ISG Software Research Analyst Perspectives

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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution. <a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a> <a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a> <a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a> <a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a> <a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a> </div> <ul></ul> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://blog.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/90531223305/1725882478811/Ventana_Research_2023/js/mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style="background-size:cover;background-position:50%;background-repeat:no-repeat;background-image:url(https://blog.isg-research.net/hubfs/_images/_backgrounds/314838419_1200px.jpg)">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section">  <h1 class="analyst-header-title">Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2014/07/31/the-future-of-integrating-erp-and-applications-in-the-cloud">The Future of Integrating ERP and Applications in the Cloud</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/mark-smith"> Mark Smith </a> on 30 July 2014 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-bug-web1-1.png?width=200&name=vr-bug-web1-1.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-bug-web1-1.png?width=100&name=vr-bug-web1-1.png 100w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-bug-web1-1.png?width=200&name=vr-bug-web1-1.png 200w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-bug-web1-1.png?width=300&name=vr-bug-web1-1.png 300w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-bug-web1-1.png?width=400&name=vr-bug-web1-1.png 400w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-bug-web1-1.png?width=500&name=vr-bug-web1-1.png 500w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-bug-web1-1.png?width=600&name=vr-bug-web1-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> In recent years line-of-business applications including accounting, human resources, manufacturing, sales and customer service have appeared in the cloud. Cloud -based software as a service (SaaS) has replaced on-premises applications that were previously part of ERP and CRM environments. They have helped companies become more efficient but have also introduced interoperability challenges between business processes. Their advantage is that cloud software can be rented, configured and used... </div> <a href="https://blog.isg-research.net/2014/07/31/the-future-of-integrating-erp-and-applications-in-the-cloud"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance</a>, <a href="https://blog.isg-research.net/topic/supply-chain-performance">Supply Chain Performance</a>, <a href="https://blog.isg-research.net/topic/erp">ERP</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/order-management">Order Management</a>, <a href="https://blog.isg-research.net/topic/operational-performance">Operational Performance</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/cio">CIO</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/customer-service">Customer Service</a>, <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance</a>, <a href="https://blog.isg-research.net/topic/cfo">CFO</a>, <a href="https://blog.isg-research.net/topic/sfa">SFA</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2014/07/30/ibm-brings-sophistication-to-customer-analytics-and-prediction">IBM Brings Sophistication to Customer Analytics and Prediction</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 30 July 2014 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_08_all_channels_for_customer_engagement-19.png?width=200&name=vr_ngce_research_08_all_channels_for_customer_engagement-19.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_08_all_channels_for_customer_engagement-19.png?width=100&name=vr_ngce_research_08_all_channels_for_customer_engagement-19.png 100w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_08_all_channels_for_customer_engagement-19.png?width=200&name=vr_ngce_research_08_all_channels_for_customer_engagement-19.png 200w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_08_all_channels_for_customer_engagement-19.png?width=300&name=vr_ngce_research_08_all_channels_for_customer_engagement-19.png 300w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_08_all_channels_for_customer_engagement-19.png?width=400&name=vr_ngce_research_08_all_channels_for_customer_engagement-19.png 400w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_08_all_channels_for_customer_engagement-19.png?width=500&name=vr_ngce_research_08_all_channels_for_customer_engagement-19.png 500w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_08_all_channels_for_customer_engagement-19.png?width=600&name=vr_ngce_research_08_all_channels_for_customer_engagement-19.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> During recent IBM analyst big data event, I learned about a new product, <a href="http://www-03.ibm.com/software/products/fi/predictive-customer-intelligence" target="_blank">IBM Predictive Customer Intelligence</a>. It extracts and processes customer-related data from multiple sources to analyze customer-related activities and has capabilities to predict customer behavior and actions. Predictive Customer Intelligence is built on IBM’s big data platform and supports extraction and integration of data from multiple sources, internal and external, and from structured and unstructured data. It can... </div> <a href="https://blog.isg-research.net/2014/07/30/ibm-brings-sophistication-to-customer-analytics-and-prediction"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/social-media">Social Media</a>, <a href="https://blog.isg-research.net/topic/customer-analytics">Customer Analytics</a>, <a href="https://blog.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://blog.isg-research.net/topic/voice-of-the-customer">Voice of the Customer</a>, <a href="https://blog.isg-research.net/topic/ibm-predictive-customer-intelligence">IBM Predictive Customer Intelligence</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://blog.isg-research.net/topic/customer-contact-center">Customer & Contact Center</a>, <a href="https://blog.isg-research.net/topic/customer-service">Customer Service</a>, <a href="https://blog.isg-research.net/topic/ibm">IBM</a>, <a href="https://blog.isg-research.net/topic/information-applications">Information Applications</a>, <a href="https://blog.isg-research.net/topic/call-center">Call Center</a>, <a href="https://blog.isg-research.net/topic/contact-center">Contact Center</a>, <a href="https://blog.isg-research.net/topic/contact-center-analytics">Contact Center Analytics</a>, <a href="https://blog.isg-research.net/topic/ibm-watson">IBM Watson</a>, <a href="https://blog.isg-research.net/topic/text-analytics">Text Analytics</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2014/07/30/roambi-goes-android-and-box-for-mobile-bi">Roambi Goes Android and Box for Mobile BI</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 29 July 2014 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vrmobilebivi_hotvendor-10.png?width=200&name=vrmobilebivi_hotvendor-10.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vrmobilebivi_hotvendor-10.png?width=100&name=vrmobilebivi_hotvendor-10.png 100w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vrmobilebivi_hotvendor-10.png?width=200&name=vrmobilebivi_hotvendor-10.png 200w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vrmobilebivi_hotvendor-10.png?width=300&name=vrmobilebivi_hotvendor-10.png 300w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vrmobilebivi_hotvendor-10.png?width=400&name=vrmobilebivi_hotvendor-10.png 400w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vrmobilebivi_hotvendor-10.png?width=500&name=vrmobilebivi_hotvendor-10.png 500w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vrmobilebivi_hotvendor-10.png?width=600&name=vrmobilebivi_hotvendor-10.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Mobility continues to be a hot adoption area in business intelligence, according to our research across analytics and line of business departments. Nearly three-quarters (71%) of organizations said their mobile workforce would be able to access BI capabilities in the next 12 months according to our <a href="//www.ventanaresearch.com/nextgenbi" target="_blank">next generation mobile business intelligence research</a>. Roambi, a provider of mobile business intelligence applications, has made important strides this year after moving to deploying its products in... </div> <a href="https://blog.isg-research.net/2014/07/30/roambi-goes-android-and-box-for-mobile-bi"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/mobile-business-intelligence">Mobile Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance</a>, <a href="https://blog.isg-research.net/topic/flow">flow</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/customer-contact-center">Customer & Contact Center</a>, <a href="https://blog.isg-research.net/topic/information-applications">Information Applications</a>, <a href="https://blog.isg-research.net/topic/roambi">Roambi</a>, <a href="https://blog.isg-research.net/topic/box">box</a>, <a href="https://blog.isg-research.net/topic/digital-technology">Digital Technology</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2014/07/16/tagetik-advances-disclosure-management-for-office-of-finance">Tagetik Advances Disclosure Management for Office of Finance</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 16 July 2014 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-8.png?width=200&name=vr_fcc_financial_close_and_automation_updated-8.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-8.png?width=100&name=vr_fcc_financial_close_and_automation_updated-8.png 100w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-8.png?width=200&name=vr_fcc_financial_close_and_automation_updated-8.png 200w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-8.png?width=300&name=vr_fcc_financial_close_and_automation_updated-8.png 300w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-8.png?width=400&name=vr_fcc_financial_close_and_automation_updated-8.png 400w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-8.png?width=500&name=vr_fcc_financial_close_and_automation_updated-8.png 500w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-8.png?width=600&name=vr_fcc_financial_close_and_automation_updated-8.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <a href="http://www.tagetik.com/" target="_blank">Tagetik</a> provides financial performance management software. One particularly useful aspect of its suite is <a href="http://www.tagetik.com/software/disclose" target="_blank">the Collaborative Disclosure Management (CDM)</a>. CDM addresses an important need in finance departments, which routinely generate highly formatted documents that combine words and numbers. Often these documents are assembled by contributors outside of the finance department; human resources, facilities, legal and corporate groups are the most common. The data used in these reports almost... </div> <a href="https://blog.isg-research.net/2014/07/16/tagetik-advances-disclosure-management-for-office-of-finance"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/big-data">Big Data</a>, <a href="https://blog.isg-research.net/topic/mobile">Mobile</a>, <a href="https://blog.isg-research.net/topic/erp">ERP</a>, <a href="https://blog.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://blog.isg-research.net/topic/modeling">Modeling</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/reporting">Reporting</a>, <a href="https://blog.isg-research.net/topic/budgeting">Budgeting</a>, <a href="https://blog.isg-research.net/topic/close">close</a>, <a href="https://blog.isg-research.net/topic/closing">closing</a>, <a href="https://blog.isg-research.net/topic/consolidation">Consolidation</a>, <a href="https://blog.isg-research.net/topic/controller">Controller</a>, <a href="https://blog.isg-research.net/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close</a>, <a href="https://blog.isg-research.net/topic/ifrs">IFRS</a>, <a href="https://blog.isg-research.net/topic/xbrl">XBRL</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance</a>, <a href="https://blog.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://blog.isg-research.net/topic/cfo">CFO</a>, <a href="https://blog.isg-research.net/topic/compliance">compliance</a>, <a href="https://blog.isg-research.net/topic/data">Data</a>, <a href="https://blog.isg-research.net/topic/benchmark">benchmark</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/financial-reporting">financial reporting</a>, <a href="https://blog.isg-research.net/topic/fpm">FPM</a>, <a href="https://blog.isg-research.net/topic/gaap">GAAP</a>, <a href="https://blog.isg-research.net/topic/integrated-business-planning">Integrated Business Planning</a>, <a href="https://blog.isg-research.net/topic/profitability">Profitability</a>, <a href="https://blog.isg-research.net/topic/sec-software">SEC Software</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2014/07/15/teradatas-fast-track-to-big-data-analytics">Teradata’s Fast Track to Big Data Analytics</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 15 July 2014 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png?width=200&name=vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png?width=100&name=vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png 100w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png?width=200&name=vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png 200w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png?width=300&name=vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png 300w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png?width=400&name=vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png 400w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png?width=500&name=vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png 500w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png?width=600&name=vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> At its annual industry analyst summit last month and in a more recent announcement of enterprise support for parallelizing the R language on its <a href="http://www.teradata.com/Teradata-Aster-Discovery-Platform/" target="_blank">Aster Discovery Platform</a>, Teradata showed that it is adapting to changes in database and analytics technologies. The presentations at the conference revealed a unified approach to data architectures and value propositions in a variety of uses including the Internet of Things, digital marketing and ETL offloading. In particular, the company provided... </div> <a href="https://blog.isg-research.net/2014/07/15/teradatas-fast-track-to-big-data-analytics"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/big-data">Big Data</a>, <a href="https://blog.isg-research.net/topic/teradata">Teradata</a>, <a href="https://blog.isg-research.net/topic/it-performance">IT Performance</a>, <a href="https://blog.isg-research.net/topic/operational-performance">Operational Performance</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/customer-contact-center">Customer & Contact Center</a>, <a href="https://blog.isg-research.net/topic/information-applications">Information Applications</a>, <a href="https://blog.isg-research.net/topic/information-management">Information Management</a>, <a href="https://blog.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://blog.isg-research.net/topic/operational-intelligence">Operational Intelligence</a>, <a href="https://blog.isg-research.net/topic/teradata-aster">Teradata Aster</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2014/07/04/ibm-advances-business-experience-in-using-advanced-analytics">IBM Advances Business Experience in Using Advanced Analytics</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 03 July 2014 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-logo-bug-square-buffer-2.jpg?width=200&name=vr-logo-bug-square-buffer-2.jpg" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-logo-bug-square-buffer-2.jpg?width=100&name=vr-logo-bug-square-buffer-2.jpg 100w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-logo-bug-square-buffer-2.jpg?width=200&name=vr-logo-bug-square-buffer-2.jpg 200w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-logo-bug-square-buffer-2.jpg?width=300&name=vr-logo-bug-square-buffer-2.jpg 300w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-logo-bug-square-buffer-2.jpg?width=400&name=vr-logo-bug-square-buffer-2.jpg 400w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-logo-bug-square-buffer-2.jpg?width=500&name=vr-logo-bug-square-buffer-2.jpg 500w, https://blog.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr-logo-bug-square-buffer-2.jpg?width=600&name=vr-logo-bug-square-buffer-2.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> The developed world has an embarrassment of riches when it comes to information technology. Individuals walk around with far more computing power and data storage in their pockets than was required to send men to the moon. People routinely hold on their laps what would have been considered a supercomputer a generation ago. There is a wealth of information available on the Web. And the costs of these information assets are a tiny fraction of what they were decades ago. Consumer products have... </div> <a href="https://blog.isg-research.net/2014/07/04/ibm-advances-business-experience-in-using-advanced-analytics"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/big-data">Big Data</a>, <a href="https://blog.isg-research.net/topic/mobile">Mobile</a>, <a href="https://blog.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance</a>, <a href="https://blog.isg-research.net/topic/social-media">Social Media</a>, <a href="https://blog.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://blog.isg-research.net/topic/performance">Performance</a>, <a href="https://blog.isg-research.net/topic/operational-performance">Operational Performance</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/business-performance">Business Performance</a>, <a href="https://blog.isg-research.net/topic/customer-contact-center">Customer & Contact Center</a>, <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance</a>, <a href="https://blog.isg-research.net/topic/ibm">IBM</a>, <a href="https://blog.isg-research.net/topic/finance">finance</a>, <a href="https://blog.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://blog.isg-research.net/topic/social">Social</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/spss">SPSS</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/2014/07/02/cornerstone-improves-employee-engagement-through-talent-management">Cornerstone Improves Employee Engagement through Talent Management</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 02 July 2014 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://static.hsstatic.net/BlogImporterAssetsUI/ex/missing-image.png" width="200" !important:> </div> <a href="http://www.cornerstoneondemand.com/" target="_blank">Cornerstone OnDemand</a> is a large pure-play vendor of talent management software, with more than 1,700 clients, more than 14.5 million users and more than 60 percent growth in revenue over the past 12 months. At the company’s annual customer conference this year, CEO Adam Miller talked about a trend in the market of talent management applications going beyond automating a series of processes to help engage employees within organizations. I agree with this analysis and would extend the trend to... </div> <a href="https://blog.isg-research.net/2014/07/02/cornerstone-improves-employee-engagement-through-talent-management"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/social-media">Social Media</a>, <a href="https://blog.isg-research.net/topic/human-capital-analytics">Human Capital Analytics</a>, <a href="https://blog.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://blog.isg-research.net/topic/lms">LMS</a>, <a href="https://blog.isg-research.net/topic/employee-engagement">Employee Engagement</a>, <a href="https://blog.isg-research.net/topic/employee-onboarding">Employee Onboarding</a>, <a href="https://blog.isg-research.net/topic/usability">Usability</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://blog.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://blog.isg-research.net/topic/workforce-performance">Workforce Performance</a>, <a href="https://blog.isg-research.net/topic/cornerstone-ondemand">Cornerstone OnDemand</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); } }; // Category filters $('.all').click( function() { checkClass(); }); // Active tag $('.bttn').click(function(){ $('.bttn').removeClass('active'); $(this).addClass('active'); }) </script> </div> <div class="blog-numeric-pagination span12 ">   </div> </div> <div class="blog-sidebar">   <style> .blog-sidebar h3 { font-size: 18px; margin-bottom: 30px; position: relative; color: var(--light_blue); padding-top:40px; } .btn-secondary, .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } </style> <a href="https://cta-redirect.hubspot.com/cta/redirect/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be"><img class="hs-cta-img" id="hs-cta-img-960cd0b7-7494-40d3-ac1c-5825d5a075be" style="border-width:0px;" src="https://no-cache.hubspot.com/cta/default/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be.png" alt="JOIN OUR COMMUNITY"></a><script charset="utf-8" src="https://js.hscta.net/cta/current.js"></script><script type="text/javascript"> hbspt.cta.load(2035844, '960cd0b7-7494-40d3-ac1c-5825d5a075be', {"useNewLoader":"true","region":"na1"}); </script> <h3>Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@ventanaresearch.com" style="color: #284a7b;">ChiefResearchOfficer@ventanaresearch.com</a> </li> </ul> <a class="btn-secondary" href="https://www.ventanaresearch.com/analyst-perspective-policy">View Policy</a>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" 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href="https://blog.isg-research.net/archive/2010/06">June 2010 (1)</a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> <div class="block"> <h3>Posts by Topic</h3> <div class="widget-module"> <ul> <li> <a href="https://blog.isg-research.net/topic/10q">10Q (1)</a> </li> <li> <a href="https://blog.isg-research.net/topic/vendor-references">[Vendor references] (2)</a> </li> <li> <a href="https://blog.isg-research.net/topic/absolute-data">Absolute Data (1)</a> </li> <li> <a href="https://blog.isg-research.net/topic/accessibility">Accessibility (1)</a> </li> <li> <a href="https://blog.isg-research.net/topic/accountants">accountants (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/accounting">Accounting (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/accounting-close">accounting close (2)</a> </li> <li style="display:none;"> <a 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<a href="https://blog.isg-research.net/topic/corvisa-cloud">Corvisa Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cost-management">Cost Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/costing">costing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cpaas">CPaaS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cpq">CPQ (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/credit">credit (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/crisis">crisis (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/crm">CRM (267)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/crm-customer-service">CRM customer service (1)</a> </li> <li style="display:none;"> <a 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href="https://blog.isg-research.net/topic/digital-marketing">Digital Marketing (28)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-operations">Digital Operations (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-publishing">Digital Publishing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-security">Digital Security (23)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-technology">Digital Technology (292)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-transformation">Digital transformation (20)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/direct-data-mapping">Direct Data Mapping (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/disaster-recovery">Disaster Recovery (1)</a> </li> <li 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(5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dovetail">Dovetail (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dreamforce">Dreamforce (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/driver-analysis">driver analysis (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/driver-based">driver-based (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/driver-based-planning">driver-based planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dynamics">Dynamics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dynamics-ax">Dynamics AX (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dynamics-gp">Dynamics GP (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/e-discovery">e-discovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/echopass">Echopass (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eclipse">Eclipse (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/edi">EDI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ediscovery">eDiscovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/editorial">Editorial (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/effectiveness">effectiveness (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eg-solutions">eg Solutions (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/elasticube">elasticube (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eloqua">Eloqua (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/embedded-analytics">embedded analytics (95)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/emc">EMC (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-engagement">Employee Engagement (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-experience">employee experience (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-onboarding">Employee Onboarding (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-productivity">Employee Productivity (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/empower">Empower (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/end-to-end">end-to-end (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/endeca">endeca (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enghouse-interactive">Enghouse interactive (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enkata">Enkata (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-applications">Enterprise Applications (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-data-strategy">Enterprise Data Strategy (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-messaging-internet-of-things-iot-middle">Enterprise messaging, Internet of Things, IoT, mid (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-profitability-management">enterprise profitability management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning (72)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-risk-management">enterprise risk management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-software">Enterprise Software (27)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-spreadsheet">enterprise spreadsheet (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-tax">Enterprise Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterworks">Enterworks (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/environment-management">Environment Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/environmental">Environmental (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/envision">Envision (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/epicor">Epicor (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/epiphany">Epiphany (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/equifax">Equifax (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/equity-research">equity research (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erm">ERM (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erp">ERP (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting (150)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/error">error (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/esg">ESG (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/esri">ESRI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/essbase">Essbase (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ethority">eThority (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-data">Event Data (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-discovery">Event discovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-stream">Event Stream (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-stream-processing">Event Stream Processing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-streams">Event Streams (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exacttarget">ExactTarget (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exadata">exadata (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exalytics">Exalytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/excel">Excel (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/excentive">Excentive (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/executive">executive (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expense">expense (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expense-management">expense management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/experience-management">Experience Management (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expert-systems">Expert Systems (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exploration">Exploration (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exploratory-analytics">exploratory analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/explorium">Explorium (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/extended-close">extended close (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/extended-reality">extended reality (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/external-data-platform">External Data Platform (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exterro">Exterro (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/f-type">F-Type (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fasb">FASB (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fast-close">Fast close (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/feedback">Feedback (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fei">FEI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ferf-ceo">FERF CEO (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/field-service">Field Service (29)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance">finance (53)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-analytics">Finance Analytics (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-cloud">finance cloud (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-performance-management">Finance Performance Management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-transformation">finance transformation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial">financial (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-analytics">financial analytics 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href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management (237)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM) (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-planning">financial planning (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-regulation">financial regulation (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-reporting">financial reporting (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-risk-management">financial risk management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-services">Financial Services (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-software">financial software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-standards">financial standards (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-statement">financial statement (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-systems">financial systems (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financialforce">FinancialForce (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financialforce-com">FinancialForce.com (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financials">financials (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/five9">Five9 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/flow">flow (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fms">FMS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/for-example-genesys">for example Genesys (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/forecast">Forecast (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/forecasting">forecasting (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fpa">FP&A (22)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fpm">FPM (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fraud">Fraud (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fuel50">Fuel50 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fusion-applications">Fusion 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compliance, risk management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/green">Green (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/greenplum">Greenplum (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gui">GUI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hadoop">Hadoop (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hana">HANA (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/harvard-business-review">Harvard Business Review (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hawq">HAWQ (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm">HCM (57)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm-analytics">HCM Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm-systems">HCM Systems (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm-hr-hrms-workforce-management-learning-manageme">HCM, HR, HRMS, Workforce Management, Learning Mana (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hdfs">HDFS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hdinsights">HDinsights (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hdp">HDP (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/headcount-planning">headcount planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/healthcare-compliance">Healthcare Compliance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/healthcare-reform">Healthcare Reform (1)</a> </li> <li 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<li style="display:none;"> <a href="https://blog.isg-research.net/topic/process-mining">Process Mining (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/procure-to-pay">Procure-to-Pay (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/procurement">procurement (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/product-experience-management">product experience management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/product-information-management">Product Information Management (90)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/professional-services">Professional Services (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/professional-services-automation">Professional Services Automation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/profit-velocity">Profit Velocity (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/profitability">Profitability (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/profitability-management">profitability management (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/project-management">Project Management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/project-planning">Project Planning (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/project-portfolio-management">Project Portfolio Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/projecthelp">ProjectHelp (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/projectops">ProjectOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/projector">Projector (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/promptbook">Promptbook (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/property-technology">Property Technology (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pros">PROS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pros-pricing">PROS Pricing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/psa">PSA (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/publishing">Publishing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/purchasing">purchasing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pv-accelerator">PV Accelerator (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pxm">PXM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qad">QAD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik">Qlik (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-qlik-sense">Qlik Qlik Sense (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-qonnections">Qlik Qonnections (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-analytics-qlik-sense-qlik-business-intelligen">Qlik, Analytics, Qlik Sense, Qlik, Business intell (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qliktech">Qliktech (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlikview">QlikView (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qualtrics">Qualtrics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quantrix">Quantrix (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quinterian">Quinterian (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quotas">Quotas (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qvidian">Qvidian (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/r">R (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ransomware">Ransomware (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rapide">Rapide (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rapidminer">Rapidminer (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rdbms">RDBMS (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/real-estate">real estate (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/real-time">Real-time (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reconciliation">Reconciliation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recovery">Recovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recruiting">Recruiting (41)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recurring-revenue">Recurring Revenue (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/report">report (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reporting">Reporting (78)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reporting-xbrl-ixbrl-document-management">Reporting, XBRL, iXBRL, document management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/research">Research (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/resilience">Resilience (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/responsetek">ResponseTek (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/retail-analytics">Retail Analytics (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue">Revenue (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-and-lease-accounting">revenue and lease accounting (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-management">Revenue Management (33)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-performance">Revenue Performance (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-performance-management">Revenue Performance Management (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-recognition">revenue recognition (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-lease-and-tax-accounting">Revenue, Lease and Tax Accounting (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revolution">Revolution (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revolution-analtyics">Revolution Analtyics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rightnow">RightNow (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rim">RIM (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk">Risk (37)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk-compliance-grc">Risk & Compliance (GRC) (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk-analytics">Risk Analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/riversand">Riversand (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/roambi">Roambi (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-automation">robotic automation (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-finance">robotic finance (38)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-process-automation">Robotic Process Automation (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/roi">ROI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rpa">RPA (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rypple">Rypple (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sop">S&OP (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/saas">SaaS (27)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sab-miller">SAB Miller (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/saba">Saba (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sage">Sage (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sage-software">Sage Software (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales">Sales (169)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-and-operations-planning">Sales and Operations Planning (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-cloud">Sales Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-coaching">Sales Coaching (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-commission">Sales Commission (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-compensation">Sales Compensation (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-effectiveness">Sales Effectiveness (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-enablement">sales enablement (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-enablement-and-execution">Sales Enablement and Execution (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-engagement">Sales Engagement (25)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-force-automation">Sales Force Automation (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-forecasting">Sales Forecasting (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-operations">Sales Operations (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance (446)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance-management">Sales Performance Management (77)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM) (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-planning">Sales Planning (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-planning-and-analytics">Sales Planning and Analytics (18)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-tax">Sales Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-marketing-sales-performance-management-marke">Sales, Marketing, Sales Performance Management, Ma (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-sfa-spm-sales-performance-management-sales-c">Sales, SFA, SPM, Sales Performance Management, Sal (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/salescloud">SalesCloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/salesforce-com">Salesforce.com (58)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap">SAP (76)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-epm">SAP EPM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-hana">SAP HANA (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-insider">SAP insider (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-lumira">SAP Lumira (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-netweaver">SAP NetWeaver (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-predictive-analytics">SAP predictive analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-teched">SAP TechEd (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sapphire">SAPPHIRE (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sarbanes-oxley">Sarbanes Oxley (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sas">SAS (26)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sas-institute">SAS institute (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sasb">SASB (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sase">SASE (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/savi">Savi (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scm">SCM (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scm-demand-planning">SCM Demand Planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scout-rfp">Scout RFP (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scribe-software">Scribe Software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/search">Search (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sec">SEC (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sec-software">SEC Software (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/secfinops">SecFinOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/secops">SecOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/security">Security (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/security-posture">Security Posture (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sedar">SEDAR (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/self-service">Self-service (41)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/semantic-model">semantic model (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/service-supply-chain">Service & Supply Chain (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/service-cloud">Service Cloud (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/servigistics">Servigistics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sfa">SFA (24)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sfdc">SFDC (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sharepoint">SharePoint (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/shoretel">ShoreTel (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/siemens-enterprise-communications">Siemens Enterprise Communications (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/signal-demand">Signal Demand (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/silverpop">SilverPop (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/simba">Simba (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-financial-close">Smart Financial Close (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-manufacturing">Smart Manufacturing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-phones">Smart Phones (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-watches">Smart Watches (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smarter-analytics">Smarter Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smarter-workforce">Smarter Workforce (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smb">SMB (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/snaplogic">SnapLogic (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/snowfly">Snowfly (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/soa">SOA (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/soc">SOC (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social">Social (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-business">Social Business (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-collaboration">Social Collaboration (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-crm">Social CRM (128)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-dynamx">Social Dynamx (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media">Social Media (365)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media-analytics">Social Media Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media-intelligence">Social Media Intelligence (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-recognition">Social Recognition (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/socialtext">SocialText (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sococare">SoCoCare (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/softscape">Softscape (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/software">Software (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/software-as-a-service">Software as a Service (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sourcing">sourcing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sovereign-cloud">Sovereign Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sox">SOX (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spago-solutions">Spago Solutions (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spatial-data-quality">Spatial Data Quality (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/speech-analytics">Speech Analytics (177)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/splunk">Splunk (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spm">SPM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spotfire">Spotfire (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spreadsheets">Spreadsheets (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spss">SPSS (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sql-h">SQL-H (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sqlstream">SQLstream (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/star-analytics">Star Analytics (1)</a> </li> <li style="display:none;"> <a 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<a href="https://blog.isg-research.net/topic/visi">Visi (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vistaar-technologies">Vistaar Technologies (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/visual-insight">Visual Insight (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/visualization">Visualization (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vitria">Vitria (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vivisimo">Vivisimo (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vmware">VMWare (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vocalcom">Vocalcom (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vocalcom-and-zeacom">Vocalcom and Zeacom (1)</a> </li> <li style="display:none;"> <a 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ERP and Applications in the Cloud", "mainEntityOfPage": "https://blog.isg-research.net/2014/07/31/the-future-of-integrating-erp-and-applications-in-the-cloud", "datePublished": "30/07/2014", "dateModified": "30/07/2014", "articleBody": "In recent years line-of-business applications including accounting, human resources, manufacturing, sales and customer service have appeared in the cloud. Cloud -based software as a service (SaaS) has replaced on-premises applications that were previously part of ERP and CRM environments. They have helped companies become more efficient but have also introduced interoperability challenges between business processes. Their advantage is that cloud software can be rented, configured and used within a day or week. The disadvantage is that they don’t always connect with one another seamlessly, as they used to and when managed by a third party there is limited connectivity to integrate them. Smooth interoperation is critical for business processes that use ERP. The hybrid computing approach to ERP was assessed by my colleague Robert Kugel, who identified the challenges in these early approaches to ERP in the cloud. As on-premises ERP, these applications were fully connected and integrated with process and data integration wired together through additional technologies. This configurability of ERP has been a large challenge and has led to failed implementations, as Robert noted. Understanding the complexities of ERP today is key to coming up with a solution. One of the most fundamental business processes in organizations is tracking an order to fulfillment. That needs to be connected without manual intervention for transactional efficiency and to ensure data, analytics and planning are available. In fact our next generation of finance analytics benchmark research finds that ERP is the second-most important source of data being analyzed, after spreadsheets, and is the first-ranked source in almost one-third (32%) of organizations. In the transition to cloud computing this has become more complex. Applications that support the order-to-fulfillment process, for example, are increasingly being used individually in cloud computing, and many are being mingled with on-premises applications that require integration and automation to avoid manual intervention. To start, orders are created by sales. Sales opportunities are created and closed with products and services purchased by contract or electronically. These must be placed in an order management system through which the record can be used by a multitude of systems and processes. Purchasing and fulfillment details are moved into an invoice as part of a billing application, then entered into accounting and accounts receivable where it is managed to payment. Finance takes orders and consolidates them into reports, typically in a financial performance management system. The order is then provided to manufacturing or fulfillment applications which build and deliver products, then fulfilled through warehouse and distribution management. The customer name and order number is also placed into an application that handles support calls or deploys services. This is the reality of business today. Many departments and individuals, with different applications, are needed to support orders, fulfillment and service. If these applications are not connected organizations have to perform manual intervention, re-enter data, or copy and paste, which not only wastes time and resources but can introduce errors. Half (56%) of organizations do the integration through spreadsheets or exporting data, with custom coding being second-most popular (for 39%), according to our business data in the cloud research. (I will leave HR applications and the supporting people component out of this process though they play a critical role as an enterprise resource to support the order-to-fulfillment process and are part of many ERP deployments.) In addition performing any level of business planning is not simple as data is needed to determine past performance and plan for the future. There is no simple way to make all this efficient. It has historically been managed by ERP, usually through a single vendor’s application suite. Now businesses want it done in the cloud, either on-premises or through other cloud applications. Proper attention must be paid to the needs and competencies of the departments and business processes involved. Thus migration and transition to ERP are not simple, nor is building an application architecture that supports process and data efficiently. Assessment and planning are necessary to ensure that risks are addressed. Switching to a new ERP system in the cloud will still require an application architecture to maintain proper operations across departments and existing applications, whether they are on-premises, in a private cloud, in the public cloud or in a hybrid combination. This integration among sales force automation, customer service and other systems is outside the scope of most cloud ERP deployments who have not provided the most robust integration points for the applications and data. Robert Kugel writes that ERP must take a giant leap in order to operate in the cloud. I agree. Our firm often gets requests for assistance in finding the right approach to ERP and business process. While midsize companies find ERP in the cloud increasingly attractive, there are significant challenges to adapting and integrating such applications as part of business processes, which many customers overlook in their desire for a cloud-based solution. The majority of cloud ERP vendors have not provided integration and workflow of information from their applications to others in an open and seamless manner, complicating deployments and adding unexpected costs for customers. ERP suppliers moving from on-premises to cloud computing have acknowledged the complexities. Many of the legacy ERP vendors have struggled to enable application interoperability and the differing management requirements of IT and business. This struggle has resulted in a lack of confidence by organizations wishing to migrate to ERP in the cloud and makes them wonder whether to look at alternative approaches with individual applications using integration across them and data to support business processes. Automation is another major concern. The lack of it across business processes has impeded finance groups in closing the books efficiently; our research on the fast, clean close shows many organizations losing four or more days. In the meantime technological advances in integration technologies that operate in the cloud computing environment can interconnect with on-premises systems. The ability to simultaneously distribute transactions and data across systems makes the ability to architect business processes and workflows a reality. For some organizations the use of business process management and other integration technology approaches are being adopted. The new technologies are able to blend into many applications, so that users do not know they are working on applications from different vendors, nor do they need to know. These advances enable application architecture to interoperate and automate the flow of data from on-premises and cloud computing environments, providing new opportunities to interoperate from ERP or other applications. Many organizations are doing this today, and more than one-third of companies are planning or need to move data from cloud to cloud, cloud to on-premises or on-premises to cloud, data according our business data in the cloud research. No matter whether a company is in manufacturing or services, they must address the integration complexities to gain efficiency and support growth without adding more resources. While many new ERP providers in the cloud are taking simpler approaches from the applications interface to how it processes transactions, most have not learned the importance of integration to other systems and the need for accessing and integrating data for transactions and analytics. Having consistency of data across applications and systems is a major obstacle in more than one-fifth (21%) of organizations and a minor obstacle in two-fifths (43%), and they find similar difficulties in the complexities of accessing data, according to our business data in the cloud research. In addition they lack effective planning (which of course is the P in ERP), and reporting is less than sufficient and often must be complemented by third-party tools. All this introduces yet more complexity for business and IT in determining how they can move forward with ERP in the cloud, adapting existing and new applications to interoperate. The outlook for ERP in the cloud is thus uncertain. If these vendors do not adapt to the reality of what their customers want (as opposed to what they want their customers to do), it will remain cloudy. Responding to pressure to take an open approach that is easy to integrate, however, ERP providers could see a sunny forecast. Regards, Mark Smith CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr-bug-web1-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://blog.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "IBM Brings Sophistication to Customer Analytics and Prediction", "mainEntityOfPage": "https://blog.isg-research.net/2014/07/30/ibm-brings-sophistication-to-customer-analytics-and-prediction", "datePublished": "30/07/2014", "dateModified": "30/07/2014", "articleBody": "During recent IBM analyst big data event, I learned about a new product, IBM Predictive Customer Intelligence. It extracts and processes customer-related data from multiple sources to analyze customer-related activities and has capabilities to predict customer behavior and actions. Predictive Customer Intelligence is built on IBM’s big data platform and supports extraction and integration of data from multiple sources, internal and external, and from structured and unstructured data. It can process data created by third-party products, such as text-based files of data created by converting speech to text. The product can capture and analyze customer interactions from multiple communication channels such as voice, email, text messages, chat and Web usage scripts and social media posts. Predictive Customer Intelligence has four primary modules, for predictive modeling, reporting, real-time scoring and a real-time analytics data repository, which are connected by the IBM Integration Bus. These modules support a predefined process in which users build models from customer data stored in analytics real-time customer database and use them or predefined models to run real-time analysis against the customer data and produce scores, recommendations, reports and dashboards related to customer activities. The outputs can be delivered through a variety of channels such as outbound email, direct mail or text message. This can help contact center agents provide personalized and contextualized responses to customers’ questions. Other outputs can be used to produce targeted marketing campaigns or to respond to customer interactions through other communications channels. My benchmark research into next-generation customer analytics shows a need for such a product because companies have up to 21 potential sources of customer data. These include transactional business applications such as CRM and ERP, customer data warehouses, spreadsheets, call recordings and text-based files containing content from email, forms, letters, text messages, chat scripts, Web scripts and social media posts. All of these not only contain valuable customer information but also interaction data from which companies need to derive insights into customers’ feelings about products and services and other aspects of the business. The research shows companies have difficulty in extracting value from this data, partially because on average they use only six sources of customer data in their customer analytics. Interaction data is especially problematic because most of it is unstructured and requires tools that can automatically access and extract insights from them; few companies have such tools. This situation also is becoming more complex, as my benchmark research into next-generation customer engagement shows: Companies are supporting more channels of interaction and expect volumes of interactions to grow in every channel as our research shows up to 17 channels in play. IBM Predictive Customer Intelligence has capabilities that can help companies meet these challenges. However, a close look reveals that it is not one but 10 individual products (not including three connectors) packaged together. Organizations therefore need to understand the cost and operational impact of managing and use these products. At the big data analytics event, Frank Theisen (IBM VP of front-office transformation for Europe) summed up the information challenges companies face; they need to know: What happened? Why did it happen? What can be learned? What action should be taken? What could happen in the future? Ventana Research believes that big data analytics can answer these questions. For example, my benchmark into next-generation customer analytics shows that one-quarter (26%) of companies have deployed a dedicated customer analytics product and have found it has helped them improve the customer experience and their analysis of business performance. More generally my colleague Tony Cosentino wrote about three Ws that are key: What data you have, what information you want to derive from data, and what action should be taken as a result of insights gained from it. Once you can answer these questions you can decide which analytics product best fits your requirements. IBM focuses intensively on its technology sometimes to the extent of obscuring the business applications of those systems. One prime example is that more and more IBM big data products are moving to the direction of IBM Watson and methods of cognitive computing. Basically Watson is a platform that can search very large volumes of information to deliver insights from the data by use of natural language, and it is smart in that it learns as it searches, so that future answers are more refined and targeted to the questions asked. Such capabilities are particularly useful for analyzing the very large volumes of customer interaction data companies accumulate; they help identify trends, hot issues and focused information to help personalize responses and put them in the context of an overall customer relationship. Our next-generation customer analytics benchmark research shows usability is the top priority for selecting analytics software: 64 percent of companies said it is very important. To provide it vendors should support point-and-click access to information on mobile devices and visual ways of showing the results of analytics. One case study IBM used during the day illustrated this; the user collects a vast array of data, integrates it and delivers analysis in visual formats on Apple iPads. This is well-suited for assisting customer-related activities that happen in real time (such as phone calls) where users need instant access to up-to-date information in forms they can understand immediately. Companies already have huge amounts of customer-related data, and if you factor in the increasing volume of electronic communications, social media and the coming Internet of Things, this need will grow more acute. IBM has a variety of analytic products and is developing more. The challenge is to figure out which IBM products can best process what data and produce the required information and insights to drive decisions and action. Predictive Customer Intelligence and IBM’s other big data analytics are worth considering in organizations’ efforts to improve understanding of customers and their experiences. Regards, Richard J. Snow VP & Research Director", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ngce_research_08_all_channels_for_customer_engagement-19.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Roambi Goes Android and Box for Mobile BI", "mainEntityOfPage": "https://blog.isg-research.net/2014/07/30/roambi-goes-android-and-box-for-mobile-bi", "datePublished": "29/07/2014", "dateModified": "29/07/2014", "articleBody": "Mobility continues to be a hot adoption area in business intelligence, according to our research across analytics and line of business departments. Nearly three-quarters (71%) of organizations said their mobile workforce would be able to access BI capabilities in the next 12 months according to our next generation mobile business intelligence research. Roambi, a provider of mobile business intelligence applications, has made important strides this year after moving to deploying its products in the cloud, an event that I covered previously. Roambi is rated as one of the top providers of mobile business intelligence or what we refer to as a ‘Hot Vendor’ according to our Value Index. Earlier this year, Roambi announced a partnership with Box, which offers cloud-based data storage and file sharing. More recently it began to catch up with the market by announcing support for the Android mobile operating system. Roambi has focused on the mobile BI market from its inception, first by building on the Apple iPhone’s small screen and then progressing to support the majority of mobile devices in corporations today. The Box partnership, announced in March, enables joint Box and Roambi customers to visualize and interact with data stored on the Box file sharing system. Specifically, users are able to sync Roambi Analytics, the company’s visualization engine, and Roambi Flow, its storyboarding capability, with Box. The integration allows fast importation of Box source files and the ability to create and share interactive reports through Roambi Analytics and to create digital magazines and content through Roambi Flow. Data can be automatically refreshed in real time via Box Sync. This partnership serves both companies since the coupled service provide users with expanded capabilities and little overlap. Box’s rapid growth is being driven by its ease of use, open platform and cloud approach to file sharing. Thisis a natural platform for Roambi to build on and expand its customer base. For Box, Roambi’s dynamic visualization and a collaboration capabilities address its business customers’ needs and increase its market opportunities. In our benchmark research on information optimization 83 percent of organizations said it is important to have components that provide interactive capabilities to support presentation of information. Roambi also works with other application vendors in the CRM and ERP market to integrate their applications. The same research shows that CRM (for 45%) and ERP (38%) are important types to integrate with others especially in areas such as sales and customer service. Apple’s recent announcement of a new SDK, should facilitate process integration between software systems so that, for example, users can access and navigate applications such as those from Box and Roambi and transactional applications such as CRM and ERP in a single workflow. This capability can provide further usability advantages for Roambi, which scored the highest rating in this area in our Mobile Business Intelligence Value Index. Roambi announced its mobile BI support for the Google Android mobile operating system that operates across a wide range of those smartphone and tablet technologies. It had delayed its development of its software on the Android platform, which required significant development resources and investment but was part of its strategy to maximize its business potential and relationship with Apple. The release are available at the Google Play store . The initial version will include four of Roambi’s most popular views: Card, Catalist, Layers and Superlist. Similar to its application for the Apple platform, security features for Android include Device Lockout, Remote Wipe and Application Passcode. Integration with Roambi’s partner Okta provides identity management services and gives access to any applications supported by Okta. Integration includes Active Directory (AD) and lightweight directory access protocol (LDAP). While Roambi Flow will not be available on Android out of the gate, the company says it will be becoming available by the end of 2014. Current approaches to mobile business intelligence applications on the market include native, Web-based and hybrid (a combination of both). We compare these approaches in detail in the executive summary of our Mobile Business Intelligence Value Index report.With the new Android support, Roambi has a unique approach to the hybrid architecture that bypasses the browser completely. There is no data cached in a browser and in fact the data is loaded directly to the device and rendered through Roambi natively on the device. From the user’s perspective, the benefit of this approach is performance since interactivity does not rely on data traveling over a network. A second benefit is offline access to data, which is not available via non-native approaches. From the developer’s or information assembler perspective, testing across browsers is not needed since there is no data caching and the experience is the same regardless of browser in use. Our next-generation business intelligence research shows that executives strongly support mobile BI: Nearly half of them said that mobility is very important to their BI processes. Executives also favor Apple over Android devices which is likely one of the key reasons for Apple’s dominance in the current business intelligence landscape. However our research shows latent demand for Android devices in the business intelligence market and given the dominance of Android in the consumer market as well as dominance in places like Asia and other emerging markets, any company that seeks to take significant global market share will need support for both platforms. Our information optimization research fond Google Android as second in smartphone platform (24%) behind Apple iPhone (59%) as first ranked position. Therefore, Android support is an important evolution for Roambi in order to address an increasing demand in the market for Android devices. Usability has become the most important evaluation criteria and in the information optimization benchmark research was selected as most important to over half (58%) of organizations. Roambi ranked as the highest in usability in the Ventana Research Mobile Business Intelligence Value Index, though its overall score was hampered somewhat by the lack of support for Android. With Android support, the company now addresses the need for multiple and the so called bring your own device (BYOD) to work methods now becoming more prevalent and allowed by organizations. By addressing this as well as taking advantages of broader market developments such as the new Apple SDKs, Roambi continues to address what organizations find important today. Usability of business intelligence systems is a top priority for 63% of companies. Even our big data analytics research finds a growing level of overall importance for mobile access in almost half of organizations (46%). Any company that wants to get a user friendly business intelligence into the hands of its mobile workers quickly and effectively should have Roambi in the consideration set. Regards, Tony Cosentino VP and Research Director", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vrmobilebivi_hotvendor-10.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Tagetik Advances Disclosure Management for Office of Finance", "mainEntityOfPage": "https://blog.isg-research.net/2014/07/16/tagetik-advances-disclosure-management-for-office-of-finance", "datePublished": "16/07/2014", "dateModified": "16/07/2014", "articleBody": "Tagetik provides financial performance management software. One particularly useful aspect of its suite is the Collaborative Disclosure Management (CDM). CDM addresses an important need in finance departments, which routinely generate highly formatted documents that combine words and numbers. Often these documents are assembled by contributors outside of the finance department; human resources, facilities, legal and corporate groups are the most common. The data used in these reports almost always come from multiple sources – not just enterprise systems such as ERP and financial consolidation software but also individual spreadsheets and databases that collect and store nonfinancial data (such as information about leased facilities, executive compensation, fixed assets, acquisitions and corporate actions). Until recently, these reports were almost always cobbled together manually – a painstaking process made even more time-consuming by the need to double-check the documents for accuracy and consistency. The adoption of a more automated approach was driven by the requirement imposed several years ago by United States Securities and Exchange Commission (SEC) that companies tag their required periodic disclosure filings using eXtensible Business Reporting Language (XBRL), which I have written about. This mandate created a tipping point in the workload, making the manual approach infeasible for a large number of companies and motivating them to adopt tools to automate the process. Although disclosure filings were the initial impetus to acquire collaborative disclosure management software, companies have found it useful for generating a range of formatted periodic reports that combine text and data, including board books (internal documents for senior executives and members of the board of directors), highly formatted periodic internal reports and filings with nonfinancial regulators or lien holders. Tagetik’s Collaborative Disclosure Management automates the document creation process, eliminating many repetitive, mechanical functions and reducing the time needed to administer the process and ensure accuracy. Automation can shorten finance processes significantly. For example, our benchmark research on trends in developing the fast, clean close finds that companies that use little or no automation in their accounting close take almost twice as long to complete the process as those that fully automate it (9.1 days vs. 5.7 days). Manually assembling the narrative text from perhaps dozens of contributors and combining it with data used in tables and elsewhere in the document is a time-consuming chore. Regulatory filings are legal documents that must be completely accurate and conform to mandated presentation styles. They require careful review to ensure accuracy and completeness. Complicating this effort recently are increasingly stringent deadlines, especially in the U.S. Anyone who has been a party to these efforts knows that there can be frequent changes in the narratives and presentation of the numbers as they are reviewed by different parties, and those responsible need to ensure that any change to a number that occurs is automatically reflected everywhere that amount is cited in the document; to use the depreciation and amortization figure as an example, that would include the statement of cash flows, income statement, the text of the management discussion and analysis and the text or tables of one or more footnotes. Moreover, automated systems afford greater control over the data used. They make it possible to answer the common question of where a number came from quickly and with complete assurance. While inaccuracies in other types of financial documents may not have legal consequences, mistakes can have reputational or financial consequences. Those managing the process also spend a great deal of energy simply checking the document to ensure that the various sections include the latest wording, that the numbers are consistent in the tables and text, that amounts have been rounded properly (which can be really complicated) and that the right people have signed off on every part of the filing. Automation obviates the need for much of these tasks. Tagetik’s CDM workflow-enables the process, so handoffs are automated, participants get alerts if they haven’t completed their steps in timely fashion, and administrators can keep track of where everyone is in the process. Workflow also promotes consistent execution of the process, and the workflows can be easily modified as needed. In designing Collaborative Disclosure Management, Tagetik took advantage of users’ widespread familiarity with Microsoft Excel and Word to reduce the amount of training required to use its product. CDM’s workflow design makes it relatively easy for business users to define and modify business process automation. Typically, individuals or small groups work on different sections of the document. CDM enables multiple contributors from finance, accounting, legal, corporate and other functions to work with their part of the document without being concerned about other contributors’ versions. Work can proceed smoothly, and those administering the process can see at any time which components have been completed, are in progress or have not even started. Tagetik’s software can cut the time required to prepare any periodic document, since once a company has configured its system to create what is in effect a template, it’s relatively easy to generate these documents on monthly, quarterly or annual bases. The numbers relevant to the current period are updated from the specified controlled sources, and references to tabular data within the text are automatically adjusted to tie back to these new figures. Often a large percentage of the narrative text is boilerplate that either must not be updated or requires only limited editing to reflect new information. Starting with the previous edition of the report, contributors can quickly mark up a revised version, and reviewers can focus only on what has changed. Other important automation features are data validation, which reduces errors and revisions, and the system’s ability to round numbers using the appropriate statutory methodology. CDM also handles XBRL tagging, which is essential for all SEC documents and necessary for an increasing number of regulatory filings around the world. The software specifically handles tagging for the two main European prudential regulatory filings for banks and other credit extending institutions, COREP (Common Reporting related to capital) and FINREP (Financial Reporting performed in a consistent fashion across multiple countries). Companies can gain several key benefits by automating the production of their periodic regulatory filings and internal or external financial reports that combine text and data. One of the most important is time. Automation can substantially reduce the time that highly trained and well-compensated people spend on mechanical tasks (freeing them to do more productive things), and the process can be completed sooner. Having the basic work completed sooner gives senior executives and outside directors more time to review the document before it must be filed or made public. Time that can be devoted to considering how best to polish the narratives or if necessary lengthen upstream deadlines to handle last-minute developments and consider options for how best to treat accounting events. Automation can also reduce the chance of errors, since the numbers tie directly back to the source systems and (if properly configured) ensure that references in the narratives and footnotes to items in tables and the numbers in those table agree completely. Restatements of financial reports caused by errors are relatively rare but when they occur are exceptionally costly for public companies’ reputations. Disclosure management systems are an essential component for any financial performance management (FPM) system. All midsize and larger corporations should be using this software to automate the production of their periodic mandated filings and other documents that combine text and data. They will find that they are useful in cutting the time and effort required to produce these documents, provide senior executives and directors more time to review and craft the final versions, and reduce the chance of errors in the process. Companies that are using older FPM software should investigate replacing it with an FPM suite to gain the additional capabilities – including disclosure management – that newer suites offer. Tagetik’s should be among the financial systems evaluated for office of finance. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-8.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Teradata’s Fast Track to Big Data Analytics", "mainEntityOfPage": "https://blog.isg-research.net/2014/07/15/teradatas-fast-track-to-big-data-analytics", "datePublished": "15/07/2014", "dateModified": "15/07/2014", "articleBody": "At its annual industry analyst summit last month and in a more recent announcement of enterprise support for parallelizing the R language on its Aster Discovery Platform, Teradata showed that it is adapting to changes in database and analytics technologies. The presentations at the conference revealed a unified approach to data architectures and value propositions in a variety of uses including the Internet of Things, digital marketing and ETL offloading. In particular, the company provided updates on the state of its business as well as how the latest version of its database platform, Teradata 15.0, is addressing customers’ needs for big data. My colleague Mark Smith covered these announcements in depth. The introduction of scalable R support was discussed at the conference but not announced publicly until late last month. Teradata now has a beta release of parallelized support for R, an open source programming language used significantly in universities and growing rapidly in enterprise use. One challenge is that R relies on a single-thread, in-memory approach to analytics. Parallelization of R allows the algorithm to run on much larger data sets since it is not limited to data stored in memory. For a broader discussion of the pros and cons of R and its evolution, see my analysis. Our benchmark research shows that organizations are counting on companies such as Teradata to provide a layer of abstraction that can simplify analytics on big data architectures. More than half (54%) of advanced analytics implementations are custom built, but in the future this percentage will go down to about one in three (36%). Teradata’s R project has three parts. The first includes a Teradata Aster R library, which supplies more than 100 prebuilt R functions that hide complexity of the in-database implementation. The algorithms cover the most common big data analytic approaches in use today, which according to our big data analytics benchmark research are classification (used by 39% of organizations), clustering (37%), regression (35%), time series (32%) and affinity analysis (29%). Some use innovative approaches available in Aster such as Teradata’s patented nPath algorithm, which is useful in areas such as digital marketing. All of these functions will receive enterprise support from Teradata, likely through its professional services team. The second part of the project involves the R parallel constructor. This component gives analysts and data scientists tools to build their own parallel algorithms based on the entire library of open source R algorithms. The framework follows the “split, apply and combine” paradigm, which is popular among the R community. While Teradata won’t support the algorithms themselves, this tool set is a key innovation that I have not yet seen from others in the market. Finally, the R engine has been integrated with Teradata’s SNAP integration framework. The framework provides unified access to multiple workload specific engines such as relational (SQL), graph (SQL-GR), MapReduce (SQL-MR) and statistics. This is critical since the ultimate value of analytics rests in the information itself. By tying together multiple systems, Teradata enables a variety of analytic approaches. More importantly, the data sources that can be merged into the analysis can deliver competitive advantages. For example, JSON integration, recently announced, delivers information from a plethora of connected devices and detailed Web data. Teradata is participating in industry discussions about both data management and analytics. As Mark Smith discussed, its unified approach to data architecture addresses challenges brought on competing big data platforms such as Hadoop and other NoSQL approaches like that one announced with MongoDB supporting JSON integration. These platforms access new information sources and help companies use analytics to indirectly increase revenues, reduce costs and improve operational efficiency. Analytics applied to big data serve a variety of uses, most often cross-selling and up-selling (for 38% of organizations), better understanding of individual customers (32%) and optimizing price (30%) and IT operations (24%). Teradata is active in these areas and is working in multiple industries such as financial services, retail, healthcare, communications, government, energy and utilities. Current Teradata customers should evaluate the company’s broader analytic and platform portfolio, not just the database appliances. In the fragmented and diverse big data market, Teradata is sorting through the chaos to provide a roadmap for largest of organizations to midsized ones. The Aster Discovery Platform can put power into the hands of analysts and statisticians who need not be data scientists. Business users from various departments, but especially high-level marketing groups that need to integrate multiple data sources for operational use, should take a close look at the Teradata Aster approach. Regards, Tony Cosentino VP & Research Director", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_big_data_analytics_13_advanced_analytics_on_big_data-2.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "IBM Advances Business Experience in Using Advanced Analytics", "mainEntityOfPage": "https://blog.isg-research.net/2014/07/04/ibm-advances-business-experience-in-using-advanced-analytics", "datePublished": "03/07/2014", "dateModified": "03/07/2014", "articleBody": "The developed world has an embarrassment of riches when it comes to information technology. Individuals walk around with far more computing power and data storage in their pockets than was required to send men to the moon. People routinely hold on their laps what would have been considered a supercomputer a generation ago. There is a wealth of information available on the Web. And the costs of these information assets are a tiny fraction of what they were decades ago. Consumer products have been at the forefront in utilizing information technology capabilities. The list of innovations is staggering. The “smart” phone is positively brilliant. Games are now a far bigger business than motion pictures. Yet few business users are tapping the full potential of today’s systems. Most organizations have been slow to integrate IT innovation into their core processes. Companies have made considerable investments in information technology, but their business methods have been slow to adapt to the resources available. For instance, software for incentive compensation software and for planning and budgeting has made it possible to improve these processes, but most companies manage compensation, budget and plan in much the same way they did decades ago. To be sure, it’s much easier for individuals to adopt new tools for themselves than it is to align groups and executives in corporations to change proven approaches – even mediocre ones. But it’s also the case that business software must make it easier for individuals to realize more of the potential of information technology. And this part of the evolution of business software is only beginning. This is the context in which I took note of two emerging capabilities of IBM’s business software. One is its Concert user experience software and the other its emerging application (not yet officially named) designed to make advanced analytics more consumable. These are two important capabilities IBM highlighted at its recent Insight user group meeting and Big Data and Analytics analyst summit. Integrating processes and data across a business has long been a challenge for IT departments. Some decades ago the issue of “islands of automation” emerged as companies implemented stand-alone business applications one by one to perform some function but then realized that it would be handy if these could share data and manage processes from start to finish. Initial progress toward this goal was made in the form of applications such as ERP that offer integrated functionality and enterprise data stores, although these often were difficult to implement and complex to maintain. Lately, software vendors have been refocusing to provide users with ways of facilitating end-to-end process management and making data more accessible. IBM Concert is such an attempt. Announced in November 2013, it is a user interface IBM designed to be the central touch point across multiple applications and data stores. (It’s possible to link Concert to other vendors’ software, but it’s unlikely that a company would buy it on its own to link other applications.) It’s meant to replace menu-driven interactions between the user and the system with “I want to do this process” and a “day in the life” approach to organizing how individuals access applications and data. IBM Concert is an example of how we are only now beginning to achieve the longstanding objective of having IT systems conform to the user’s needs rather than the opposite. On a single screen Concert organizes personal task lists and presents metrics, conditions and dashboard elements configured to an individual’s preferences so the user can easily monitor conditions and enable more management by exception. Users can organize the data they need to support a given process right in front of them rather than having to go to some other application to fetch that data. IBM Concert also has a social component that provides the ability for users to collaborate in context. Social applications generally have improved organizations’ connectedness. They offer greater immediacy than “copy all” email, greater inclusiveness than chat software and better communication in a mobile and geographically dispersed workforce. Initially, social applications took a broadcast approach similar to an unfiltered Twitter feed but as I pointed out at the time, that wasn’t a useful approach. As anyone who has used Twitter during an event can attest, the volume of messages quickly exceeds one’s ability to pick out the important ones. Moreover, not everyone wants to share information broadly, especially, for example, finance departments. Concert by contrast “understands” the area in which the individual is working and connects him or her to the conversations of others who are part of the group that needs to collaborate on that specific task. Users also apply hashtags to add a specific context to the message. I think that Concert has the potential to become the nexus of business people’s computing environments and a sidekick that helps them stay organized and informed, get alerts, collaborate, find answers and explore their workday world. Both at Vision and again at the Big Data and Analytics analyst summit, IBM previewed Project Catalyst Insight which is a not-yet-named application that is a significant advancement from its SPSS Analytic Catalyst software. Making big data and analytics more useful and consumable by the white-collar workforce (and even some of the blue collars) would be provide a major boost to organizational performance. By itself, a mass of data is not especially useful, and there are significant challenges to teasing out insights from large data sets, especially when that requires sophisticated analytical techniques. Another as-yet-unnamed application from IBM is designed to make big data and analytics more consumable and more useful. Typically large volumes of data are now accessible mainly to those with Ph.D.s in statistics or otherwise highly trained. The main objective of this project is to package advanced analytics routines for use, after limited training, by ordinary business analysts working in any department in any industry. Big data has always been with us; it is just a question how much “big” is. Today the term refers to data sets so large and complex that organizations have difficulty processing them using standard database management systems and applications. Technology for handling big data has crossed a threshold, becoming more capable and cost-effective. Companies can now to tap into much larger amounts of structured and unstructured data. Big data has potential – and potential pitfalls – for improving a company’s performance, as I have noted. Big data is of little use unless organizations have the ability to use analytics to achieve insights not available through more conventional techniques. The ability to sift through large quantities of business-related data rapidly could set in motion fundamental changes in how executives and managers run their business. Properly deployed, big data can support a more forward-looking and agile management style even in very large enterprises. It will allow more flexible forms of business organization. It can give finance organizations greater scope to play a more strategic role in corporate management by changing the focus of business reviews from backward-looking assessments of what just happened to emphasis on what to do next. The challenge for many companies is that big data and advanced analytics are not readily consumable. Our research on finance analytics finds that fewer than one-third (29%) of companies use big data to support their finance analytics, even though this technology can handle the flood of data into today’s businesses and can help produce more useful analytics and advanced techniques. Although analytics is essential to finance departments, their focus remains on the basics. Fewer than half (44% each) use the proven newer techniques of predictive analytics and leading indicators. Nearly three out of four (73%) do not assess relevant economic or market data and trends, and fewer than half assess customer and product profitability; any of these could make analyses more relevant to the overall success of the company. The ability of finance organizations to master analytical techniques – especially advanced ones – ought to be a priority for senior executives because our research shows a correlation between competence in utilizing big data and analytics and the ability to adapt quickly to changing business and economic conditions. IBM SPSS Analytic Catalyst Insight is designed to make it easier for business users who are not trained statisticians to create predictive analytical models just by answering a few preliminary questions about what they want to accomplish using the data. The new incarnation with IBM Project Catalyst Insight aims to simplify the process even further to bring it into the reach of a wider set of business users. It does so by packaging a range of standard routines that would be applied to data sets and providing even more guidance to analysts and even some business managers that know what they want to know but have a limited grasp of the analytical techniques necessary to find meaning in a mass of data. If IBM can create an application that enables more business users to utilize predictive analytics and other advanced analytical techniques, it would represent a big step forward in making big data a useful tool for many more functional areas than it is today. Both IBM Concert and the new business analytics tool called Project Catalyst Insight “to be officially named later” reflect IBM’s strategy of achieving product differentiation in a rapidly evolving software market. The first decades of packaged business applications were characterized by a race to create new categories and load them with distinguishing features and functions. In the next decade competitive advantage will fall to software vendors that – in addition to features and functions – can provide business people with a user experience that is easily molded to how they naturally work. IBM Concert is a useful first step that is likely to be further refined. The new analytical environment derived from IBM SPSS Modeler and SPSS Analytic Catalyst Insight looks and sounds like a good idea, and it will be interesting to see how it develops when it is generally available. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr-logo-bug-square-buffer-2.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Cornerstone Improves Employee Engagement through Talent Management", "mainEntityOfPage": "https://blog.isg-research.net/2014/07/02/cornerstone-improves-employee-engagement-through-talent-management", "datePublished": "02/07/2014", "dateModified": "02/07/2014", "articleBody": "Cornerstone OnDemand is a large pure-play vendor of talent management software, with more than 1,700 clients, more than 14.5 million users and more than 60 percent growth in revenue over the past 12 months. At the company’s annual customer conference this year, CEO Adam Miller talked about a trend in the market of talent management applications going beyond automating a series of processes to help engage employees within organizations. I agree with this analysis and would extend the trend to cover the full range of human capital management (HCM) applications. From our benchmark research and discussions with vendors in this market, I see four main fronts vendors like Cornerstone must focus on. These are usability (and accessibility) of the applications, collaboration among users, the value of a suite over a collection of individual products, and advanced analytics. Considering the first, usability is the top criterion for technology product selection in our business technology innovation benchmark research and also in our two most recent HCM research projects, on payroll management and human capital analytics. The second, collaboration, is the area in which most research participants want improvement by vendors of human capital analytics. Cornerstone’s recent product announcements indicate recent investments in advancing usability and the value of the suite. At the conference, it announced two new products: Cornerstone Onboarding and Cornerstone Marketplace. Both connect parts of the Cornerstone Talent Management platform and provide the framework for extending the platform. Onboarding links its recruiting, learning and performance management products, providing a more seamless experience for users as well as including standard capabilities for onboarding new hires, such as forms automation and task management. Marketplace provides a framework for purchasing and working with Cornerstone’s partners, whose products and services supplement the suite, and it makes integration and management of partner products easier for customers to manage. The company also announced an update to the suite that includes several enhancements to improve usability. Specifically, the June ’14 Product Release improves the user interface for Cornerstone Learning and streamlines the performance review system of Cornerstone Performance. The release also adds a high-volume hiring capability to Cornerstone Recruiting. Together these enhancements show Cornerstone investing in building a talent management system that promotes employee engagement. In addition, in the past year or so Cornerstone integrated collaborative and mobile capabilities into the suite; these are competitive with what others have done, as I have written. Nevertheless, there are still more areas where Cornerstone should work to create a complete system that impacts employee engagement. Specifically it should invest in analytics and its Universal Profile, which provides a substitute for a human resources management system (HRMS). Our benchmark research on human capital analytics finds that the benefit organizations realize from these products second-most often in over half of organizations (52%) is better engagement and retention of the workforce. Toward that end, Cornerstone said it is developing analytics that it will release later this year as a stand-alone product. That should fill some of its gap in analytics, though there is still more to do. Cornerstone Universal Profile has some strong capabilities, but in my view the market favors having an integrated HRMS in a suite as do Oracle, SuccessFactors an SAP company, SumTotal Systems, Workday as well as others, which competes with Cornerstone on learning management. All these vendors have strong talent management products to go with an integrated HRMS. Another trend that may affect Cornerstone is the entry into talent management of vendors that are strong in HRMS and payroll. Among them are Ceridian and Ultimate Software, both of which I have written about recently. While presently these vendors don’t have talent management products to equal Cornerstone’s, both are well-funded and have started to invest strongly in this area. I think Cornerstone’s management understands what is required to provide a talent management system that supports employee engagement. The product enhancements released over the past year show a consistent focus on areas needing improvement to achieve that goal. But competitors are also releasing products that offer the same value proposition. Cornerstone will need to continue to execute well to maintain its leading position in the talent management market. I recommend that if your organization is evaluating talent management products it should consider Cornerstone’s. Regards, Ventana Research", "image": { "@type": "ImageObject", "url": "https://static.hsstatic.net/BlogImporterAssetsUI/ex/missing-image.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script>  <script data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '1355', pageId: '3884418273', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "24bd94d287a735d90ed0c39534bc0124", css: '', target: '#hs_form_target_module_1552944263900179', contentType: "listing-page", formsBaseUrl: '/_hcms/forms/', formData: { cssClass: 'hs-form stacked hs-custom-form' } }; 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