going to deliver on that promise. And Oracle, like all vendors, will need to show that its offerings and services are so compelling that it will be able to overcome the traditional unwillingness of finance and accounting organizations to change. 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_27_finance_lags_innovation%281%29-1.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 data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '4697', pageId: '3884418273', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "e0c77a8b3404178a6e1eebd1d9935ddf", css: '', target: '#hs_form_target_module_1552944263900179', contentType: "listing-page", formsBaseUrl: '/_hcms/forms/', formData: { cssClass: 'hs-form stacked hs-custom-form' } }; 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