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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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/the-office-of-finance-market-agenda-for-2022-effectiveness-and-profits">The Office of Finance Market Agenda for 2022: Effectiveness and Profits</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">09 February 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=200&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=100&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=200&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=300&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=400&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=500&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=600&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research recently announced its 2022 <a href="https://www.ventanaresearch.com/OfficeOfFinance#research" style="text-decoration: none;">Market Agenda for the Office of Finance</a>, continuing the guidance we have offered since 2003 on the practical use of technology for the finance and accounting department. Our insights and best practices aim to enable organizations to operate with agility and resiliency, improving performance and delivering greater value as a strategic partner.</p> </div> <a href="https://robertkugel.isg-research.net/the-office-of-finance-market-agenda-for-2022-effectiveness-and-profits"><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-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management">Financial Performance Management</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/revenue">Revenue</a>, <a href="https://robertkugel.isg-research.net/topic/blockchain">blockchain</a>, <a href="https://robertkugel.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-planning">Predictive Planning</a>, <a href="https://robertkugel.isg-research.net/topic/lease-and-tax-accounting">lease and tax accounting</a>, <a href="https://robertkugel.isg-research.net/topic/profitability-management">profitability management</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/finance-it-improves-departmental-performance">Finance IT Improves Departmental Performance</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">06 August 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png?width=200&name=AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png?width=100&name=AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png?width=200&name=AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png?width=300&name=AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png?width=400&name=AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png?width=500&name=AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png?width=600&name=AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>A year of business uncertainty, lockdowns and operational disruptions forced finance and accounting organizations to adapt and change in many ways that are proving to be permanent. The need to operate virtually resulted in some organizations accelerating their adoption of technology, bringing them closer to achieving a transformation of the finance and accounting function: reshaping the department into an organization that is more forward-looking and strategic. Strategic in the sense of...</p> </div> <a href="https://robertkugel.isg-research.net/finance-it-improves-departmental-performance"><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-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-research.net/topic/data-governance">Data Governance</a>, <a href="https://robertkugel.isg-research.net/topic/data-preparation">Data Preparation</a>, <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management">Financial Performance Management</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/blockchain">blockchain</a>, <a href="https://robertkugel.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-planning">Predictive Planning</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/controllers-always-be-closing">Controllers: Always Be Closing</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">29 June 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Controllers-Always%20Be%20Closing.png?width=200&name=AP_RK_Controllers-Always%20Be%20Closing.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Controllers-Always%20Be%20Closing.png?width=100&name=AP_RK_Controllers-Always%20Be%20Closing.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Controllers-Always%20Be%20Closing.png?width=200&name=AP_RK_Controllers-Always%20Be%20Closing.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Controllers-Always%20Be%20Closing.png?width=300&name=AP_RK_Controllers-Always%20Be%20Closing.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Controllers-Always%20Be%20Closing.png?width=400&name=AP_RK_Controllers-Always%20Be%20Closing.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Controllers-Always%20Be%20Closing.png?width=500&name=AP_RK_Controllers-Always%20Be%20Closing.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Controllers-Always%20Be%20Closing.png?width=600&name=AP_RK_Controllers-Always%20Be%20Closing.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>These days it strikes me that the motto of successful salespeople – "ABC: Always Be Closing!" – should apply equally to corporate controllers, albeit in the accounting sense. This is a reference to an approach to managing the finance department that I have been advocating, which I call "<a href="https://robertkugel.ventanaresearch.com/robert-kugel/2015/10/30/continuous-accounting-enables-a-strategic-finance-department" style="text-decoration: none;">continuous accounting</a>." It is a holistic way of managing the accounting function that, in large part, emphasizes using technology to distribute workloads more evenly over an accounting period, spreading closing...</p> </div> <a href="https://robertkugel.isg-research.net/controllers-always-be-closing"><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/financial-performance-management">Financial Performance Management</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/robotic-finance">robotic finance</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/digital-process-reengineering-improves-business-performance">Digital Process Reengineering Improves Business Performance</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 May 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=200&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=100&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=200&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=300&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=400&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=500&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png?width=600&name=AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><a href="https://en.wikipedia.org/wiki/Business_process_re-engineering" style="text-decoration: none;">Business process reengineering</a> (BPR) was a consulting fashion in the early 1990s that spurred many companies to purchase their first ERP systems. BPR proposes a fundamental redesign of core business processes to achieve substantial improvements in market and customer responsiveness, productivity, cycle times and quality. Those early ERP systems provided a platform to manage cross-functional business processes with much greater flexibility and efficiency than had been possible in the past,...</p> </div> <a href="https://robertkugel.isg-research.net/digital-process-reengineering-improves-business-performance"><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/financial-performance-management">Financial Performance Management</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/revenue">Revenue</a>, <a href="https://robertkugel.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-planning">Predictive Planning</a>, <a href="https://robertkugel.isg-research.net/topic/lease-and-tax-accounting">lease and tax 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/reduce-risk-and-improve-departmental-effectiveness-with-intercompany-financial-management">Reduce Risk and Improve Departmental Effectiveness with Intercompany Financial Management</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">24 May 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=200&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=100&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=200&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=300&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=400&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=500&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=600&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research defines intercompany financial management as a discipline for structuring and handling transactions within a corporation and between its legal entities. IFM is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will have implemented intercompany...</p> </div> <a href="https://robertkugel.isg-research.net/reduce-risk-and-improve-departmental-effectiveness-with-intercompany-financial-management"><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/financial-performance-management">Financial Performance Management</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/revenue">Revenue</a>, <a href="https://robertkugel.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-research.net/topic/lease-and-tax-accounting">lease and tax 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/integrated-business-planning-uses-zero-based-budgeting-to-improve-performance">Integrated Business Planning Uses Zero-Based Budgeting to Improve Performance</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">21 May 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png?width=200&name=AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png?width=100&name=AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png?width=200&name=AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png?width=300&name=AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png?width=400&name=AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png?width=500&name=AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png?width=600&name=AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The objectives of zero-based budgeting are well aligned with what I call <a href="https://robertkugel.ventanaresearch.com/updating-fpanda-mission-a-new-approach-for-the-2020s" style="text-decoration: none;">integrated business planning</a>, a technology-enabled approach to managing the forward-looking activities of a corporation including forecasting, planning and budgeting. IBP enables every business unit to plan their business in a way that makes sense to them but also makes the numbers in those plans available for company-wide planning, budgeting analysis and reporting. IBP combines operational planning and financial budgeting...</p> </div> <a href="https://robertkugel.isg-research.net/integrated-business-planning-uses-zero-based-budgeting-to-improve-performance"><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/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-planning">Predictive Planning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/fourq-builds-confidence-and-trust-in-intercompany-financial-management">FourQ Builds Confidence and Trust in Intercompany Financial Management</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">23 April 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=200&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=100&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=200&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=300&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=400&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=500&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=600&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p style="font-size: 18px;"><a href="https://fourq.com/" style="text-decoration: none;">FourQ</a> is an i<span>ntercompany financial management (IFM) Solution-as-a-Service provider. IFM is a discipline for structuring and handling transactions within a corporation and between its legal entities, and is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will...</span></p> </div> <a href="https://robertkugel.isg-research.net/fourq-builds-confidence-and-trust-in-intercompany-financial-management"><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/financial-performance-management">Financial Performance Management</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/revenue">Revenue</a>, <a href="https://robertkugel.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-research.net/topic/lease-and-tax-accounting">lease and tax 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/modern-erp-improves-organizational-performance">Modern ERP Improves Organizational Performance</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">16 April 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png?width=200&name=AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png?width=100&name=AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png?width=200&name=AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png?width=300&name=AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png?width=400&name=AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png?width=500&name=AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png?width=600&name=AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>The ERP system is at the core of nearly every organization’s record keeping and business process management. Its smooth and uninterrupted functioning is essential to an organization’s accounting and finance functions. In manufacturing and distribution, ERP manages inventory and logistics. Some organizations use it to handle human resources functions like tracking workers, payroll and related costs. </span></p> </div> <a href="https://robertkugel.isg-research.net/modern-erp-improves-organizational-performance"><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/financial-performance-management">Financial Performance Management</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/robotic-finance">robotic finance</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/trintech-speeds-up-financial-close-with-automation">Trintech Speeds up Financial Close with Automation</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">09 April 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png?width=200&name=AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png?width=100&name=AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png?width=200&name=AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png?width=300&name=AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png?width=400&name=AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png?width=500&name=AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png?width=600&name=AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Organizations have long sought ways to achieve a fast but “clean” (accurate) financial close. The most widely accepted benchmark is to be able to close within one business week. Organizations that close within a business week are almost always more competent in how they manage the process and therefore use resources more efficiently. Also, organizations that close their books within six days after the end of the quarter are more likely to provide executives with timely information and respond...</p> </div> <a href="https://robertkugel.isg-research.net/trintech-speeds-up-financial-close-with-automation"><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/robotic-finance">robotic finance</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/robotic-process-automation-is-a-core-finance-competency">Robotic Process Automation is a Core Finance Competency</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 March 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png?width=200&name=AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png?width=100&name=AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png?width=200&name=AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png?width=300&name=AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png?width=400&name=AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png?width=500&name=AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png?width=600&name=AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Robotic Process Automation (RPA) has emerged as a core digital technology for finance and accounting organizations. It can drive significant gains in productivity and efficiency by automating mechanical, repetitive accounting processes in a continuous, end-to-end fashion. RPA improves efficiency, ensures data integrity and enhances visibility into processes.</p> </div> <a href="https://robertkugel.isg-research.net/robotic-process-automation-is-a-core-finance-competency"><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/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management</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/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-planning">Predictive Planning</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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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/2019/09">September 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/08">August 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/05">May 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/04">April 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/03">March 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/02">February 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-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 href="https://robertkugel.isg-research.net/topic/agile">agile <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ai">AI <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ai-machine-learning">AI & Machine Learning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ai-and-machine-learning">AI and Machine Learning <span class="filter-link-count" dir="ltr">(48)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/aicpa">AICPA <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analysis">analysis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytic-data-platforms">Analytic Data Platforms <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytical-application">analytical application <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics <span class="filter-link-count" dir="ltr">(177)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytics-data">Analytics & Data <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytics-and-data">Analytics and Data <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/application">application <span 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 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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": "The Office of Finance Market Agenda for 2022: Effectiveness and Profits", "mainEntityOfPage": "https://robertkugel.isg-research.net/the-office-of-finance-market-agenda-for-2022-effectiveness-and-profits", "datePublished": "09/02/2022", "dateModified": "09/02/2022", "articleBody": "Ventana Research recently announced its 2022 Market Agenda for the Office of Finance, continuing the guidance we have offered since 2003 on the practical use of technology for the finance and accounting department. Our insights and best practices aim to enable organizations to operate with agility and resiliency, improving performance and delivering greater value as a strategic partner. We craft our annual market agenda using our firm’s expertise in business requirements, especially the complexities of accounting, tax and capital markets, combined with our knowledge of technology vendors and products. As a result of our market research, we can offer insights and best practices to both the lines of business and IT as well as across industry verticals, providing guidance that will help every organization reach its maximum potential. The long-awaited, accelerated adoption of digital technology by the Office of Finance began in 2020 as organizations were forced to adapt to remote working environments. “Virtual” is now the adjective of choice describing almost all core finance and accounting processes. Yet, despite recent encouraging signs of faster technology adoption, transforming department processes and practices is likely to evolve slowly because the key impediment remains the difficulty of changing organizational behavior, commonly referred to as “change management.” For that reason, although nine in 10 executives say they want their finance and accounting department to be a strategic partner to their organization, but by 2025 fewer than one-third will evolve into this role, limiting their company’s performance. To cope with a virtual working environment and adapt to rapidly changing markets and economic environments, we have been witnessing an accelerated conversion from manual processes to applications that enable finance and accounting professionals to eliminate rote, repetitive work and reallocate their time to projects requiring their knowledge and experience. In the coming decade, technology will transform how the finance and accounting department operates, more so than over the past 50 years. Artificial intelligence (AI), machine learning (ML), bots, robotic process automation (RPA), enterprise data management, blockchain distributed ledgers, cloud computing and restructured architecture — these technologies will bring us closer to that longed-for state where computers adapt to the individual rather than requiring the individual to adapt to the shortcomings of computers. Technology will finally be able to transform all aspects of the Office of Finance, including accounting, planning and analytics, budgeting and closing. Our Finance practice has six focus areas: Business Planning, Enterprise Resource Planning and Continuous Accounting, Financial Performance Management, Profitability Management, Digital Finance, and Revenue, Lease and Tax Accounting. Business Planning Ventana Research coined the term “integrated business planning” (IBP) almost 15 years ago to describe a process that supports enterprise-wide, high-participation, rapid-planning cycles. These cycles provide detailed answers to “what-if” questions in seconds or minutes, not hours or days. Budgeting and planning are simplified for business unit managers, and finance departments gain a detailed, forward-looking view of the income statement, balance sheet and cash flows. IBP employs technology such as in-memory computing, advanced analytics and interactive planning to make planning and budgeting processes more agile and easier. Our 2022 Business Planning Value Index and Benchmark Research focuses on how financial planning and analysis (FP&A) groups can finally make planning and budgeting more of a business tool, one that is easier for budget owners to use, significantly enhancing the business value of these processes. ERP and Continuous Accounting Our 2022 research will highlight the transformational role of modern ERP systems and other maturing technologies. Continuous accounting is a technology-driven approach to managing transaction recording and accounting that takes advantage of current technology to streamline and restructure workloads. Continuous accounting can provide organizations with more real-time information and insight. It also helps CFOs address two key challenges: cutting administrative overhead and attracting and retaining the best talent by eliminating unproductive and soul-deadening accounting chores. We will also examine how companies are adopting a “virtual audit,” a transformation of the now-accepted remote audit that provides external auditors with limited, read-only access to key systems, significantly reducing staff workloads. We assert that by 2025, two-thirds of organizations will have applied continuous accounting principles to close the books within one business week, up from 50% today. Financial Performance Management Financial performance management applies technology to the full cycle of departmental functions — corporate and strategic finance, planning, forecasting, analysis, closing and reporting. Close automation, especially, has become a priority to accelerate the accounting cycle, reduce workloads and relieve staff stress. Our research in 2022 will spotlight the evolving role and mission of the FP&A group and the importance of technology to support that evolution. We also will investigate the extent to which organizations are employing advanced analytics. Our research finds that one-half of finance organizations fail to utilize technologies that would enable a faster accounting close, providing executives and managers with important information sooner. We assert that, as a result of accelerated adoption of technology, by 2025, two-thirds of finance and accounting departments will be able to close their quarterly books within six business days, up from one-half today. We will pursue additional research on this issue in 2022. In 2021 we introduced the term Intercompany Financial Management (IFM), a discipline for structuring and handling transactions within a corporation and between its legal entities, designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. IFM addresses a significant (if often unrecognized) problem for many companies because performing IFM well requires the ability to execute the minutiae of statutory and tax accounting details effectively to support the achievement of high-level corporate objectives. Profitability Management Profitability management is a cross-functional effort that integrates finance and sales to achieve an optimal balance of revenue and margin objectives. This is an effective performance-management tool because it is a data- and analytics-based methodology, designed to consistently achieve higher sales and fatter margins. Ventana Research asserts that by 2024, just 35% of FP&A teams in organizations will be able to deliver actionable customer and product-profitability analysis. We assert that by 2024, one-third of organizations will have implemented a profitability management initiative. Digital Finance Our research on this topic in 2022 will explore how digital finance can shift the balance of the department’s work from transaction processing and reporting to forward-looking operational and financial analyses. Digital finance utilizes technology to eliminate rote, repetitive work and while improving the quality of financial processes and financial statements. For example, global organizations that have complex intercompany transaction structures can use digital finance technology to reduce costs, increase control and enhance compliance. Through 2025, almost all multinational organizations that do not adopt IFM will struggle with profit leakage caused by lapses in handling VAT, income tax and transfer pricing decisions. These technologies, including AI/ML, RPA and blockchain distributed ledgers, will effect a profound change in the Office of Finance’s role, fueling a more substantial challenge to “we’ve always done it this way” inertia. Revenue, Lease and Tax Accounting Managing taxes challenges CFOs because statutory accounting and tax authority reporting requirements have become more demanding, increasing workloads. Rising tax rates and more rigorous enforcement makes more focused tax management necessary. Using dedicated tax applications enables tax and accounting departments to operate more efficiently, giving them more time for tax analysis and planning to minimize tax expense as well as providing executives and boards greater transparency in tax provision and tax positions. For this reason, we assert that by 2025, two-thirds of product companies with multinational operations will use software to manage transfer pricing to manage compliance consistently and reduce risk. Organizations have already made significant investments in software to reduce the burden of recent revenue and lease accounting standards, but some have found that they made the wrong choice. Moreover, those that have adopted a subscription or recurring revenue model are finding their existing ERP system inadequate for that business model. The new standards are more principles-based, requiring effective process control and comprehensive disclosures. The largest multinationals are discovering the need for Intercompany Financial Management. We assert that by 2025, two-thirds of product companies with multinational operations will use software to manage transfer pricing to manage compliance consistently and reduce risk. Finance and accounting organizations turned a corner in 2021 and continue to accelerate their adoption of technology in 2022, increasingly embracing digitization. Subscribe to our Ventana Research community to stay up to date on our 2022 research efforts. Visit the Office of Finance page and focus areas for more research facts and best practices. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.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": "Finance IT Improves Departmental Performance", "mainEntityOfPage": "https://robertkugel.isg-research.net/finance-it-improves-departmental-performance", "datePublished": "06/08/2021", "dateModified": "06/08/2021", "articleBody": "A year of business uncertainty, lockdowns and operational disruptions forced finance and accounting organizations to adapt and change in many ways that are proving to be permanent. The need to operate virtually resulted in some organizations accelerating their adoption of technology, bringing them closer to achieving a transformation of the finance and accounting function: reshaping the department into an organization that is more forward-looking and strategic. Strategic in the sense of providing greater visibility into how the company and each of its business units is performing and insight into how to achieve better results going forward. Its focus is on what is happening next and not merely on what just happened. It does not only explain past results but uses that context to provide guidance about the choices executives and managers have, and the likely impact of those choices. To truly achieve this degree of transformation requires a different departmental structure, one that incorporates a Finance IT capability. The traditional Office of Finance has five main components: accounting keeps the books; financial planning and analysis (FP&A) analyzes performance and manages the forward-looking activities of the company, such as planning, budgeting and forecasting; corporate finance raises outside money; treasury takes care of the cash and bank accounts; and tax. The modern Office of Finance requires a sixth: Finance IT. Having a Finance IT group enables the finance department to provide a deeper perspective on the big picture, backed by details, rather than obsessing over the details — that is, counting beans. It becomes a department that spends almost all its time delivering action-oriented awareness and insight from the numbers because it does not have to spend time gathering and wrangling data. Information technology is essential to achieving such a transformation, which is why more recently it is referred to as “digital transformation.” Technology is central to the smooth functioning of finance and accounting. It is therefore essential that the Office of Finance has a high degree of competence with technology. Unfortunately, those skilled in accounting and financial analysis are not necessarily technology experts. And without a fundamental understanding of how the available tools work, it can be difficult for a department to make smart technology purchasing decisions or design technology-driven processes that enhance effectiveness. It may not even be able to fully utilize the technology assets it owns. For that reason, corporations must have a Finance IT group made up of individuals who are well grounded in core finance and accounting disciplines but also knowledgeable when it comes to software and information technology. The data shows that there are correlations between having a dedicated unit and having a high-performing finance organization. For example, 50% of the companies with Finance IT report that they perform financial analysis very well compared to 29% that lack one. There is a similar, significant difference in correlations for a range of functional areas: 48% of organizations with a Finance IT group perform cost accounting very well compared to 20% of those without. In budgeting and fiscal control, the comparison is 46% to 20%. Companies with Finance IT are better communicators: 60% of organizations with this capability provide timely information to the rest of the company, compared to only 32% of those without one. A Finance IT group has become a must-have because competence in using technology is associated with better performance in the Office of Finance, even for the basics. The research shows that 88% of organizations at the highest, Innovative level perform accounting very well compared to 44% that are at the lowest, Tactical level. Similarly, 69% of Innovative companies perform budgeting and fiscal control very well versus just 18% of those in the Tactical category. Analytics work better, too: 64% of Innovative companies perform analytics very well compared to 28% of those that are at the Tactical level. Innovative companies are better at reporting: 63% provide timely information to the rest of the company, while only 36% of Tactical companies do so. I assert that by 2025, the number of organizations with a Finance IT function will grow from six in 10 today to nine in 10, enabling them to operate more effectively. How the Finance IT group is organized is likely to vary from one organization to the next. Finance IT may be a specific group within the department, it may be a center of excellence that services an entire organization, or it may be individuals with specific competencies whose main role is in one of the traditional functions. In the past, there might have been no penalty for a department having a wait-and-see attitude to technology adoption, reacting slowly to opportunities to exploit technology capabilities when they become practical rather than seeking them out. Increasingly, though, delaying the application of technology to finance department processes is having negative consequences. For example, companies that delayed applying automation to the new revenue-recognition standards paid for the delay with heavier-than-necessary workloads. Companies that already used IT to accelerate their financial close by limiting the scope of manual processes were able to easily adapt to the lockdowns of 2020. In addition to the evolution of major enterprise applications, such as ERP and planning, a new generation of more sophisticated tools designed specifically for knowledge workers outside of IT has emerged, along with low-code and no-code software that extends the capabilities of applications without needing training as a coder. Even Excel is incorporating more powerful features, such as Lambda, which can be used to define a function that can execute a multistep process in a workbook without requiring any programming. Lambda makes users more productive and reduces errors. Training professionals to become proficient in using new tools must be a priority for finance department executives. Having technology competence within the department will become even more essential as the pace of innovation in Finance accelerates. Innovations in areas such as artificial intelligence (AI), machine learning (ML), blockchain and robotic process automation (RPA) increasingly are incorporated into core software applications such as ERP. To be effective, finance departments must adopt a “fast-follower” approach to technology adoption. Fast followers do not operate at the bleeding edge of IT innovation, but they are poised to incorporate technology innovations as soon as they have proven to be practical. To make this a reality, it is necessary to have an influential group to guide the department, keeping it abreast of relevant technologies and helping it anticipate their introduction into departmental processes. Finance executives must ensure that the skills and experience exist in the department to understand how to apply the expanding capabilities of enterprise software. They must adopt a fast-follower approach to buying technology. They must recruit a workforce with a more than surface understanding of technology. Finance professionals must recognize that competence in information technology increasingly will be a requirement. Those individuals who want to future-proof their careers must stay abreast of information technology and acquire the skills necessary to use a new generation of more powerful tools. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Finance%20IT%20Improves%20Departmental%20Performance.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": "Controllers: Always Be Closing", "mainEntityOfPage": "https://robertkugel.isg-research.net/controllers-always-be-closing", "datePublished": "29/06/2021", "dateModified": "29/06/2021", "articleBody": "These days it strikes me that the motto of successful salespeople – ABC: Always Be Closing! – should apply equally to corporate controllers, albeit in the accounting sense. This is a reference to an approach to managing the finance department that I have been advocating, which I call continuous accounting. It is a holistic way of managing the accounting function that, in large part, emphasizes using technology to distribute workloads more evenly over an accounting period, spreading closing activities as evenly as possible over time rather than waiting until the end of the month or quarter. Continuous accounting also stresses improving staff efficiency by automating repetitive processes as well as enhancing organizational effectiveness by improving data integrity in finance processes. By consensus, organizations should close their books within one business week, yet our Office of Finance Benchmark Research finds that only one-half of them are able to meet that goal in their quarterly close. This is not a trivial matter – there are solid business reasons for closing within a week. An important one is that a fast close enables company executives and managers to access essential performance metrics quickly and take action sooner to address an opportunity or issue. Our research confirms this correlation: 62% of companies that close their books within six business days said they have timely information available to run the company, compared to just 39% of those that take more than two business weeks to complete the process. In part because of the investments that organizations have made in technology over the past year to be able to operate remotely, we assert that by 2025, two-thirds of companies will be able to meet that goal. Our research has consistently found that, contrary to what one might assume, the time it takes a company to complete its close is unrelated to the size of the organization, its industry, or the number of ERP systems it uses. Using ineffective technology certainly plays a role in prolonging the close, and poorly designed or badly executed processes also prolong the close. Conversely, a well-designed, well-executed process that uses the right technology opens an avenue to accelerating a company’s close. Closing the books is a highly definable, repetitive procedure, similar in that way to a manufacturing process. In both cases, attention must be paid to the design of the process and how well it is managed. The close must be examined step by step to determine, for example, whether there are unnecessary or redundant steps and whether the steps are in the most efficient sequence. The execution of the process must be evaluated to confirm that handoffs between individuals are always crisp and that exceptions are handled quickly. As in manufacturing, it is important to take a total quality management approach – one in which design of the process and related methods eliminates as many sources of defects as possible. For that reason, it is important to avoid using spreadsheets as much as possible because they are an unavoidable source of errors. Building quality into the process minimizes the need to spend time discovering the source of a mistake and then fixing it. Our fast-close research leads us to conclude that having overly manual processes is a major reason why the average time to close increased over the past decade. Our research also finds a correlation between the degree to which companies have automated their close and how soon they are able to complete the process: 85% of companies that have substantially automated their close said they close their books within six business days, compared to only 43% of those that have automated some of their close processes and just 33% of the companies that apply little or no automation. Technology – or rather the lack of it – explains the classic accounting calendar, but it is so ingrained that almost nobody even thinks about it. Much of what we think of as normal bookkeeping and accounting procedures are actually rooted in the centuries-old limits imposed by paper-based systems and manual calculations. Periodic processes that are performed, say, monthly or quarterly, developed as the best approach to organizing, coordinating and executing the calculations needed to sum up the debits and credits in journals and ledgers. The pacing of these manual systems represents a trade-off to balance efficiency against control. Their timing is the result of having to wait for there to be a sufficient volume of entries to justify taking accountants offline to perform manual summations, adjustments and consolidations. At the same time, companies need to maintain financial control by regularly checking their books for fraud, procedural issues and errors. In practice, weekly was generally too short a period to be efficient, while quarterly was too long to maintain control. That is why there are so many monthly tasks. Even when computers began to automate the debits and credits, the old accounting calendars persisted. That is because the limits of technology forced software companies to use batch processing that could run only on weekly and monthly schedules. However, information technology has now reached a threshold to support transformation of core finance and accounting processes by enabling a continuous approach to transaction processing. Technology allows companies much more freedom to schedule their accounting-cycle tasks to distribute workloads across the period. For example, it is not necessary to do all intercompany reconciliations and eliminations at the end of the month – it can be done more frequently, reducing the end-of-period workloads, shortening the close, reducing the need for temporary staff and destressing the department. Technology, especially as it affects ERP and financial management systems, can also spread workloads more evenly. For instance, in many cases it is possible for corporations to cross-post intracompany transactions to eliminate discrepancies at their source. Increasingly, ERP vendors are adding analytic capabilities to these transactional systems to enable a weekly (or theoretically even a daily) soft close. That can substantially reduce the amount of period’s-end work that accounting departments must perform. Accounting is a discipline that requires doing things exactly the same way over and over; that provides the necessary consistency. But doing it the same way is not necessarily the best way, which is why our definition of continuous accounting includes an emphasis on continuous improvement. “Always be closing” not only suggests spreading workloads more evenly, it also means continually examining the close process - the technology supporting it and human factors - for opportunities to shorten it and reduce the time and effort needed for its completion. Controllers who are committed to enabling their finance organization to play a more strategic role in their company should always be closing. With a determined effort, they can reap the benefits of doing so. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Controllers-Always%20Be%20Closing.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": "Digital Process Reengineering Improves Business Performance", "mainEntityOfPage": "https://robertkugel.isg-research.net/digital-process-reengineering-improves-business-performance", "datePublished": "28/05/2021", "dateModified": "28/05/2021", "articleBody": "Business process reengineering (BPR) was a consulting fashion in the early 1990s that spurred many companies to purchase their first ERP systems. BPR proposes a fundamental redesign of core business processes to achieve substantial improvements in market and customer responsiveness, productivity, cycle times and quality. Those early ERP systems provided a platform to manage cross-functional business processes with much greater flexibility and efficiency than had been possible in the past, partly because it took advantage of the commercialization of relational database technology, the graphical user interface, client-server networks and event-driven programming. ERP and other digital systems support business process reengineering by guiding the step-by-step execution of the redesigned process to ensure that it is performed consistently. They also automate the handoffs between individuals and departments as well as manage approvals and exceptions to accelerate completion of that process and permit supervisory personnel to spend more time focusing on matters that require their judgement and experience and less time on administrivia. These days, the term “digital transformation” is in vogue. This sort of process reengineering employs technologies that provide organizations more options to redefine how existing work is performed or to extend the range of tasks that a company’s technology systems manage. The objective of a digital redesign is not just efficiency gains. It aims to use new technologies to redefine business models advantageously or alter an industry’s competitive balance of power – in other words, to create “digital disruption.” In finance and accounting, digital process reengineering can increase the effectiveness of the department by eliminating the need for low-value manual work that can be performed and supervised digitally so that the staff can focus on work that makes best use of their training, skills and experience. Businesses operate in the same way as a basic control system’s iterative four-step process: sense, interpret, decide and act. Digital process reengineering can be applied at any step of that process. For instance, the internet of things (IoT) extends the range of sensing devices and therefore expands the depth and resolution of the conditions affecting a business that a digital system can monitor in a continuous and timely manner that humans cannot duplicate. In business, for example, this can mean monitoring external data about environmental conditions (such as weather or soil moisture), market prices or consumer sentiment. Organizations might have embedded sensors, subscribe to data services or use robotic process automation (RPA) to collect an ongoing stream of digital data for analysis and determine how best to deal with conditions that are out of tolerance. Systems also can keep close tabs on business-transaction data or equipment health to support a just-in-time maintenance program that reduces unplanned down time and cuts maintenance costs. In another area, big data management and processing techniques make it possible to handle the torrent of data from digital sensory devices as well as digital feeds from multiple sources to enable systems to interpret relevant external signals that the system is designed to use. Machine learning (ML) and artificial intelligence (AI) can reduce the need for human intervention in the four-step process, resulting in faster, more consistent execution by using automation to eliminate, in some cases, the need for a human to be in the loop. In other cases, using AI to provide guidance on alternative courses of action and potential outcomes along with a score of the reliability of the advice. Digital technologies expand the range of decisions that control systems can handle on their own. And the digital output of the control system can, for example, drive the completion of a transaction, provide input to a robot or generate an alert that requires a response by a human. The Office of Finance has a wide range of functions and processes that are ripe for digital disruption. My research covers five topics related to digital process reengineering. First, I have been using the term continuous accounting for the past five years to describe a technology-led approach to managing the department. In part it means distributing workloads more evenly across the accounting calendar. That is important because historically it was necessary to bunch up workloads at the end of the month and quarter because of the limitations of paper-based systems. Unfortunately, until recently, even computer-based accounting, including close-related tasks, required batch processing or very long processing times which, in effect, required the same sort of end-of-month and end-of-quarter bunching up of work. Today, systems offer greater flexibility, meaning that many tasks, such as reconciliations, can be done weekly, reducing the amount of end-of-period work. This can shorten the close and de-stress the department, two important benefits. Our Office of Finance Benchmark Research identified a link between the use of software automation and length of the accounting close: fully 88% of organizations that use automation in substantially all of their close processes are able to complete the quarterly close within six business days compared to 59% that had applied it to some parts and just 40% of those that employ little or no automation. Second, the central ledger is designed for larger organizations with multiple ERP systems. The idea here is that every accounting transaction in every system is cross posted to a central ledger, which makes it possible to consolidate the books at any time, as often as desired, which can shorten the close. A central ledger also can be used for a synthetic close, a novel approach that creates virtual journal entries, allocations, accruals and so on to reduce period-end workloads and provide a very close approximation of the top-level financials at any time. Third, I coined the term integrated business planning back in the 2000s to describe a process built on a unified software-and-data platform that enables each department and business unit to plan and budget in a manner that works for them, but the output of those plans can be shared and integrated across the entire enterprise. It is integrated because it brings together operational and financial plans and it is also integrated because it plans the income statement, balance sheet and cash flow statements concurrently. Our Business Planning Benchmark Research found that integrating planning is a more effective method: 66% of companies that directly link data to organization-wide plans have a process that works well or very well, compared to 40% where the information is copied and pasted and 25% where there is no linkage. Number four on the list is the virtual audit. This is not the “remote audit” that companies adopted over the past year during lockdowns, which is just the same as on premises, except done remotely. The virtual audit is a different, open-book approach that gives the external auditor read-only access to financial systems. It replaces the time-consuming and burdensome “provided by client” list of documents, freeing up considerable amount of staff time. Ideally, some audit work is spread out over the calendar, enabling companies to address issues before year end and shortening the auditor’s workload for the annual statement. I assert that by 2025, more than one-half of organizations will have adopted some form of a virtual audit, saving staff time and cutting departmental costs. And fifth, as economies become more integrated and laws and regulations become more complex, companies that operate in multiple countries must use technology to manage their global tax exposure. There is great potential to apply AI to tax management because there is a considerable deal of ambiguity in tax codes. AI can automate the straightforward stuff giving professionals more time to focus on complex issues. And companies that have significant intercompany accounting volumes should adopt intercompany financial management (IFM), a term Ventana Research applies to a discipline for structuring and handling transactions within a corporation and between its legal entities designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will have implemented intercompany financial management to achieve tax, risk-management and financial-close benefits. Digital process reengineering is not entirely new. In the 1990s, for example, 24-hour loan approval became possible using optical character recognition to accelerate processing of loan applications and using IT systems to manage parts of the approval process in parallel, rather than serial, fashion. It relied heavily on an early form of big data analytics - the credit score - to support the decision-making process. Organizations have been using digital technologies since then to make incremental breakthroughs to achieve business breakthroughs. What is new today is the scope, scale and availability of the technologies and techniques that will make digital process reengineering a common feature of business management. Using digital process reengineering successfully will be an increasing challenge for business executives. They need it to respond to the digital disruptions that are increasingly common as entrepreneurs utilize available technology innovations to create new product or service categories or create more effective business models to compete with established ones. It is equally important to be able to distinguish between the overblown or immature technologies fancied by technologists that will have limited market impact and those that represent real opportunities for those who understand how to exploit them. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Digital%20Process%20Reengineering%20Improves%20Business%20Performance.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": "Reduce Risk and Improve Departmental Effectiveness with Intercompany Financial Management", "mainEntityOfPage": "https://robertkugel.isg-research.net/reduce-risk-and-improve-departmental-effectiveness-with-intercompany-financial-management", "datePublished": "24/05/2021", "dateModified": "24/05/2021", "articleBody": "Ventana Research defines intercompany financial management as a discipline for structuring and handling transactions within a corporation and between its legal entities. IFM is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will have implemented intercompany financial management to achieve tax, risk-management and financial close benefits. IFM issues arise because almost all midsize and larger corporations are made up of multiple legal entities – sometimes hundreds or even thousands. Legal entities are significant because they introduce tax and regulatory considerations into intercompany transactions. From the outside, a corporation might look like a single thing, but the internal mechanics of creating, selling and delivering products and services often involve posting related accounting transactions in multiple parts of an organization. For example, several business units might produce various components or provide services for a corporation’s division that assembles these into a final product or service. Each business unit bills that final product division, and that final product or service division turns around and pays the component makers. When it comes to tallying up the bookkeeping to produce the parent corporation’s financial statements, all those intercompany transactions are supposed to cancel each other out. Usually, they do, but because each side of the transaction is recorded separately, it’s also common to find errors, slight discrepancies in volume and price, currency translation differences and other adjustments that have to be identified and then corrected. The process can be complicated if an intercompany transaction involves multiple legal entities buying and selling, especially if the transaction spans multiple countries, each with their own currency, tax regimes and legal jurisdictions. And where these transactions cross national borders, multiple complications arise. The transactions may involve different currencies and be subject to a set of disparate import and export regulations as well as tariffs and taxes. When IFM is not managed properly in a cross-border transaction, value-added tax “leakage” can occur if one corporate entity fails to claim a refund that it is owed. Another tax risk arises if a company is deemed to have a “permanent establishment” in a country, and therefore have a taxable presence. The company must be able to document that the volume of its work in that country is below the legal threshold. The degree to which a corporation faces IFM challenges is a function of the number of legal entities and the ownership arrangements among those entities, the intricacy of its production and delivery chains, the complexity of its worldwide tax situation and the number of ERP systems it uses. As a rule, a corporation with even a moderately complex legal entity and ownership structure that operates in multiple tax jurisdictions and has ERP systems from more than a handful of vendors should assess how well it is handling IFM. One indicator of IFM effectiveness is how long it takes to complete the accounting close. If completing the close takes more than one business week, it’s likely that IFM issues are a contributing factor. Our Office of Finance Benchmark Research found that only one-half of companies complete their monthly close within six business days. Our research also finds that the length of the close is unrelated to company size and industry, and that the quality and effectiveness of how the process is organized and managed is a major factor in how long it takes to close. The complexities of the process and the need to support global and local requirements at the same time can contribute to a longer-than-necessary close. The ironic thing about intercompany financial management is that because it’s so obscure and technical, those at the top of the company who stand to benefit the most aren’t aware that doing it well can have a meaningful impact on the bottom line, improve financial control and reduce reputational and other risks. Few, if any, in the company recognize that IFM is a systemic issue that must be tackled holistically, rather than piecemeal. Done well, IFM can benefit a broad set of people and roles in a company. The CFO benefits from efficiency gains, deeper insight and greater control. Those in a range of finance and accounting department roles benefit from reduced staff workloads, greater efficiency, better control and more accurate managerial accounting. In multinational companies where people, products and services routinely cross legal entities and borders, sourcing and supply chain managers as well as human resources have better understanding of total costs. Larger corporations that operate in multiple countries often adopt a shared services center. The main reason they do so is to reduce costs by eliminating duplication of efforts, choosing a lower-cost location for the center, or achieving greater efficiency through better utilization of skilled personnel. But a shared services organization can also offer better and more consistent performance, especially where specialized skills or knowledge are needed. Because the organization centralizes tasks, there is potentially more effective control of processes, since these are consistent and easier to monitor. And it can also provide the company headquarters greater visibility into performance as well as issues and opportunities. Although cost cutting through more efficient execution was once its focus, corporations with the most mature shared services organizations use them as a way of achieving consistently higher quality in process execution, more effective control and improved risk management. A finance and accounting shared services organization is well-positioned to take charge of IFM. But they need the tools and capabilities to do that. Five elements are necessary for performing IFM well, including: Accurate, consistent and timely intercompany financial data that is immediately accessible. This means assembling all relevant information from every ERP system in the organization and, wherever necessary, enriching the data with, for example, legal entity identification. Automated invoice processing for accuracy and efficiency. Technology in the form of application programming interfaces and robotic process automation makes it possible to automate data movements to ensure they are accurate, timely and secure. A global billing and payments capability that provides speed and accuracy. A tax rules engine that accurately applies rates to individual line items and is capable of compliance with the rising requirements for digital tax filings. Having people with training, expertise and experience to handle the ongoing exceptions and ambiguities that arise in the process. Intercompany financial management is a discipline that goes beyond simply reconciling accounting entries. It creates and applies global process consistency to ensure the application of best practices everywhere. It can substantially reduce and maybe eliminate tax leakages – especially in value-added taxes. It can make a shorter accounting close possible with no sacrifice to accuracy or control. To the extent that transactions involve anything more than simple chargebacks, it can automate that process for accuracy, speed and consistency. It diminishes risks – accounting risks, tax risks and reputational risks. I recommend that corporations operating in more than a handful of tax jurisdictions with even a modestly complex legal entity structure investigate and assess how well it is handling its intercompany accounting and tax. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.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": "Integrated Business Planning Uses Zero-Based Budgeting to Improve Performance", "mainEntityOfPage": "https://robertkugel.isg-research.net/integrated-business-planning-uses-zero-based-budgeting-to-improve-performance", "datePublished": "21/05/2021", "dateModified": "21/05/2021", "articleBody": "The objectives of zero-based budgeting are well aligned with what I call integrated business planning, a technology-enabled approach to managing the forward-looking activities of a corporation including forecasting, planning and budgeting. IBP enables every business unit to plan their business in a way that makes sense to them but also makes the numbers in those plans available for company-wide planning, budgeting analysis and reporting. IBP combines operational planning and financial budgeting using models constructed around the things that managers manage, translating those elements into a financial budget. This approach can compress the time required to create and update operating plans from days or weeks to hours or minutes. Our Next-Generation Business Planning Benchmark Research found that IBP is a superior approach. By focusing planning and review discussions between executives and managers on the operational aspects of the plans, the process becomes more relevant to achieving business objectives and improving operational performance. Targets for Individual business units are set in both operational and financial terms: The focus is on business objectives while the financial consequences of the plan serve as a constraining objective and control mechanism rather than sole objective of the process. Zero-based budgeting first received widespread attention in the 1970s when the approach was promoted by President Carter for the U.S. federal budget. It is “zero-based” because, rather than building a rationale for a budget in terms of percentage changes from the prior period, every business unit must fully justify every amount from a zero base. This method is a direct response to the less-than-optimal results produced by a budget-driven mindset. With a budget-driven approach, rather than detail the resources necessary to achieve their objectives, it is simpler for a business unit manager to first calculate how much of a budget increase he or she wants to ask for and then create high-level resource requirements to justify the budget. Starting from the previous period’s allocations, budget owners negotiate incremental changes without having to justify whether the money allocated in the previous year was spent well or if the coming year’s increase is necessary and justified. ZBB was not warmly received at either the federal or corporate level and quickly faded from view. However, this form of budgeting became a fashionable topic again in the past decade as executives sought to trim unnecessary costs. But zero-based budgeting is still a finance-centric approach that has limited business and operational value. IBP achieves the same goal as ZBB but it does much more. Integrated business planning combines operational planning and budgeting so that the process is not just a negotiation about abstract financial figures but is centered on business requirements and how best to address them. The approach is consistent with the objectives of zero-based budgeting because it makes it possible to tie specific resources to specific outcomes, creating the business case for each operational element of the plan and the associated budget for those elements. In essence, budgets derived from such planning are built from the ground up. If volumes are projected to be generally flat in a business unit, then the resources necessary to support these volumes ought to be unchanged. The financial budget would differ from the prior period only to the extent that prices are expected to change. For example, if a 9% overall rise in salaries, wages, benefits and employment taxes is expected by human resources but executives will only allow a 4% increase in the headcount budget, the focus of the negotiation between executives and the manager would be about the possibility of achieving the same output with fewer resources and how that is to be accomplished. If productivity benchmarks suggest that the business unit is not as efficient as it could be, the discussion would be about where and how to trim headcount and other resources to meet the limited increase. If the business unit is clearly operating at peak efficiency, the result of the discussion ideally would be to raise the headcount budget to a 9% increase because evidence shows that it is necessary. IBP also makes budgeting easier for the budget owner. Technology has made the mechanics of planning and budgeting more efficient, yet one of the consistent complaints from budget owners is that the process provides little value to them. Almost two-thirds of those participating in our Benchmark Research say that it takes too long. Almost one-half say it’s not adaptable or flexible enough, that it’s too political and in the end, it’s senior management’s budget or the finance department’s budget. To make the process easier, finance, planning and analysis organizations also need to model and measure the “things,” or resources, that budget owners use to achieve their business objectives, not just recoup their monetary value. When budget owners plan and budget, they usually think in terms of the things they need to run their part of the business, such as headcount, advertising campaigns, facilities, laptops, etc. The budgeting system must be able to simultaneously translate this list of resources into accounting line items so the system can aggregate the financial data into a company-wide budget and financial forecast. Having headcount plans automatically generate a detailed headcount budget is an easy way to begin the process. I assert that by 2023, one-third of FP&A organizations will have integrated HR planning with their budgeting process. Increasing the business value of budgeting and planning for budget owners and executives should be a priority for FP&A organizations. Unfortunately, our research finds that two-thirds of companies use spreadsheets to manage their budgeting process. Desktop spreadsheets have inherent deficiencies that make them unsuitable for integrated business planning because they are silo-based and difficult to combine into a corporate-wide plan. Spreadsheets are two-dimensional grids that are functionally incapable of simultaneously handling things and money at an enterprise level. Dedicated planning and budgeting software is the right tool for the job. Dedicated software can also provide guidance during the planning and budgeting process as well as useful feedback as the planning period unfolds. It can do so using “things” (headcount, throughput, consumption) as well as money (budget accuracy, profitability) and KPIs (input-output ratios, not just money). I recommend that FP&A units that have adopted zero-based budgeting or are planning to, reconsider this move within a broader context of evaluating the group’s mission. Integrated business planning can achieve the same objective as ZBB but deliver greater business value to the entire organization. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Integrated%20Business%20Planning%20Uses%20Zero-Based%20Budgeting%20to%20Improve%20Performance.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": "FourQ Builds Confidence and Trust in Intercompany Financial Management", "mainEntityOfPage": "https://robertkugel.isg-research.net/fourq-builds-confidence-and-trust-in-intercompany-financial-management", "datePublished": "23/04/2021", "dateModified": "23/04/2021", "articleBody": "FourQ is an intercompany financial management (IFM) Solution-as-a-Service provider. IFM is a discipline for structuring and handling transactions within a corporation and between its legal entities, and is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will have implemented intercompany financial management to achieve tax, risk management and financial close benefits. Here’s why: Corporations are made up of multiple entities that frequently buy and sell goods and services from each other. For example, a manufacturer might source parts from different divisions located in multiple states or countries, export the finished product to a country where it has a distribution center, and then install and service the product in a different country with its own local business unit. There may be recurring payments for the use of intellectual property or parts provided under warranty. These transactions give rise to a mass of paperwork as one corporate entity invoices and the other pays. The transactions also can create tax liabilities arising from those sales and purchases. When it comes to tallying up all that bookkeeping to produce the corporation’s financial statements, all those intercompany transactions are supposed to cancel each other out. Usually, they do, but because each side of the transaction is recorded separately, it is also common for there to be errors, slight discrepancies in volume and price, currency translation differences and other adjustments that have to be identified and corrected. And where these transactions cross national borders, multiple complications arise. The transactions may involve different currencies and be subject to a set of disparate import and export regulations as well as tariffs and taxes. When IFM is not managed properly, value-added tax (VAT) “leakage” can occur in a cross-border transaction when a corporate entity fails to claim a refund that it is owed. Or a company may be deemed to have a “permanent establishment” in a country, and therefore have a taxable presence, if it is not able to document that the volume of its work in that country is below the legal threshold. FourQ provides a service, OneBiller, that addresses these challenges by supporting a centralization of the intercompany accounting function of multinational organizations, providing an automated intercompany billing and invoice-management service designed to improve administrative productivity and lower costs while reducing global tax and compliance risks. FourQ OneBiller addresses a common set of problems that confront corporations operating in multiple tax jurisdictions with multiple ERP systems. Our Next-Generation ERP Benchmark Research found two-thirds of organizations with more than 1,000 employees have more than one ERP system and 27% have four or more. All those internal buy-and-sell transactions create workloads in each local accounting department, including dealing with errors, reconciling differences in the details of invoices and payments, and filing regulatory and tax documents. These workload issues are compounded when there are multiple countries involved, especially if there are intermediate stops from source to destination for logistical, regulatory or tax considerations. Larger corporations often establish a shared service organization (SSO) to manage intercompany transactions, including presentment and payment of invoices, because this approach can be more efficient by centralizing the accounting for the transaction, which often goes beyond simple economies of scale. However, unless the process is managed well, an SSO can cause delays in payments and official filings (which can result in fees and penalty assessments) as well as create unnecessary tax or regulatory issues. In theory, the selling and buying events are simply mirror images but that is not always the case in reality. The transactions might be booked by their respective accounting departments on different dates, at different prices, with different terms and conditions. The items on the sales and purchase orders also may not agree exactly or there might be errors in the harmonized system export codes. Corporations can avoid these potential issues through effective process and data management that scales to their volume and geographic requirements. OneBiller uses automation to reduce the effort involved in matching intercompany transactions and resolving discrepancies. It captures the required attributes of intercompany agreements and streamlines intercompany dispute resolution. And it handles taxes with an integrated tax engine to maximize tax deductibility by reducing stranded costs. Controlled and consistent tax calculations diminish the possibility of errors and make tax defense faster and easier. Moreover, all multinational activities require filings and, increasingly, national governments are demanding tax-compliant invoices be submitted to their tax authorities to limit VAT fraud and errors that reduce their revenue. For corporations domiciled in the U.S., there are complications caused by the base erosion and anti-abuse tax (BEAT) that apply to otherwise deductible payments for interest, royalties and some services used to shift profits to lower-tax jurisdictions. While in almost all areas of a business being strategic means not getting lost in the details, being strategic in accounting is all about flawlessly managing the details, especially in areas of hair-curling complexity. Being strategic in accounting processes means managing data continuously without human intervention from the start of a process to its completion, one of the pillars of what Ventana Research calls continuous accounting. FourQ’s OneBiller handles the challenging and tedious work of integrating transactional data using application program interfaces (APIs) from a range of sources, such as multiple ERP systems and controlled spreadsheets, and transforms this mass of disparate data into a consistent, consolidated whole. Where necessary, it enriches the data with legal entity information, terms and conditions included in the invoice, and any pertinent tax-related information, such as VAT details, necessary to create tax-compliant invoices and documentation. The system completes the process by generating accurate, consistent and fully compliant intercompany invoices, writing back transactions to the respective ERP systems’ general ledger, accounts receivable, accounts payable and settlements subledgers in the proper form and format, with full details necessary for consolidations, allocations and adjustments. FourQ’s service also provides clients with insights and advice for ongoing process improvements related to regulatory and tax compliance. Corporations with large volumes of intercompany transactions should assess how well they are handling IFM and consider the benefits of having a third-party service provider assist in the process. Those that have heavy volumes of intercompany transactions should consider using a third-party service to manage the workloads and complexity of the processes required to match and reconcile these transactions, report on the transactions internally and externally, and file documents for regulatory and tax purposes. It is unlikely that an internal IT organization would be able to create and maintain such software in a cost-effective manner. I recommend that these companies consider FourQ and OneBiller for intercompany financial management. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.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": "Modern ERP Improves Organizational Performance", "mainEntityOfPage": "https://robertkugel.isg-research.net/modern-erp-improves-organizational-performance", "datePublished": "16/04/2021", "dateModified": "16/04/2021", "articleBody": "The ERP system is at the core of nearly every organization’s record keeping and business process management. Its smooth and uninterrupted functioning is essential to an organization’s accounting and finance functions. In manufacturing and distribution, ERP manages inventory and logistics. Some organizations use it to handle human resources functions like tracking workers, payroll and related costs. ERP systems were a major advance in business computing when they emerged in the 1990s, but their subsequent evolution was slow and mainly a series of incremental refinements. Now, the technology underpinnings of ERP systems have begun to change fundamentally, which will enable organizations to restructure and redefine core departmental processes in ways that add considerable value to what is mainly an administrative function. Our ERP research includes work in four advanced uses of technology with the ability to substantially improve the performance of ERP systems, and in turn, the performance of finance and accounting departments. These uses are: Continuous accounting Digital finance Virtual auditing The central ledger I’ve been using the term “continuous accounting” to describe an approach to managing accounting operations that improves departmental performance by distributing workloads continuously over the accounting period to eliminate bottlenecks and optimize when tasks are executed. Much of what we think of as “normal” departmental procedures are rooted in the centuries-old limitations imposed by paper-based systems and manual calculations. Periodic processes came about because they were the best approach to organizing, coordinating and executing the calculations needed to sum up the debits and credits in journals and ledgers. Today’s ERP software offers organizations greater flexibility to schedule how and when they perform their work. The traditional monthly, quarterly and semiannual cadences of the accounting cycle are no longer set in stone. The timing of tasks in these manual systems represents a trade-off to optimize efficiency and control — waiting for a sufficient volume of entries to justify taking accountants temporarily offline to perform manual summations, adjustments and consolidations, while not waiting so long as to jeopardize financial control. Until recently, most ERP systems were not able to process transactions data fast enough to provide organizations the option to schedule their accounting cycle tasks and distribute workloads across the period. Today’s ERP systems have this capability, which can better utilize accountants’ time, reduce the stress caused by heavy workloads with short deadlines, and accelerate the close because less work must be done at the end of the period. Closing sooner provides corporations more time to perform analysis of the period and craft the management discussion and analysis (MD&A) of the results, which is especially important for publicly traded companies. Completing the close earlier also provides executives and managers with performance information sooner, enabling them to respond to issues and opportunities faster. Yet, our Office of Finance Benchmark Research revealed that one-half of organizations take longer than six business days to complete their quarterly close compared to a generally accepted benchmark of one business week. Digital finance may sound futuristic, but the technologies are already here and will evolve rapidly over the next five years. One way in which digital finance affects ERP systems is the use of application programming interfaces (APIs) and robotic process automation (RPA) to mechanize repetitive, data-related manual tasks. APIs and RPA enable organizations to maintain data integrity continuously in end-to-end processes that span multiple systems. This is the second pillar of continuous accounting. Moving data manually by rekeying it or using spreadsheets is time consuming, and because it introduces the possibility of data errors and inconsistencies, requires further time-consuming checks, reconciliations and corrections to ensure that all financial systems “tick and tie.” Digital finance also includes artificial intelligence (AI) using machine learning (ML), which is poised to become a core capability of ERP systems. Accounting involves repetitive actions such as invoice processing and payment matching that follow a set of rules AI can automate, saving considerable time. AI-enabled ERP will be able to monitor individual and departmental processes to automate whole sequences, ensure consistency and supervise data entry for errors and omissions. AI will also reduce staff training requirements as the system “learns” how to navigate a sequence of steps in a process and guides a new or temporary hire through them. However, vendors face the challenge of translating AI’s potential into products that work well enough to avoid frustrating users. Past examples of failed computer-enabled systems include the Apple Newton, which famously botched its handwriting recognition capability, and Microsoft’s “Clippy,” which was supposed to be a reliable assistant helping Office users to perform standard tasks. A third capability of modern ERP software, especially cloud-based systems, is its ability to support what I call a “virtual audit. When offices were locked down, external auditors were forced to do remote audits, which are largely the same as an on-site audit, but with little or no face-to-face contact. A virtual audit uses technology to redefine and streamline how auditors conduct an annual audit by providing direct but controlled access to an organization’s finance and accounting systems. The objective is to make the process as self-service as possible for the auditor. The key is having the appropriate technology in place. In the case of ERP, accessing a cloud-based system poses fewer potential issues than those deployed on premises, but on-premises systems do not necessarily prevent a virtual audit. We assert that by 2025, more than one-half of organizations will have adopted some form of a virtual audit, saving staff time and cutting departmental costs. Finally, technology will enable larger organizations to adopt what I refer to as a “central ledger” approach to recording accounting transactions to address issues arising from the need to consolidate the accounting recorded in multiple ERPs, which is a common problem. Our Next-Generation ERP Benchmark Research found that 69% of organizations with more than 1,000 employees have ERP systems from multiple vendors. Consolidating the accounting information from more than one system is always time consuming. In a central ledger structure, there is a single “headquarters” ERP that combines transactions from every ERP and/or financial management system in the organization. Transactions entered into each of the systems are cross-posted to the headquarters ERP system, and any adjustments made within the headquarters system is cross-posted back to the ERP of origin. A central ledger approach enables an organization to do a rapid close at the corporate level by combining all accounting data, automating reconciliations, and applying continuous accounting principles to reduce period-end workloads. A central ledger can also provide senior executives greater visibility into an organization’s financial condition on an ongoing basis. Although the concept of the central ledger is straightforward, making it work has so far proven problematic. Ultimately, though, the kinks will be worked out and the central ledger will become the preferred approach to consolidating disparate ERP systems. Indeed, by 2025 Ventana Research asserts that one in five organizations with 1,000 or more employees will have a central ledger accounting architecture, enabling them to do a continuous virtual close. ERP is a bedrock technology in every industry and all but the smallest organizations. Finance and accounting departments have harnessed technological advances to transform and streamline operations. Moreover, the nature of business and services is changing, as are the expectations of customers and workers. There is a demographic shift underway in the ranks of senior executives and managers as Baby boomers are being replaced by a generation who grew up with computer technology. Those just entering the workforce have never experienced a world without the internet and would have trouble identifying a floppy disk. Consequently, expectations for how software should behave have never been more demanding, stoked by familiarity with user-friendly consumer applications. This demand is putting pressure on vendors to offer software that is capable and easy to engage. Finance executives must embrace these evolving technologies to ensure that their department performs to its highest potential. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Modern%20ERP%20Improves%20Organizational%20Performance.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": "Trintech Speeds up Financial Close with Automation", "mainEntityOfPage": "https://robertkugel.isg-research.net/trintech-speeds-up-financial-close-with-automation", "datePublished": "09/04/2021", "dateModified": "09/04/2021", "articleBody": "Organizations have long sought ways to achieve a fast but “clean” (accurate) financial close. The most widely accepted benchmark is to be able to close within one business week. Organizations that close within a business week are almost always more competent in how they manage the process and therefore use resources more efficiently. Also, organizations that close their books within six days after the end of the quarter are more likely to provide executives with timely information and respond to markets and competitors with greater agility. While there have been some improvements in efficiency from modern accounting systems, our research shows that one-half of organizations still take more than a business week to complete their quarterly close. The obstacles to a faster close are not innate but rather the result of poor process design and execution as well as insufficient automation of the process. The accounting close can be bogged down by a variety of time consuming and inefficient manual tasks. Our Office of Finance Benchmark Research found that automation is correlated with achieving a faster close. Ventana Research gave Trintech its 2020 Digital Leadership Award for exemplifying leadership in the applications and technologies that support the office of finance. Trintech provides software that manages the record to report (R2R) cycle for the office of finance. Organizations use R2R software to promote a faster close, enhance staff efficiency, improve resource utilization, achieve cost savings, reduce risks and deepen visibility into the status of the process. Trintech’s cloud-based Cadency software is designed to enable larger organizations (typically those with 1,000 or more employees) to manage financial close activities end to end in a unified process, including operational matching, intercompany transaction management, balance sheet reconciliations, journal entry management and close task management. Trintech’s recently introduced CadencyDirect uses the ServiceNow platform to enable accounting organizations to replace manual and siloed financial processes with automated workflows that span the entire organization. CadencyDirect provides Controllers and Chief Accounting Officers (CAOs) a summary of their readiness to close and identifies any risk to the process that requires their attention. Close automation software enables finance teams to standardize best practices even in complex accounting processes across the entire organization; reduce risks; and accelerate the close. By providing executives and managers with information about the organization’s performance sooner, a faster close also promotes agility in responding to markets and competitors. It frees up departmental resources to enable CFOs and controllers to fix process issues that hamper the effectiveness of the department, and allows extra time to concentrate on more valuable analytical tasks, including crafting the management discussion and analysis (MD&A) narrative that accompanies the presentation of periodic financial statements. Our research shows that 88% of companies that apply a substantial degree of automation to their close process can close their books within six business days compared to only 40% of those that apply little or none. Cadency’s System of Accounting Intelligence (SOAI) allows organizations to combine advanced automation technologies, such as artificial intelligence (AI), robotic process automation (RPA) and bots, to streamline the close and better utilize the time and talents of the accounting staff. It also allows for communication between systems of record, such as ERP, and the system of controls. It consists of APIs, ERP connectors, and third-party RPA connectors, thus reducing the cost, time and risk of data integration. RPA is an important technology that can serve as a cornerstone of the digital-enabled finance organization. This technology can automate a wide range of rote routines that today must be handled by individuals, for example, collecting data from multiple systems or spreadsheets and entering it into another system. AI can be used to scientifically determine risk and drive better outcomes more flexibly that a fixed rules-based system because the determinations are based on contextual data that is continuously updated. For example, as a journal entry is created, AI can determine the risk of errors and omissions in real time by detecting missing elements typos as well as out-of-range or inconsistent values. The system can then immediately notify the individual making the entry of the deviation from the normal pattern, enabling them to review it and correct it. By eliminating errors and inconsistencies at their source, AI cuts time spent on finding mistakes and making corrections as well as enhances the quality of an organization’s financial statements. Adra by Trintech is financial close and reconciliation software designed for midsize organizations. The suite includes Adra Matcher, which automates transaction matching; Adra Balancer, a balance sheet reconciliations platform; Adra Task Manager, a project management tool for financial close; Adra Analytics, which provides full visibility into the close process; and, depending on region, Adra Accounts. Adra Analytics was released last year and enables organizations to continuously improve the close process by providing data independence and reporting flexibility, while also helping to identify issues related to the close process and evaluate performance trends. Automation can improve a finance department’s performance by managing the close process more efficiently and more effectively. I recommend that organizations looking to shorten their close and accelerate the entire R2R cycle should evaluate the capabilities of Trintech when evaluating vendors for financial close automation. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Trintech%20Speeds%20up%20Financial%20Close%20with%20Automation.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": "Robotic Process Automation is a Core Finance Competency", "mainEntityOfPage": "https://robertkugel.isg-research.net/robotic-process-automation-is-a-core-finance-competency", "datePublished": "30/03/2021", "dateModified": "30/03/2021", "articleBody": "Robotic Process Automation (RPA) has emerged as a core digital technology for finance and accounting organizations. It can drive significant gains in productivity and efficiency by automating mechanical, repetitive accounting processes in a continuous, end-to-end fashion. RPA improves efficiency, ensures data integrity and enhances visibility into processes. There is a strong business case for incorporating RPA tools in finance operations as well as developing the skills to use them because accounting involves highly repeatable tasks that lend themselves to automation. RPA is a key technology capability for what Ventana Research calls the Finance/IT organization. A FIT group is made up of individuals who are well-grounded in core finance and accounting disciplines but also knowledgeable about software and information technology. Justification for having a FIT group goes beyond RPA. Our latest Office of Finance Benchmark Research found that organizations with a FIT group performed a range of basic departmental tasks considerably better than non-FIT groups, including financial analysis (50% of FIT departments execute financial analytics very well compared to 29% without), cost accounting (48% versus 20%) and budgeting (46% versus 20%). RPA software takes the place of humans, acting as a “digital worker” that performs rote, repetitive jobs so humans can concentrate on work that requires their experience and judgement. At a basic level, the technology can be used to link disparate financial, compliance, operational and other necessary systems, eliminating the need for human intervention and associated errors and delays in workflow-supported processes. that span multiple applications. Today’s RPA systems can perform business-critical tasks that require connecting multiple systems and data stores reliably at scale. In this respect, RPA supports what I call continuous accounting by enabling straight-through processing of transactions. RPA also facilitates the acquisition of external data that enhances the business value of financial and managerial accounting, an essential component in the use of artificial intelligence for budgeting and planning. Organizations are using RPA to streamline and reduce the cost of enterprise resource planning migrations, especially from legacy, on-premises system like SAP, Oracle and others to newer and more modern ones in the cloud. RPA is proving to be a versatile tool. Ongoing advancements in hardware capabilities enable these digital workers to perform increasingly resource-intensive and time-consuming tasks and processes. The use of RPA is evolving to include a broader set of more complex automation capabilities. By infusing intelligent methods and techniques in processes, RPA can be instrumented for very sophisticated processing. The list of possible uses is long, but RPA can handle any volume of simple and complex tasks, providing a competitive advantage through faster completion, consistently accurate data, greater control, and lower costs. The next generation of RPA represents a step forward from its initial use in automating discrete tasks within multi-step processes to manage complex workflow and workloads. This highly versatile tool can bring advanced digital techniques to bear, such as text and speech translation, blockchain integration, sentiment analysis and response, elastic search, and machine learning. This sophistication enables RPA to handle increasingly complex tasks, allowing a higher percentage of processes to be managed by exception. RPA’s ability to perform more complex operations and apply reusable components to a range of tasks across a broader set of applications has significantly increased the addressable value of the technology while cutting costs and shortening the time to realize that value. A new level of reliability brings improved resilience to the enterprise, and this impact can be measured by the number of digital workers that automatically carry out any number of tasks in a workflow for business processes across departments, business units and to external parties. The sophistication of the processing enables a wide breadth of workload options for linking to devices, applications, systems and data sources. And new computational techniques in ML now enable these digital workers to perform their tasks without human intervention. Taken together, these advancements mean the scope of applications that can utilize RPA will continue to expand across a wide range of business processes and enterprise applications. While the tools are available, using RPA strategically in finance and accounting means developing a departmental competence. This is less daunting than it might have been in the past. In addition to a broader set of capabilities, RPA has advanced “low-code” or “no-code” functionality, so non-developers and a wider set of business users can now apply RPA without having to be software programmers. The skills needed to configure these tools are more easily accessed, reducing the cost and time of resources and increasing potential ROI. I recommend that all finance organizations have a Finance IT group along with a basic competence in using robotic process automation. For those already using RPA, it’s important to invest in building professionals’ RPA skills to ensure the technology is used efficiently and the department is able to exploit the capabilities of RPA to its fullest. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Robotic%20Process%20Automation%20is%20a%20Core%20Finance%20Competency.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: '7201', 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 | robotic finance