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Robert Kugel's Analyst Perspectives | Cloud Computing

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"> <br> <h1 class="analyst-header-title">Robert Kugel's Analyst Perspectives</h1> <!-- <h1><span id="hs_cos_wrapper_name" class="hs_cos_wrapper hs_cos_wrapper_meta_field hs_cos_wrapper_type_text" style="" data-hs-cos-general-type="meta_field" data-hs-cos-type="text" >Robert Kugel</span>123tests</h1>--> </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div> <!-- class="blog-index" --> <!----> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/epicor-enriches-vertical-plus-approach-for-growth">Epicor Enriches Vertical-Plus Approach for Growth</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">10 January 2023 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png?width=200&amp;name=Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png?width=100&amp;name=Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png?width=200&amp;name=Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png?width=300&amp;name=Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png?width=400&amp;name=Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png?width=500&amp;name=Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png?width=600&amp;name=Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Vertical strategies for enterprise resource planning systems are not new. They emerged more than two decades ago as vendors looked for ways to reduce costs and shorten time-to-value in a software category that was notorious for high costs and extended timelines. A vertical-plus strategy – the plus means it’s a <a href="https://robertkugel.ventanaresearch.com/the-promise-and-perils-of-a-platform-strategy" rel="noopener" target="_blank"><span style="text-decoration: underline;">platform</span></a>, not just an application – takes advantage of recently available technology to extend the ease of implementation and maintenance of the system by having deeper integration with...</p> </div> <a href="https://robertkugel.isg-one.com/epicor-enriches-vertical-plus-approach-for-growth"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance</a>, <a href="">AI and Machine Learning</a> <hr> </div> <!----> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/financialforce-serves-the-modern-service-business">FinancialForce Serves the Modern Service Business</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">10 December 2018 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png?width=200&amp;name=AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png?width=100&amp;name=AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png?width=200&amp;name=AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png?width=300&amp;name=AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png?width=400&amp;name=AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png?width=500&amp;name=AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png?width=600&amp;name=AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span style="text-decoration: underline;"><a href="https://www.financialforce.com/">FinancialForce</a></span><span> offers cloud-based ERP and professional services automation (PSA) software. The company targets midsize and larger services companies, especially those that provide professional services (such as consultants or field service organizations), subscription-based or recurring revenue services. FinancialForce’s key point of differentiation is that it is built natively on the Salesforce platform. Thus, CRM data is already located on the same platform as accounting and back-office data...</span></p> </div> <a href="https://robertkugel.isg-one.com/financialforce-serves-the-modern-service-business"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/sales">Sales</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/recurring-revenue">Recurring Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/billing-and-recurring-revenue">Billing and Recurring Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/revenue-recognition">revenue recognition</a> <hr> </div> <!----> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/workday-to-acquire-adaptive-insights">Workday to Acquire Adaptive Insights</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">01 July 2018 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/vr_NGBP_02_integrated_planning_works_better_update-8.png?width=200&amp;name=vr_NGBP_02_integrated_planning_works_better_update-8.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/vr_NGBP_02_integrated_planning_works_better_update-8.png?width=100&amp;name=vr_NGBP_02_integrated_planning_works_better_update-8.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/vr_NGBP_02_integrated_planning_works_better_update-8.png?width=200&amp;name=vr_NGBP_02_integrated_planning_works_better_update-8.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/vr_NGBP_02_integrated_planning_works_better_update-8.png?width=300&amp;name=vr_NGBP_02_integrated_planning_works_better_update-8.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/vr_NGBP_02_integrated_planning_works_better_update-8.png?width=400&amp;name=vr_NGBP_02_integrated_planning_works_better_update-8.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/vr_NGBP_02_integrated_planning_works_better_update-8.png?width=500&amp;name=vr_NGBP_02_integrated_planning_works_better_update-8.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/vr_NGBP_02_integrated_planning_works_better_update-8.png?width=600&amp;name=vr_NGBP_02_integrated_planning_works_better_update-8.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Workday will acquire Adaptive Insights for $1.55 billion in cash, with the transaction scheduled to close in the third quarter of this year. The combination adds Adaptive Insight’s well-developed cloud-based financial performance management software to Workday’s workforce and financial management suite. Workday says Adaptive will operate as a standalone business and continue with its current product strategy.</span></p> </div> <a href="https://robertkugel.isg-one.com/workday-to-acquire-adaptive-insights"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a> <hr> </div> <!----> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/blockchains-come-in-different-shapes-and-sizes">Blockchains Come in Different Shapes and Sizes</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">27 May 2018 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg?width=200&amp;name=AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg?width=100&amp;name=AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg?width=200&amp;name=AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg?width=300&amp;name=AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg?width=400&amp;name=AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg?width=500&amp;name=AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg?width=600&amp;name=AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>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&nbsp;<span style="text-decoration: underline;"><a href="https://robertkugel.ventanaresearch.com/self-describing-data-powers-b2b-blockchain-distributed-ledgers-1">exchanges of data</a></span> such as identities of individuals or businesses, the location of an object at a point in time or weather conditions. All interactions...</span></p> </div> <a href="https://robertkugel.isg-one.com/blockchains-come-in-different-shapes-and-sizes"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science</a>, <a href="https://robertkugel.isg-one.com/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-one.com/topic/marketing-performance-management">Marketing Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/data-governance">Data Governance</a>, <a href="https://robertkugel.isg-one.com/topic/data-integration">Data Integration</a>, <a href="https://robertkugel.isg-one.com/topic/data-preparation">Data Preparation</a>, <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://robertkugel.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce</a>, <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations &amp; 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://robertkugel.isg-one.com/workday-advances-technology-roadmap-for-finance">Workday Advances Technology Roadmap for Finance</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">21 May 2018 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=200&amp;name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=100&amp;name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=200&amp;name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=300&amp;name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=400&amp;name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=500&amp;name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=600&amp;name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>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&nbsp;<a href="https://robertkugel.ventanaresearch.com/welcome-to-the-age-of-robotic-finance">“<span style="text-decoration: underline;">robotic finance</span>”</a> to refer to these technologies when used in the office of finance. In our view, they...</span></p> </div> <a href="https://robertkugel.isg-one.com/workday-advances-technology-roadmap-for-finance"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science</a>, <a href="https://robertkugel.isg-one.com/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-one.com/topic/machine-learning">Machine Learning</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a> <hr> </div> <!----> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/oracles-modern-finance-experience-is-robotic">Oracle’s Modern Finance Experience is Robotic</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">02 May 2018 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg?width=200&amp;name=AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg?width=100&amp;name=AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg?width=200&amp;name=AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg?width=300&amp;name=AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg?width=400&amp;name=AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg?width=500&amp;name=AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg?width=600&amp;name=AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>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...</span></p> </div> <a href="https://robertkugel.isg-one.com/oracles-modern-finance-experience-is-robotic"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-one.com/topic/erp">ERP</a>, <a href="https://robertkugel.isg-one.com/topic/machine-learning">Machine Learning</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/robotic-process-automation">Robotic Process Automation</a>, <a href="https://robertkugel.isg-one.com/topic/artificial-intelligence">Artificial intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain</a>, <a href="https://robertkugel.isg-one.com/topic/ai">AI</a> <hr> </div> <!----> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/oracle-demonstrates-erp-cloud-progress-at-openworld">Oracle Demonstrates ERP Cloud Progress at OpenWorld</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">30 November 2017 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg?width=200&amp;name=AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg?width=100&amp;name=AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg?width=200&amp;name=AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg?width=300&amp;name=AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg?width=400&amp;name=AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg?width=500&amp;name=AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg?width=600&amp;name=AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Oracle OpenWorld is a fall event that sprawls over a lot of territory – figuratively in terms of the IT landscape and, if you’re in San Francisco, literally. My focus here is on the ERP portion of the company’s software portfolio.</span></p> </div> <a href="https://robertkugel.isg-one.com/oracle-demonstrates-erp-cloud-progress-at-openworld"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/recurring-revenue">Recurring Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/asc-606">asc 606</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/revenue-recognition">revenue recognition</a> <hr> </div> <!----> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/intacct-is-a-sage-investment">Intacct is a Sage Investment</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">14 November 2017 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg?width=200&amp;name=AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg?width=100&amp;name=AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg?width=200&amp;name=AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg?width=300&amp;name=AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg?width=400&amp;name=AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg?width=500&amp;name=AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg?width=600&amp;name=AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Sage Intacct recently held its annual user group meeting. The cloud financial management software service provider targets rapidly growing small- and midsize services companies. Within this broad category, Sage Int</span><span>acct focuses on verticals including software, financial services, healthcare, nonprofits, wholesale and franchisers.</span></p> </div> <a href="https://robertkugel.isg-one.com/intacct-is-a-sage-investment"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/recurring-revenue">Recurring Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/asc-606">asc 606</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/revenue-recognition">revenue recognition</a> <hr> </div> <!----> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/unit4-prevero-provides-a-practical-alternative-to-spreadsheets">Unit4 Prevero Provides a Practical Alternative to Spreadsheets</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">22 September 2017 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg?width=200&amp;name=AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg?width=100&amp;name=AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg?width=200&amp;name=AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg?width=300&amp;name=AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg?width=400&amp;name=AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg?width=500&amp;name=AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg?width=600&amp;name=AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>In 2016 Unit4<a href="https://blog.ventanaresearch.com/2016/08/23/unit4-adds-financial-performance-management-with-prevero-acquisition" target="_blank"><u>acquired Prevero</u></a>, a financial performance management software company. The acquisition reflects a trend toward the<a href="https://robertkugel.ventanaresearch.com/robert-kugel/2015/12/21/erp-and-financial-performance-management-begin-to-overlap" target="_blank"><u>convergence of transactional and analytical business applications</u></a>. ERP and financial management software vendors increasingly are adding analytic capabilities – especially in financial performance management (FPM) – to the core functions of transaction processing and accounting in order to broaden the scope of their offerings. The integration of transaction processing...</p> </div> <a href="https://robertkugel.isg-one.com/unit4-prevero-provides-a-practical-alternative-to-spreadsheets"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/marketing">Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/workforce-management">Workforce Management</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/fpm">FPM</a>, <a href="https://robertkugel.isg-one.com/topic/work-and-resource-management">Work and Resource Management</a>, <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations &amp; Supply Chain</a>, <a href="https://robertkugel.isg-one.com/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://robertkugel.isg-one.com/netsuite-presents-new-suites-at-suiteworld-1">NetSuite Presents New Suites at SuiteWorld</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">08 June 2017 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=200&amp;name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=100&amp;name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=200&amp;name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=300&amp;name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=400&amp;name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=500&amp;name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=600&amp;name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>I recently attended SuiteWorld, NetSuite’s annual user conference. In the opening keynotes and throughout the event speakers emphasized benefits for NetSuite users resulting from the merger of NetSuite and Oracle, completed last fall. <a href="//robertkugel.ventanaresearch.com/oracle-plus-netsuite-equals-more-1" target="_blank"><u>I wrote about this at the time</u></a>. NetSuite users are likely to benefit from Oracle’s sales and core technology infrastructure. Before the merger, NetSuite’s R&amp;D spending was constrained by being a public company. The amounts needed to rebuild and extend its software...</span></p> </div> <a href="https://robertkugel.isg-one.com/netsuite-presents-new-suites-at-suiteworld-1"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/recurring-revenue">Recurring Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/hrms">HRMS</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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</script></span><!-- end HubSpot Call-to-Action Code --> <span id="hs_cos_wrapper_module_1495215326694198" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_rich_text" style="" data-hs-cos-general-type="widget" data-hs-cos-type="rich_text"><h3 style="color: var(--light_blue);">Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> <p>Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span> <!-- <div class="about-author-sec row-fluid"> <div class="span12"> <h3 style="color: var(--light_blue);">About the Analyst</h3> <h4>Quincy Valencia</h4> <p>Quincy brings over two decades of experience in human capital management covering the span of engaging the workforce and value of people in the organization. </p><p style="text-align: center;"><a class="author-link fancy-btn" href="https://quincyvalencia.isg-research.net/author/quincy-valencia">Read more</a></p> </div> </div> --> <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> <!--start row--> <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&amp;name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&amp;name=Menninger.David%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&amp;name=Menninger.David%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&amp;name=Menninger.David%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&amp;name=Menninger.David%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&amp;name=Menninger.David%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&amp;name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&amp;name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&amp;name=Orr.Jeff.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&amp;name=Orr.Jeff.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&amp;name=Orr.Jeff.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&amp;name=Orr.Jeff.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&amp;name=Orr.Jeff.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&amp;name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div> <!--end row--> <!--start row--> <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&amp;name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&amp;name=Dawson.Keith%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&amp;name=Dawson.Keith%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&amp;name=Dawson.Keith%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&amp;name=Dawson.Keith%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&amp;name=Dawson.Keith%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&amp;name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&amp;name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&amp;name=Smith.Mark%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&amp;name=Smith.Mark%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&amp;name=Smith.Mark%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&amp;name=Smith.Mark%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&amp;name=Smith.Mark%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&amp;name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div> <!--end row--> <!--start row--> <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&amp;name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&amp;name=Aslett.Matt%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&amp;name=Aslett.Matt%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&amp;name=Aslett.Matt%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&amp;name=Aslett.Matt%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&amp;name=Aslett.Matt%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&amp;name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&amp;name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&amp;name=profile_vr_matthew_brown_circle_900x900.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&amp;name=profile_vr_matthew_brown_circle_900x900.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&amp;name=profile_vr_matthew_brown_circle_900x900.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&amp;name=profile_vr_matthew_brown_circle_900x900.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&amp;name=profile_vr_matthew_brown_circle_900x900.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&amp;name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div> <!--end row--> <!--start row--> <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&amp;name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&amp;name=Kugel.Robert%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&amp;name=Kugel.Robert%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&amp;name=Kugel.Robert%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&amp;name=Kugel.Robert%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&amp;name=Kugel.Robert%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&amp;name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&amp;name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&amp;name=Hurrell.Stephen%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&amp;name=Hurrell.Stephen%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&amp;name=Hurrell.Stephen%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&amp;name=Hurrell.Stephen%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&amp;name=Hurrell.Stephen%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&amp;name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div> <!--end row--> <!--start row--> <div class="row-fluid"> <!-- <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="display:inline;" src="https://blog.isg-research.net/hs-fs/hubfs/Images/Analyst_Photos/Rob_2016_Circle_Zoomed.png?width=100&amp;name=Rob_2016_Circle_Zoomed.png" alt="Robert Kugel" width="100" style="width: 100px;" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px"> <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="display:inline;" src="https://blog.isg-research.net/hs-fs/hubfs/Images/Analyst_Photos/Stephen-Hurrell-Bio-Photo-Circle-1-1.png?width=100&amp;name=Stephen-Hurrell-Bio-Photo-Circle-1-1.png" alt="Stephen Hurrell" width="100" style="width: 100px;" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> --> <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&amp;name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&amp;name=ISG_Bug_Reverse_Transparent.png 50w, 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href="https://robertkugel.isg-one.com/archive/2019/10">October 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/09">September 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/08">August 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/05">May 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/04">April 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/03">March 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/02">February 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/01">January 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/12">December 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/11">November 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/10">October 2018 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/09">September 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/08">August 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/07">July 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/05">May 2018 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/04">April 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/03">March 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/02">February 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/12">December 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/11">November 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/10">October 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/09">September 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/08">August 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/07">July 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/06">June 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/05">May 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/04">April 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/03">March 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/02">February 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/01">January 2017 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/12">December 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/11">November 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/10">October 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/09">September 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/08">August 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/07">July 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/06">June 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/05">May 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/04">April 2016 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/03">March 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/02">February 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/12">December 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/11">November 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/10">October 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/09">September 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/08">August 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/07">July 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/06">June 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/05">May 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/04">April 2015 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/03">March 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/02">February 2015 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/01">January 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/12">December 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/11">November 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/10">October 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/09">September 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/08">August 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/07">July 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/06">June 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/05">May 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/04">April 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/03">March 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/02">February 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/01">January 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/12">December 2013 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/11">November 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/10">October 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/09">September 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/08">August 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/07">July 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/06">June 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/05">May 2013 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/04">April 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/03">March 2013 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/02">February 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/01">January 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/12">December 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/11">November 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/10">October 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/09">September 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/08">August 2012 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/07">July 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/06">June 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/05">May 2012 <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/04">April 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/03">March 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/02">February 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/01">January 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/12">December 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/11">November 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/10">October 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/09">September 2011 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/07">July 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/06">June 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/05">May 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/04">April 2011 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/03">March 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/02">February 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/01">January 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/12">December 2010 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/11">November 2010 <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a 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href="https://robertkugel.isg-one.com/topic/agile">agile <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ai">AI <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ai-machine-learning">AI &amp; Machine Learning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ai-and-machine-learning">AI and Machine Learning <span class="filter-link-count" dir="ltr">(48)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/aicpa">AICPA <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/analysis">analysis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/analytic-data-platforms">Analytic Data Platforms <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/analytical-application">analytical application <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics <span class="filter-link-count" dir="ltr">(179)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/analytics-data">Analytics &amp; Data <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/analytics-and-data">Analytics and Data <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/application">application <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/artificial-intelligence">Artificial intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/asc-606">asc 606 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/asc842">ASC842 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/assets">assets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/audit">audit <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/automation">automation <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/balanced-scorecard">balanced scorecard <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/bank">bank <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/banking">banking <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/benchmark">benchmark <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/best-pracices">best pracices <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data <span class="filter-link-count" dir="ltr">(106)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/billing-and-recurring-revenue">Billing and Recurring Revenue <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/billing-software">billing software <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/blockchain-distributed-ledger-dlt-erp-scm-supply-c">blockchain, distributed ledger, DLT, ERP, SCM, sup <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/board-of-directors">board of directors <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/bots">bots <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/bribery">bribery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budget">budget <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budgeting">Budgeting <span class="filter-link-count" dir="ltr">(75)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budgeting-and-planning">budgeting and planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budgeting-software">budgeting software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business">Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-analytics">Business Analytics <span class="filter-link-count" dir="ltr">(160)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-applications">Business Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-collaboration">Business Collaboration <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence <span class="filter-link-count" dir="ltr">(79)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-intelligence-2">business intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-intelligence-3">business intelligence <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-mobility">Business Mobility <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-model">business model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM) <span class="filter-link-count" dir="ltr">(278)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-plan">business plan <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning <span class="filter-link-count" dir="ltr">(89)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-process">business process <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-process-execution">business process execution <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-process-management">Business Process Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-suite">Business Suite <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-technology">Business Technology <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-value">business value <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/candidate-engagement">candidate engagement <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-adequacy">capital adequacy <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-budget">capital budget <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-markets">capital markets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-spending">capital spending <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cash-management">cash management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ceo">CEO <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ceo-cfo-financial-performance-management-forecasti">CEO, CFO, Financial Performance Management, Foreca <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cfo">CFO <span class="filter-link-count" dir="ltr">(141)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/challenge">challenge <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/channel">channel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chargebacks">chargebacks <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chart-of-accounts">chart of accounts <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chatter">Chatter <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chief-risk-officer">Chief Risk Officer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cio">CIO <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/clarity-systems">Clarity Systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/close">close <span class="filter-link-count" dir="ltr">(43)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/closed-loop">closed loop <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/closing">closing <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing <span class="filter-link-count" dir="ltr">(122)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cloud-erp">cloud ERP <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/coda">CODA <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cognitive-computing">Cognitive Computing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cognos">Cognos <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration <span class="filter-link-count" dir="ltr">(32)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/collaborative-conversational-computing">Collaborative &amp; Conversational Computing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/collaborative-computing">collaborative computing <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/commission">commission <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/communications">communications <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/compensation">Compensation <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/competition">competition <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/complex-event-processing">Complex Event Processing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/compliance">compliance <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/composite-document">Composite document <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/composite-software">Composite Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/computing">computing <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/concur">Concur <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/connectwise">ConnectWise <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/connotate">Connotate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidate-and-close-management">Consolidate and Close Management <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidate-close-report">Consolidate/Close/Report <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidating">consolidating <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consulting">Consulting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contact-center">Contact Center <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/container">container <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/content-management">Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contingency">contingency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contingency-planning">contingency planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-accounting">Continuous Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-improvement">continuous improvement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-payroll">Continuous Payroll <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain-erp">Continuous Supply Chain &amp; ERP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contract">contract <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contract-management">contract management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/control">control <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controller">Controller <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controller-2">controller <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controls">controls <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/conversational-computing">Conversational Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/coo">COO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/corporate-finance">Corporate Finance <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/corporate-governance">Corporate Governance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cost-management">Cost Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/costing">costing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cpq">CPQ <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/credit">credit <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crisis">crisis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crm">CRM <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crm-customer-service">CRM customer service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cro">CRO <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cryptic">cryptic <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/currency">currency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer">Customer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-analytics">Customer Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-engagement">Customer Engagement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-experience-management">Customer Experience Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-life-cycle">customer life cycle <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM) <span class="filter-link-count" dir="ltr">(87)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-service">Customer Service <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dashboard">dashboard <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dashboards">Dashboards <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data">Data <span class="filter-link-count" dir="ltr">(39)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-governance">Data Governance <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-integration">Data Integration <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-lake">Data Lake <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-management">Data Management <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-operations">data operations <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-preparation">Data Preparation <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-warehousing">Data Warehousing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/database">Database <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/datawatch">Datawatch <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/debt">debt <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/decision">decision <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/decision-hub">Decision Hub <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-chain">Demand Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-management">demand management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-planning">Demand Planning <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/design">design <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/development">development <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-applications">Digital Applications <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-business">Digital Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance <span class="filter-link-count" dir="ltr">(108)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-technology">Digital Technology <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-transformation">Digital transformation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/distribution">distribution <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/document-management">Document Management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dodd-frank">Dodd-Frank <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dreamforce">Dreamforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/driver-based">driver-based <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/driver-based-planning">driver-based planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics">Dynamics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-ax">Dynamics AX <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-gp">Dynamics GP <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/e-discovery">e-discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/edi">EDI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ediscovery">eDiscovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/effectiveness">effectiveness <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/embedded-analytics">embedded analytics <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/end-to-end">end-to-end <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-content-management">Enterprise Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-profitability-management">enterprise profitability management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning <span class="filter-link-count" dir="ltr">(42)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-risk-management">enterprise risk management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-software">Enterprise Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-spreadsheet">enterprise spreadsheet <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-tax">Enterprise Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/environment-management">Environment Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/environmental">Environmental <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/epicor">Epicor <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/epiphany">Epiphany <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/equity-research">equity research <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erm">ERM <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erp">ERP <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting <span class="filter-link-count" dir="ltr">(145)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/error">error <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/esg">ESG <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/essbase">Essbase <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/excel">Excel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/executive">executive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/expense">expense <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/expense-management">expense management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/extended-close">extended close <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/extended-reality">extended reality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/exterro">Exterro <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fasb">FASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fast-close">Fast close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fei">FEI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ferf-ceo">FERF CEO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance">finance <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-analytics">Finance Analytics <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-cloud">finance cloud <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-transformation">finance transformation <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial">financial <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-analytics">financial analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-applications">Financial Applications <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-close">Financial Close <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-consolidation-and-close-management">Financial Consolidation and Close Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-governance">Financial Governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-management">Financial Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-model">financial model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance">Financial Performance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-2">financial performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management <span class="filter-link-count" dir="ltr">(224)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM) <span class="filter-link-count" dir="ltr">(287)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-planning">financial planning <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-regulation">financial regulation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-reporting">financial reporting <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-risk-management">financial risk management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-services">Financial Services <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-software">financial software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-standards">financial standards <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-statement">financial statement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-systems">financial systems <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financialforce">FinancialForce <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financialforce-com">FinancialForce.com <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financials">financials <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fms">FMS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/forecast">Forecast <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/forecasting">forecasting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fpa">FP&amp;A <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fpm">FPM <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fraud">Fraud <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fusion-applications">Fusion Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/gaap">GAAP <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/generative-ai">Generative AI <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance">Governance <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance-risk-and-compliance">Governance Risk and Compliance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk &amp; Compliance (GRC) <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/grc">GRC <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/grc-governance-risk-compliance-risk-management-wat">GRC, governance, risk, compliance, risk management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/green">Green <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/gui">GUI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hana">HANA <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hcm">HCM <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hewlett-packard">Hewlett Packard <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hospitality">Hospitality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/host-analytics">Host Analytics <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hr">HR <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hrms">HRMS <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital-2">Human Capital <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital">Human Capital <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management <span class="filter-link-count" dir="ltr">(45)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hyperion">Hyperion <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/iasb">IASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm">IBM <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm-business-analytics">IBM Business Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm-regulatory-compliance-analytics">IBM Regulatory Compliance Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibp">IBP <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ifrs">IFRS <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ifrs16">IFRS16 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/in-memory">In-memory <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/in-memory-computing">In-Memory Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/infor">Infor <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/informatica">Informatica <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information">Information <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-applications-ia">Information Applications (IA) <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-management">Information Management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-management-im">Information Management (IM) <span class="filter-link-count" dir="ltr">(50)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-technology">Information Technology <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/innovation-awards">Innovation Awards <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intacct">Intacct <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/integrated-business-planning">Integrated Business Planning <span class="filter-link-count" dir="ltr">(38)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-cx">Intelligent CX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-marketing">intelligent marketing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-sales">intelligent sales <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intercompany-financial-management">Intercompany Financial Management <span 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href="https://robertkugel.isg-one.com/topic/it">IT <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-controls">IT controls <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-cost">IT cost <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-governance">IT governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-performance-management-itpm">IT Performance Management (ITPM) <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-risk-management">IT Risk Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jd-edwards">JD Edwards <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jda-software">JDA Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jonova">Jonova <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kapow">Kapow <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kenandy">Kenandy <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kinaxis">Kinaxis <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kofax">Kofax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kri">KRI <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kyriba-financial-performance-management">Kyriba Financial Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lan">LAN <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lawson">Lawson <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lawson-software">Lawson Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/learning-management">Learning Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-accounting">Lease Accounting <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-and-tax-accounting">lease and tax accounting <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-management">Lease Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/leasing">leasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/legacy-systems">legacy systems <span class="filter-link-count" dir="ltr">(1)</span></a> 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style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations &amp; Supply Chain <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/oracle">Oracle <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/order-to-cash">Order-to-Cash <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/oversight-systems">Oversight Systems <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/paas">PaaS <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/payments">Payments <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li 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href="https://robertkugel.isg-one.com/topic/profitability-management">profitability management <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/project-management">Project Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/project-planning">Project Planning <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/projecthelp">ProjectHelp <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/projector">Projector <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/property-technology">Property Technology <span class="filter-link-count" dir="ltr">(3)</span></a> 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href="https://robertkugel.isg-one.com/topic/recurring-revenue">Recurring Revenue <span class="filter-link-count" dir="ltr">(16)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/reporting">Reporting <span class="filter-link-count" dir="ltr">(74)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/reporting-xbrl-ixbrl-document-management">Reporting, XBRL, iXBRL, document management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/research">Research <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue">Revenue <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-and-lease-accounting">revenue and lease accounting <span 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src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Epicor Enriches Vertical-Plus Approach for Growth", "mainEntityOfPage": "https://robertkugel.isg-one.com/epicor-enriches-vertical-plus-approach-for-growth", "datePublished": "10/01/2023", "dateModified": "10/01/2023", "articleBody": "Vertical strategies for enterprise resource planning systems are not new. They emerged more than two decades ago as vendors looked for ways to reduce costs and shorten time-to-value in a software category that was notorious for high costs and extended timelines. A vertical-plus strategy – the plus means it’s a platform, not just an application – takes advantage of recently available technology to extend the ease of implementation and maintenance of the system by having deeper integration with complementary applications, available low-code/no-code customization capabilities and a data pantry that enables the amalgamation of data from multiple sources for situational awareness and decision support. Moreover, the ongoing shift from on-premises to cloud-based ERP systems, especially those designed to address specific types of businesses, will accelerate over the next five years as more configurable and customizable systems designed for specific business verticals become available. A cloud-based platform facilitates the creation of a digital ecosystem that can enable a software vendor’s users to enhance customer experiences. Epicor is positioned to take advantage of these trends. Epicor is an ERP software vendor focused on a specific set of vertical industries. It summarizes these as companies that “make, move or sell,” although the last refers mainly to distributors. Its specific focus is on automotive, retail, building supply and product distribution as well as process, build-to-stock and build-to-order manufacturing. Our Next Generation ERP Benchmark Research found that the average age of these systems is 7 years, which means that about one-half of ERP systems are older. Age and satisfaction with ERP performance are related. Our Office of Finance Benchmark Research found that while 43% of organizations with a system that’s between one and six years old say ERP software works very well, just 18% of those with a system that’s seven years old or older say that’s the case. I expect that replacement demand for ERP systems will accelerate over the next three years as organizations find existing software no longer performs well enough. This will be especially true for product-focused companies that have delayed moving systems to the cloud and now find an application that fits specific needs as well (and probably better) than existing software. Details matter when it comes to ERP systems. Especially within a broad industry category like “automotive,” there are significant subverticals, each with unique requirements. So, companies that make or distribute vehicle parts, either sold to original equipment manufacturers or in the aftermarket, have distinct needs, as do automotive service and repair entities. Other manufacturing subverticals include medical devices, rubber and plastics, aerospace and defense, construction and engineering as well as electronics and high technology. Although there is a degree of commonality between subverticals in the building supply industry, Epicor specifically addresses the needs of construction material suppliers and metal service centers – two types of businesses where consolidation strategies for market share or efficiency gains depend on advanced systems for successful execution. Similarly, the company offers software to meet the needs for a wide range of distribution organizations or divisions in areas such as fasteners, fluid power and heating, ventilation and air conditioning (or HVAC). In the retail arena, the software is used by a range of home and garden categories, either for consumers or professionals. It’s used in pharmacy, sporting goods, pet and specialty retailers. In an era of big-box chains, smaller retailers that use technology effectively have continued to thrive, especially those that are able to effectively manage in-store, online and hybrid models. Epicor has made focused acquisitions to accelerate the build-out of its platform. One notable example was KB Max, which adds visual configure, price and quote capabilities. CPQ is designed to help salespeople quickly provide product options and bundles that are valid (to avoid offering combinations that do not work or are not sold together) and are accurately priced. Going beyond standard configuration capabilities, visualization provides an interactive buying experience that gives prospective buyers a more immersive experience. The system can also generate computer-aided design drawings, product renderings, bills of material, parts lists and assembly instructions. CPQ is especially useful for distribution businesses, but also serves the needs of other organizations, especially those offering customizable or highly configurable products. CPQ also supports a continuous accounting methodology for finance departments, which promotes departmental efficiency while improving control and ensuring financial statement integrity. A successful platform strategy enables a vendor to easily work with third parties to rapidly create products and services that are complementary to its core technology, adding value to both parties’ offerings. A platform in this sense can also be used to facilitate interactions between a vendor’s customers, enabling trusted transactions and creating value through a network effect. A platform approach to architecture will be particularly important for ERP vendors addressing product-focused verticals because of the increasing availability of sensors and devices that substantially boost productivity, enhance quality or improve user experience. For example, while the attraction of the metaverse as a consumer product is still uncertain, augmented reality devices and their use in spatial computing will be highly valuable in organizations that make, move or sell physical goods. The ERP market is both mature and highly competitive, and buyers have a wealth of choices for deploying on premises or in the cloud, or to select a vendor that explicitly supports their type of business or offers a more general application. To remain competitive, Epicor needs to successfully build out the platform of capabilities – either internally or through continued use of focused acquisitions. The acquisition of Grow.com in March 2022 introduced new business intelligence capabilities in the cloud, but has yet to fully integrate seamlessly with its ERP offering and marketing efforts. The useful and successful application of artificial intelligence will be an increasingly important source of differentiation, particularly in managing inventories, supply chains, logistics and administration – especially in process management. Ventana Research asserts that by 2026, almost all vendors of ERP software will incorporate AI to reduce workloads, speed processes and reduce errors. Epicor has already made steps in these directions, but the bar will be constantly rising and require rapid innovation, especially in enabling systems to streamline processes, automating tasks that are repetitive while simplifying choices for individuals where situations are ambiguous or where there is no substitute for judgment and experience. Organizations that are product oriented can also benefit from incorporating complementary technologies such as augmented reality for warehouse operations or sales. Epicor also needs to examine and invest further in managing its product catalogs and relating information to ensure it can meet distributed and enterprise requirements for product information processes. I recommend that all product-focused companies that operate ERP systems on premises evaluate whether replacing these with a cloud-based system can achieve better functionality and performance in the context of a superior cost-benefit relationship. Epicor has yet to communicate its commitment to providing great customer experiences for a longer-term recurring subscription relationship, though customer conversations have demonstrated its approach through engagement and transition to cloud-based ERP deployment. In some cases, vendors are able to offer half-steps where an organization keeps some of the capabilities on premises while replacing or building out incremental enhancements in the cloud. Epicor’s efforts to enrich its vertical industry approach related to manufacturing through its platform and data-related applications will help it further its impact to the market. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Epicor%20Enriches%20Vertical-Plus%20Approach%20for%20Growth.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "FinancialForce Serves the Modern Service Business", "mainEntityOfPage": "https://robertkugel.isg-one.com/financialforce-serves-the-modern-service-business", "datePublished": "10/12/2018", "dateModified": "10/12/2018", "articleBody": "FinancialForce offers cloud-based ERP and professional services automation (PSA) software. The company targets midsize and larger services companies, especially those that provide professional services (such as consultants or field service organizations), subscription-based or recurring revenue services. FinancialForce’s key point of differentiation is that it is built natively on the Salesforce platform. Thus, CRM data is already located on the same platform as accounting and back-office data so organizations can orchestrate end-to-end front-office to back-office processes without having to integrate different systems. Operating on a common platform enables services companies to achieve better customer service, lowers the cost of ownership and facilitates end-to-end process integration (opportunity-to-cash, for instance). Customer service is enhanced because, for example, in subscription or recurring revenue businesses marketing and sales have the freedom to create offers that address market requirements without having a negative impact on billing and accounting processes. In professional services, operating on a single platform connects selling, fulfilling and billing processes, which promotes billing accuracy and can accelerate cash flow. FinancialForce recently announced its Fall 2018 release, which features three notable additions and one major enhancement that improve its business value to services and professional services businesses. One addition is an expansion of its use of Salesforce’s Einstein columnar database for embedded business analytics, which the company unveiled at its Community Live user group event last spring. Einstein can scale to enterprise requirements and is effective in rapidly serving up business analytics and customizable dashboards that provide insight into a company’s financial and operational performance. The Fall 2018 release adds PSA Analytics, a packaged set of analytics, dashboards and reports built on Einstein. It offers a broad set of key performance indicators designed for services and professional services businesses. Beyond its value for performance measurement and monitoring, organizations can use PSA Analytics to improve the utilization of billing professionals. When an organization has built-in skills searching tools and visibility into the sales pipeline, backlogs and scheduled capacity it can identify and assign necessary resources to projects faster and quickly adjust staffing as circumstances change. The release also provides users of the Financial Management application with improved role-based dashboards and reporting capabilities. With these reports users can drill into the underlying details to understand the numbers behind the numbers. FinancialForce customers do not have to purchase a separate Einstein license for this functionality. The second addition is the switch to Salesforce’s Lightning user interface. Lightning is designed to speed up navigating through and interacting with the system. It offers a more modern look and greater personalization of the UI. Lightening also provides better support for mobile capabilities. A third less obvious addition is the Integration Hub, which offers API integrations between FinancialForce and third-party business applications. This simplifies data and (to a degree) process integration between FinancialForce and business software that is not Salesforce-native. Subscription &amp; Usage Billing, software that unifies billing, revenue management and accounting operations, received important enhancements in the Fall 2018 release. These enhancements enable companies to simplify their billing for customers who purchase services and goods with different revenue models (such as one-time and usage-based charges in addition to recurring). This allows a company to present a single invoice, which most customers appreciate and is easier to manage in accounting and accounts receivables. Growing demand for dedicated billing systems reflects the expansion of the subscription economy, which is driven by a growing preference for flexibility in how businesses and individuals consume products or services. In response, companies are offering more intricate and variable contract structures. Billing software has become a necessity for subscription and recurring revenue businesses because they flexibly handle even complex offers and because the billing process is always accurate and complete. In addition, Subscription &amp; Usage Billing addresses an accounting department issue that we identified in our Recurring Revenue benchmark research. Although all ERP systems can invoice and bill for individual product and service transactions, few are capable of managing the invoicing and billing process for anything but the simplest subscription configurations. Consequently, accountants experience heavy workloads as they use spreadsheets as a workaround to manage the process. For that reason, only 29 percent of those working in finance and accounting said they were satisfied with their billing and invoicing processes. I recommend that professional services companies with 50 or more billing professionals as well as midsize to small enterprise services companies that are contemplating acquiring cloud-based PSA or financial management software consider FinancialForce. So, too, should companies that have added or are planning to add subscription or recurring revenue services as a business model. These organizations should plan to use a separate, second-tier back office software package that can manage this type of business if their existing ERP system cannot. The same applies to larger enterprises that have professional services or field service groups. A separate application is a proven approach that can improve customer services while reducing administrative and accounting workloads. Regards, Robert Kugel SVP &amp; Research Director", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FinancialForce_Serves_the_Modern_Service_Business_Social_Graphic-Horizontal.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Workday to Acquire Adaptive Insights", "mainEntityOfPage": "https://robertkugel.isg-one.com/workday-to-acquire-adaptive-insights", "datePublished": "01/07/2018", "dateModified": "01/07/2018", "articleBody": "Workday will acquire Adaptive Insights for $1.55 billion in cash, with the transaction scheduled to close in the third quarter of this year. The combination adds Adaptive Insight’s well-developed cloud-based financial performance management software to Workday’s workforce and financial management suite. Workday says Adaptive will operate as a standalone business and continue with its current product strategy. Although Adaptive Planning already had established integrations with Workday its product will remain a separate application. On the analyst call following the announcement, management stated that the immediate development issues are integrating the security model (which will support a single login for users of Adaptive and Workday), harmonizing metadata and the data model (to support a tighter integration between the financials and planning application) and making the product’s user interface consistent with Workday’s. I also expect that there will be ongoing work aimed at enhancing the scalability of the Adaptive Insights application and enriching the statutory consolidations capabilities to address the needs of larger corporations. The economic rationale for the combination is that it provides Workday with a cloud-based financial performance management suite sooner than if it were to build it internally. The acquisition will pay off for Workday if it is able to generate significant additional subscription revenue to justify paying 13.6-times trailing four-quarters (ending April 2018) revenue for Adaptive and about twice the pending IPO valuation. In concept, incremental subscription increases initially would be achievable by tapping into Workday’s existing customer base and sales resources. For example, dedicated Adaptive sales reps can be deployed quickly and relatively inexpensively to Workday’s worldwide offices compared to what it would have cost Adaptive Insights to do the same as a standalone company. Longer-term incremental growth likely will require the announced deeper integration and scalability investments that are planned. And it will require Workday’s customers to embrace an approach to planning and budgeting that I call “integrated business planning” (IBP). I reviewed Workday Planning when it was first released. Its core strength has been the tight integration of its workforce planning with Workday’s human capital management suite. Workday Planning will continue to address the workforce planning role going forward. As I’ve noted, the financial component was more of a budgeting than a business planning tool. The integration with the general ledger makes it easier for managers in higher education, government and nonprofit organizations to keep a tight grip on spending. Budgeting – a form of financial planning – satisfies the needs of entities in these sectors that must manage to a set of fixed allocations for expenditures. However, beyond fiscal control, budgeting capability has limited benefit for corporations that operate in dynamic markets. I coined the term integrated business planning in 2009 to describe an enterprise-wide planning effort where the planning of each functional part of the company is linked to the plans of others in a persistent fashion. The term represents an approach to planning that provides more business value to an organization than budgeting alone. Businesses plan to determine the best way to succeed in reaching their goals. Budgeting is a financial control mechanism designed to prevent companies from failing because of overspending and serves the needs of the finance department in managing outlays and cash flows. It is essential for fiscal control but it has limited value for managing the operational parts of the business. IBP is designed to serve both needs. Planning takes place across an entire enterprise – in sales, marketing, operations, finance and human resources – but today most of these plans stand alone. At best they are only indirectly linked, usually in the form of the company budget. Even here, our Next-Generation Business Planning benchmark research shows that only 30 percent of companies link individual business unit budgets together. The rest rely on less complete summaries over the budget period. Without direct links, updates are time-consuming. Integrated business planning makes it possible to shorten planning cycles to promote agility and give better visibility into expectations across a company; this enables improved coordination and strategic alignment. Our research finds that two-thirds (66%) of companies that directly link information from business unit plans to a central plan have a planning process that works well. By contrast, only 40 percent of companies that copy the output of individual plans to a companywide plan have a planning process that works well and just 25 percent that have little or no connection between plans have a process that works well. Although packaged planning and budgeting applications is a mature category (it’s been around in its current form since the 1980s) and the marketplace is crowded, standalone spreadsheets are still the software finance departments use most often. Our Office of Finance benchmark research finds that three-fourths (74%) of midsize and larger companies utilize them to manage their planning and budgeting processes. Workday’s opportunity in acquiring Adaptive Insights lies in convincing corporations to adopt an integrated business planning approach to planning and budgeting to replace their existing silo-based planning and financial budgeting activities. Then, of course, is the task of having them choose its software over multiple rivals in this category. Although corporations are slow to change ingrained habits such as the annual budget ritual, it’s possible that integrated business planning’s time has come. Regards, Robert Kugel SVP &amp; Research Director", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/vr_NGBP_02_integrated_planning_works_better_update-8.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Blockchains Come in Different Shapes and Sizes", "mainEntityOfPage": "https://robertkugel.isg-one.com/blockchains-come-in-different-shapes-and-sizes", "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": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Workday Advances Technology Roadmap for Finance", "mainEntityOfPage": "https://robertkugel.isg-one.com/workday-advances-technology-roadmap-for-finance", "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/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Oracle’s Modern Finance Experience is Robotic", "mainEntityOfPage": "https://robertkugel.isg-one.com/oracles-modern-finance-experience-is-robotic", "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/Images/Twitter_Cards/AP/RK/AP_RK_Oracles_Modern_Finance_Exp_Robotic_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Oracle Demonstrates ERP Cloud Progress at OpenWorld", "mainEntityOfPage": "https://robertkugel.isg-one.com/oracle-demonstrates-erp-cloud-progress-at-openworld", "datePublished": "30/11/2017", "dateModified": "30/11/2017", "articleBody": "Oracle OpenWorld is a fall event that sprawls over a lot of territory – figuratively in terms of the IT landscape and, if you’re in San Francisco, literally. My focus here is on the ERP portion of the company’s software portfolio. After nearly a decade of work, Oracle now offers a broad portfolio of cloud-based business applications that have evolved from its on-premises offerings. Fundamental changes are occurring in ERP systems because of technology developments such as cloud computing, advanced database architecture, collaboration, user interface design, mobility, analytics and planning. Oracle’s cloud ERP is maturing but, as is the case with most vendors, the company will need to continue to add functionality and capabilities to expand its market. The need to expand its software’s configurability and facilitate customization are challenges facing all cloud ERP vendors. For its part, Oracle has made great strides to provide the ability to extend its applications through its Platform as a Service (PAAS) capabilities. Oracle also has an advantage over other ERP vendors in that its HR applications are integrated with its ERP offering. Oracle’s existing offerings and technology roadmap reflect the evolution to the next generation of ERP software, which supports what I’ve called digital process reengineering. Blockchain and artificial intelligence also are part of the ERP-in-the- cloud roadmap. These are still early days for the cloud ERP market. Unlike some software categories, the ERP market has not been and will never be a winner-take-all situation. First, the shift to the cloud has happened at a measured pace and I expect this to continue (more on this below). Second, the “ERP market” in the cloud is inherently fragmented because a multi-tenant software-as-a-service (SaaS) software that has been more challenging to customize. Vendors with software designed for a specific vertical (for example, food and beverage) or even microvertical (say, beer) will have an advantage in competing for customers in these niches because their offering has been built to serve their specific needs and therefore requires both the fewest compromises and less effort to configure the software to suit the needs of the customer. Although I expect companies increasingly will choose the cloud because of superior economics, a desire to focus IT staffs on strategic work and superior security, the transition will be slow compared to other software categories. One reason is that companies have been and will continue to be conservative in deciding to replace an ERP system unless its failings threaten the orderly conduct of business. Our Next Generation ERP research found that the average age of these systems is seven years, up from 5.1 years a decade ago (which may have been affected by Y2K fear-driven replacements). Even where a company uses ERP software from multiple vendors, the cost and time involved along with the risk of business disruption makes finance executives cautious about replacing their existing software. (Multiple systems are common: our research found that 69 percent of companies with 1,000 or more employees have ERP systems from multiple vendors; 27 percent have systems from four or more vendors.) The slow replacement cycle alone suggests that by 2022, fewer than half of the ERP systems in operation will be in the cloud even if, by then, a large majority of buyers opt for a cloud deployment. It’s therefore not clear that “late to the cloud” will necessarily disqualify a vendor with a solid, installed base of on-premises customers. Oldsters will recall that accounting software vendor State of the Art was able to maintain its market share even though it introduced a Windows version of its software only in 1998, years after its competitors. So while it’s early to be calling winners and losers, Oracle has three advantages that likely will enable it to increase its market share over the next five years. One concerns its software: It is sufficiently mature to attract very large companies as customers. It also has a substantial amount of functionality aimed at a broad set of verticals, although at this point mainly services companies or the accounting and financial management requirements of manufacturing organizations. And there’s a virtuous cycle at work now: vendors early (though not necessarily first) to the market that are successful can have more referenceable customers, which is a competitive advantage in future sales opportunities. The second advantage is the platform-as-a-service (PaaS) offering, which enables companies to create and manage services and application extensions that are well integrated with a core application without the complexity of building and maintaining any infrastructure. PaaS will be useful to systems integrators that want to add specific functionality to highly specialized microverticals. Currently, the ERP market is highly fragmented because so many vendors have created packages aimed at specific niches. It’s quite possible that many of these vendors’ on-premises offerings will be replaced by extensions built on the same platform as a core set of business functionality such as an ERP system. And the third is security. Larger vendors like Oracle with the ability to create and support state-of-the-art secure infrastructures will have an advantage in selling mission-critical business applications. Two technology topics featured prominently at Oracle OpenWorld were blockchain technology and the use of artificial intelligence and machine learning, both of which will have a significant impact on business applications, especially ERP. A while back I noted that there is an extensive list of business use cases for blockchain technology. Blockchain or distributed ledgers have now achieved buzzword bingo status, but that’s probably a good thing as it calls attention to its vast potential. However, it will take at least three years to iron out the technology kinks and establish standards and protocols necessary to make its use a practical reality. Attending some blockchain sessions at Open World, I wasn’t certain that those teams are thinking far enough ahead to anticipate the architecture and supporting technology that will be required to smooth the transition from tinker toy to mainstream business applications. Nonetheless, it’s quite right to focus on blockchain technology because it will be an integral part of ERP and financial management software in the future. For example, “smart contracts” will streamline business-to-business sales and purchasing. Blockchains can be used internally for cross-posting intracompany transactions, intercompany invoicing and payments as well as supporting a single unified journal at the headquarters or regional center. This enables near-real-time enterprise reporting and analysis down to the transaction level and eliminates the need to reconcile intracompany transactions accounting. It may also be useful as a transfer pricing control mechanism. Despite the distributed ledger name, though, blockchains will not supplant ERP and financial management applications any time soon for keeping the books of a company. Blockchain excels at supporting inter-entity transactions, not recording the transactions of a business itself. To do that one would have to write a full-featured ERP application (an enormous undertaking by itself) using blockchains and that would burden the system with extensive computing overheads. Another set of technologies that received a lot of attention for their potential impact on business applications are artificial intelligence (AI) and machine learning (ML). Over time, AI and ML will contribute to a significant increase in the productivity of the finance department. They are at once technology for today and for the future. Today, AI and ML are quite mature for activities fraud detection, automating intra-company reconciliations and customer-facing applications. Automation built on numerical data, application logs and other easily quantified objects produce reliably acceptable results in the near term, especially in narrow domains with limited decision permutations. Yet in many cases, the bright promise of AI and ML software vendors have been painting is mostly a work in progress. At the other end of the maturity spectrum is natural language processing, which is just beginning to evolve. We’re still a very long way from being able to say to a digital assistant: “I’m going to Chicago on March 9 to call on clients. I need to be there by dinner. I’m coming back on March 11 and need to leave no later than 3 p.m. Make my airline reservations and book my hotel,” and be confident that it will be done correctly. The future of AI and ML applied to business computing is more likely to be an ongoing series of incremental advances that steadily automate rote tasks. These advances will increase the productivity of accountants, supply chain planners and any other job function that today requires human supervision of tasks that a properly prepared computer can handle. ERP vendors will compete with each other on the breadth of automation offered and the ease with which their systems can be trained to conform to the requirements of specific companies and users. Oracle has made progress with Bots, conversational interfaces that can be trained to support business users requests for information and act on it. The ERP market is quite competitive. Although Oracle’s shift to the cloud is off to a good start, it needs to continue to add features and capabilities across a wide range of industries and microverticals to achieve its market share potential. This will become increasingly important as later mainstream buyers begin to embrace cloud-based ERP. It also would enhance its competitive position with stronger integration of its in-context collaboration capability called Oracle Social Network. Our research revealed that 55 percent of ERP system users collaborate with colleagues frequently or all of the time. Oracle has put significant effort into the design of its user interface and user experience (UX) in its move to the cloud, which has enhanced productivity but more needs to be done. Our research shows there is a correlation between the design of an application’s user interface and the ease with which users can be trained: Three-fourths (76%) of companies with a good or very good user interface design found it easy or very easy to train employees on the use of the system. Only 15 percent of those with an adequate UI said training was easy or very easy. I recommend that companies that are considering changing their ERP or financial management system evaluate Oracle ERP Cloud. The cloud offers potential advantages for all companies that include better performance and more rapid updates and patches as well as a lower total cost of ownership. Rapidly growing corporations will find that cloud-based ERP offers advantages compared to an on-premises approach, especially in the system’s ability to scale as the company expands and a lower administrative burden. Systems integrators or software companies in highly specialized micro-verticals may also find that Oracle’s PaaS in conjunction with ERP Cloud is an attractive option for their next-generation cloud requirements. 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/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Demo_ERP_Cloud_Progress_OpenWorld_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Intacct is a Sage Investment", "mainEntityOfPage": "https://robertkugel.isg-one.com/intacct-is-a-sage-investment", "datePublished": "14/11/2017", "dateModified": "14/11/2017", "articleBody": "Sage Intacct recently held its annual user group meeting. The cloud financial management software service provider targets rapidly growing small- and midsize services companies. Within this broad category, Sage Intacct focuses on verticals including software, financial services, healthcare, nonprofits, wholesale and franchisers. The merger of Intacct (a private U.S. company) with Sage Group (a publicly traded company domiciled in the U.K.), announced in July, was the biggest company news over the past year. The combination created anxiety among customers and partners. That’s because in the 1980s Sage began executing a decades-long roll-up strategy, acquiring country champion mid-market ERP vendors across Europe as well as software companies in other countries, including the United States. Like many management groups of this era, they operated with a financially focused, relatively short-term perspective that didn’t benefit customers and partners. As usual, this approach works for public companies until, almost inevitably, the strategic deficits that grow ever larger with each passing quarter overwhelm even the best efforts to perform effectively. However, Sage’s strategy has shifted in recent years. The current management team, in place since 2014, has been focusing on moving to the cloud, rationalizing corporate operations and cutting overhead. Progress-to-date has been encouraging but there are still significant challenges in evolving the organization’s culture and transitioning its customers, prospects and channel partners to the cloud. Keeping Intacct intact as a strategic business unit will be key to making Sage’s strategy work. Preserving the growth trajectory of the company’s successful management group, culture and product will help to achieve the market share, customer satisfaction and financial results that would justify the $850 million acquisition cost. To that end, Sage Intacct has been operating with a high degree of autonomy as a strategic business unit with the senior leadership group remaining in place. The stated intention is to keep it this way. To put the merger in a financial context, through the end of June 2017 (the latest available data), Intacct’s annual recurring revenue was $96 million, a 35 percent compound annual growth rate from the $39 million recorded in the same period in 2014. A majority (64%) of the company’s recurring revenue in the 12 months to June 2017 was generated through its direct sales channel and the remaining from channel partners. Sage reported revenue for the fiscal year ending September 2016 of 1.6 billion pounds (approximately $2 billion at current exchange rates). The combination with Intacct provides Sage with a larger and more dynamic presence in North America and a very successful, cloud-first ERP application for its product portfolio. It fills a gap in Sage’s cloud financial management software portfolio between Sage Live, aimed at smaller companies, and Sage X3, which targets enterprise buyers. It complements Sage’s recent acquisition of Fairsail, a cloud-based human capital management (HCM) software provider aimed at midsize multinational companies now renamed Sage People. Intacct’s management viewed the merger as a way to expand internationally without making a major investment in building its own channel outside North America and the infrastructure to support a direct sales organization worldwide. Intacct’s management stated that it had been on track to do an IPO with the proceeds going to fund its international expansion. The need for this expansion became greater with the merger of NetSuite and Oracle. That combination facilitates NetSuite’s international expansion because it can piggyback its direct sales and channel business development efforts on the existing network of Oracle offices worldwide. As a standalone public company, the ongoing cost to Intacct of an international expansion likely would have cut into R&amp;D to meet the financial ratios demanded by investors. So being able to expand geographically without having to sacrifice ongoing enhancements to the application was also attractive to the company. Moreover, the cost of some common R&amp;D and infrastructure investments will now be spread across a larger combined company. At the user group meeting, the opening keynote included the usual litany of product enhancements. The company does four quarterly releases, and the list presented included 150 product enhancements. One worth highlighting is Advanced CRM Integration, which integrates processes performed in Salesforce with back office accounting to accelerate a company’s quote-to-cash process. Sage Intacct also says it will be releasing an integration with Salesforce CPQ (Configure, Price and Quote) to synchronize contract data generated in Salesforce CPQ quotes with Sage Intacct. The company’s objective here is to simplify and automate invoicing and help manage revenue recognition under the new accounting standards, ASC 606 in the United States and IFRS 15 elsewhere. Management also highlighted its product’s ability to scale to handle large data volumes – measured, for example, in terms of journal entries, invoice lines and API calls. It noted that its volume capacity had increased 50 percent over the past year while response times had declined 10 percent. The event also highlighted Sage Intacct’s partnerships with American Express for payments and ADP for payroll and human resources. The former enables companies to significantly reduce the total cost of processing payments to vendors. The latter provides human resources, payroll, benefits and talent management software. While ADP’s payroll services are likely to attract Sage Intacct users, it’s also likely that increasingly deeper integration with Sage People will make that choice more attractive to Sage Intacct users. For context, the keynote also included the company’s perspective on the evolving role of the CFO – the transition it sees from the bean-counting historian to someone engaged in leading a company’s growth, using data and analytics to improve performance. That view resonates with our Office of Finance research, which found that almost all (90%) companies say it’s important or very important for finance departments to take a more strategic role in the management of their company. The software Sage Intacct offers is designed to support a more strategic finance function. I’ve been using the concept of “continuous accounting” to highlight the pivotal role technology plays in enabling a CFO to implement changes necessary to make his or her department a strategic partner with the rest of the organization. Sage Intacct can provide a cornerstone of that technology. The application’s structure readily supports end-to-end process and data automation that preserves data integrity, eliminating the need for checks and reconciliations that consume valuable time. Sage Intacct also can support another element of continuous accounting, distributing workloads continuously over an accounting period. Doing so can shorten the period-end close process and address a longstanding issue: most companies aren’t able to close their books within the accepted target of one business week. Our research found that only 40 percent of companies can complete their quarterly close within six business days. In fact, one out of four (26%) take more than two business weeks. A shorter close accelerates management and financial reporting. It also de-stresses the accounting department because most of the work traditionally done in a rush at the end of the period has already been completed. Using Sage Intacct’s ability to handle statistical accounts and collect nonfinancial data, dashboards and reports can quickly provide individual executives and managers with detailed data and metrics that enable them to monitor their performance and address issues and opportunities by exception. By automating more routine departmental functions as well as eliminating the need for time-consuming and unproductive checks and reconciliations by ensuring data is accurate, finance and accounting organizations can achieve efficiency gains that free them to focus on improving their effectiveness. Intacct’s strategy has been to focus on services for businesses in specific vertical and especially micro-vertical segments. For example, one of Intacct’s core verticals is financial services. Within that broad sector it specifically serves investment managers, among other microverticals. The software goes beyond internal accounting to include statistical accounts (such as performance metrics) and investment tracking, which can be complex, especially if managers are investing in hedge funds, private equity or venture capital. Often these organizations resort to using desktop spreadsheets to track and analyze investments and report on performance. However, managing these sorts of investments is best done using a multidimensional data structure because it greatly simplifies data collection, analysis and reporting and can substantially reduce the amount of time required for these activities. Moreover, it improves the accuracy of these processes by maintaining data integrity. The above example illustrates just a handful of the features that are especially useful to one specific microvertical but the concept applies to most of Intacct’s customers. The microvertical strategy Sage Intacct is pursuing is an important differentiator in cloud ERP applications because it more precisely fits the needs of these target companies without forcing them to sacrifice capabilities or make compromises in executing business processes. At the event, Intacct stuck its stake in the ground for the application of artificial intelligence (AI) and machine learning (ML), unveiling a digital assistant for finance departments using the brand name “Pacioli.” The name references the 15th century Franciscan friar who is credited with codifying double-entry bookkeeping. (Coincidently, SAP has branded its AI and ML efforts with the name, “Leonardo.” Da Vinci and Pacioli were contemporaries who knew each other.) No Pacioli products have been formally announced. Rather, Pacioli is a statement of intent to imbue Intacct’s software with capabilities that enhance the productivity of finance and accounting professionals. Having made the announcement, however, to avoid being tagged with peddling “vaporware,” the company will need to both offer capabilities within the next 12 to 18 months that reduce the need for manual tasks and interventions that can be handled by exception and provide prescriptive guidance. The market for ERP and financial management software designed for midsize companies remains highly competitive. Sage Intacct faces a long list of competitors including (among others) Acumatica, Microsoft Dynamics and NetSuite as well as dozens of specialized on-premises and cloud-based vendors. The merger should enable Sage Intacct to accelerate its penetration of markets outside North America. The ability to sell an integrated financial management and HCM suite (Sage People) should make the offering even more competitive. Cloud-based ERP offers many potential advantages for midsize companies, including better performance and more rapid updates and patches as well as a lower total cost of ownership, as it eliminates the need to dedicate valuable IT resources to system maintenance. And, because security is of paramount importance to cloud ERP and financial management software vendors, cloud vendor sites that have undergone certification are almost certainly more secure than most midsize companies’ on-premises environments. I recommend that midsize companies that are considering changing their ERP or financial management system evaluate Sage Intacct’s offering, especially those in businesses that align with the company’s verticals and microverticals and those that operate globally. 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/Images/Twitter_Cards/AP/RK/AP_RK_Intacct_is_a_Sage_Investment_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Unit4 Prevero Provides a Practical Alternative to Spreadsheets", "mainEntityOfPage": "https://robertkugel.isg-one.com/unit4-prevero-provides-a-practical-alternative-to-spreadsheets", "datePublished": "22/09/2017", "dateModified": "22/09/2017", "articleBody": "In 2016 Unit4 acquired Prevero, a financial performance management software company. The acquisition reflects a trend toward the convergence of transactional and analytical business applications. ERP and financial management software vendors increasingly are adding analytic capabilities – especially in financial performance management (FPM) – to the core functions of transaction processing and accounting in order to broaden the scope of their offerings. The integration of transaction processing and analytical software is especially valuable to Unit4’s core customer base of midsize organizations, which we define as those with 100 to 1,000 employees. Midsize entities have almost the same systems requirements as larger ones but lack the resources the latter enjoy. Prevero is an especially useful tool for financial planning and analysis (FP&amp;A) groups. It provides a practical alternative to desktop spreadsheets for planning, budgeting, forecasting and analysis. It is designed to be consistent with Unit4’s design philosophy of “self-driving” software; as a result, although analysts need to be familiar with the basics of multidimensional systems and modeling, Prevero is much easier to master than the most popular business intelligence tools. This is in large part because it uses forms, formulas and contexts that are familiar to an advanced spreadsheet modeler. It doesn’t require mastering a programming language or programming constructs. At the same time, the software eliminates issues inherent in desktop spreadsheets, notably their lack of dimensionality, referential integrity, data integrity and controls. These defects prevent those relying on spreadsheets from viewing planning and budgeting as a more useful business tool. The technical limitations of desktop spreadsheets diminish the effectiveness of any collaborative company-wide process because dealing with the shortcomings inevitably is time-consuming. Because it doesn’t have spreadsheets’ limitations, Prevero is able to support what I call “continuous planning.” This is a highly collaborative approach to planning that relies on frequent short cycles to create and rapidly update integrated companywide operational and financial plans. Embracing continuous planning makes it easy for individual business units and departments to create their own plans while enabling headquarters to connect those plans to create a unified view. Continuous planning uses technology to substantially improve the effectiveness of planning and budgeting in organizations. It makes it possible to maintain direct links between functional or departmental plans, eliminating the need to roll up plans submitted in spreadsheets. In most companies, business unit or departmental plans are stand-alone efforts that are at best only indirectly linked to others. Thus, the only truly integrated business plan is the budget. However, budgets are financial plans aimed at controlling spending based on a targeted revenue objective. They are essential for governance and primarily address the needs of the finance department. Therefore they have limited utility as a business management tool. Our business planning benchmark research finds that companies that maintain persistent links between functional plans have a planning process that works well more often than others that do not. In addition, the research shows that two-thirds (66%) of those that maintain such links have a planning process that works well or very well, compared to 40 percent that copy information from individual plans into an overall plan and just 25 percent of organizations in which plans have little or no connection. Having direct links between departmental and business unit plans also makes for a better process. Our benchmark research reveals that to be accurate, most (77%) planning processes depend to some degree on having access to accurate and timely data from other parts of the organization. To make planning a useful business and financial management tool and readily support continuous planning, a system must have the following capabilities: Each planning unit in the organization is able to model its business in any way it desires while providing to the central enterprise the data it requires to create an integrated enterprise plan. All models and related data are on the same planning platform. This enables planning units to share relevant data, facilitates consistency in assumptions across business units (such as compensation and benefits costs) and makes possible rapid consolidation of the plans of all business units into a single view. The system supports driver-based planning. This type of planning identifies an organization's key business drivers and creates a set of business plans that mathematically model the relationship between the driver and its outcome. The system makes rapid-scenario planning feasible. Driver-based models in an in-memory system can quickly render a consolidated enterprise-wide view that enables executives to see the impact of changes in global and business unit assumptions almost immediately. Such scenarios might involve changes in a global assumption such as economic growth, the price of a commodity or exchange rates. Or it may involve specific units’ product plans. A multidimensional system makes it easy to save scenarios and compare some or all of them side-by-side. The software facilitates rolling-quarters planning and budgeting. This approach doesn’t stop at the end of the fiscal year (which is typical for budgets) but extends out five or six quarters into the future. This ensures continuity in business planning. Prevero has all these capabilities and also offers a broad set of administrative and reporting capabilities, including spreadsheet-like report design, automated report distribution and flexible and easily administered permissions for viewing information and reporting, among other features. As I write this in August, for many companies the annual budgeting process is either underway or just about to start. There will be the usual amount of grumbling about the time required to produce a budget and its value to managers and executives. But nothing will happen. It brings up the quip attributed to Mark Twain: “Everyone talks about the weather but nobody does anything about it.” Companies that plan and budget using desktop spreadsheets can’t easily change because of the limitations that spreadsheets impose when used in any collaborative, repetitive enterprise-wide process. These limitations make it infeasible to implement continuous planning. Companies have many options to consider when assessing tools for planning and budgeting as well as other elements of financial performance management. Prevero competes with a large number of budgeting and planning software vendors. Because Prevero is now part of Unit4, users of the latter’s ERP software are likely to find it an attractive option for budgeting and planning. For everyone else looking for a relatively easy replacement for spreadsheets that provides a unified multidimensional platform, I recommend they investigate Prevero. 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/Images/Twitter_Cards/AP/RK/AP_RK_Unit4_Prevero_Provides_Practical_Alt_Spreadsheets_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "NetSuite Presents New Suites at SuiteWorld", "mainEntityOfPage": "https://robertkugel.isg-one.com/netsuite-presents-new-suites-at-suiteworld-1", "datePublished": "08/06/2017", "dateModified": "08/06/2017", "articleBody": "I recently attended SuiteWorld, NetSuite’s annual user conference. In the opening keynotes and throughout the event speakers emphasized benefits for NetSuite users resulting from the merger of NetSuite and Oracle, completed last fall. I wrote about this at the time. NetSuite users are likely to benefit from Oracle’s sales and core technology infrastructure. Before the merger, NetSuite’s R&amp;D spending was constrained by being a public company. The amounts needed to rebuild and extend its software on an accelerated timetable likely would not have been acceptable to stock market investors. At the gathering, the company emphasized that NetSuite will operate independently from Oracle. That seems like a good idea, but as executives acknowledged, maintaining this independence over time will be a challenge because of normal organizational pressures. One measure of this independence will be maintaining SuiteWorld as an event separate from Oracle’s OpenWorld. Oracle should consider expanding SuiteWorld to focus on all its ERP and financial management applications, especially Hyperion. Sales of cloud-based ERP systems have been growing more rapidly than those deployed on-premises. One reason is that the cloud eliminates the maintenance burden, since vendors handle patching and updates. Our next-generation ERP benchmark research finds that only two-fifths (39%) of participants said it is easy or very easy to implement updates and patches to their company’s on-premises ERP system. Just 19 percent said they are able to implement changes to or update the system within one week of a patch or bug fix release, and not many more (26%) can implement an update within a month of release. The keynote presentations also affirmed that NetSuite will be using Oracle’s existing sales offices and data centers worldwide to improve its competitive positioning in the market for midsize ERP systems outside North America, especially in Europe, where NetSuite did not have a sufficient concentration of offices or other in-country resources. This is partly because Continental Europe has had an entrenched set of incumbents with well-established implementation partners. Incrementally adding to local Oracle offices constitutes a far more affordable growth path. NetSuite is a global company, but most of its penetration is in English-speaking markets. Localization investments, mainly language support, will help in this regard. SuiteSuccess was one of the more significant announcements at the event. These are preconfigured NetSuite implementations built around the company’s domain expertise in specific industries, which enable it to embed, for example, a baseline of leading practices, functionality and key performance indicators. The intended benefits of this are faster time to value (the goal is to get a customer up and running within 100 days), increased business efficiency and flexibility, and greater customer success. Albeit unstated, another reason for SuiteSuccess is quality control. Our research confirms that issues of uneven competence among channel partners challenge ERP software vendors selling to midsize customers through them. More than half (55%) of midsize companies rated the organization that implemented their ERP system as average or below average, compared to 31 percent of larger corporations. Faster time to value and software that works well from the outset are likely to increase customer satisfaction. The trade-off is that there are limits to what will be included in a SuiteSuccess setup. Some NetSuite functionality that is not readily configured, such as subscription billing or anything beyond a basic multibook setup, is beyond the program’s scope. At the same time, the suite does integrate with some “Built for NetSuite” third-party software, such as Salesforce. The company is also planning to offer SuiteSuccess retrofits for existing customers later this calendar year. Representatives noted that retrofitting will not be feasible in cases where the existing configuration requires too much modification to be worthwhile. But some existing customers will benefit from this service if their implementation was not done well at the beginning. Another notable announcement was SuitePeople, a human resources module. NetSuite acquired TribeHR in 2013 but has needed to integrate HR functionality and data on the NetSuite platform. Having HR as part of the offering is valuable because it’s one less thing that must be integrated. It also enables NetSuite to have tight, bidirectional linkages between the HR data and financial and operational functions. The addition should be welcome: 63 percent of participants in our ERP research said that having HR functionality in their ERP suite is important to their finance department. The module was created by the TribeHR organization that was acquired by NetSuite, which has a design philosophy to make HR tasks less burdensome for employees and provide them with more self-service information. NetSuite also offers Advanced Revenue Manager (ARM), which supports companies’ compliance with the new revenue recognition standards (ASC 606 and IFRS 15) that I have written about. They go into effect next year. ARM automates revenue forecasting, allocation, recognition, reclassification and auditing through a rules-based event handling framework. It also can handle accounting for sales-related expenses, although I recommend that companies with even moderately complex sales incentive compensation plans use dedicated software to perform capitalization and expensing calculations. There was also a long list of product enhancements and new functionality. One important and somewhat overdue new capability is outsourced manufacturing management. The accessibility of lower-cost manufacturing capacity around the world has enabled companies to disentangle production from product development, design, marketing and sales. However, these outsourcing companies need visibility into the state of production and costs related to these items, as well as supply chain and logistics data related to finished goods and supplied or purchased parts. The company also showed off advances in prebuilt reports and dashboards. That noted, NetSuite still needs to make its ad hoc and visual reporting capabilities easier. One of the attractive features of NetSuite is the ability for users to configure workflows with a visual interface rather than having to code processes. This makes the system more flexible for trained business users because, using a visual interface, they can readily configure and reconfigure business processes to adapt to needed process changes without programming skills. The visual workflow currently works at a very basic level, however, and the system requires scripting for deeper or more complex workflows. Unannounced but in the works are enhancements to eliminate the need for such scripting, which will make the software more configurable by business users and offer NetSuite a competitive advantage. Our ERP research finds that only 17 percent of companies regard their ERP system as very flexible while another 40 percent said theirs is inflexible or not flexible enough. I recommend that midsize companies that are considering changing their ERP system evaluate NetSuite, especially those in manufacturing, distribution, retail or professional services businesses and those that operate globally. Cloud-based ERP offers many potential advantages for midsize companies, including better performance and more rapid updates and patches, as well as a lower total cost of ownership, as it eliminates the need to dedicate valuable IT resources to system maintenance. Moreover, because security is of paramount importance to cloud ERP vendors, their sites that have undergone certification almost certainly more secure than most midsize companies’ on-premises environments. While Oracle has its own cloud ERP suite that is growing rapidly, customers will have a choice to evaluate NetSuite or look at Oracle’s offering and determine which one delivers best fit and longer term value. 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