Robert Kugel's Analyst Perspectives

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class="minimal-mobile-menu-link"><span>Natural Language Processing</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/customerexperience" class="minimal-mobile-menu-link"><span>Customer Experience</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/agentmanagement" class="minimal-mobile-menu-link"><span>Agent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/contactcenter" class="minimal-mobile-menu-link"><span>Contact Center</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/customerexperiencemanagement" class="minimal-mobile-menu-link"><span>Customer Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/fieldservice" class="minimal-mobile-menu-link"><span>Field Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/intelligentselfservice" class="minimal-mobile-menu-link"><span>Intelligent Self-Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/voiceofthecustomer" class="minimal-mobile-menu-link"><span>Voice of the Customer</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitalbusiness" class="minimal-mobile-menu-link"><span>Digital Business</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-applications" class="minimal-mobile-menu-link"><span>Digital Applications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digitalcommunications" class="minimal-mobile-menu-link"><span>Digital Communications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-intelligence" class="minimal-mobile-menu-link"><span>Digital Intelligence</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-operations" class="minimal-mobile-menu-link"><span>Digital Operations</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/experiencemanagement" class="minimal-mobile-menu-link"><span>Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/generative-ai" class="minimal-mobile-menu-link"><span>Generative AI</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/performancemanagement" class="minimal-mobile-menu-link"><span>Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/sustainabilityandesg" class="minimal-mobile-menu-link"><span>Sustainability & ESG</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/workmanagement" class="minimal-mobile-menu-link"><span>Work Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitaltechnology" class="minimal-mobile-menu-link"><span>Digital Technology</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/businesscontinuity" class="minimal-mobile-menu-link"><span>Business Continuity</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/cloudcomputing" class="minimal-mobile-menu-link"><span>Cloud Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/devops" class="minimal-mobile-menu-link"><span>DevOps and Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/digitalsecurity" class="minimal-mobile-menu-link"><span>Digital Security</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/intelligentautomation" class="minimal-mobile-menu-link"><span>Intelligent Automation</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/internetofthings" class="minimal-mobile-menu-link"><span>IoT and Edge Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/itops" class="minimal-mobile-menu-link"><span>ITOps</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/it-service-management" class="minimal-mobile-menu-link"><span>IT Service Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/observability" class="minimal-mobile-menu-link"><span>Observability</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/humancapitalmanagement" class="minimal-mobile-menu-link"><span>Human Capital Management</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/employeeexperience" class="minimal-mobile-menu-link"><span>Employee Experience</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/learningmanagement" class="minimal-mobile-menu-link"><span>Learning Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/payrollmanagement" class="minimal-mobile-menu-link"><span>Payroll Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/talentmanagement" class="minimal-mobile-menu-link"><span>Talent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/totalcompensationmanagement" class="minimal-mobile-menu-link"><span>Total Compensation Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/workforcemanagement" class="minimal-mobile-menu-link"><span>Workforce Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/marketing" class="minimal-mobile-menu-link"><span>Marketing</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/customerdataplatforms" class="minimal-mobile-menu-link"><span>Customer Data Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalexperienceplatforms" class="minimal-mobile-menu-link"><span>Digital Experience Platform</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalmarketing" class="minimal-mobile-menu-link"><span>Digital Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/intelligentmarketing" class="minimal-mobile-menu-link"><span>Intelligent Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/marketingperformancemanagement" class="minimal-mobile-menu-link"><span>Marketing Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/productexperiencemanagement" class="minimal-mobile-menu-link"><span>Product Experience Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeoffinance" class="minimal-mobile-menu-link"><span>Office of Finance</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/businessplanning" class="minimal-mobile-menu-link"><span>Business Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/digitalfinance" class="minimal-mobile-menu-link"><span>Digital Finance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/erpandcontinuousaccounting" class="minimal-mobile-menu-link"><span>ERP & Continuous Accounting</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/consolidate-and-close-management" class="minimal-mobile-menu-link"><span>Consolidate & Close Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/procure-to-pay" class="minimal-mobile-menu-link"><span>Procure-to-Pay</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/order-to-cash" class="minimal-mobile-menu-link"><span>Order-to-Cash</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeofrevenue" class="minimal-mobile-menu-link"><span>Office of Revenue</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/digitalcommerce" class="minimal-mobile-menu-link"><span>Digital Commerce</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/partnermanagement" class="minimal-mobile-menu-link"><span>Partner Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenuemanagement" class="minimal-mobile-menu-link"><span>Revenue Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenueperformancemanagement" class="minimal-mobile-menu-link"><span>Revenue Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/salesengagement" class="minimal-mobile-menu-link"><span>Sales Engagement</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/subscriptionmanagement" class="minimal-mobile-menu-link"><span>Subscription Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/operationsandsupplychain" class="minimal-mobile-menu-link"><span>Operations & Supply Chain</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousplanning" class="minimal-mobile-menu-link"><span>Continuous Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousupplychainanderp" class="minimal-mobile-menu-link"><span>Continuous Supply Chain & ERP</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/productinformationmanagement" class="minimal-mobile-menu-link"><span>Product Information Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/propertytechnology" class="minimal-mobile-menu-link"><span>Property Technology</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/supplierrelationshipmanagement" class="minimal-mobile-menu-link"><span>Supplier Relationship Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/sustainabilitymanagement" class="minimal-mobile-menu-link"><span>Sustainability Management</span></a></span> </li> </ul> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industries" class="minimal-mobile-menu-link"><span>Industries</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/automotive" class="minimal-mobile-menu-link"><span>Automotive</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/banking" class="minimal-mobile-menu-link"><span>Banking</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/consumer-products" class="minimal-mobile-menu-link"><span>Consumer Products</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/financial-services" class="minimal-mobile-menu-link"><span>Financial Services</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/food-beverage" class="minimal-mobile-menu-link"><span>Food & Beverage</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/healthcare" class="minimal-mobile-menu-link"><span>Healthcare</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/hospitality" class="minimal-mobile-menu-link"><span>Hospitality</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/insurance" class="minimal-mobile-menu-link"><span>Insurance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/manufacturing" class="minimal-mobile-menu-link"><span>Manufacturing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/media-entertainment" class="minimal-mobile-menu-link"><span>Media & Entertainment</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/real-estate" class="minimal-mobile-menu-link"><span>Real Estate</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/retail" class="minimal-mobile-menu-link"><span>Retail</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/research" class="minimal-mobile-menu-link"><span>Research</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/research/market-agendas" class="minimal-mobile-menu-link"><span>Market Agendas</span></a></span> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://blog.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Analyst Perspectives</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://davidmenninger.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>David Menninger</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://jefforr.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Jeff Orr</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://keithdawson.isg-research.net" class="minimal-mobile-menu-link"><span>Keith Dawson</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://marksmith.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Mark Smith</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://mattaslett.isg-research.net" class="minimal-mobile-menu-link"><span>Matt Aslett</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://matthewbrown.isg-research.net" class="minimal-mobile-menu-link"><span>Matthew Brown</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://robertkugel.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Robert Kugel</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://stephenhurrell.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Stephen Hurrell</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a 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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.</p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a></strong><br><br><br></p></div> <span id="hs_cos_wrapper_dnd_area-module-2_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_simple_menu" style="" data-hs-cos-general-type="widget" data-hs-cos-type="simple_menu"><ul></ul></span> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://robertkugel.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 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://robertkugel.isg-research.net/hubfs/_images/_backgrounds_expertise/2024_VR_Office_of_Finance_Expertise_Image_AdobeStock_268736974_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://robertkugel.isg-research.net/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Robert Kugel's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/infors-velocity-summit-highlights-multiple-advances-and-enhancements">Infor’s Velocity Summit Highlights Multiple Advances and Enhancements</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">12 November 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png?width=200&name=Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png?width=100&name=Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png?width=200&name=Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png?width=300&name=Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png?width=400&name=Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png?width=500&name=Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png?width=600&name=Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>I recently attended Infor’s <a href="https://www.infor.com/events/infor-velocity-summit">Velocity Summit</a>, designed to showcase the latest versions of its CloudSuite ERP software. Also center stage were Infor’s advances in artificial intelligence and process mining as well as its environmental, social and governance application and supply chain optimization enhancements.</span></p> </div> <a href="https://robertkugel.isg-research.net/infors-velocity-summit-highlights-multiple-advances-and-enhancements"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-research.net/topic/natural-language-processing">natural language processing</a>, <a href="https://robertkugel.isg-research.net/topic/digital-finance">digital finance</a>, <a href="https://robertkugel.isg-research.net/topic/sustainability-management">Sustainability Management</a>, <a href="https://robertkugel.isg-research.net/topic/ai-machine-learning">AI & Machine Learning</a>, <a href="https://robertkugel.isg-research.net/topic/continuous-supply-chain-erp">Continuous Supply Chain & ERP</a>, <a href="https://robertkugel.isg-research.net/topic/generative-ai">Generative AI</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/a-planning-center-of-excellence-delivers-performance-improvement">A Planning Center of Excellence Delivers Performance Improvement</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">07 November 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png?width=200&name=A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png?width=100&name=A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png?width=200&name=A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png?width=300&name=A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png?width=400&name=A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png?width=500&name=A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png?width=600&name=A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Artificial Intelligence and generative AI are beginning to change how enterprises do many things, especially planning and budgeting. This technology has the potential to significantly redefine the mission of the financial planning and analysis group. It will do so by substantially reducing the time spent on the purely mechanical aspects of day-to-day tasks. AI is also making it easier for executives and managers to rapidly forecast, plan and analyze to promote deeper situational awareness and...</span></p> </div> <a href="https://robertkugel.isg-research.net/a-planning-center-of-excellence-delivers-performance-improvement"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://robertkugel.isg-research.net/topic/digital-finance">digital finance</a>, <a href="https://robertkugel.isg-research.net/topic/revenue-management">Revenue Management</a>, <a href="">AI and Machine Learning</a>, <a href="https://robertkugel.isg-research.net/topic/analytics-and-data">Analytics and Data</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/generative-automation-an-alternative-for-process-optimization">Generative Automation: An Alternative for Process Optimization</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">05 November 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Generative_Automation_An_Alternative_for_Process_Optimization.png?width=200&name=Generative_Automation_An_Alternative_for_Process_Optimization.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Generative_Automation_An_Alternative_for_Process_Optimization.png?width=100&name=Generative_Automation_An_Alternative_for_Process_Optimization.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Generative_Automation_An_Alternative_for_Process_Optimization.png?width=200&name=Generative_Automation_An_Alternative_for_Process_Optimization.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Generative_Automation_An_Alternative_for_Process_Optimization.png?width=300&name=Generative_Automation_An_Alternative_for_Process_Optimization.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Generative_Automation_An_Alternative_for_Process_Optimization.png?width=400&name=Generative_Automation_An_Alternative_for_Process_Optimization.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Generative_Automation_An_Alternative_for_Process_Optimization.png?width=500&name=Generative_Automation_An_Alternative_for_Process_Optimization.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Generative_Automation_An_Alternative_for_Process_Optimization.png?width=600&name=Generative_Automation_An_Alternative_for_Process_Optimization.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p style="font-size: 16px;"><span>Agents are all the rage</span>—<span>and for a good reason. They are a way to automate work almost </span>effortlessly <span>so that repetitive and boring <u>tasks</u> get done with the least amount of effort on the part of the operator. In business, agents can be a boon for customer satisfaction and a way to improve worker productivity. They are alluring, with an almost unlimited number of potential use cases.</span></p> </div> <a href="https://robertkugel.isg-research.net/generative-automation-an-alternative-for-process-optimization"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-research.net/topic/natural-language-processing">natural language processing</a>, <a href="https://robertkugel.isg-research.net/topic/digital-finance">digital finance</a>, <a href="https://robertkugel.isg-research.net/topic/work-management">Work Management</a>, <a href="https://robertkugel.isg-research.net/topic/generative-ai">Generative AI</a>, <a href="">AI and Machine Learning</a>, <a href="https://robertkugel.isg-research.net/topic/digital-applications">Digital Applications</a>, <a href="https://robertkugel.isg-research.net/topic/procure-to-pay">Procure-to-Pay</a>, <a href="https://robertkugel.isg-research.net/topic/order-to-cash">Order-to-Cash</a>, <a href="https://robertkugel.isg-research.net/topic/consolidate-and-close-management">Consolidate and Close Management</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/should-i-stay-or-go-migrating-to-ai-enabled-applications">Should I Stay or Go? Migrating to AI-Enabled Applications</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">15 October 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png?width=200&name=Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png?width=100&name=Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png?width=200&name=Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png?width=300&name=Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png?width=400&name=Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png?width=500&name=Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png?width=600&name=Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Artificial intelligence-enabled business applications have advanced considerably over the past year as software providers have added a steady stream of capabilities. This includes customer facing, financial, supply chain and workforce software. ISG Research asserts that by 2027, almost all providers of business applications will use some form of generative AI to enhance capabilities and functionality to remain competitive.</p> </div> <a href="https://robertkugel.isg-research.net/should-i-stay-or-go-migrating-to-ai-enabled-applications"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-research.net/topic/digital-finance">digital finance</a>, <a href="https://robertkugel.isg-research.net/topic/revenue-lease-and-tax-accounting">Revenue, Lease and Tax Accounting</a>, <a href="https://robertkugel.isg-research.net/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments</a>, <a href="https://robertkugel.isg-research.net/topic/consolidate-close-report">Consolidate/Close/Report</a>, <a href="">AI and Machine Learning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/the-prophix-one-platform-supports-a-more-effective-finance-department">The Prophix One Platform Supports a More Effective Finance Department</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">17 September 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png?width=200&name=The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png?width=100&name=The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png?width=200&name=The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png?width=300&name=The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png?width=400&name=The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png?width=500&name=The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png?width=600&name=The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Prophix launched its Prophix One platform earlier this year. CFOs of midsize enterprises should take a look at it because it supports a more effective approach to finance and accounting operations in growing companies. It facilitates the transition of organizations that can no longer make do with work-arounds of existing systems to those with formal, controlled core processes that can be completed faster with reduced risk. The platform performs financial consolidation, account reconciliation...</p> </div> <a href="https://robertkugel.isg-research.net/the-prophix-one-platform-supports-a-more-effective-finance-department"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-research.net/topic/digital-finance">digital finance</a>, <a href="">AI and Machine Learning</a>, <a href="https://robertkugel.isg-research.net/topic/consolidate-and-close-management">Consolidate and Close Management</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/sage-analyst-summit-details-its-differentiated-strategic-path">Sage Analyst Summit Details its Differentiated Strategic Path</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">28 August 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png?width=200&name=Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png?width=100&name=Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png?width=200&name=Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png?width=300&name=Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png?width=400&name=Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png?width=500&name=Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png?width=600&name=Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span><a href="https://www.sage.com/en-us/">Sage</a></span> recently held an analyst summit to take a deeper dive into its product and technology roadmap, complementing sessions it held at its 2024 user group conference <span><a href="https://robertkugel.ventanaresearch.com/sage-intacct-enhances-its-roadmap-for-ai-and-generative-ai">that I commented on earlier this year.</a></span> ERP systems have been central to the operational and financial management of enterprises since they first appeared in the 1990s. They are so familiar that they have become part of the background and only noticeable when something fails. We are now in a major transition to a new era of...</p> </div> <a href="https://robertkugel.isg-research.net/sage-analyst-summit-details-its-differentiated-strategic-path"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/technology-transforms-erp-for-a-more-effective-finance-department">Technology Transforms ERP for a More Effective Finance Department</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">20 August 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png?width=200&name=Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png?width=100&name=Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png?width=200&name=Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png?width=300&name=Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png?width=400&name=Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png?width=500&name=Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png?width=600&name=Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>ERP systems have been the central nervous system of enterprises for more than three decades, handling business-critical process management and recordkeeping. While their basic outlines are unchanged, today’s systems are far more capable in their functional depth, adaptability, usability and manageability. Especially for cloud-based systems, they are far easier to maintain. Decades of refinement and focused development to support specific industries, and even specialized categories within these...</p> </div> <a href="https://robertkugel.isg-research.net/technology-transforms-erp-for-a-more-effective-finance-department"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-research.net/topic/digital-finance">digital finance</a>, <a href="https://robertkugel.isg-research.net/topic/generative-ai">Generative AI</a>, <a href="https://robertkugel.isg-research.net/topic/procure-to-pay">Procure-to-Pay</a>, <a href="https://robertkugel.isg-research.net/topic/order-to-cash">Order-to-Cash</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/onestream-splash-highlights-practical-ai-advances">OneStream Splash Highlights Practical AI Advances</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">15 August 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/OneStream_Splash_Highlights_Practical_AI_Advances.png?width=200&name=OneStream_Splash_Highlights_Practical_AI_Advances.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/OneStream_Splash_Highlights_Practical_AI_Advances.png?width=100&name=OneStream_Splash_Highlights_Practical_AI_Advances.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/OneStream_Splash_Highlights_Practical_AI_Advances.png?width=200&name=OneStream_Splash_Highlights_Practical_AI_Advances.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/OneStream_Splash_Highlights_Practical_AI_Advances.png?width=300&name=OneStream_Splash_Highlights_Practical_AI_Advances.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/OneStream_Splash_Highlights_Practical_AI_Advances.png?width=400&name=OneStream_Splash_Highlights_Practical_AI_Advances.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/OneStream_Splash_Highlights_Practical_AI_Advances.png?width=500&name=OneStream_Splash_Highlights_Practical_AI_Advances.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/OneStream_Splash_Highlights_Practical_AI_Advances.png?width=600&name=OneStream_Splash_Highlights_Practical_AI_Advances.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span><a href="https://www.onestream.com/"><span style="color: #255a89; background-color: white;">OneStream</span></a></span><span style="color: #333333; background-color: white;"> offers a platform designed to serve the needs of accounting and financial planning and analysis (FP&A) organizations. The software handles financial close and consolidation, planning and budgeting, analysis and reporting. OneStream recently held its annual user conference, Splash, in Las Vegas. In attending this meeting, my focus was on progress the company has made in the areas of predictive artificial intelligence (AI) and generative AI (GenAI) over the past year, since the...</span></p> </div> <a href="https://robertkugel.isg-research.net/onestream-splash-highlights-practical-ai-advances"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-research.net/topic/digital-finance">digital finance</a>, <a href="">AI and Machine Learning</a>, <a href="https://robertkugel.isg-research.net/topic/financial-consolidation-and-close-management">Financial Consolidation and Close Management</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/gain-finance-department-productivity-with-straight-through-processing">Gain Finance Department Productivity with Straight-Through Processing</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">13 August 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png?width=200&name=Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png?width=100&name=Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png?width=200&name=Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png?width=300&name=Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png?width=400&name=Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png?width=500&name=Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png?width=600&name=Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Improving data management is at the forefront of my Office of Finance research practice because, when not managed well, it can have a profoundly negative impact on departmental efficiency, individual performance, organizational agility and sustainability. Conversely, straight-through processing (STP), a business process design and data management methodology, reduces process friction throughout an organization and, by minimizing errors, builds trust in the accuracy and reliability of all data,...</p> </div> <a href="https://robertkugel.isg-research.net/gain-finance-department-productivity-with-straight-through-processing"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-research.net/topic/digital-finance">digital finance</a>, <a href="https://robertkugel.isg-research.net/topic/procure-to-pay">Procure-to-Pay</a>, <a href="https://robertkugel.isg-research.net/topic/order-to-cash">Order-to-Cash</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/the-buyers-guides-for-financial-consolidation-and-close-classifies-and-rates-software-providers">The Buyers Guides for Financial Consolidation and Close Classifies and Rates Software Providers</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">30 July 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png?width=200&name=The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png?width=100&name=The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png?width=200&name=The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png?width=300&name=The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png?width=400&name=The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png?width=500&name=The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png?width=600&name=The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>I am happy to share insights gleaned from our latest Buyers Guide, an assessment of how well software providers’ offerings meet buyers’ requirements. The Financial Consolidation and Clos<span style="color: #333333;">e</span><span style="color: red;"><span style="color: #333333;">: ISG and</span> </span><a href="https://www.ventanaresearch.com/value_index/customer_experience/contact_center_in_the_cloud/market-report/2021">Ventana Research Buyers Guide</a> is the distillation of a year of market and product research by ISG and Ventana Research.</p> </div> <a href="https://robertkugel.isg-research.net/the-buyers-guides-for-financial-consolidation-and-close-classifies-and-rates-software-providers"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/consolidate-and-close-management">Consolidate and Close Management</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(); 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://robertkugel.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://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://robertkugel.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://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://robertkugel.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://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://robertkugel.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://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://robertkugel.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://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://robertkugel.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;" 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style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/01">January 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/12">December 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/11">November 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/10">October 2018 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/09">September 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/08">August 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/07">July 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/05">May 2018 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/04">April 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/03">March 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/02">February 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/12">December 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/11">November 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/10">October 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/09">September 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/08">August 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/07">July 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/06">June 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/05">May 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/04">April 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/03">March 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/02">February 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/01">January 2017 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/12">December 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/11">November 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/10">October 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/09">September 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/08">August 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/07">July 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/06">June 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/05">May 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/04">April 2016 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/03">March 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/02">February 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/12">December 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/11">November 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/10">October 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/09">September 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/08">August 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/07">July 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/06">June 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/05">May 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/04">April 2015 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/03">March 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/02">February 2015 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/01">January 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/12">December 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/11">November 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/10">October 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/09">September 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/08">August 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/07">July 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/06">June 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/05">May 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/04">April 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/03">March 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/02">February 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/01">January 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/12">December 2013 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/11">November 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/10">October 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/09">September 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/08">August 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/07">July 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/06">June 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/05">May 2013 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/04">April 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/03">March 2013 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/02">February 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/01">January 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/12">December 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/11">November 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/10">October 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/09">September 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/08">August 2012 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/07">July 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/06">June 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/05">May 2012 <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/04">April 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/03">March 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/02">February 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/01">January 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/12">December 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/11">November 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/10">October 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/09">September 2011 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/07">July 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/06">June 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/05">May 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/04">April 2011 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/03">March 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/02">February 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/01">January 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2010/12">December 2010 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2010/11">November 2010 <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2010/06">June 2010 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <span id="hs_cos_wrapper_post_filter" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_post_filter" style="" data-hs-cos-general-type="widget" data-hs-cos-type="post_filter"><div class="block"> <h3>Posts by Topic</h3> <div class="widget-module"> <ul> <li> <a href="https://robertkugel.isg-research.net/topic/10k">10K <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li> <a href="https://robertkugel.isg-research.net/topic/accounting">Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li> <a href="https://robertkugel.isg-research.net/topic/accounting-close">accounting close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li> <a href="https://robertkugel.isg-research.net/topic/accounting-software">accounting software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li> <a href="https://robertkugel.isg-research.net/topic/accounting-analytics-erp-eam-crm-hcm-innovation-cl">accounting, analytics, ERP, EAM, CRM, HCM, innovat <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/accounts-payable">Accounts Payable <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/accounts-receivable">Accounts Receivable <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/acquisition">acquisition <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/agent-management">agent management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a 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class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/artificial-intelligence">Artificial intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/asc-606">asc 606 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/asc842">ASC842 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/assets">assets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/audit">audit <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/automation">automation <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/balanced-scorecard">balanced scorecard <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/bank">bank <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/banking">banking <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/benchmark">benchmark <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/best-pracices">best pracices <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/big-data">Big Data <span class="filter-link-count" dir="ltr">(106)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/billing-and-recurring-revenue">Billing and Recurring Revenue <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/billing-software">billing software <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/blockchain">blockchain <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/blockchain-distributed-ledger-dlt-erp-scm-supply-c">blockchain, distributed ledger, DLT, ERP, SCM, sup <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/board-of-directors">board of directors <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/bots">bots <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/bribery">bribery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/budget">budget <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/budgeting">Budgeting <span class="filter-link-count" dir="ltr">(75)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/budgeting-and-planning">budgeting and planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/budgeting-software">budgeting software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business">Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics <span class="filter-link-count" dir="ltr">(160)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-applications">Business Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-collaboration">Business Collaboration <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-intelligence">Business Intelligence <span class="filter-link-count" dir="ltr">(79)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-intelligence-2">business intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-intelligence-3">business intelligence <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-mobility">Business Mobility <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-model">business model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM) <span class="filter-link-count" dir="ltr">(278)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-plan">business plan <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning <span class="filter-link-count" dir="ltr">(85)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-process">business process <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-process-execution">business process execution <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-process-management">Business Process Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-suite">Business Suite <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-technology">Business Technology <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-value">business value <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/candidate-engagement">candidate engagement <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/capital-adequacy">capital adequacy <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/capital-budget">capital budget <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/capital-markets">capital markets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/capital-spending">capital spending <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cash-management">cash management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ceo">CEO <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ceo-cfo-financial-performance-management-forecasti">CEO, CFO, Financial Performance Management, Foreca <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cfo">CFO <span class="filter-link-count" dir="ltr">(141)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/challenge">challenge <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/channel">channel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/chargebacks">chargebacks <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/chart-of-accounts">chart of accounts <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/chatter">Chatter <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/chief-risk-officer">Chief Risk Officer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cio">CIO <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/clarity-systems">Clarity Systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/close">close <span class="filter-link-count" dir="ltr">(43)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/closed-loop">closed loop <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/closing">closing <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing <span class="filter-link-count" dir="ltr">(122)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cloud-erp">cloud ERP <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/coda">CODA <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cognitive-computing">Cognitive Computing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cognos">Cognos <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/collaboration">Collaboration <span class="filter-link-count" dir="ltr">(32)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/collaborative-conversational-computing">Collaborative & Conversational Computing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/collaborative-computing">collaborative computing <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/commission">commission <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/communications">communications <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/compensation">Compensation <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/competition">competition <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/complex-event-processing">Complex Event Processing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/compliance">compliance <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/composite-document">Composite document <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/composite-software">Composite Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/computing">computing <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/concur">Concur <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/connectwise">ConnectWise <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/connotate">Connotate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consolidate-and-close-management">Consolidate and Close Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consolidate-close-report">Consolidate/Close/Report <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consolidating">consolidating <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consolidation">Consolidation <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consulting">Consulting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contact-center">Contact Center <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/container">container <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/content-management">Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contingency">contingency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contingency-planning">contingency planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-accounting">Continuous Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-improvement">continuous improvement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-payroll">Continuous Payroll <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-planning">Continuous Planning <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-supply-chain">continuous supply chain <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-supply-chain-erp">Continuous Supply Chain & ERP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contract">contract <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contract-management">contract management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/control">control <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/controller">Controller <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/controller-2">controller <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/controls">controls <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/conversational-computing">Conversational Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/coo">COO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/corporate-finance">Corporate Finance <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/corporate-governance">Corporate Governance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cost-management">Cost Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/costing">costing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cpq">CPQ <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/credit">credit <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/crisis">crisis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/crm">CRM <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/crm-customer-service">CRM customer service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cro">CRO <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cryptic">cryptic <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/currency">currency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer">Customer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-analytics">Customer Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-engagement">Customer Engagement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-experience">Customer Experience <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-experience-management">Customer Experience Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-life-cycle">customer life cycle <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM) <span class="filter-link-count" dir="ltr">(87)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-service">Customer Service <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dashboard">dashboard <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dashboards">Dashboards <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data">Data <span class="filter-link-count" dir="ltr">(39)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-governance">Data Governance <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-integration">Data Integration <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-lake">Data Lake <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-management">Data Management <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-operations">data operations <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-preparation">Data Preparation <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-science">Data Science <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-warehousing">Data Warehousing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/database">Database <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/datawatch">Datawatch <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/debt">debt <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/decision">decision <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/decision-hub">Decision Hub <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/demand-chain">Demand Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/demand-management">demand management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/demand-planning">Demand Planning <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/design">design <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/development">development <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-applications">Digital Applications <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-business">Digital Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-commerce">Digital Commerce <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-finance">digital finance <span class="filter-link-count" dir="ltr">(101)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-marketing">Digital Marketing <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-technology">Digital Technology <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-transformation">Digital transformation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/distribution">distribution <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/document-management">Document Management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dodd-frank">Dodd-Frank <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dreamforce">Dreamforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/driver-based">driver-based <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/driver-based-planning">driver-based planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dynamics">Dynamics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dynamics-ax">Dynamics AX <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dynamics-gp">Dynamics GP <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/e-discovery">e-discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/edi">EDI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ediscovery">eDiscovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/effectiveness">effectiveness <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/embedded-analytics">embedded analytics <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/end-to-end">end-to-end <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-content-management">Enterprise Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-profitability-management">enterprise profitability management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning <span class="filter-link-count" dir="ltr">(42)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-risk-management">enterprise risk management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-software">Enterprise Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-spreadsheet">enterprise spreadsheet <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-tax">Enterprise Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/environment-management">Environment Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/environmental">Environmental <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/epicor">Epicor <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/epiphany">Epiphany <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/equity-research">equity research <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/erm">ERM <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/erp">ERP <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting <span class="filter-link-count" dir="ltr">(140)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/error">error <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/esg">ESG <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/essbase">Essbase <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/excel">Excel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/executive">executive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/expense">expense <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/expense-management">expense management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/extended-close">extended close <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/extended-reality">extended reality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/exterro">Exterro <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fasb">FASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fast-close">Fast close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fei">FEI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ferf-ceo">FERF CEO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance">finance <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance-analytics">Finance Analytics <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance-cloud">finance cloud <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance-transformation">finance transformation <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial">financial <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-analytics">financial analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-applications">Financial Applications <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-close">Financial Close <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-consolidation-and-close-management">Financial Consolidation and Close Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-governance">Financial Governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-management">Financial Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-model">financial model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-performance">Financial Performance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-performance-2">financial performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-performance-management">Financial Performance Management <span class="filter-link-count" dir="ltr">(224)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM) <span class="filter-link-count" dir="ltr">(287)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-planning">financial planning <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-regulation">financial regulation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-reporting">financial reporting <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-risk-management">financial risk management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-services">Financial Services <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-software">financial software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-standards">financial standards <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-statement">financial statement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-systems">financial systems <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financialforce">FinancialForce <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financialforce-com">FinancialForce.com <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financials">financials <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fms">FMS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/forecast">Forecast <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/forecasting">forecasting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fpa">FP&A <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fpm">FPM <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fraud">Fraud <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fusion-applications">Fusion Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/gaap">GAAP <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/generative-ai">Generative AI <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/governance">Governance <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/governance-risk-and-compliance">Governance Risk and Compliance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC) <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/grc">GRC <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/grc-governance-risk-compliance-risk-management-wat">GRC, governance, risk, compliance, risk management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/green">Green <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/gui">GUI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hana">HANA <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hcm">HCM <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hewlett-packard">Hewlett Packard <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hospitality">Hospitality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/host-analytics">Host Analytics <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hr">HR <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hrms">HRMS <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/human-capital-2">Human Capital <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/human-capital">Human Capital <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/human-capital-management">Human Capital Management <span class="filter-link-count" dir="ltr">(45)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hyperion">Hyperion <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/iasb">IASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ibm">IBM <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ibm-business-analytics">IBM Business Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ibm-regulatory-compliance-analytics">IBM Regulatory Compliance Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ibp">IBP <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ifrs">IFRS <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ifrs16">IFRS16 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/in-memory">In-memory <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/in-memory-computing">In-Memory Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/infor">Infor <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/informatica">Informatica <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information">Information <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information-applications-ia">Information Applications (IA) <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information-management">Information Management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information-management-im">Information Management (IM) <span class="filter-link-count" dir="ltr">(50)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information-technology">Information Technology <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/innovation-awards">Innovation Awards <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/intacct">Intacct <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/integrated-business-planning">Integrated Business Planning <span class="filter-link-count" dir="ltr">(38)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/intelligent-cx">Intelligent CX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/intelligent-marketing">intelligent marketing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/intelligent-sales">intelligent sales <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/internal-audit">Internal Audit <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/international-finance">International Finance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/international-tax">international tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/internet-of-things">Internet of Things <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/inventory-optimization">Inventory Optimization <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it">IT <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-controls">IT controls <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-cost">IT cost <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-governance">IT governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-performance-management-itpm">IT Performance Management (ITPM) <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-risk-management">IT Risk Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/jd-edwards">JD Edwards <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/jda-software">JDA Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/jonova">Jonova <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kapow">Kapow <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kenandy">Kenandy <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kinaxis">Kinaxis <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kofax">Kofax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kri">KRI <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kyriba-financial-performance-management">Kyriba Financial Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lan">LAN <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lawson">Lawson <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lawson-software">Lawson Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/learning-management">Learning Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lease-accounting">Lease Accounting <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lease-and-tax-accounting">lease and tax accounting <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lease-management">Lease Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/leasing">leasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/legacy-systems">legacy systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/legal">legal <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/local-ly">Local.ly <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/longview">LongView <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/machine-learning">Machine Learning <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/management">Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/manufacturing">Manufacturing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/marketing">Marketing <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/marketing-performance-management">Marketing Performance Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/marketing-planning">Marketing Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/master-data-management">Master Data Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/maxager">Maxager <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/maximo">Maximo <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/meg-whitman">Meg Whitman <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/microsoft">Microsoft <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/microsoft-excel">Microsoft Excel <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/midsize">Midsize <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobile">Mobile <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobile-computing">mobile computing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobile-marketing-digital-commerce">Mobile Marketing Digital Commerce <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobile-technology">Mobile Technology <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobility">Mobility <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/model-building-and-large-language-models">Model Building and Large Language Models <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/model-n">Model N <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/modeling">Modeling <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mro">MRO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/natural-language-processing">natural language processing <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/navetti">Navetti <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/netsuite">NetSuite <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/netsuite-openai">NetSuite OpenAi <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/nomis-solutions">Nomis Solutions <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance <span class="filter-link-count" dir="ltr">(426)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/open-source-software">Open Source Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/open-world">Open World <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/openpages">OpenPages <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/openworld">OpenWorld <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operational-data-platforms">operational data platforms <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operational-intelligence">Operational Intelligence <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM) <span class="filter-link-count" dir="ltr">(172)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operations">Operations <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/oracle">Oracle <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/order-to-cash">Order-to-Cash <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/oversight-systems">Oversight Systems <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/paas">PaaS <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/payments">Payments <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/peoplesoft">PeopleSoft <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/performance">Performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(54)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/perillon">Perillon <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/planmill">PlanMill <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/planning">Planning <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/planview">Planview <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/plex">Plex <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/portfolio-management">Portfolio Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/price-optimization">Price Optimization <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pricing-and-promotion-management">Pricing and Promotion Management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pro">PRO <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/procure-to-pay">Procure-to-Pay <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/procurement">procurement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/product-information-management">Product Information Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/professional-services">Professional Services <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/professional-services-automation">Professional Services Automation <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/profit-velocity">Profit Velocity <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/profitability">Profitability <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/profitability-management">profitability management <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/project-management">Project Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/project-planning">Project Planning <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/projecthelp">ProjectHelp <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/projector">Projector <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/property-technology">Property Technology <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pros">PROS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pros-pricing">PROS Pricing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/psa">PSA <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/purchasing">purchasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments <span class="filter-link-count" dir="ltr">(16)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pv-accelerator">PV Accelerator <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/qad">QAD <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/quantrix">Quantrix <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/real-estate">real estate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/real-time">Real-time <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/reconcile">reconcile <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/reconciliation">Reconciliation <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/recurring-revenue">Recurring Revenue <span class="filter-link-count" dir="ltr">(16)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/reporting">Reporting <span class="filter-link-count" dir="ltr">(74)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/reporting-xbrl-ixbrl-document-management">Reporting, XBRL, iXBRL, document management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/research">Research <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue">Revenue <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-and-lease-accounting">revenue and lease accounting <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-management">Revenue Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-performance">Revenue Performance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-performance-management">Revenue Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-recognition">revenue recognition <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-lease-and-tax-accounting">Revenue, Lease and Tax Accounting <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/risk">Risk <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/risk-analytics">Risk Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/robotic-automation">robotic automation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/robotic-finance">robotic finance <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/robotic-process-automation">Robotic Process Automation <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/roi">ROI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sop">S&OP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/saas">SaaS <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sage">Sage <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sage-software">Sage Software <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales">Sales <span class="filter-link-count" dir="ltr">(49)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-and-forecasting">Sales and Forecasting <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-and-operations-planning">Sales and Operations Planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-enablement">sales enablement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-enablement-and-execution">Sales Enablement and Execution <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-engagement">Sales Engagement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-forecasting">Sales Forecasting <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-operations">Sales Operations <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-performance-management">Sales Performance Management <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM) <span class="filter-link-count" dir="ltr">(131)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-planning">Sales Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-planning-and-analytics">Sales Planning and Analytics <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-tax">Sales Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/salesforce-com">Salesforce.com <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sap">SAP <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sarbanes-oxley">Sarbanes Oxley <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sas">SAS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sasb">SASB <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/scm">SCM <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/scm-demand-planning">SCM Demand Planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/scout-rfp">Scout RFP <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sec">SEC <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sec-software">SEC Software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/security">Security <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/self-service">Self-service <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/seperation-of-duties">Seperation of Duties <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/servigistics">Servigistics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sharepoint">SharePoint <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/signal-demand">Signal Demand <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/smart-financial-close">Smart Financial Close <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/smart-manufacturing">Smart Manufacturing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/smb">SMB <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/social">Social <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/social-collaboration">Social Collaboration <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/social-media">Social Media <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/software">Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sourcing">sourcing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sox">SOX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/spm">SPM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/spreadsheets">Spreadsheets <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/spss">SPSS <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/star-analytics">Star Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/statistics">Statistics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/stratahadoop">Strata+Hadoop <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/streaming-data-events">Streaming Data & Events <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/subscription-management">Subscription Management <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sungard">Sungard <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sunsystems">Sunsystems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/supplier-relationship-management">supplier relationship management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/supply-chain">Supply Chain <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/supply-chain-management">supply chain management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM) <span class="filter-link-count" dir="ltr">(92)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/supply-chain-planning">Supply Chain Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sustainability">Sustainability <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sustainability-management">Sustainability Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tagetik">Tagetik <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/talent-management">Talent Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax">Tax <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-compliance">tax compliance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-data-warehouse-thomson-reuters-multinational">tax data warehouse Thomson-Reuters multinational <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-optimization">tax optimization <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-planning">tax planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-software">Tax Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-datawarehouse">Tax-Datawarehouse <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-tax-provision-transfer-pricing">tax; tax provision; transfer pricing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/thomson-reuters-multinational">Thomson-Reuters multinational <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tidemark">Tidemark <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tm1">TM1 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/total-compensation-management">Total Compensation Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/training">Training 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</ul> </div> </div> </div> </div> </div> </div> <a href="javascript:" id="return-to-top"> </a> </footer> </div>  <script defer src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://robertkugel.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://robertkugel.isg-research.net/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Infor’s Velocity Summit Highlights Multiple Advances and Enhancements", "mainEntityOfPage": "https://robertkugel.isg-research.net/infors-velocity-summit-highlights-multiple-advances-and-enhancements", "datePublished": "12/11/2024", "dateModified": "12/11/2024", "articleBody": "I recently attended Infor’s Velocity Summit, designed to showcase the latest versions of its CloudSuite ERP software. Also center stage were Infor’s advances in artificial intelligence and process mining as well as its environmental, social and governance application and supply chain optimization enhancements. The company provides industry-specific enterprise software that enhances business performance and operational efficiency. Verticals and related subverticals include manufacturing, food and beverage, hospitality, healthcare, distribution and retail. Infor offers applications for enterprise resource planning, supply chain management, customer relationship management and human capital management, among others. Infor’s strategy is to tailor software with a high percentage of specific capabilities and functionality for customers in its target industries, delivering a faster time to value. Infor introduced its original AI and machine learning capabilities in 2017 in the form of Coleman, which uses its Infor AI/ML platform built on Amazon’s SageMaker to create predictive and prescriptive analytics. It also offered a chatbot that utilized Amazon Lex. The latest additions offer aspects of GenAI capabilities built on Amazon’s Bedrock. Infor’s Embedded Experiences allows users to create first drafts of text for specific business purposes and summarize insights as well as quickly analyze and interact with data. The Infor GenAI Assistant automates tasks and gets immediate answers to questions in context. And its GenAI knowledge hub uses retrieval-augmented generation to provide immediate access to knowledge, potentially from multiple data sources. RAG enhances the accuracy of generated responses by retrieving relevant information from external sources before generating an answer. This ensures responses are contextually appropriate and factually accurate. Importantly, RAG provides users with source attribution, enabling them to verify that the system isn’t hallucinating. Artificial intelligence-enabled business applications have advanced considerably over the past year as software providers have added a steady stream of capabilities. This includes customer facing, financial, supply chain and workforce software. ISG Research asserts that by 2027, almost all providers of business applications will use some form of generative AI to enhance capabilities and functionality to remain competitive. The productivity gains from AI are more likely to be achieved initially through a steady stream of small hacks and initiatives that eliminate less productive and unproductive work rather than big bangs. One reason is that the infusion of AI into cloud business applications will be incremental, with the level of sophistication constrained by a gradual leveling up of data availability and proven trustworthiness. Use cases are proliferating, including tasks or managing details that outwardly seem trivial but result in a substantial gain in productivity and improved performance. One new and interesting topic covered at the event was process mining, which Infor is introducing in its various cloud suites. Process mining analyzes event data from the logs of software applications to understand how processes are designed to perform and how they actually perform. Typically, the technology will show there are many variations in how a process unfolds and the context in which those permutations occur. The results can be used to uncover the source of bottlenecks, delays, unseen risks and unnecessary workloads that, in turn, allows organizations to institute improvements. For more relevant research on this topic, please read this Perspective by my colleague David Menninger. Process mining offers significant potential for performance improvement by enabling organizations to: Have a clear picture of how processes are performed, especially in identifying variations in workflows and their prevalence. Identify opportunities to standardize processes and eliminate inefficiencies and bottlenecks in workflows, especially where there are variations. Optimize workflows by redesigning processes based on data-driven insights. Establish and support continuous improvement initiatives. Infor’s goal is to overcome the practical barriers that keep enterprises from adopting process mining by eliminating obstacles caused by siloed process data, inconsistent data formats and incomplete records. It can do so because its cloud suites are built to offer high-quality, consistent and comprehensive event logs. Having a vertical industry focus in its cloud suites adds context for process analytics. In contrast, process mining using third-party tools typically requires complex and resource-intensive integrations. The trade-off is capability and flexibility versus cost and time to value since third-party tools deal with end-to-end processes that span multiple applications in ways the Infor’s currently cannot. Process mining offers significant potential for performance improvement by enabling enterprises to gain a clear picture of how processes are performed, especially in identifying variations in workflows and their prevalence. It enables managers to identify inefficiencies and bottlenecks in workflows, especially where there are variations in how processes are performed. Process mining also allows organizations to improve how work is done, redesigning processes based on data-driven insights. Reflecting its customers’ needs to comply with environmental regulations and support corporate sustainability goals, Infor has introduced new software to manage compliance with ESG factors. The software streamlines collecting data for planning and reporting and facilitates assigning responsibility within an enterprise to achieve ESG-related objectives. Enterprises gain the ability to monitor and assess targeted resource consumption, waste and byproducts. It helps organizations manage supply chains in ways that support ESG objectives. To reduce compliance burdens, it facilitates auditable reporting and provides executives and managers with the means to monitor performance to ESG commitments. The main shortcoming I found in the software is that it does not take costs into account in its optimizing routines, but I expect that will be added shortly. Vertical-specific ERP systems are designed with capabilities and features that address the specific needs and regulatory requirements of particular sectors. Having software that aligns closely with an industry's business processes and standards out of the box reduces implementation costs compared to a general-purpose application. It promotes productivity by having industry-specific configurations, workflows and tools already built in. This is especially true for the supply chain management elements of ERP. Infor announced a Distribution Management functionality for inventory and distribution control, designed to eliminate the need for services businesses to have a separate warehouse management system, especially midsize healthcare providers. For distribution, food and beverage, fashion, process and discrete manufacturing business, Infor now offers comprehensive demand forecasting and supply planning as well as AI-enabled warehouse management. Infor’s AI-related product enhancements are especially important because enterprises are already making significant investments in AI. ISG Research finds that, on average, organizations spent 2% of IT budgets on AI in 2023. The average expected spend for 2024 is 3.7% and 5.9% in 2025. Typically, finance and accounting departments have proven to be technology laggards in adopting new methods. An innate conservatism, aversion to risk and the need to ensure complete accuracy are the human factors at work in this delay. However, the productivity and staff morale benefits of AI-enabled applications are compelling. I strongly recommend that finance executives adopt a fast-follower approach to evolving technology. A fast-follower approach is now a necessity because software designed for finance and accounting departments is advancing rapidly, and incremental adoption as AI capabilities become available is a more productive, less disruptive and less risky approach than playing catch-up. AI-enabled applications will reduce a significant part of the department’s workload currently spent on repetitive tasks and mechanical processes, allowing staff to focus on the more valuable work that requires expertise, experience and judgment. I also recommend that enterprises considering a replacement ERP system or moving to the cloud include Infor on the list of providers to consider, especially those in the company’s focused verticals. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.isg-research.net/hubfs/Infor%E2%80%99s_Velocity_Summit_Highlights_Multiple_Advances_and_Enhancements.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "A Planning Center of Excellence Delivers Performance Improvement", "mainEntityOfPage": "https://robertkugel.isg-research.net/a-planning-center-of-excellence-delivers-performance-improvement", "datePublished": "07/11/2024", "dateModified": "07/11/2024", "articleBody": "Artificial Intelligence and generative AI are beginning to change how enterprises do many things, especially planning and budgeting. This technology has the potential to significantly redefine the mission of the financial planning and analysis group. It will do so by substantially reducing the time spent on the purely mechanical aspects of day-to-day tasks. AI is also making it easier for executives and managers to rapidly forecast, plan and analyze to promote deeper situational awareness and facilitate better-informed decision-making. Rather than being the budget master, FP&A will provide planning services to those in line-of-business roles, becoming a planning center of excellence. Even though the AI hype cycle appears to be fading, it’s still clear that the unglamorous field of artificial intelligence applied to enterprise software will be the most consequential technology change in business computing since the 1990s. There are well-within-reach use cases for business-focused AI capabilities, especially in finance and accounting departments, including: Accelerating forecasting and planning while reducing bias Automating analytics production to enable more time for analysis and thought Providing task supervision to spot data and information input errors Adding recommendations to facilitate decision-making Automating commentary to enhance reporting I’ve written about the need for FP&A to use the recent advances in technology and data management to make planning and budgeting easier and faster for the rest of the enterprise. From an organization and management perspective, I think the key to taking full advantage of AI and GenAI technology is to refashion the group into a planning center of excellence. This organization would be responsible for supporting the planning activities of individual business units of an enterprise. The objective would be to create a better planning process that enables executives and managers to achieve the highest potential financial and operational performance. This may sound like FP&A’s mission today. The difference is in using advanced modeling and data management to make faster scenario planning possible, driven by actionable key performance measures that enable faster, well-informed decision cycles. FP&A groups can evolve into a planning center of excellence by spending less time on the mechanical work that now consumes a great deal of their effort. A side benefit of AI-enabled business applications is the increasing availability of useful, timely and consistent data for forecasting, planning, analysis and reporting. Providers of business planning software frequently include data stores that automate the ingestion of information from a range of systems of record (such as enterprise resource planning, customer relationship management, human capital management and supply chain management) as well as data from external sources that track economic and market data. Today, FP&A organizations perform much of this work manually. Eliminating the need for manual integration of data is important because our Analytics and Data Benchmark Research reveals that individuals spend a considerable portion of their time preparing data for analysis and reviewing it for quality and consistency issues, activities that are no longer necessary when a comprehensive data store is available. Having the software and data to automate manual tasks and assist in analytical work provides FP&A groups with the time and tools to transform into a center of excellence. Integrated business planning is a term I coined back in 2007 to describe a rapid, collaborative, high-participation process that brings together operational and financial planning using a planning software platform to connect the disparate planning activities that happen in an enterprise. Each business unit plans as appropriate but in a connected fashion that achieves better alignment with strategy and objectives and better coordination in executing the plan. ISG Software Research asserts that by 2027, one-fourth of FP&A organizations will implement this form of integrated business planning. The rationale for fundamentally changing planning and budgeting is as easy as ABC. FP&A organizations need to transform planning to be Action-oriented—enabling executives and managers to make better-informed decisions sooner on what to do next. It must be Business-centric, combining operational planning and financial budgeting. And it must be Company-wide, not siloed. A planning center of excellence in FP&A is the easiest and most practical way to make this happen. But where to start? The path from FP&A’s traditional role of administering an annual budget to driving actionable, continuous and integrated planning is best accomplished in a series of easily digested steps. A useful first step is to have a dedicated application to make planning and budgeting easier for the budget owner. Spreadsheet-based planning systems may be adequate for handling the money part of the process, but because of their technology limitations, they are far from ideal in planning the things (such as headcount, advertising campaigns, facilities and laptops) needed to run a business. Finance people think in terms of money, but line-of-business managers almost always think in terms of things. In a traditional budgeting process, these managers must create a financial budget, which they may arrive at with side calculations that translate their business plan into monetary terms, which is time-consuming. Moreover, because of the sole focus on money, budgets have limited value in managing business operations. Over the past few years, business planning software providers have made it somewhat easier for enterprises to incorporate things as well as their monetary impact by incorporating both sales and headcount planning functionality to streamline the budgeting process. Budget owners can forecast headcount plans and have the application translate them into budget line items using HR department assumptions about salaries, wages and benefits. This can save budget owners time and shorten planning cycles. Used effectively, it focuses budget discussions on why a specific staffing plan is necessary to achieve business objectives rather than negotiating a percentage change in the budget. In this respect, it supports a zero-based budgeting approach. This method also ensures consistency while providing the HR department a heads-up on a real-time, consolidated view of future hiring plans, enabling it to plan its talent acquisition accordingly. Similarly, the sales planning functionality can provide a useful integrated summary of current sales plans that link to an enterprise’s system. These projections can be readily updated at whatever frequency and level of detail are required, eliminating the challenge of having a budget that is routinely out of date on the revenue line. Moreover, for enterprises that generate a significant amount of deferred revenue from revenue recognition accounting, dedicated software makes it simpler to forecast cash flows and balances along with recognized revenue. The next important step is creating an enterprise planning and reporting database of record. A few years ago, I started using the term “data pantry,” somewhat tongue-in-cheek, to describe a method of data storage (and the technology and process blueprint for its construction) aligned with the concept of data mesh architecture but created for a specific set of users and use cases in business-focused software. It’s a pantry because all the data one needs is readily available and easily accessible, with labels that are immediately recognized and understood by the users of the application. In tech speak, this means the semantic layer is optimized for the intended audience. It is stocked with data gathered from multiple authoritative sources and available for immediate analysis, forecasting, planning and reporting. This does away with the need for analysts to repeatedly perform data extraction, enrichment or transformation motions from the required source systems, all but eliminating the substantial amount of time analysts and business users spend routinely on data preparation. Automating data transformation and aggregation also makes it practical to expand the scope of usable data for forecasting, planning, analysis and reporting by removing time constraints. Freeing up the considerable time FP&A members spend on mechanical tasks enables the organization to function as a planning center of excellence. Broadening accessible sources of data also enables analysts and other business users to focus on creating useful, insightful, complete and timely analyses, insights and reports related to how a business is performing. Many software providers already offer this type of data store even though none of them have (yet) called it a data pantry. ISG Software Research asserts that by 2027, almost all business-focused software providers will offer a data pantry to facilitate the integration of operational and financial data, making a broader set of actionable information available to support data-driven decision-making. A major practical benefit of using AI is putting predictive analytics within easy reach of any organization. Predictive analytics applies machine learning to statistical modeling and historical data to make predictions about future outcomes. By identifying patterns and trends in past data, predictive analytics helps businesses forecast future events, assess risks, and uncover opportunities. A data pantry is necessary to support the machine learning required for training artificial intelligence capabilities that are part of a business application, especially for business planning that combines financial and operational measures. This is because the authoritative sources of data necessary for training the system using machine learning exist both inside and outside of the application. Predictive AI will shortly be a common feature of dedicated business planning software. It already makes it possible to improve the accuracy of forecasts and enhance agility in responding to change by automating time series analysis to rapidly develop predictive models for more accurately forecasting revenue and costs as well as balance sheet items and cash flows. AI also continuously monitors model accuracy and relevance to signal when it’s necessary to retrain models as conditions evolve. This same analytical capability can identify factors useful for driver-based planning and forecasting, which facilitates the integration of operational and financial planning. With machine learning, a system can constantly monitor inputs and results to spot anomalies, inconsistencies, outliers, errors and omissions in data entry without specific programming. A well-trained AI-enabled system can suggest the next best step, options for the next step or a range of values to input that represents the best fit under the circumstances. The ultimate objective of these actions is to use technology to achieve an integrated planning process that supports rapid cycles built around short planning sprints – that is, continuous planning. Each part of the business models and plans the ways most relevant to how it operates. Data can be shared easily and continuously between business units and executives. Technology also enables rapid, high-participation planning—high participation to achieve accuracy and accountability. Technology allows for multi-dimensional modeling to support driver-based planning, which enables managers and executives to connect resources to results to achieve objectives. And planning that drives the creation of budgets to integrated financial planning—immediately seeing the impact of scenarios on the balance sheet and cash flows. Creating a planning center of excellence and redefining the mission of the FP&A organization can help transform planning, budgeting, analysis, reporting and performance reviews. Continuous planning makes these processes run faster and cut planning cycle times—the time it takes to do a scenario, an iteration or a full consolidated plan—from weeks or months to hours or a couple of days. It makes budgeting and planning easier for business owners by simplifying the process while using technology to gain accuracy and precision. Planning becomes more relevant to business owners and senior executives because the approach focuses on resources and outcomes, not just financials. This approach is more strategic and designed to help the entire leadership team manage the business more effectively. I recommend that finance executives and FP&A create an operational roadmap that outlines a planning center of excellence. This action can improve organizational performance and enable FP&A leaders to play a more strategic role. A center of excellence is a change-management device that provides senior executive-level endorsement of a more effective, action-oriented approach to planning. Enterprises can fundamentally improve how they plan, budget, analyze, communicate results and assess performance for the better. They can start to do so by using better technology. Dedicated software enables faster and more agile planning cycles as well as plans that are more accurate and business-focused. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.isg-research.net/hubfs/A_Planning_Center_of_Excellence_Delivers_Performance_Improvement.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "Generative Automation: An Alternative for Process Optimization", "mainEntityOfPage": "https://robertkugel.isg-research.net/generative-automation-an-alternative-for-process-optimization", "datePublished": "05/11/2024", "dateModified": "05/11/2024", "articleBody": "Agents are all the rage—and for a good reason. They are a way to automate work almost effortlessly so that repetitive and boring tasks get done with the least amount of effort on the part of the operator. In business, agents can be a boon for customer satisfaction and a way to improve worker productivity. They are alluring, with an almost unlimited number of potential use cases. However, as currently described, general-purpose agents and chatbots can’t reliably perform many important business processes that involve collaboration in a complex set of iterative steps. For this, another form of agentic artificial intelligence-assisted process management, which I’m calling generative automation, is necessary and often delivered as off-the-shelf functionality in business software. It’s generative because it is constantly refining itself to reflect real-world business conditions and practices. Like other agent systems, generative automation applies machine learning in a way that mimics how humans behave based on observed states and their context to direct the actions that follow. Rather than serving as a general-purpose tool, generative automation is an application-specific design technique that makes it a more practical and sustainable approach to using augmented intelligence in computer-aided process execution. Generative automation is only a concept now, but I assert that by 2028, more than one-third of business applications will include some form of it to shorten process cycles, increasing productivity, organizational agility and customer satisfaction. AI agents can easily automate relatively short, repetitive tasks, enhancing finite condition decision-making and providing personalized assistance across various business functions. Chatbots and personal assistants are increasingly able to improve individual productivity and, by eliminating dull, repetitive work, promote individual satisfaction. What I am calling generative automation is something new. It allows for far more complex coordination and communication between multiple people in completing time-consuming processes managed in an application. Importantly, it does so without extensive human programming, and it enables the process to evolve in line with business conditions and practices. The software continuously molds itself to how work needs to be done rather than requiring organizations to adapt to how the application is designed. Generative automation is best described as augmented intelligence because, by using machine learning techniques applied to process mining methods, it enables systems to recognize when a particular step in a task can be performed automatically with little or no risk of a misstep or presents options for decisions or next steps when certainty falls below a defined acceptable threshold. The human effort and time required to complete a business process is the function of the interventions needed and lags created by serial motions within a process, including contact-and-response, review, approval and execution. Generative automation collapses or eliminates lags by its ability to convert these to concurrent actions or fully automate some or all steps depending on the context. By significantly compressing the time between steps in a collaborative process, this type of software can shorten cycles in cases where the degree of complexity in human interactions and their required coordination is relatively high. Generative automation could be preferable to agents for handling collaborative, iterative processes with complex, non-linear decision nodes, especially where the actors and the next steps in a process are defined by conditions and context that evolve over time. For example, many tasks in the accounting close follow iterative paths involving multiple participants, as do supply chain management events where a delivery delay can set up a complex choreography of collaborative decision-making to deal with the delay, preferably in a relatively optimal fashion. In theory, and described at a high level, any agentic system can do almost anything. But, like most software, the devil is in the details. A generative automation approach minimizes the cost and effort required to design and maintain a reliable and scalable automation system within a business application. Such a system can never pretend to be autonomous. It must be able to defer to human decision-making and action when conditions lack sufficient certainty. It must be able to continuously learn from these interventions with a deep understanding of the context of the situation. Generative automation is built on process mining, which applies algorithms to computer event log data to identify trends, patterns and details of how a process unfolds. Process mining analyzes event data from the logs of software applications to understand how processes are designed to be performed and how they are actually performed. Typically, the technology will show that there are many variations in how a process unfolds and the context in which those permutations occur. The results can be used to uncover the source of bottlenecks, delays, unseen risks and unnecessary workloads that, in turn, allows organizations to institute improvements. You can gain a deeper understanding of process mining from this analyst perspective by my colleague, David Menninger. Process mining also provides the necessary data to train generative automation models, applying machine learning to develop and train process workflows to replicate and optimize how tasks are performed. ML is a subfield of artificial intelligence that uses technology to process information similarly to how humans do. This includes improving accuracy as more data is processed in ongoing model training cycles. Just as generative AI can replicate many sophisticated human tasks, generative automation replicates the condition and evolution of how repetitive work is performed in enterprises. Generative automation guides workflows where the routing, roles and responsibilities are determined by the context of the existing conditions at this node of a process. The context is defined by how the process is typically performed but is mindful of the chain of events and conditions leading up to the current node in the process. The ability to train these generative workflows is built around process mining and analysis rather than some idealized definition of a process because this method incorporates the reality that business processes are not always performed as planned. Even after process mining and analysis eliminate unnecessary and unproductive variations, some variations will remain, especially for complex interactive activities. Moreover, businesses evolve to address change, so continuous training of generative automation business process models is necessary. Generative automation’s core use cases cover conditions under which applying machine learning techniques to automate and assist in executing complex, interactive processes, organizations can gain productivity or compress decision-execution cycles. It complements the power of general-purpose agents for use cases where these cannot handle the complexities or are not adaptable enough. Although, in theory, generative automation can be applied anywhere, the most practical application is within enterprise applications because this simplifies the use of process mining. As is the case for all AI-led efforts, accurate, consistent and timely data is essential. When process mining is used across platforms or applications, it faces the challenge of having to deal with incompatible and incomplete processes. Omissions and errors in system logs will create inaccurate process maps, especially in missing steps or tracking the time it takes to complete a process. Narrowing the scope to a single platform or software application minimizes the challenges posed by third-party process mining and analysis software because it simplifies the task of creating and continuously training process execution models. This sort of application-specific process mining can deal with data quality issues because the high-quality, consistent and comprehensive event logs are an integral part of the software, eliminating problems with siloed data, inconsistent data formats and incomplete records. The main drawback of this approach is that it is limited to processes executed within the specific application, but that isn’t the point. Generative automation is just a concept now, but application software providers should investigate how to apply it to enable software to adapt and optimize processes in enterprises. Like other forms of AI and generative AI, generative automation gives business applications providers a once-in-a-generation opportunity to differentiate offerings in mature markets. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.isg-research.net/hubfs/Generative_Automation_An_Alternative_for_Process_Optimization.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "Should I Stay or Go? Migrating to AI-Enabled Applications", "mainEntityOfPage": "https://robertkugel.isg-research.net/should-i-stay-or-go-migrating-to-ai-enabled-applications", "datePublished": "15/10/2024", "dateModified": "15/10/2024", "articleBody": "Artificial intelligence-enabled business applications have advanced considerably over the past year as software providers have added a steady stream of capabilities. This includes customer facing, financial, supply chain and workforce software. ISG Research asserts that by 2027, almost all providers of business applications will use some form of generative AI to enhance capabilities and functionality to remain competitive. However, many enterprises have existing on-premises applications that, in most cases, will not get AI-enablement from the software provider. Those customers should be evaluating if, when and how they will tap into the benefits that AI and GenAI can provide to improve operational and financial performance. They have three choices: do nothing, AI-enable existing software or migrate to a cloud-based AI-enabled application. There’s no end to the potential use cases for AI and GenAI, which has led to the perception that these are more hype than reality. On the contrary, there is a long and lengthening list of existing and cost-effective ways business application providers are already using the technology, including: Agents for task automation Accelerating forecasting and planning while reducing bias Automating analytics production to enable more time for analysis and thought Providing task supervision to spot data and information input errors Adding recommendations to facilitate decision-making Automating commentary to enhance reporting Transcription and summarization Knowledge management Worker skills assessment Dynamic route optimization Creating tailored offers and pricing Nonetheless, at this stage of evolution in AI and GenAI, the “do nothing” option can be attractive for those with on-premises software. Since the ability to realize grandiose GenAI use cases can seem way out in the future, and the above list of capabilities can appear trivial, many perceive the chatter about AI as hype with few proof points. With a perception of limited or no benefit, not taking any action can appear attractive and may be the right choice. Doing so poses no chance of errors of commission, and in that respect, it appears less risky, posing no threat of disrupting operations and requiring no incremental financial commitment. Most importantly, doing nothing may have a better cost/benefit ratio. At the same time, doing nothing imposes an opportunity cost because AI and GenAI enablement can improve an organization’s competitiveness and productivity as well as reduce costs throughout an enterprise. Almost always, it takes time for organizations to absorb new technology, so earlier adopters can exploit the benefit of having addressed the people and process challenges sooner and gain a competitive advantage, greater profitability, access to talent and other benefits. This was the case with personal computers in the 1980s and the internet in the 1990s. Waiting too long to start means risking having to play catch-up. Weighing the pros and cons of standing pat versus taking action with respect to AI and GenAI should be an ongoing exercise because the technology is evolving rapidly, and competitive business conditions are continually transforming. There are two basic alternatives to doing nothing: AI-enabling the legacy on-premises software or migrating to an AI-enabled cloud application. Choosing between the two may not be straightforward, and the best choice for an enterprise depends on facts and circumstances. AI-enabling on-premises software is preferable where there is some combination of incurring less disruption to operations, faster time to value, lower risk of failure and lower total cost of ownership relative to migrating to the cloud. At the same time, because such AI-enablement is a custom project, there are risks. ISG Research’s 2024 AI Study identified several that apply, including a lack of AI experience and skills, a lack of a holistic company-wide vision, which can make it difficult to create a business case for such a project, the challenge of keeping up with AI technology and the resulting impact on AI performance and quality. Nonetheless, the reasons for taking this approach can be compelling. Choosing to migrate to AI-enabled cloud software may be the better choice if an enterprise can secure more capabilities sooner. This is possible because the application already has significant AI-enabled capabilities, and the provider’s pace of development can be faster than an internal effort. Enterprises can achieve faster time to value by migrating to an application in the cloud because the software is off-the-shelf rather than a project. And because the software can be evaluated before investing, there is lower project risk. Moreover, after implementation, the provider handles the maintenance of the application, reducing the burden on the IT department. However, there can be downsides to this approach if the migration significantly disrupts internal operations or poses significant change-management challenges. The TCO to value ratio also may be unfavorable compared to AI-enabling an existing application or doing nothing. With respect to the benefits side of the equation, ISG Research recently quantified attitudes around spend in our Market Lens AI Study, which asked participants how much more they would be willing to pay for AI capabilities for various purposes. The research provides insight into how enterprises currently expect to gain value from AI and, therefore, the propensity to pay for AI capability in applications. The research finds the greatest inclination to spend is in sales performance management, which I interpret to mean that the participants see this area as having the highest potential to generate profit through gains in sales productivity and, therefore, increase revenue. The next five include supply chain management (to cut costs), treasury and risk management (for more accurate cash-flow forecasts, to reduce the risk of fraud and credit losses as well as cut the cost of regulatory compliance), IT service management (to cut costs), analytics and business intelligence (to gain productivity) as well as procurement (cut costs). In other words, enterprises are willing to pay for productivity gains that clearly generate revenue and easily achieve cost savings or reduce risk. Those offerings that promote productivity without a direct connection to increased revenue or cost savings, or where the cost savings are perceived to be limited or difficult to achieve, will not make the cut until investments become economically attractive. As AI and GenAI continue to evolve from the bright, shiny object status to a practical business tool, executives are finding ways to apply the technology. Organizations with on-premises applications must have a strategy and process for assessing how to take advantage of AI technology for that application domain. Applying a knowledgeable, disciplined cost-benefit analysis for each of the three options on an ongoing basis is essential. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.isg-research.net/hubfs/Should_I_Stay_or_Go_Migrating_to_AI-Enabled_Applications.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "The Prophix One Platform Supports a More Effective Finance Department", "mainEntityOfPage": "https://robertkugel.isg-research.net/the-prophix-one-platform-supports-a-more-effective-finance-department", "datePublished": "17/09/2024", "dateModified": "17/09/2024", "articleBody": "Prophix launched its Prophix One platform earlier this year. CFOs of midsize enterprises should take a look at it because it supports a more effective approach to finance and accounting operations in growing companies. It facilitates the transition of organizations that can no longer make do with work-arounds of existing systems to those with formal, controlled core processes that can be completed faster with reduced risk. The platform performs financial consolidation, account reconciliation and intercompany financial operations, as well as enterprise-wide financial planning, budgeting and analysis and reporting. Prophix One has a data store that automatically integrates data from multiple systems of record to provide a single authoritative source of timely and consistent data for use across multiple processes. This type of data store is essential for supporting artificial intelligence (AI) and machine learning (ML), which are growing in importance as a means of automating foundational analytical tasks, giving financial analysts more time to go deeper into the numbers to provide insights based on their experience and business knowledge. The software brings financial management into the 21st century, enabling the application of continuous accounting concepts as well as integrated business planning (IBP) to enhance staff productivity and contribute to better performance across an enterprise, all in an affordable package for most midsize enterprises. Companies are discovering the value of rapid planning and budgeting cycles to support critical decision-making in an uncertain environment. These days, expectations for the future can change significantly on a daily or weekly basis, so companies can benefit from making their planning and budgeting processes faster, easier, more relevant, more strategic, more agile and more accurate. Executives and managers must be able to quickly explore different scenarios and outcomes to adapt quickly when opportunities and challenges arise. Decades ago, I coined the term “integrated business planning” to describe a high-participation, collaborative, action-oriented approach to planning and budgeting that allows each business unit to plan their operations and finances in a way that best suits their needs while giving executives an immediate unified view of the entire enterprise. IBP software enables executives to manage ahead of any future event, connecting the tactical trees to the strategic forest. Prophix was among the first to offer a cloud budgeting and planning platform that enables midsize organizations to connect all their planning activities to simplify the process of collecting and consolidating data from different business units into a company-wide view. Our Business Planning Benchmark Research shows that 66% of companies that directly link planning information have planning processes that work well or very well. By comparison, only 40% of companies that copy data from individual plans, and only 25% where there is little or no connection between plans, say their processes work well or very well. IBP uses technologies such as a unified data environment, workflows and advanced analytic technologies to make planning and budgeting processes more agile and increase their business value. And IBP can make budgeting easier for business unit managers while providing better insight into their operating performance. The software makes updating forecasts and plans faster and easier, and can generate pro-forma balance sheets and cash flow forecasts to provide better financial intelligence to senior executives and boards of directors. Closing the books is the process of finalizing and summarizing the financial activities of a business for a specific accounting period. It involves completing various tasks to ensure that all revenue, expenses, and other financial transactions are properly recorded, accounts are balanced, and financial statements are prepared. Finance executives have focused on using technology to enhance the productivity (not just the efficiency) of their staff to address the need for resiliency and to deal with a shortage of skilled accountants. This shortage is causing executives to take a fresh look at software that manages the full close-consolidate-report cycle end to end. Prophix also enables enhanced collaboration between staff working remotely and across multiple locations. One important objective is to manage this portion of the accounting calendar as a controlled, repeatable process, which allows enterprises to finish sooner. ISG Research asserts that by 2027, two-thirds of finance and accounting departments will improve their use of readily available technology to close quarterly books within six business days, up from one-half that can do it today. Prophix’s consolidation system is designed specifically for midsize companies that have evolved to the point where they can no longer rely on manual, spreadsheet-based financial processes. The increased complexities of their operations and financial systems demand the more sophisticated capabilities of dedicated software. These include multi-currency management, journal entry creation, data validation and support for sub-consolidation routines. The application creates fully customizable, detailed audit reports to promote transparency and expedite internal and external audit work. Extensive reporting facilities speed the creation of financial statements at any level of detail. In addition, the platform automates the intercompany reconciliations process, enabling enterprises to replace manual transaction-level matching of intercompany sales and purchases. Automation makes the staff more productive, enhances governance, control and auditability of this process and can contribute to shortening the accounting close. A key requirement for a finance and accounting software platform is having a dedicated data store that automatically collects data from all systems and sources needed to support planning, budgeting, consolidation, close management and reporting. In addition to all of an enterprise’s ERP systems, data might be collected from CRM, sales and operations software. This does away with the need for analysts to repeatedly perform data extraction, enrichment or transformation motions from the required source systems, and all but eliminates the substantial amount of time they currently spend on data preparation. Our Analytics and Data Benchmark Research finds that individuals devote a considerable portion of their time preparing data for analysis and reviewing it for quality and consistency issues, activities that are no longer necessary when a platform data store is available. Such a repository also supports the ML necessary for training AI models, especially those used for forecasting and predictive analytics. The need to support ML will increase significantly over the next three years as all providers of software designed for finance organizations will have incorporated some AI capabilities to reduce workloads and improve performance. Other features of the platform include support for Microsoft Power BI, which gives enterprises with related existing skills and systems a connector that allows them to easily obtain the advantages of this business intelligence (BI) system. The Microsoft 365 add-in speeds the creation of board books and highly formatted PowerPoint presentations that include up-to-the-minute data. Version control is often an issue, as organizations typically go through multiple updates and revisions in preparing periodic reports. Prophix One ensures that people are working with the current version that incorporates up-to-date live data while having the ability to compare with earlier ones. In addition, those who are most productive in Excel are able to create and link controlled spreadsheet models with the platform to perform sophisticated analyses. The add-in also allows organizations that prefer budget contributions in spreadsheets to continue using them for that purpose while also connecting them to a dedicated IBP application. I recommend that CFOs, controllers and heads of financial planning and analysis in midsize companies assess their current operations to identify opportunities to improve the productivity and working environment for their staff. Both are necessary for attracting and retaining the best talent, especially in a tight market for accountants and analysts. Our research has consistently shown that software is essential to achieving better performance in the department. As they go through the process of identifying potential application providers, I recommend that they include Prophix One in their assessment. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/The_Prophix_One_Platform_Supports_a_More_Effective_Finance_Department.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "Sage Analyst Summit Details its Differentiated Strategic Path", "mainEntityOfPage": "https://robertkugel.isg-research.net/sage-analyst-summit-details-its-differentiated-strategic-path", "datePublished": "28/08/2024", "dateModified": "28/08/2024", "articleBody": "Sage recently held an analyst summit to take a deeper dive into its product and technology roadmap, complementing sessions it held at its 2024 user group conference that I commented on earlier this year. ERP systems have been central to the operational and financial management of enterprises since they first appeared in the 1990s. They are so familiar that they have become part of the background and only noticeable when something fails. We are now in a major transition to a new era of artificial intelligence (AI)-infused ERP that is forcing software providers to quickly reshape their product strategies to take advantage of technologies that provide greater value to users. With all the attention paid to them, AI and generative AI (GenAI) may seem like bright shiny objects that have been endlessly hyped by technologists, but because they enable existing software to perform most operations faster, safer, more efficiently and better with less human effort, they are eminently practical. This practicality stems from the confluence of AI and GenAI with multiple supporting technologies, including in-memory computing, novel database structures, multiple forms of data stores and the increased sophistication of open application programming interfaces. ISG Research asserts that by 2027, almost all providers of ERP software will have incorporated AI to reduce workloads, speed processes and reduce errors. Like client-server computing before it, AI and GenAI, along with natural language processing, are transforming how work is performed throughout an enterprise. I use the present tense because these technologies are already at work. Sage’s analyst summit presentations summarized what’s already available in its product and what’s coming shortly. In the former category is outlier detection, which identifies anomalies to reduce errors at the source, as well as features that reduce the need for manual data entry such as automated transaction matching and coding. What’s coming includes customer-specific agents that can assist in expediting the accounting close, producing flux analyses and generating financial statements. I covered the AI and GenAI aspects of Sage Intacct in my earlier research note, so I will focus this one on three other topics: The application design built around continuous accounting, the importance of the Sage Network as a differentiator and the company’s focus on expanding its total addressable market. Sage Intacct is designed to support “continuous accounting,” which the company defines as incorporating a continuous close, continuous assurance and continuous insights. The ideas here are similar to our conception of continuous accounting, where the objective is to execute traditional period-end tasks as continuously as possible to avoid spikes in workloads. It uses technology to promote a total quality management approach to managing transactions, so that entries are as error-free as possible. Technology can supplement internal audits to spot fraud and suspicious activity at the source, rather than having to uncover it manually, or worse. And rather than having to wait until days or weeks past month-end to be able to review results, companies can continuously monitor financial and operational performance. The objectives of continuous accounting are to make the department more productive, attract and retain the best accounting staff and, in so doing, improve the performance of the entire enterprise. Another element of Sage’s strategy for product differentiation is the Sage Network, which can automate and securely connect transactions and workflows between parties, including suppliers and buyers, banks, governments and employees. For example, in commercial transactions it enables sharing of end-to-end electronic documentation from purchase order to payment advice, significantly reducing manual steps and the errors and delays that go along with them. Online applications for e-invoicing, accounts payable and receivable automation, bank feeds and expanded payment processor options are currently available in the U.S., Canada, U.K., South Africa, France, Germany and Spain. In the U.K., it provides value-added tax (VAT) compliance services, streamlining computation and filing, which is increasingly important as countries that use VAT are increasingly mandating payment of VAT at the time of the transaction rather than at a period end. The organization’s Sage Connect application offers extended AR automation capabilities and online e-invoicing compliance. It available in Sage 50 software for customers in the U.K. and Canada, Sage 200 in the U.K., Sage X3 in France and Sage Intacct. Sage aims to facilitate opportunities for third-party developers to extend the capabilities of the network with software designed for complementary processes and to address the requirements of specific industries and subspecialties. These additions, and the ability to broadly link processes and data to serve the needs of individual customers, will result in a significant gain in the business performance of small and midsize businesses to close the technology gap between midsize and larger establishments. The network also reduces midsize organizations’ reliance on spreadsheets, which are excellent tools for personal productivity but aren’t well suited to support an organization’s business processes. The enterprises’ presentations also gave an update on their longer-term strategy of expanding Sage Intacct’s total addressable market through geographic expansion and extending its scope from services companies to a focused set of product-oriented verticals. When Sage acquired Intacct in 2017, most of its sales were to services businesses in North America. It has since expanded its revenues in the U.K., Australia and South Africa, and is beginning to penetrate the French and German markets. For addressing under-penetrated product-oriented verticals, Sage began focusing on construction and real-estate development companies in 2020 with a financial package. Traditionally, midsize companies in this industry have not adopted digital technology because of the barriers to productivity using available technology and a disinclination to try new techniques. Sage has since added payroll, construction management and estimating functionality designed specifically for this industry and specific sub-verticals, including general and specialty contractors, real estate developers and real estate owners. It also has targeted midsize distributors, another business type that can benefit from the next generation of ERP software that streamlines processes and administrative tasks while providing executives and managers with deeper situational awareness. Sage has demonstrated significant progress in its evolution over the past seven years. It also faces a highly competitive market with many competent competitors, so there is pressure for it to continue to achieve steady advancements in its offerings, its marketing and its sales execution. Today, CFOs that are contemplating a change to their ERP or financial management systems for the first time in decades must take a strategic approach to the buying process. They should not consider replacements in like-for-like terms but instead evaluate software providers in the context of the future shape of the organization. Technology has and will continue to make it possible to redefine how work is accomplished in finance and accounting. It’s likely that over the next five years, CFOs increasingly will be pressured to change from independent boards that compare the company’s financial operations to other, best-in-class examples by staff and prospective staff members that want the more positive and productive working environment that technology can provide. I recommend that midsize enterprises that are considering replacing their existing ERP system take a strategic approach to their purchase decision and include Sage in the list of providers they consider. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Sage_Analyst_Summit_Details_its_Differentiated_Strategic_Path.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "Technology Transforms ERP for a More Effective Finance Department", "mainEntityOfPage": "https://robertkugel.isg-research.net/technology-transforms-erp-for-a-more-effective-finance-department", "datePublished": "20/08/2024", "dateModified": "20/08/2024", "articleBody": "ERP systems have been the central nervous system of enterprises for more than three decades, handling business-critical process management and recordkeeping. While their basic outlines are unchanged, today’s systems are far more capable in their functional depth, adaptability, usability and manageability. Especially for cloud-based systems, they are far easier to maintain. Decades of refinement and focused development to support specific industries, and even specialized categories within these industries, have increased their utility while decreasing the total cost of ownership, especially in implementation expense and maintenance. Artificial intelligence (AI) is the latest supporting technology to increase the business value of the software. So, when considering replacing existing ERP software, it’s most important to understand and evaluate how a new system can add to the capabilities of the incumbent and how to manage the organizational change that will become possible and necessary with that change. The decision to replace a core ERP system is difficult because of the cost and the potential disruption to an enterprise’s basic functioning. For these reasons, our Office of Finance Benchmark Research finds that their average age is seven years, suggesting that they are typically replaced every 14 years. The reality is that there are many that are much older than that. And especially because they’ve become used to using old technology, when it comes time to consider replacing an enterprise’s core ERP system, CFOs must avoid thinking of the process as a like-for-like replacement. Doing so misses the necessity of understanding how to extract the full value from a new system. The technology underpinnings of ERP systems have evolved considerably, which has significantly increased their business value relative to the decade-old-plus version. The ongoing shift from on-premises to cloud-based ERP has been accelerating as more configurable and customizable systems become available, especially those that are designed for specific business verticals. While generally unseen, ongoing evolution of the underlying technology architecture will support major changes in how finance and accounting departments work. In particular, AI is changing the nature of accounting and finance staff work, reducing the number of low-value chores and enabling departments to be more analytical and forward-looking. Substantial gains in productivity provided by the software will enable finance executives to cut costs and do more. Technology will enable those who adopt a continuous accounting methodology (more on this below) to attract and retain the best talent by offering a more attractive working environment. In the early days of cloud ERP systems, many companies—especially those in manufacturing and other businesses that deal in physical products—found that their specific requirements could not be met with what was on offer. Decades on, one factor accelerating the shift to the cloud is the ongoing enhancement to the configurability of ERP systems, particularly to address the needs of specific industry verticals and sub-verticals. ISG Ventana Research uses the term “configuration” to refer to a system’s native tools that are used to change its behavior or features without changing the underlying code. This enables subscription software and infrastructure providers to update the underlying code without affecting configurations made by customers. Software providers have also been expanding their configuration options to support specific industries, making them more fit for purpose and reducing cost and time to value. Moreover, there are an increasing number of providers that offer customization options. We use the term “customization” to refer to a feature, extension or modification that requires custom coding and/or some form of special implementation. In the past, enterprises used customization—sometimes considerably—to allow their on-premises software to perform in specific ways that matched their existing processes and other requirements. However, these customizations were an expense to implement and often made it difficult to upgrade as ERP providers issued new releases. Cloud-based systems enable organizations to incorporate customizations using extensions that are independent of the core code and that are far less prone to breaking as the core system is upgraded. Some systems have low-code or no-code customization environments that enable subject matter experts in lines of business (rather than consultants or IT professionals) to create and maintain these additions. Today, AI, generative AI (GenAI) and techniques such as natural language processing (NLP) are poised to fundamentally change how finance and accounting departments operate. I prefer to use the alternative term “augmented intelligence” because it emphasizes that these systems enhance, rather than replace, the capabilities of the humans employing them, especially in improving decision-making and eliminating the need for an individual to perform repetitive parts of a process. We assert that by 2027, almost all providers of ERP software will have incorporated AI to reduce workload, speed processes and reduce errors. CFOs must have a solid understanding of what technology can deliver and when to formulate a strategy and change management effort to incorporate these capabilities as they become available. AI in this form is either already available or will become available in areas such as daily accounting tasks, procure-to-pay, order-to-cash, reconciliations and transactions matching. It’s important to note that the difference between cloud-based and on-premises ERP systems is that as AI-enabled capabilities are introduced, they are immediately available to those that want to use them. Some of the more common applications of AI to ERP systems include: Task supervision to constantly monitor inputs and results in order to spot potential anomalies, inconsistencies, outliers, errors and omissions in data entry to reduce accounting staff workloads devoted to finding and resolving errors. Recommendations to suggest a next best step or options for the next step, or a range of values to input that represent a best fit under the circumstances, which increases productivity, speeds task completion and reduces training required. Opportunities to accelerate production through automation as well as provide assistance to supplement users’ analytical skills. Reporting and dashboard functions including AI-generated, automated commentary to accompany charts and tables, with increasingly richer and more meaningful narratives. Many software providers have indicated that core AI-enabled capabilities will be included in the subscription price, which is consistent with current spending intentions. ISG Research recently asked participants in its Market Lens AI Study how much more they would be willing to spend on AI capabilities as a percentage of what they were currently paying. This provides insight into how enterprises currently expect to gain value from using AI and, therefore, their propensity to pay for AI capability in applications. The research finds the greatest inclination to spend is in sales performance management and far less on back-office tasks. The long-standing reasons for staying away from cloud-based ERP have largely disappeared. For most companies, advances in the functionality and configurability in all providers’ offerings make them similar enough to existing on-premises software, and customization capabilities can plug most or all of the remaining holes. Moreover, the total cost of ownership may be lower, security in the cloud is superior to what all but the largest organizations can afford, and system performance is better, since providers are constantly upgrading equipment and usually offer elastic computing resources. I recommend that organizations that are contemplating changing their core ERP system should now consider a cloud-based system as their default option. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Technology_Transforms_ERP_for_a%20More_Effective_Finance_Department.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "OneStream Splash Highlights Practical AI Advances", "mainEntityOfPage": "https://robertkugel.isg-research.net/onestream-splash-highlights-practical-ai-advances", "datePublished": "15/08/2024", "dateModified": "15/08/2024", "articleBody": "OneStream offers a platform designed to serve the needs of accounting and financial planning and analysis (FP&A) organizations. The software handles financial close and consolidation, planning and budgeting, analysis and reporting. OneStream recently held its annual user conference, Splash, in Las Vegas. In attending this meeting, my focus was on progress the company has made in the areas of predictive artificial intelligence (AI) and generative AI (GenAI) over the past year, since the technology will be the greatest source of product differentiation in what has been a mature software category through the end of the decade. AI and GenAI became a major theme in business software providers’ customer events beginning in 2023, although OneStream has been investing in AI and machine learning (ML) for years. Office of Finance software providers’ focus on AI and GenAI at these events is driven by the opportunity that the technology presents for differentiation in what otherwise is a highly commoditized and mature market, as well as to encourage customer adoption in a risk-averse and technology-backward buying community. ISG Ventana Research asserts that by 2027, almost all providers of software designed for finance organizations will incorporate AI capabilities to reduce workloads and improve performance. Increasingly, providers of software aimed at the Office of Finance will differentiate offerings by the capabilities and accuracy of AI functionality. The main objective of AI-enhanced software is to have the applications do more low-value work so people can contribute more. Organizations will adopt this technology to attract and retain the best talent because there’s more time for workers to focus on tasks that require their expertise, experience and judgment. At Splash, OneStream highlighted advances in its Sensible AI portfolio. Even before ChatGPT created AI frenzy, Ventana Research selected OneStream Sensible ML for our Office of Finance Digital Innovation Award in 2022, which at the time reflected our assessment of its potential to significantly contribute to the improved performance of an organization. OneStream has continued to enhance its AI offerings, further refining Sensible ML’s ability to improve forecast accuracy and accelerate planning cycles, enabling enterprises to build agility into their responses to evolving business conditions. Its Sensible GenAI can assist in analysis and reporting processes, saving time in handling basic chores so that business analysts have more time to use their experience and expertise to provide deeper insights and recommendations. Rubix allows users to use natural language processing (NLP) to interact with and analyze data. Executives and managers can use this to do their own data exploration, increasing the business value of planning. The enterprise’s future direction is introducing more automated narrative reporting as well as the ability to perform planning driver analysis. Both Sensible ML and GenAI are supported by the Sensible AI library of built-in techniques. For example, an anomaly detector that, when applied to planning and analysis, highlights exceptions to improve accuracy or where breaks in trends are happening. In consolidation and close, the technology speeds up, and increases the accuracy of, account reconciliations and transaction matching. All of this is a great start with considerable promise. Yet, decades of experience with software and technology have taught me that we have yet to sort out all of the snags that enterprises and software providers are likely to encounter over the next few years. That noted, it's worth repeating that most of the early gains in productivity from the use of AI and GenAI embedded in business applications will be bottom-up and small scale in nature. This gets little attention because there are no stunning headlines to be had from small-scale gradual improvements. And the idea that people will save five minutes here and 15 minutes there isn’t exciting—except to those millions of people who are doing the work today. AI, both predictive and generative, will be an increasingly important feature of business software through the end of this decade, but it’s necessary for buyers and users of the technology to understand what a particular provider’s software can and cannot do. Especially for larger organizations, the ability of the software architecture to support high-volume, model training operations as well as its data orchestration and management will define how well and how completely the software will provide the scope and performance of AI and GenAI features claimed in its applications. My key takeaways from what the company demonstrated at Splash are its early technical leadership in embedding AI in its software and its ability to illustrate practical, high-value, low-risk applications of AI in the Office of Finance. Despite the promise of AI, two issues are likely to challenge adoption of the technology. One is cost, which will test the willingness of CFOs to invest, while the other is risk aversion. ISG asked participants in its AI Buyer Behavior Study how much more they would be willing to spend on AI capabilities. The research provides insight into how enterprises currently expect to gain value from using AI and, therefore, their propensity to pay for AI capability in applications. The research finds the greatest inclination to spend is in sales performance management, which I interpret to mean that the participants see this area as having the greatest potential to generate profit through gains in sales productivity and therefore greater revenue. Those offerings that promote productivity without a direct connection to higher revenue or cost savings, or where the cost savings are perceived to be limited or difficult to achieve, will not make the cut. Having attended multiple software company events over the past year, there’s a clear indication that basic AI features will be included at no additional cost in subscription fees because the incremental cost to the provider is relatively small. Features that require expensive compute fees, such as a co-pilot, are likely to result is those costs being passed along. On risk aversion, one characteristic of AI is the ability to start small and build confidence over time. The ability of a software provider to demonstrate customer success will be important to sales and adoption of the technology. One of the customer-led sessions on AI provided perspectives from one of the largest corporations in the world as well as a midsize services company. The former had more data scientists on staff than the latter had in its entire FP&A organization. When asked by the moderator for their advice to the audience, the midsize company replied, “Just do it,” which was echoed by the other. Both pointed to success beginning on a small scale, with experimentation to discover what works and what doesn’t. The midsize enterprise was able to increase its forecast accuracy in its staffing requirements, increasing the frequency of forecasts to adjust faster to conditions, increase the granularity with which it was forecasting and increase the accuracy of those projections, enabling it to save money by having the right people at the right place at the right time. The large company is finding value in having a purpose built-for-finance tool, augmenting its own efforts in mining its vast datasets to find opportunities. Beyond the realm of AI, there were several important announcements related to improving capabilities and performance. Although OneStream’s software is highly adaptable to the needs of enterprises, many buyers prioritize achieving a rapid time to value. The company’s CPM Express offering is designed to simplify and accelerate deployment of the system in a relatively generic configuration. Dynamic Cube Services enable analysts to integrate internal and external data without having to load data, which accelerates their ability to deliver better informed insights that drive more agile decision-making. The company has been improving its user experience with a modern browser experience that streamlines user interactions across browsers including Microsoft Edge, Google Chrome and Safari. Its Power BI Connector is especially useful for the many organizations that use that software as a foundation for reporting and analysis. To support a growing trend in enterprise software, Genesis provides a no-code framework so that power users can translate their experience and expertise into working applications to enhance the planning, accounting close, analysis and reporting functions in the department. OneStream Splash also featured sessions on enhancements to its core financial consolidation offering. Our recently released Financial Consolidation Buyers Guide classified OneStream as Exemplary, receiving an overall grade of A- with an 85.4% performance. OneStream was designated a Leader overall, in Product Experience and in Customer Experience. OneStream’s best grouped results came in Customer Experience with an 87.8% performance and an A grade, due in part to its A in Validation. In Product Experience, OneStream received an A- grade, with an 84.6% performance due to its 91.4% performance in Manageability. OneStream was designated a Leader in six of seven categories, including Adaptability, Capability, Manageability, Reliability, TCO/ROI and Validation. I recommend that organizations looking for software for forecasting, planning, budgeting or managing the close, consolidate and report cycle (or both) include OneStream on the list of providers for consideration. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/OneStream_Splash_Highlights_Practical_AI_Advances.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "Gain Finance Department Productivity with Straight-Through Processing", "mainEntityOfPage": "https://robertkugel.isg-research.net/gain-finance-department-productivity-with-straight-through-processing", "datePublished": "13/08/2024", "dateModified": "13/08/2024", "articleBody": "Improving data management is at the forefront of my Office of Finance research practice because, when not managed well, it can have a profoundly negative impact on departmental efficiency, individual performance, organizational agility and sustainability. Conversely, straight-through processing (STP), a business process design and data management methodology, reduces process friction throughout an organization and, by minimizing errors, builds trust in the accuracy and reliability of all data, including that used in analysis, accounting, billing and performance management. A decade ago, I codified the key elements of what I call “continuous accounting,” a finance department management mindset that uses technology and the more productive and flexible process execution it permits to increase both accounting efficiency and finance department effectiveness. A central principle of this approach is managing the flow of data continuously through a process from end to end without human intervention. Doing so ensures data integrity, which all but eliminates the need for accountants to check and reconcile data for errors, a low-value, time-consuming task. Especially as enterprises increase focus on improving data management to support artificial intelligence and Generative AI initiatives, finance and accounting will increasingly adopt straight-through processing. By 2027, more than one-half of finance and accounting departments will incorporate STP in financial systems to improve productivity and reduce costs. The value of managing data continuously in an end-to-end approach applies throughout the enterprise. Technology advances have made straight-through processes increasingly feasible for any business procedure. This allows organizations to design and execute them from inception to completion in a more automated fashion, minimizing or eliminating human intervention in extracting, moving and, if necessary, transforming data as it moves from one system to the next. This automation accelerates process execution and ensures the data used in the final step of the process is reliably the same as at the point of original entry. The term straight-through processing originated decades ago in financial services, where there’s a need to automate trading to process high volumes of orders rapidly, accurately and efficiently. Financial services businesses were able to implement STP first because of information technology adopted earlier and more thoroughly than other industries. Straight-through processing gained early traction in business-to-consumer commerce. Internet retailing processes are designed from the ground up to require as little human intervention as possible; Amazon is a role model in this regard. It relies heavily on information technology to (among a long list of things) manage a massive catalog of products, make personalized suggestions to buyers, organize product and vendor reviews from customers, process orders, handle logistics and process returns. STP orchestrates business procedures to eliminate friction in the buying process. Straight-through processing provides a systems design framework that’s also useful for any form of business and commerce. It not only enables companies to redesign processes to improve efficiency and lower costs but also supports a more pleasurable buying experience. The data gathered about customer interactions with the system provides deeper insight into customer behavior and improves an organization’s agility. This data also can be used for a range of purposes including business and financial analytics applied to performance management and planning as well as machine learning. In straight-through processing, transaction hand-offs are managed exclusively by IT systems and all data is entered only once. Only the system makes calculations and data transformations, using technologies such as application programming interfaces and robotic process automation to take humans out of the loop. While there may be multiple systems of record involved in a process (for example, a customer relationship management and enterprise resource planning system), there is only one authoritative system of record for any specific piece of data. At no point do users manually download numbers from one system and upload them into another. Compared to working with legacy software, it’s easier to build an enterprise’s IT and applications infrastructure as a greenfield implementation. However, even companies with legacy systems will find that it’s straightforward to implement an STP approach. Connecting systems through APIs and integration services requires much less maintenance than older, point-to-point integration. Robotic process automation has also evolved as a means of connecting data and processes to support STP. And cloud-to-cloud integration can be easier than on-premises systems because multi-tenant services have standard architectures and data models. STP is especially useful when an end-to-end business process involves multiple systems, particularly when it includes multiple business units or departments. For example, the sale of some industrial machinery begins as an opportunity in a customer relationship management system. As the process progresses, a formal proposal is prepared using a configure, price and quote system. When the proposal is accepted, a contract management system might create the contract. When the contract is signed and accepted, the enterprise resource planning system handles the inventory, supply chain, production and logistics of delivering the product to the customer as well as the billing and accounting aspects of the transaction. STP uses technology to orchestrate the process—including system-to-system handoffs—from beginning to end. STP also simultaneously manages the movement of the data from system to system, ensuring that it’s consistent. Recurring revenue and subscription businesses find STP especially beneficial because these customer relationships are more dynamic. That is, the number of subscribers, the terms of the subscription and the quantities purchased (to name three aspects) are usually in flux. This makes a straight connection of the process and data—from taking an order to delivery and billing—useful. Straight-through processing addresses several issues. Eliminating spreadsheets that may be used for data transfers, extract, transform and load processes or data entry substantially reduces the likelihood of errors. Our Spreadsheets in Today’s Enterprise Benchmark Research finds that more than one-third (35%) of participants said the most important spreadsheet they use has data errors. A further 26 percent cited errors in formulas. STP also accelerates the completion of a process because it automates handoffs between individuals: The same research shows that almost half (45%) of companies reported frequent or constant processing delays because people forget to forward the spreadsheet or don’t know what to do next. Ensuring data integrity throughout a process reduces errors that create additional work. Especially for finance and accounting departments, ensuring that the back-office data used in records, billing and analyses is accurate and always consistent with the data in front-office and operational systems eliminates the need for checks and reconciliations. STP increases customer satisfaction in that an organization can reduce errors in orders and reliably generate accurate bills. Chief financial officers looking for ways to gain productivity should prioritize finding use cases for the applications of straight-through processing. STP streamlines business process execution from the front office through operations to the back office. It has the potential to make it easier to serve and satisfy customers, create and deliver products and services and perform the related accounting and billing. It can shorten cycle times, and, by substantially reducing errors, increase productivity. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Gain_Finance_Department_Productivity_with_Straight-Through_Processing.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "The Buyers Guides for Financial Consolidation and Close Classifies and Rates Software Providers", "mainEntityOfPage": "https://robertkugel.isg-research.net/the-buyers-guides-for-financial-consolidation-and-close-classifies-and-rates-software-providers", "datePublished": "30/07/2024", "dateModified": "30/07/2024", "articleBody": "I am happy to share insights gleaned from our latest Buyers Guide, an assessment of how well software providers’ offerings meet buyers’ requirements. The Financial Consolidation and Close: ISG and Ventana Research Buyers Guide is the distillation of a year of market and product research by ISG and Ventana Research. The financial records of an enterprise must be periodically reviewed and summarized to create financial statements that inform executives and interested third parties of the organization’s financial condition and performance. A consolidation of the financial records and other departmental close processes involves an intricate set of repeated processes that must be performed in a prescribed order and fashion. Enterprise software enables finance and accounting departments to be more productive throughout the close by automating calculations, coordinating the execution of processes and facilitating communication among participants. The desire to make the department more productive and resilient has led to increased investment in technology to assist in performing the full consolidate and close cycle. The desire to make the department more productive and resilient has led to increased investment in technology to assist in performing the full consolidate and close cycle. This guide examines software that manage the financial consolidation process as well as assists in managing other accounting close processes. ISG Research defines consolidation software as an application that manages the financial consolidation process in conformance with accounting standards for enterprises with complex requirements. All accounting or ERP systems will perform a statutory consolidation of the accounts handled in that system using the generally accepted accounting principles of that parent company. But this approach is inadequate for enterprises that, for example, have accounting systems from multiple providers or other complicating factors that necessitate a separate system. We define close management software as applications that support the timely and efficient completion of close cycle tasks, especially automating reconciliations and performing process management functions. Consolidation is necessary when an organization has multiple legal entities, subsidiaries, joint ventures or other forms of ownership or control of operating units. The financial consolidation process involves eliminating intercompany transactions and balances to provide a comprehensive and accurate view of the organization’s financial condition and performance. The consolidation process and its methods are tightly prescribed by financial accounting authorities and can be quite complex. However, consolidation is only part of the financial or accounting close, which is the process of finalizing a company's financial statements at the end of an accounting period, such as a month, quarter or year. During the financial close, all financial transactions are reconciled, reviewed and adjusted as needed to prepare the financial statements. These include the balance sheet, income statement, cash flow statement and the statement of shareholders’ equity. This process is essential for ensuring the accuracy and completeness of financial reporting, and it is often a critical step in meeting regulatory requirements and providing stakeholders with a clear picture of the company's financial performance. In all but the smallest enterprises, consolidation and close processes require coordination and collaboration. Software assists in ensuring that steps in the processes are handled completely and correctly, collaboration is assisted by direct communications, documents and notations by participants are easily accessed and necessary reviews and sign-offs are performed. Those managing the process are assisted in being able to monitor progress and provide alerts when issues arise. Consolidation and close management software has improved, incorporating real-time integration with source systems. This is important because of the myriad last-minute adjustments and corrections that take place during the consolidation process. Systems now offer more effective collaboration features to smooth the process and ensure resiliency, including secure data sharing as well as centralized document storage for working papers and supporting evidence. For enterprises with especially complex structures and reporting requirements, the ability to consolidate using multiple accounting standards at different levels and branches of the corporate hierarchy can be useful. Another factor driving the adoption of dedicated software is the desire to shorten the accounting close. The accounting or financial close is the process of finalizing a company's financial statements at the end of an accounting period, such as a month, quarter or year. During the financial close, all financial transactions are reviewed and adjusted, and the financial statements are prepared, including the balance sheet, income statement, cash flow statement and the statement of shareholders’ equity. This process is important for ensuring the accuracy and completeness of financial reporting, and it is often a critical step in meeting regulatory requirements and providing stakeholders with a clear picture of the company's financial performance. ISG-Ventana Research asserts that by 2027, one-half of midsize and larger enterprises will use close management software to speed the close and achieve greater control of the process. There has been agreement that organizations should complete the accounting close within a business week. Workflow automation is especially useful in handling the close-consolidate-report cycle, specifically to manage the process in a hybrid working environment and for organizations that span the globe. As with any workflow-enabled process, administrators spend far less time ensuring individuals have started or completed their tasks, hand-offs are smoother and, where reviews and approvals are required, these events are recorded and easily accessed by external and internal auditors and support assertions by executives that internal controls and procedures have been followed. In accounting, the term reconciliations refers to any process that compares two sets of records to ensure their accuracy and consistency—an inherent component of the double-entry framework. This typically involves comparing financial transactions or balances from different sources, such as bank statements versus accounting records or intercompany transactions between different subsidiaries of a company. The main objective is to ensure that the books balance by identifying and resolving discrepancies between two sets of records, ensuring that the accounting data is accurate. Automating reconciliations, especially intercompany transactions, makes the staff more productive and makes the department a more attractive place to work. Workflow-enabled systems also contribute to a smoother close because consolidating and closing the books should be almost exactly the same from one period to the next, including processes for handling exceptions and unexpected events and managing the close calendar. With workflow, the controller and chief accounting officer can spend less time on administration while having greater situational awareness and control. It’s likely that advances provided by artificial intelligence (AI) and even generative AI (GenAI) will make dedicated consolidation and close software an even more compelling choice. Today’s technology can help finance and accounting executives make their departments more productive in ways that improve the working environment and make it possible for them to attract and retain the best talent in a resource-constrained environment. It’s likely that advances provided by artificial intelligence (AI) and even generative AI (GenAI) will make dedicated consolidation and close software an even more compelling choice, especially in a time of growing complexity in accounting standards and tax laws. While accounting relies on doing the same things consistently, how they are done is always evolving because of legal and regulatory changes as well as the constant change in how accounting principles are reflected in processes. A continuous improvement mindset is necessary to have the adaptability and resilience to remain productive. Software designed to assist in managing the accounting close is a necessary tool for financial executives. This research-based index evaluates the full business and information technology value of financial consolidation and close software offerings. I encourage you to learn more about our Buyers Guide and its effectiveness as a provider selection and RFI/RFP tool. We urge organizations to do a thorough job of evaluating financial consolidation and close offerings in this Buyers Guide as both the results of our in-depth analysis of these software providers and as an evaluation methodology. The Buyers Guide can be used to evaluate existing suppliers, plus provides evaluation criteria for new projects. Using it can shorten the cycle time for an RFP and the definition of an RFI. The Financial Consolidation and Close Buyers Guide evaluates the following software providers that offer products to address key elements of financial consolidation and close management as we define it: Board, Fluence Technologies, Oracle, Prophix, SAP, Vena Solutions and Wolters Kluwer. The Buyers Guide for Financial Consolidation and Close in 2024 finds Oracle first on the list, followed by SAP and Board. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Oracle SAP Board The Leaders in Customer Experience are: Oracle Board Vena Solutions. The Leaders across any of the seven categories are: Board, which has achieved this rating in seven of the seven categories. Oracle in six categories. SAP in five categories. Vena Solutions in three categories. The Financial Consolidation Buyers Guide evaluates the following software providers that offer products to address key elements of financial consolidation as we define it: Board, Fluence Technologies, Jedox, IBM, insightsoftware, Infor, OneStream, Oracle, Planful, Prophix Software, SAP, Talentia Software, Vena Solutions, Wolters Kluwer, LucaNet and Workday. The Buyers Guide for Financial Consolidation in 2024 finds Oracle first on the list, followed by OneStream and SAP. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Oracle SAP OneStream The Leaders in Customer Experience are: OneStream Oracle Board The Leaders across any of the seven categories are: OneStream and Oracle, which has achieved this rating in six of the seven categories. SAP in five categories. Board in two categories. Planful and Vena Solutions in one category. The Financial Close Buyers Guide evaluates the following software providers that offer products to address key elements of close management as we define it: Blackline, Board International, FloQast, Fluence, NetSuite, Oracle, SAP, Trintech Adra, Trintech Cadency, Vena Solutions and Wolters Kluwer The Buyers Guide for Financial Close in 2024 finds Oracle first on the list, followed by Blackline and SAP. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Oracle SAP Blackline The Leaders in Customer Experience are: Blackline FloQast Oracle The Leaders across any of the seven categories are: Oracle, which has achieved this rating in six of the seven categories. Blackline and SAP in four categories. Board in three categories. FloQast in two categories. NetSuite and Vena Solutions in one category. The overall performance chart provides a visual representation of how providers rate across product and customer experience. Software providers with products scoring higher in a weighted rating of the five product experience categories place farther to the right. The combination of ratings for the two customer experience categories determines their placement on the vertical axis. As a result, providers that place closer to the upper-right are “exemplary” and rated higher than those closer to the lower-left and identified as providers of “merit.” Software providers that excelled at customer experience over product experience have an “assurance” rating, and those excelling instead in product experience have an “innovative” rating. Note that close provider scores should not be taken to imply that the packages evaluated are functionally identical or equally well-suited for use by every enterprise or process. Although there is a high degree of commonality in how organizations handle financial consolidation and close, there are many idiosyncrasies and differences that can make one provider’s offering a better fit than another. Our firm has made every effort to encompass in this Buyers Guide the overall product and customer experience from our financial consolidation and close blueprint, which we believe reflects what a well-crafted RFP should contain. Even so, there may be additional areas that affect which software provider and products best fit an enterprise’s particular requirements. Therefore, while this research is complete as it stands, utilizing it in your own organizational context is critical to ensure that products deliver the highest level of support for your projects. You can find more details on our community as well as on our expertise in the research for these Buyers Guides: Financial Consolidation and Close Financial Consolidation Financial Close Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/The_Buyers_Guides_for_Financial_Consolidation_and_Close_Classifies_and_Rates_Software_Providers.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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: '5543', pageId: '4387296360', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "68ab003a58c27330fea8362cccce2c67", 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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Robert Kugel's Analyst Perspectives | Office of Finance