Mark Smith's Analyst Perspectives

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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.</p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a></strong><br><br><br></p></div> <span id="hs_cos_wrapper_dnd_area-module-2_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_simple_menu" style="" data-hs-cos-general-type="widget" data-hs-cos-type="simple_menu"><ul></ul></span> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://marksmith.isg-one.com/hs-fs/hubfs/hub_generated/template_assets/1/90531223305/1740157483881/template_mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style=" background-size:cover; background-position:50%; background-repeat:no-repeat; background-image:url(https://marksmith.isg-one.com/hubfs/_images/_backgrounds_expertise/2024_VR_Digital_Business_Expertise_Image_AdobeStock_288623293_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://marksmith.isg-one.com/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Mark Smith'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://marksmith.isg-one.com/digital-business-market-agenda-for-2023-effectiveness-and-engagement">Digital Business Market Agenda for 2023: Effectiveness and Engagement</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">25 January 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=200&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=100&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=200&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=300&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=400&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=500&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png?width=600&name=Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>With Ventana Research’s 2023 Market Agenda, we continue the guidance we’ve offered for two decades to help organizations derive maximum value from digital business technology investments. Through our market research and expertise, we identify trends and best practices and share insights on how to achieve technological effectiveness, particularly in key processes and systems to engage the workforce.</p> </div> <a href="https://marksmith.isg-one.com/digital-business-market-agenda-for-2023-effectiveness-and-engagement"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/digital-transformation">Digital transformation</a>, <a href="https://marksmith.isg-one.com/topic/digital-business">Digital Business</a>, <a href="https://marksmith.isg-one.com/topic/digital-security">Digital Security</a>, <a href="https://marksmith.isg-one.com/topic/digital-communications">Digital Communications</a>, <a href="https://marksmith.isg-one.com/topic/work-management">Work Management</a>, <a href="https://marksmith.isg-one.com/topic/experience-management">Experience Management</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk">Governance & Risk</a>, <a href="https://marksmith.isg-one.com/topic/sustainability-and-esg">Sustainability and ESG</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://marksmith.isg-one.com/digital-business-market-agenda-for-2022-resilience-and-readiness">Digital Business Market Agenda for 2022: Resilience and Readiness</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">28 January 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=200&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=100&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=200&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=300&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=400&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=500&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png?width=600&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>With the announcement of Ventana Research’s 2022 Market Agenda, our expertise in Digital Business continues to advance the market need for effective investments into technology, and I will outline here the key areas of focus to provide insights to organizations that can increase their organizational resilience and workforce readiness. We are proud to provide expertise on ensuring technological effectiveness through our market research and experience in providing guidance on trends and best...</p> </div> <a href="https://marksmith.isg-one.com/digital-business-market-agenda-for-2022-resilience-and-readiness"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk-and-compliance">Governance Risk and Compliance</a>, <a href="https://marksmith.isg-one.com/topic/digital-transformation">Digital transformation</a>, <a href="https://marksmith.isg-one.com/topic/digital-business">Digital Business</a>, <a href="https://marksmith.isg-one.com/topic/digital-security">Digital Security</a>, <a href="https://marksmith.isg-one.com/topic/digital-communications">Digital Communications</a>, <a href="https://marksmith.isg-one.com/topic/sustainability-management">Sustainability Management</a>, <a href="https://marksmith.isg-one.com/topic/work-management">Work Management</a>, <a href="https://marksmith.isg-one.com/topic/experience-management">Experience Management</a>, <a href="https://marksmith.isg-one.com/topic/sustainability-and-esg">Sustainability and ESG</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://marksmith.isg-one.com/digital-communication-platforms-enable-better-work-and-customer-experiences">Digital Communication Platforms Enable Better Work and Customer Experiences</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">30 October 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png?width=200&name=AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png?width=100&name=AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png?width=200&name=AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png?width=300&name=AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png?width=400&name=AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png?width=500&name=AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png?width=600&name=AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The age of digital communication platforms is upon us. The need has never been greater for an open and secure platform that satisfies the demand for enterprise-grade business and technology requirements. Overcoming today’s technology challenges is possible with a next-generation cloud-based delivery model that is both extensible and reliable. Organizations considering a digital communication platform can take decisive steps to ensure digital communications for everyone — inside, outside,...</p> </div> <a href="https://marksmith.isg-one.com/digital-communication-platforms-enable-better-work-and-customer-experiences"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/contact-center">Contact Center</a>, <a href="https://marksmith.isg-one.com/topic/digital-transformation">Digital transformation</a>, <a href="https://marksmith.isg-one.com/topic/digital-business">Digital Business</a>, <a href="https://marksmith.isg-one.com/topic/digital-communications">Digital Communications</a>, <a href="https://marksmith.isg-one.com/topic/experience-management">Experience Management</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/maximize-workforce-value-with-technology-for-work-management">Maximize Workforce Value with Technology for Work Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">27 October 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png?width=200&name=AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png?width=100&name=AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png?width=200&name=AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png?width=300&name=AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png?width=400&name=AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png?width=500&name=AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png?width=600&name=AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>To maximize the value of the workforce and the work conducted, organizations need to increase the effectiveness of workers assigned to critical, interrelated tasks. Doing so requires a commitment to planning the best use of workers and resources. Failing to do so can limit an organization’s ability to reach essential milestones and complete work related to business processes with customers, partners and across the supply chain.</p> </div> <a href="https://marksmith.isg-one.com/maximize-workforce-value-with-technology-for-work-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://marksmith.isg-one.com/topic/digital-transformation">Digital transformation</a>, <a href="https://marksmith.isg-one.com/topic/digital-business">Digital Business</a>, <a href="https://marksmith.isg-one.com/topic/work-management">Work Management</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/the-business-of-work-management">The Business of Work Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">25 October 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_The%20Business%20of%20Work%20Management.png?width=200&name=AP_MS_The%20Business%20of%20Work%20Management.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_The%20Business%20of%20Work%20Management.png?width=100&name=AP_MS_The%20Business%20of%20Work%20Management.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_The%20Business%20of%20Work%20Management.png?width=200&name=AP_MS_The%20Business%20of%20Work%20Management.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_The%20Business%20of%20Work%20Management.png?width=300&name=AP_MS_The%20Business%20of%20Work%20Management.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_The%20Business%20of%20Work%20Management.png?width=400&name=AP_MS_The%20Business%20of%20Work%20Management.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_The%20Business%20of%20Work%20Management.png?width=500&name=AP_MS_The%20Business%20of%20Work%20Management.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_The%20Business%20of%20Work%20Management.png?width=600&name=AP_MS_The%20Business%20of%20Work%20Management.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>As the pace of digital innovation has accelerated, many organizations have found it harder to manage the portfolio of work conducted by the workforce to ensure timeliness and mitigate the risk of increased costs and resources. The challenges in managing the work related to project plans are not only to ensure the timeliness in performing and tracking the individual tasks and activities every single moment of the day, but also having the intelligence to adjust and guide all future work. The...</p> </div> <a href="https://marksmith.isg-one.com/the-business-of-work-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://marksmith.isg-one.com/topic/digital-transformation">Digital transformation</a>, <a href="https://marksmith.isg-one.com/topic/digital-business">Digital Business</a>, <a href="https://marksmith.isg-one.com/topic/work-management">Work Management</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/strategic-planning-for-performance-management">Strategic Planning for Performance Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">12 October 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=200&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=100&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=200&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=300&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=400&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=500&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png?width=600&name=AP_MS_Strategic%20Planning%20for%20Performance%20Management.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Strategic planning has always been difficult. But it is even more so in this age of rapid digital transformation and the pressure of business continuity, which has introduced disruptive changes. What’s needed, ironically, is a methodical approach to how an organization manages strategic planning to allow for beneficial disruption that is not avoidable, balancing finance and operations, engaging existing expertise and factoring in technology to ensure that new initiatives can be strategically...</p> </div> <a href="https://marksmith.isg-one.com/strategic-planning-for-performance-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/digital-transformation">Digital transformation</a>, <a href="https://marksmith.isg-one.com/topic/digital-business">Digital Business</a>, <a href="https://marksmith.isg-one.com/topic/digital-security">Digital Security</a>, <a href="https://marksmith.isg-one.com/topic/digital-communications">Digital Communications</a>, <a href="https://marksmith.isg-one.com/topic/experience-management">Experience Management</a>, <a href="https://marksmith.isg-one.com/topic/sustainability-and-esg">Sustainability and ESG</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://marksmith.isg-one.com/digital-business-market-agenda-for-2021-and-beyond">Digital Business Market Agenda for 2021 and Beyond</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">24 February 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png?width=200&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png?width=100&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png?width=200&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png?width=300&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png?width=400&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png?width=500&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png?width=600&name=AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>With the announcement of Ventana Research market agenda, a <span style="text-decoration: underline;">new expertise in Digital Business has been launched</span>, I will outline the areas of focus that provide insights to organizations that can be used to optimize technology, increase agility and organizational readiness. We are proud to provide expertise on digital effectiveness through our research and insights on trends and best practices.</p> </div> <a href="https://marksmith.isg-one.com/digital-business-market-agenda-for-2021-and-beyond"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/governance">Governance</a>, <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/risk">Risk</a>, <a href="https://marksmith.isg-one.com/topic/digital-transformation">Digital transformation</a>, <a href="https://marksmith.isg-one.com/topic/product-experience-management">product experience management</a>, <a href="https://marksmith.isg-one.com/topic/digital-business">Digital Business</a>, <a href="https://marksmith.isg-one.com/topic/digital-security">Digital Security</a>, <a href="https://marksmith.isg-one.com/topic/digital-communications">Digital Communications</a>, <a href="https://marksmith.isg-one.com/topic/sustainability-management">Sustainability Management</a>, <a href="https://marksmith.isg-one.com/topic/work-management">Work Management</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/ptc-brings-innovation-to-product-experiences">PTC Brings Innovation to Product Experiences</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">21 December 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Extended_Reality%20copy.png?width=200&name=Extended_Reality%20copy.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Extended_Reality%20copy.png?width=100&name=Extended_Reality%20copy.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Extended_Reality%20copy.png?width=200&name=Extended_Reality%20copy.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Extended_Reality%20copy.png?width=300&name=Extended_Reality%20copy.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Extended_Reality%20copy.png?width=400&name=Extended_Reality%20copy.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Extended_Reality%20copy.png?width=500&name=Extended_Reality%20copy.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Extended_Reality%20copy.png?width=600&name=Extended_Reality%20copy.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Augmented reality (AR) is a critical component of digital technology. The role of AR is to virtualize the visualization and engagement of assets and products with information that can enhance the value of it for many purposes including manufacturing, marketing, sales and service. Consider how manufacturing and field service organizations are starting to use AR technology for hands-free call-up of service manuals using glasses so technicians can verify progress without looking away from their...</p> </div> <a href="https://marksmith.isg-one.com/ptc-brings-innovation-to-product-experiences"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/sales">Sales</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://marksmith.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-one.com/topic/digital-marketing">Digital Marketing</a>, <a href="https://marksmith.isg-one.com/topic/digital-transformation">Digital transformation</a>, <a href="https://marksmith.isg-one.com/topic/mobile-computing">mobile computing</a>, <a href="https://marksmith.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a>, <a href="https://marksmith.isg-one.com/topic/extended-reality">extended reality</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://marksmith.isg-one.com/establishing-organizational-readiness-for-business-resilience">Business Continuity: Establishing Organizational Readiness for Business Resilience</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">30 November 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png?width=200&name=AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png?width=100&name=AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png?width=200&name=AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png?width=300&name=AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png?width=400&name=AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png?width=500&name=AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png?width=600&name=AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Through 2021, one-half of organizations will realize that digital transformation (DX) investments have not met the organizational readiness requirements of business continuity, leading to a new focus on innovative digital technologies that more reliably sustain operations. Which processes does your organization need to prioritize most to operate continuously? Who are the organization’s stakeholders and champion coordinators that will be called upon when an incident arises? What business...</p> </div> <a href="https://marksmith.isg-one.com/establishing-organizational-readiness-for-business-resilience"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://marksmith.isg-one.com/topic/digital-transformation">Digital transformation</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://marksmith.isg-one.com/the-business-continuity-imperative-the-workforce-experience-and-human-capital-management-in-2020-and-beyond">The Business Continuity Imperative: The Workforce Experience and Human Capital Management in 2020 and Beyond</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">12 July 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/CX/Voice_of_the_Workforce_1200708.png?width=200&name=Voice_of_the_Workforce_1200708.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/CX/Voice_of_the_Workforce_1200708.png?width=100&name=Voice_of_the_Workforce_1200708.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/CX/Voice_of_the_Workforce_1200708.png?width=200&name=Voice_of_the_Workforce_1200708.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/CX/Voice_of_the_Workforce_1200708.png?width=300&name=Voice_of_the_Workforce_1200708.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/CX/Voice_of_the_Workforce_1200708.png?width=400&name=Voice_of_the_Workforce_1200708.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/CX/Voice_of_the_Workforce_1200708.png?width=500&name=Voice_of_the_Workforce_1200708.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/CX/Voice_of_the_Workforce_1200708.png?width=600&name=Voice_of_the_Workforce_1200708.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>The workforce is an essential part of an organization’s overall business potential because it ensures continuous operations, even in black-swan events. The workforce is the core of the organization and should get the attention it deserves. In challenging times, a “customer-first” mentality tends to take hold — this is not unreasonable but in focusing on satisfying customers and opportunities, business leaders too often forget that the workforce experience is essential to achieving desired...</span></p> </div> <a href="https://marksmith.isg-one.com/the-business-continuity-imperative-the-workforce-experience-and-human-capital-management-in-2020-and-beyond"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/sales">Sales</a>, <a href="https://marksmith.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-one.com/topic/voice-of-the-customer">Voice of the Customer</a>, <a href="https://marksmith.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://marksmith.isg-one.com/topic/data">Data</a>, <a href="https://marksmith.isg-one.com/topic/product-information-management">Product Information Management</a>, <a href="https://marksmith.isg-one.com/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://marksmith.isg-one.com/topic/robotic-process-automation">Robotic Process Automation</a>, <a href="https://marksmith.isg-one.com/topic/employee-experience">employee experience</a>, <a href="https://marksmith.isg-one.com/topic/conversational-computing">Conversational Computing</a>, <a href="https://marksmith.isg-one.com/topic/collaborative-computing">collaborative computing</a>, <a href="https://marksmith.isg-one.com/topic/agent-management">agent management</a>, <a href="https://marksmith.isg-one.com/topic/people-analytics">People Analytics</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://marksmith.isg-one.com/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://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://marksmith.isg-one.com/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://marksmith.isg-one.com/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://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://marksmith.isg-one.com/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://marksmith.isg-one.com/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://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://marksmith.isg-one.com/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://marksmith.isg-one.com/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://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://marksmith.isg-one.com/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://marksmith.isg-one.com/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://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://marksmith.isg-one.com/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://marksmith.isg-one.com/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://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://marksmith.isg-one.com/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://marksmith.isg-one.com/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://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://marksmith.isg-one.com/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://marksmith.isg-one.com/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://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=300&name=ISG_Bug_Reverse_Transparent.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">ISG Software Research</h5> </a> </div> </div>  </div> <div id="hs_cos_wrapper_module_1552944263900179" class="hs_cos_wrapper hs_cos_wrapper_widget 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<script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Digital Business Market Agenda for 2023: Effectiveness and Engagement", "mainEntityOfPage": "https://marksmith.isg-one.com/digital-business-market-agenda-for-2023-effectiveness-and-engagement", "datePublished": "25/01/2023", "dateModified": "25/01/2023", "articleBody": "With Ventana Research’s 2023 Market Agenda, we continue the guidance we’ve offered for two decades to help organizations derive maximum value from digital business technology investments. Through our market research and expertise, we identify trends and best practices and share insights on how to achieve technological effectiveness, particularly in key processes and systems to engage the workforce. Digital business helps organizations ensure technology investments are effective, supporting the resilience required for ongoing, successful operations. Achieving a level of refinement to ensure business continuity requires a digital strategy that can sustain any market disruption. Digital transformation intended to provide guidance on the effectiveness of systems operating across private and public computing environments has not been easy. For many, it has created more complexity. The decades-long effort to continuously introduce technology has had success, but also failed to provide the simplicity that ensures business continuity. In 2022, the expectations for “virtual business” was challenged as the technology in use has not delivered workforce satisfaction and retention, and some organizations find this approach – that is valued by workers – too complicated. Operating through “black swan” events - like the pandemic, and now the economics of inflation - continue to challenge organizations’ ability to adapt and sustain through these abnormal conditions and duress. While the effects of a recession have organizations in many industries performing a reduction in force, the difficulty in finding talent continues to be an operational challenge. The virtual workplace and workforce requires digital communications and readiness to respond and engage when required, and should be at the center of an organization’s digital strategy. For 2023, having an effective, digital business strategy will require investment to address the need for continuous improvement. Based on our research, I assert that through 2025, after concerted investment in digital transformation, two-thirds of organizations will require a new digital business and technology agenda for effectiveness. Organizations now realize that digital effectiveness is more essential than transformational efforts that have not yielded expected benefits or engaged the workforce to achieve required outcomes. Our Digital Business expertise includes nine areas of focus: Business Continuity, Digital Communications, Digital Payments, Digital Security, Experience Management, Governance and Risk, Performance Management, Work Management and Sustainability and Environmental, Social and Governance. Business Continuity Business continuity and resilience in the use of technology help define a strategy to successfully weather any market disruption. Organizations must control strategic outcomes, ensuring continuous reliability with technology to ensure ongoing operations across every line of business - not just the IT operation. This has created challenges to the extent that, by 2025 and after decades of digital transformation efforts, two-thirds of organizations will not establish an investment priority for business continuity efforts that reduce operational risk in black swan events. For 2023, we will explore the processes and systems organizations use to ensure the resilience of business strategies, including the portfolio of applications and technology in use and the fundamentals for evaluating existing and future investments. Our market research will identify best practices and assess and rate vendors’ potential to help ensure the right technology is deployed to support business continuity. Our dedicated focus in business continuity ensures insights and guidance about the aspects of digital technology necessary to sustain resilient business operations. Digital Communications Digital communications enable the organization to engage the workforce and efficiently interact and collaborate in a secure manner with its customers, partners and suppliers. Our agenda reflects our work to assess technology to guide organizations’ use of a range of communication methods - from unified communication and videoconferencing to communication platforms as a service - that are converging into the field of digital communications. Through 2026, only one-third of organizations will have standardized digital communications technologies to provide the highest level of resilience for an effective workforce. The myriad of tools adopted by an enterprise to support communication and collaboration can create disruptions that truly require a unified approach for organizational readiness. We will examine how organizations utilize analytics with artificial intelligence and machine learning to identify methods for effective communication, and assess the intersection of digital communication and other applications and tools needed for collaboration and operations. Whether workers, managers or partners needs to interact, enhanced technology must facilitate an engaging work experience. Our market research is designed to produce best practices and insights that helps organizations evaluate and prioritize digital communication options. We will also publish a 2023 Value Index vendor assessment. Digital Payments Organizations continue to examine how to make it easier for consumers and partners to conduct business. Digital payments, as an example, are not always designed for efficiency between the parties involved. Organizations should make digital payments as efficient as possible to transfer goods and services for financial value in exchange for something similar as agreed by the parties involved. Many organizations may not use efficient technology to streamline finance or revenue interactions across every buying and selling channel. This includes digital currencies and exchanges that are changing the way monetary interactions are conducted. Legacy investments may also be hampering the effectiveness of digital payments. Effective digital payments require the ability to securely govern processes and technology investments across all buying and selling channels. This includes the digital payment capabilities of all parties, and our assertion is that by 2026, the necessity for contactless payments throughout the buying process will force one-half of organizations to digitally transform and embrace mobile and online technological approaches. Our market research on digital payments will investigate the processes and technologies that can transform organizations’ ability to operate in the most expedited and secure manner possible. Digital Security An effective digital security strategy unifies the bifurcated approach to cyber and information security that exists in organizations. These security processes need to be embedded and governed across all digital technologies. Our market agenda focuses on the importance of comprehensive digital security as an essential priority to protect the people, processes and assets - including intellectual property - of an organization. Our examination of digital security will explore how dedicated technologies have evolved to ensure proper governance and risk mitigation necessary to support distributed organizations with disparate supporting systems operating across hybrid-computing environments. The effective use of best practices can guide the integration and interconnection of these digital security operations, while mitigating risks through use of technological advancements. Our market research on digital security will examine lessons learned from 2022 - and earlier - that still plague digital technology across the enterprise, including applications for customers and partners. We will evaluate new methods for human-to-machine and machine-to-machine verification that use identity and presence to best secure people and assets. We assert that by 2026, over two-thirds of organizations will have adopted digital identity platforms that unify digital security to protect organizations’ intellectual assets. Experience Management Digital experiences across business and processes should be the nucleus for continuous improvement to enable engaging experiences for the workforce, customers and products and services. Our focus on experience management is intended to ensure the effectiveness of all processes and technologies used to increase the impact of investments through satisfaction. This dedicated approach to experiences can enable marketing, sales and supply-chain service agents to distinguish their operations in a differentiated manner. It is insufficient to focus solely on the customer experience, journey and life cycle. Managing the experience of everyone in the organization - and all constituents supporting this imperative - is key to measuring and improving the effectiveness and value of these interactions. I assert that by 2025, one-half of organizations will realize that digital experiences are not intelligent or automated fail to meet the readiness requirements of organizations. The necessity of optimal experiences to engage and guide people and processes - as well as digital and technological components - are essential for the corporate brand as well as the human connection. Our market research will guide organizations’ needs, plans and attitudes on experiences for enterprise-focused – as well as business-focused – processes and interactions. Governance and Risk Effective use of any governance, risk and compliance processes and systems requires alignment to finance, operations and IT. The knowledge of this group of professionals, and potentially, a center of excellence, can ensure organization-wide best practices and compliance with policies and regulatory guidelines across geographic and statutory requirements. Significant advancement in digital technology provides an opportunity to identify and invest in new methods that enable streamlined governance and risk mitigation throughout the organization. One area of improvement is the use of automation where, by 2025, a new breed of business process intelligence and mining technology will unify with workflow and robotic process automation technologies to provide operational resilience. Instrumenting workflow with intelligence and policy-focused technology ensures tasks and activities are managed according to corporate and regulatory guidelines. Our market research will provide guidance on essential technologies required to ensure digital business is focused on the impact and value from operations, while minimizing the cost and time required to address governance and risk requirements. Performance Management Performance management is the process of efficiently linking an organization to an individuals’ strategies and tactics for desired operational outcomes. This fundamental approach to managing to objectives and key results is growing in business importance. We assert through 2025, one-half of organizations will realize the lack of focus on performance management across business processes has created unnecessary risk in decision-making efforts. The complexities of digital business have challenged organizations to ensure alignment to desired outcomes and performance within specified time periods. Business effectiveness and resilience requires dedicated applications designed for performance management across the workforce, supporting organizational goals and key performance indicators to align work to the objectives of the organization. Digital innovation in technology - from analytics to AI/ML - has accelerated the potential to gather intelligence to guide performance management processes that can detect variances and issues impacting overall outcomes. Our market research will help organizations identify the best methodologies and processes in applications that support the requirements for performance management. Combined with digital technologies like collaboration, communication, conversational computing and mobile technology, these applications can deliver the desired experience for everyone in the workforce. Sustainability & ESG Sustainability and ESG has become an essential priority for the entire executive team. Many organizations now have a chief sustainability officer to ensure a balance in the mission of profitability and efficiency to protect the environment and planet. Success requires leaders address the objectives for sustainability through a technology blueprint. We assert that through 2025, two-thirds of organizations will recognize the lack of applications and insight to optimize sustainability requiring analytics and planning-based performance management systems. The span of sustainability management is not limited to the direct activities and operations of an organization but also includes those of the extended demand and supply chain - the activities of anyone associated with the initiative, including people and resources. The science behind analytics and data to calculate the organization’s carbon footprint, for example, requires incorporating competencies, skills and knowledge from the industry into the organization. Planning and reporting must complement efforts to guide future direction. For many organizations, disparate activities to market and report corporate sustainability efforts does not necessarily translate to the processes and technology that support the initiative. The importance of a dedicated technology and team that works collaboratively across the organization to address change must be managed through an effective portfolio and work management to ensure progress is made over time. Our continuous market research will examine best practices and the technological impact of sustainability and ESG. Our expertise will help organizations prioritize technology and vendors in a common blueprint to focus on the necessary sustainability processes that can ensure adequate progress. Work Management Work management is the effective use of the portfolio of people and resources with technology that enable workers to conduct tasks and activities, delivering a specific outcome in a timely and efficient manner. It is not simply about being productive - it encompasses the experience of how work is done digitally to meet business objectives. While this might seem obvious, most of the software used by organizations was not designed around getting work done, but rather focuses on the utility of what work accomplishes. This emphasis on productivity can have the unintended consequence of negatively impacting the effectiveness of the software. We assert that through 2025, one-half of organizations will invest in work experiences and prioritize work management technologies that optimize use of time for task and activity execution. As organizations look to engage the workforce in the structured work of projects – and sometimes unstructured aspects of tasks – the juncture of these is where the opportunity lies to simplify work and guide it to expected and timely outcomes. This concept applies to work conducted in customer-facing areas across sales and service; marketing and operations that support front-office activities; or IT, manufacturing and supply-chain activities that are more structured and require a heightened sense of detail and governance. Our continuous market research will identify rapidly evolving best practices in the use of task and program management, blended with collaborative computing, to provide an engaging work experience across the entire organization. In 2023, a vendor assessment of products through our Value Index will help organizations secure the right technology. Every organization, no matter the industry or size, is a digital business capable of improving areas that impact organizational agility, support the needs of the workforce and focus on the sustainable efforts of everyone. While it is essential to place a priority on the digital experience, the fundamentals lie in the focus of the business and applications that enable an organization to balance priorities holistically to ensure the readiness and resilience of the organization. Once an organization establishes priorities for how it will focus its digital business investments, the path forward will become clear. Desired outcomes will be attained with effective preparation and strategy to achieve the organizational readiness and engaged workforce with the resilience required. To ensure your path is on course with the right digital priorities for 2023 and beyond, use this expertise and these focus areas as a filter for your own organizational efforts. Subscribe to our Ventana Research community at no cost to stay up-to-date on our 2023 research efforts. Check out our Digital Business expertise and focus areas for the detailed agenda and continuously updated 90-day calendar as well as more research facts and best practices. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Digital%20Business%20Market%20Agenda%20for%202023%20Effectiveness%20and%20Engagement.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Digital Business Market Agenda for 2022: Resilience and Readiness", "mainEntityOfPage": "https://marksmith.isg-one.com/digital-business-market-agenda-for-2022-resilience-and-readiness", "datePublished": "28/01/2022", "dateModified": "28/01/2022", "articleBody": "With the announcement of Ventana Research’s 2022 Market Agenda, our expertise in Digital Business continues to advance the market need for effective investments into technology, and I will outline here the key areas of focus to provide insights to organizations that can increase their organizational resilience and workforce readiness. We are proud to provide expertise on ensuring technological effectiveness through our market research and experience in providing guidance on trends and best practices. Digital business helps organizations ensure digital technology investments are effective, supporting the agility required for continued, successful operations every day of the year. Achieving the level of refinement to ensure business continuity requires a digital strategy that can sustain any market disruption. And for many organizations, the digital transformation intended to provide guidance on the strategy and effectiveness of applications and systems operating across private and public technology environments has had its challenges. The decades-long effort to continuously introduce technology that transforms the way organizations operate has had success but also failed to ensure readiness to operate under duress and ensure business continuity. “Virtual Business” was challenged in many dimensions in 2021, from the satisfaction and retention of the workforce to ensuring that processes could be digitally enhanced across the organization. Operating and living through “black swan” events - like the pandemic - has proven to be challenging to sustain through these abnormal conditions and duress. Unfortunately for many organizations, the result has been problematic with increased staff turnover and difficulty finding talent and replacements that meet existing compensation guidelines. This significant disruption has impacted organizations and while the virtual workplace for part of the workforce has continued, the uncertainty in its continuation by management without effective communications has left many with the belief that maybe there are other places to potentially work. This lack of communication and readiness highlights the need for a more refined strategy in 2022, ensuring an environment where the business and technology dimensions of an organization’s digital strategy are aligned. For 2022, we will continue to advance the necessity to ensure an effective digital business environment where business and technology leaders will need to continue their investment of resources and budget to address the need for continuous improvement. We assert that through 2024, after concerted investment into digital transformation, one-half of organizations will require a new digital business and technology agenda for organizational resilience. It is time for a concerted transformational effort to perfect the digital effectiveness of your organization, where technology links the business priorities and key objectives of the organizational readiness and workforce resilience. Our Digital Business expertise includes nine areas of focus: Business Continuity, Digital Communications, Digital Payments, Digital Security, Experience Management, Governance and Risk, Performance Management, Sustainability Management and Work Management. Business Continuity Business continuity and required planning help organizations define a strategy to successfully weather any market disruption. The practical reality is that most organizations lack the level of rigor necessary to ensure ongoing operations across every line of business - not just the IT operation. And this has created challenges where, by 2024, one-third of organizations will embrace business continuity planning to align digital technology investments to meet the demand of a virtualized customer, product and workforce environment. For 2022, we will explore the processes that organizations are taking to ensure the resilience of their digital strategies, including the portfolio of applications and technology in use and the fundamentals for evaluating existing and future investments. Our market research will identify best practices and assess and rate vendors’ potential to help ensure the right technology is deployed. Our dedicated focus of expertise ensures insights and guidance about the aspects of digital technology necessary to sustain business operations. Digital Communications Digital communications enable the organization and workforce to efficiently interact and collaborate with its customers, partners and suppliers in a secure manner. Our agenda reflects our work to assess technology and guide organizations’ use of a range of communication methods - from unified communication and videoconferencing to communication platforms as a service - that are converging into what we call digital communications. Unfortunately, by 2025, two-thirds of organizations will realize that enterprise-wide digital communications do not satisfy workforce expectations, resulting in decreased productivity and worker engagement. The rapid adoption across the enterprise of a wide range of technologies supporting communication and collaboration have created disruptions that require a unified approach for organizational readiness. We will examine the impact of using analytics with artificial intelligence and machine learning (AI/ML) to identify enhanced methods of effective communication. We will also consider the intersection of digital communication with other applications and tools needed for collaboration and operations. Whether worker, manager or others that need to interact, enhanced technology must facilitate an engaging work experience. Our market research is designed to produce best practices and insights on technology that helps organizations evaluate and prioritize digital communication options. Digital Payments Organizations are improving how to make it easier to conduct business with them, and payments of any manner are not always designed for efficiency between the parties involved and legacy investments from prior management in finance and technology have hampered their effectiveness. To be effective, organizations should make Digital Payments as efficient as possible. As the transfer of goods, services for their financial value in exchange for something similar in return that is agreed upon the parties involved is at the essence of what business is all about. The evolution of digital payments has been occurring over multiple decades, but the majority of organizations have not enabled the use of more recent technology to streamline finance or revenue interactions across every buying and selling channel. This includes the digital currencies and exchanges that are changing the way that monetary interactions have historically been conducted. To optimize the impact of digital payments requires the ability to securely govern the processes and technology investments with customers across all buying and selling channels. This includes the digital identity of the parties, and our assertion is that by 2025, one-third of organizations will establish digital identity technology platforms to streamline the security of digital payment processes. Our market research on digital payments will investigate the processes and technologies that can transform organizations’ ability to operate in the most expedited and secure manner possible. Digital Security An effective digital security strategy is essential to comprehensively address what has historically been a bifurcated approach to cyber and information security. These processes need to be embedded and governed across all digital technologies. Our market agenda focuses on the importance of comprehensive digital security as an essential priority to protect the people, processes and assets - including intellectual property - of an organization. Our examination of digital security will explore how dedicated technologies have evolved to ensure proper governance and risk mitigation necessary to operate in distributed organizations with disparate supporting systems, across hybrid-computing environments removed from a once-managed data center. The effective application of best practices can guide the integration and interconnection of these operations, while addressing security risks through technological advancements. Our market research on digital security will examine the lessons learned from 2021 - and earlier - that still plague digital technology across the enterprise, including applications for customers and partners. We will evaluate new methods for human-to-machine and machine-to-machine verification that use identity and presence to best secure people and assets. We assert that through 2024, over two-thirds of organizations will converge their cyber and information security efforts into digital security programs to ensure effective governance and protection of physical and digital assets. Experience Management Digital experiences across every line of business and process should be the focal point for continuous improvement to enable effective and rewarding experiences for the workforce, customers, and products and services. Our focus on experience management is intended to ensure the effectiveness of all processes and technologies used to increase the impact of investments. This focused approach to experiences can enable marketing, sales and supply-chain service agents to distinguish their operations in a differentiated manner. It is ineffective to focus solely on the customer experience as the entire journey and lifecycle. Managing the experience of everyone in the organization - and all constituents supporting this imperative - is key to measuring and improving the economic value of these interactions. We assert that by 2026, over two-thirds of organizations will realize that a lack of focus on the feedback from “Voice of the” programs intended to support customer, product and workforce hinder digital effectiveness. The necessity of experiences to guide the people and process engagement design elements - as well as the digital and technological components - are essential for the corporate brand as well as the human connection. Our market research will guide organizations’ needs, plans and attitudes on experiences for enterprise-focused, as well as specific business-focused, areas of expertise. Governance and Risk For organizations to be effective in what has historically been called governance, risk and compliance (GRC), it is critical to examine the proper placement of these practices relative to finance, operations and IT processes. Effective governance requires the knowledge of a group of professionals, and potentially a center of excellence, to ensure organization-wide best practices and compliance with policies and regulatory guidelines across geographic and statutory requirements. Significant advancements in digital technology provide an opportunity to identify and invest in new methods that enable streamlined governance and risk mitigation throughout the organization. One area of improvement is in the use of analytics where, in 2025, the lack of risk metrics used in decision-making processes by two-thirds of organizations will contribute to declined performance and lack of organizational readiness. Instrumenting workflow and policy-focused technology can help ensure tasks and activities are handled according to corporate and regulatory guidelines. Our market research will provide guidance on the essential technologies required to ensure that digital business is focused on the impact and value from operations, while minimizing the cost and time required to address the governance and risk requirements. Performance Management Performance management is the process of efficiently linking an organization’s strategies and tactics with operations for desired outcomes. This fundamental approach to managing to objectives and key results has experienced a new resurgence. We assert that through 2025, one-third of organizations will determine the lack of performance management within business units has led to sub-optimization that does not contribute to overall improvement. The complexities of digital business are creating new challenges for organizations’ ability to ensure alignment to the desired outcomes and performance within the time periods desired. This can be accomplished with dedicated applications designed for performance management across the workforce, supporting organizational goals for aligning work to the objectives of the organization. Advancements in digital technology - from analytics to AI and ML - have accelerated the potential to gather intelligence to guide performance management processes that can detect variances and issues impacting overall outcomes. Our market research will help organizations identify the best methodologies and processes in applications that adapt to the requirements for performance management. Combined with other advancing digital technologies like collaborative and conversational computing and mobile technology expectations, these applications can deliver the desired experience. Sustainability Management Sustainability management centers on promoting a balance in the mission of profitability and efficiency with the need to protect the environment. Success requires that leaders address the objectives for sustainability through planning and analytics, using dedicated applications that can best identify areas for change. By 2025, one-quarter of organizations will not be able to achieve sustainability management objectives without the need for environmental social governance (ESG) applications required to sustain continuous improvement. The span of sustainability management is not only limited to the direct activities and operations of an organization but also includes those of the extended supply chain - the activities of anyone associated with the initiative. The science behind analytics and data to calculate the organization’s carbon footprint, for example, requires incorporating competencies, skills and knowledge from the industry into the organization. For many organizations, the disparate activity to market the corporate sustainability efforts does not necessarily translate to the processes and technology that support the initiative. The importance of a dedicated team that works collaboratively across the organization to address change must be managed through an effective portfolio and work management to ensure that progress is made over time. Our continuous market research will examine best practices and the technological impact of sustainability management. Our expertise will help organizations prioritize technology and vendors to focus on the necessary sustainability processes that can ensure adequate progress. Work Management Work management is the integration of tools and methods that enable workers to conduct tasks and activities to a desired and timely outcome in an efficient manner. It is not simply about being productive - it encompasses the experience of how work is done digitally to meet business objectives. While this might seem obvious, most of the software organizations currently use was not designed around the experience of using it but rather focuses on the utility of what it accomplishes. This emphasis on productivity can have the unintended consequence of negatively impacting the effectiveness of the software. We assert that by 2025, one-half of organizations will deem existing project-management approaches ineffective to enable workforce resilience and providing business continuity. As organizations look to engage the workforce in the structured work of projects and unstructured guidance on tasks, the juncture of these is where the opportunity lies to simplify work and guide it to expected outcomes. This concept applies to work conducted in customer-facing areas across sales and service; marketing and operations that support front-office activities; or IT, manufacturing and supply-chain activities that are more structured and require a heightened sense of detail and governance. Our continuous market research will identify the rapidly evolving best practices in the use of task and program management, blended with collaborative computing, to provide an engaging work experience across the entire organization. Every organization, no matter the industry or size, is a digital business capable of improving areas that impact organizational agility and support the needs of the workforce. While it is essential to place a priority on the digital experience, the fundamentals lie in the focus of the business and applications that enable an organization to balance priorities holistically to ensure the readiness and resilience of the organization. Once an organization establishes priorities for how it will focus its digital business investments, the path forward will become clear. Desired outcomes will be achieved with effective preparation and strategy to the organizational readiness and workforce resilience required. To ensure your path for 2022 and beyond is on course with the right digital priorities, use this expertise and these focus areas as a filter for your own organizational efforts. Subscribe to our Ventana Research community at no cost to stay up to date on our 2022 research efforts. Check out our Digital Business expertise and focus areas for the detailed agenda and continuously updated 90-day calendar as well as more research facts and best practices. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202022_Resilience%20and%20Readiness.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Digital Communication Platforms Enable Better Work and Customer Experiences", "mainEntityOfPage": "https://marksmith.isg-one.com/digital-communication-platforms-enable-better-work-and-customer-experiences", "datePublished": "30/10/2021", "dateModified": "30/10/2021", "articleBody": "The age of digital communication platforms is upon us. The need has never been greater for an open and secure platform that satisfies the demand for enterprise-grade business and technology requirements. Overcoming today’s technology challenges is possible with a next-generation cloud-based delivery model that is both extensible and reliable. Organizations considering a digital communication platform can take decisive steps to ensure digital communications for everyone — inside, outside, everywhere, anytime, any location and on any device. There is significant demand for a new generation of modern communication tools. Unfortunately, the current state of digital communication in organizations is marked by splintered collections of email, messaging and conferencing tools that are not connected to each other. Ventana Research asserts that, by 2022, one-half of organizations will determine that technology used for unified communication is ineffective for meeting business continuity needs and falls short in open communication requirements for secured and seamless interactions across devices and people. Individuals within organizations have the need to connect and collaborate with others at any time for any purpose — under normal business conditions as well as abnormal conditions, when maintaining business continuity becomes critical. The expectation today is that communication tools are straightforward and easy to use, accessed via any electronic device and extend beyond internal communication to include interaction with customers, suppliers and other external partners. In particular, customers expect to easily communicate via any device in any channel, maintaining the context of the conversation. The workforce needs — and expects — to interact and collaborate at any time, inside or outside of an organization, no matter the location. A communication platform can impact worker and customer relations in significant ways: Improving communication tools enhances the worker experience within the organization. Our research finds that increasing customer satisfaction is a priority for 82% of participants, and worker satisfaction is a priority in almost one-half (47%) of organizations looking to improve interactions. The communication tools workers use with customers — in the call center, for instance — directly impact the quality of those interactions. Organizations must be able to trust that a communication platform can support continuous operation reliably and securely in the face of business continuity challenges. Black swan events like a pandemic can wreak havoc on standard business practices, even though organizations must maintain operations via remote workers. Business continuity requires resiliency in the organization’s tools, and communication resources are the digital backbone of every enterprise. The ability to operate using mobile devices (smartphones and tablets) in addition to traditional computers for emergency operations is a key requirement for organizational readiness. Ventana Research asserts that by 2022, one-third of organizations will determine that existing unified communications are insufficient to meet existing customer experience requirements and will select a modern, cloud-based service that is open and secure on any device or channel. The use of analytics and insights on workforce operations can help guide actions and improvements. There is confusion on technologies and strategies for digital communication, and it is not always clear which software should be deployed. The list of tools is broad and expanding, including full-fledged productivity suites from large software vendors as well as smaller, more focused collaboration tools using various styles of project-flow tracking and communication for teams. Furthermore, many enterprise business applications support communication and collaboration in ways that don’t integrate with other software used by the rest of the organization. The proliferation of tools that can be introduced quickly and easily has a downside: As departments make independent decisions regarding communication tools, the organization finds itself with communication silos due to the usage of disparate tools that do not integrate with each other. Security gaps in communication technology introduce risks. Communication platforms must be secured and trusted, with the ability to prevent intrusions at the platform and session level to ensure that unexpected users are not granted access. Single sign-on, multi-factor authentication and similar standards between the individual and the platform are essential. End-to-end encrypted communication outside the corporate network helps anticipate the next generation of cybersecurity issues. The majority of digital communication tools are not typically open platforms that connect to the full range of applications in use while also maintaining appropriate security. To achieve a modern communication platform vision, organizations must move away from proprietary connectors toward open application program interfaces developers use to integrate with applications. Ventana Research asserts that, through 2023, a new breed of unified digital communication platforms will evolve from today’s communication platform plus unified communication as-a-service (UCaaS) technology to meet contemporary enterprise requirements. The communication experience should be consistent for everyone in the organization, and tools should interoperate in a secure manner across applications used by each business unit. Organization can take decisive steps to evaluate communication platforms that support a range of use cases by: Examine whether cloud-based communication tools are truly enterprise-grade and ensuring platform completeness with requirements related to adaptability, reliability and manageability. Ensure robust security and the ability to appropriately govern organizational usage. Determine the vendor’s commitment to communication and track record of product development investment and innovation. The platform should be able to support large-scale communication needs of a contact center’s inbound and outbound customer interactions. Ensure the platform can support a diverse set of communication methods through messaging and video used across applications and within the platform. The ability to unify chat, video and voice in a single, secure platform supports the needs of virtual agents. Embedding communication methods like messaging and video within custom and out-of-the-box applications should be simple and available — no waiting for future releases of the platform. Ensure product experiences are simple and sophisticated through secure access and communication within the platform. Assess the usability of the platform, tools, applications and APIs to ensure that the software can be quickly and easily used by those who need it. Determine if the platform can audit communication at the organizational level to monitor and prevent large-scale event-based security. This includes the ability to support authentication and password-related resets by individual user or across the organization. By understanding what is possible with modern and open platforms and learning about the role of digital communication operating across cloud computing, you can better understand the limitations and impact of these applications. Examine the needs today and in the future, and do not compromise on the technology that is most important to operational effectiveness and productivity. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_MS_Digital%20Communication%20Platforms%20Enable%20Better%20Work%20and%20Customer%20Experiences.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Maximize Workforce Value with Technology for Work Management", "mainEntityOfPage": "https://marksmith.isg-one.com/maximize-workforce-value-with-technology-for-work-management", "datePublished": "27/10/2021", "dateModified": "27/10/2021", "articleBody": "To maximize the value of the workforce and the work conducted, organizations need to increase the effectiveness of workers assigned to critical, interrelated tasks. Doing so requires a commitment to planning the best use of workers and resources. Failing to do so can limit an organization’s ability to reach essential milestones and complete work related to business processes with customers, partners and across the supply chain. The business of work management is to ensure that work related to projects and programs is well-managed, and that repetitive tasks are supported by technology. Armed with automation, the opportunity exists to use intelligence about work and available resources to guide future actions and decisions. The challenge is that much of an organization’s technology can undermine productivity. For example, a constant flow of email messages, phone calls and instant messages can distract workers from the task at hand. The omnipresence of smartphones and tablets adds to the turmoil. Businesses must explore how to adapt to the rhythms and issues of work today, which include interruptions of text messages, social media notifications and virtual meetings. But it is important to provide technologically supported work experiences that are productive and simple for the workforce. Ventana Research asserts that through 2023, one-half of organizations will invest in the work experiences and prioritize work management technologies that optimize time and use of enterprise resources. In our benchmark research on next-generation business planning, fewer than one-half (40%) of organizations said that project plans are accurate. That is less than the overall average (47%) of accuracy across all types of planning. The research also finds significant variances in the accuracy of particular types of planning. In this regard, work management can be more challenging as resources have more varied dependencies and characteristics that are competing against time to get tasks completed. To unify work management, organizations should adopt an application that provides an integrated view of all activities and tasks and supports the use of other available job-specific tools. Such tools help define the variety of available people and material resources and tracks their utilization. The software should be able to operate beyond the enterprise to resources that are critical for the project, including contractors, customers, partners and suppliers. Dedicated work management software enables a range of key capabilities, including the ability to define and manage initiatives and projects independently or as part of a portfolio, identifying and tracking to completion tasks across resources, defining and adjusting budgets for projects that are combined into portfolios, assessing the actual versus plan costs of work and resources, determining the financial impact of changes, and performing scenario and trade-off planning to optimize work and resources. Our research finds that fewer than 10% of organizations perform work management and monitor the tasks conducted by resources very well. The value of a dedicated application is underscored when considering the potential shortcomings and the advantages of overcoming them. This return on investment has established work management as a category where technology is advancing rapidly to meet pressing needs. Ventana Research asserts that in 2023, and for productive workforce engagement to reach its potential, the work management applications category will become a critical priority for digital business. Applications designed for other purposes — from customer experience, professional services automation and enterprise resource planning – have unique methods to define and execute work. In effect, they prevent resources from working together across departments and business processes to achieve desired outcomes. This is especially true of desktop spreadsheets, which undermine efficiency in managing work across departments and the enterprise. Our research shows that about two-thirds of organizations use spreadsheets for project planning alone (32%) or with other applications (30%). Yet 40% of those organizations admitted that spreadsheets make it difficult to manage project planning processes. Effective dedicated applications manage work efficiently and provide capabilities for collaboration and mobility that enable workers to use them at any time or place. A large majority (85%) of research participants said they manage planning well and collaborate effectively or very effectively. However, only one-half (49%) of all organizations reported the ability to collaborate across all project plans. Capabilities for collaboration and mobility are part of the trend toward making business software as easy to use as the applications people rely on when not at work. We therefore recommend that usability be a key yardstick in evaluating products for work and resource management. Making an effective business case for adopting such software requires aligning the investment to critical objectives such as optimizing the customer experience and digitizing business processes. Improvement starts with unifying processes and applications that manage work and resources. Incremental changes that are part of a continuous improvement cycle save time and money related to human and material resources. But to benefit from work management, organizations need to be willing to change the current approach and, in many cases, the bad habits of alternative approaches. Work management is not just about automation but requires intelligence regarding work requirements that can guide notification of future issues to address. To assess the strategic value of managing work systematically, identify financial, customer and product benefits. Among the most important are the ability to: Maximize the utilization of all resources — internally and externally — by prioritizing work to completion. Improve the engagement of workers by increasing collaboration across teams. Provide visibility into the impact of work completed. Increase the organization’s responsiveness through the ability to make changes as needed. Assign appropriate responsibilities to workers and managers — and even third parties — that simplifies management, increases productivity and improves potential outcomes in a timely manner through the ability to prioritize work. Even modest improvements to productivity and the ability to prioritize activities and assigned tasks can justify the cost of investing in dedicated software. Combined, these steps enable organizations to align work and resources across departmental boundaries to larger objectives. But the real benefit should come from ensuring the software has the ability to apply intelligence to past, current and future work to continuously assess and engage any risk points leading to less-than-agreed-upon success. Organizations are apt to put off investments and priorities that appear complex, but getting started may be easier than it seems when following these five steps: Assess all the ways your organization currently manages work and associate-related resources. Identify the inefficiencies in current formal and informal planning approaches and prioritize the challenges. Quantify the value that will be realized from eliminating efficiencies and the value of improvement to the organization. Evaluate choices for technology that streamlines work processes and provides intelligence about work that can meet today’s challenges as well as future opportunities. Identify ways to maximize the potential of work and resources through unified processes and applications that use common data and analytics. Effective technology for work management cannot be ignored. Organizations must minimize costs and maximize efficiencies and effectiveness of work and associated internal and external resources. Once you understand the technology and applications available and assess your organization’s requirements, you’ll be able to minimize complexity and increase efficiency and effectiveness to innovate faster. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_MS_Maximize%20Workforce%20Value%20with%20Technology%20for%20Work%20Management.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Business of Work Management", "mainEntityOfPage": "https://marksmith.isg-one.com/the-business-of-work-management", "datePublished": "25/10/2021", "dateModified": "25/10/2021", "articleBody": "As the pace of digital innovation has accelerated, many organizations have found it harder to manage the portfolio of work conducted by the workforce to ensure timeliness and mitigate the risk of increased costs and resources. The challenges in managing the work related to project plans are not only to ensure the timeliness in performing and tracking the individual tasks and activities every single moment of the day, but also having the intelligence to adjust and guide all future work. The advent of work management is a systematic approach to prioritizing work and optimizing resources to perform at the desired levels. It requires dedicated applications designed to continuously monitor and streamline activities and processes in ways traditional spreadsheets and project management systems cannot. Ventana Research asserts by 2024, one-third of organizations will deem existing project management and work experiences ineffective to engage or motivate the workforce to be productive. We at Ventana Research define work management as a unified process to plan and execute work with activities and tasks using the allocated resources available. The variety of resources needed can be complicated to manage, as they include people, assets, technologies, facilities and even real estate. Each category has unique characteristics, so how they are used for work must be carefully planned and executed. Combining formal and informal ways of working in a framework that the organization uses to optimally manage its resources, conventional project management software cannot accommodate the flexibility this requires because it is rigidly structured and is unable to adapt to how people actually work. In contrast, more recent work management applications can respond to change efficiently and help increase the effectiveness of the organization. The use of work management is not only valuable to inside and within your organization but also essential for where you work with external constituents including contractors, customers, partners and suppliers. For example, engaging with customers and partners - from onboarding to operational work – and the respective organizations and parties involved. A unified set of activities and tasks within an application to manage work and resources can help managers communicate strategies and objectives related to plans. Our benchmark research on next-generation business planning finds that fewer than one-half (45%) of executives do this well or very well. In addition, most do not communicate in a timely fashion. Organizations that communicate about plans annually, rather than quarterly or monthly, cannot respond to changing circumstances as quickly, which undercuts the productivity of the workforce. Work management also helps workers focus on the important parts or priorities in their jobs and apply their skills fully to where it is needed the most. It thus enables organizations to be more agile and can help them gain advantages over less nimble competitors. Such an approach can empower and guide managers and workers to make wise choices about planning and assigning work – choices that achieve organizational goals. For managers, the need for insights about resources and availability is essential to know how to adapt and guide the path of projects and programs to inevitable success. They are able to identify changes in work patterns and priorities that are needed to attain optimal performance. Only about one-fourth (28%) of organizations in our research reported that they are able to review project plan details during meetings or immediately afterward; the balance takes longer to do so. Similarly, only about 1 in 4 (26%) can compare actuals to the plan within three business days. For effective planning, the ability to compare actuals vs. plans should be available at any time – it should not take longer than three days, but that is the situation for almost three-quarters (74%) of organizations. Systematically improving the ability to compare actuals to plans can have a significant impact to ensure continuous optimization of everyone’s work and resources are being utilized. Plans today cannot be static project documents; to be effective they must be dynamic and flexible and involve teams assembled across lines of business to yield outcomes that address the organization’s goals. For example, plans developed and shared flexibly across marketing, sales and customer service departments can increase efficiency in anticipating customer needs and ensuring customer satisfaction. Having such plans can enable the organization to better adapt to the realities of work today. Integrating work plans across lines of business is easier when all use a common framework. Here, also, most organizations can improve their performance. In our research, one-third or fewer said that they integrate project plans well or very well with those created in the lines of business, while a larger percentage said they do this just adequately. Managing work efficiently is critical to providing high levels of customer service for the company’s products and services. Many organizations do not manage work systematically; they have an array of disparate processes and applications that undercut productivity and create barriers to serving customers well. For example, organizations that organize task management via email and outlook or use spreadsheets for timeline management, and have a separate reporting tool for measuring achievement, continually waste substantial time in attempting to integrate these disparate systems and the data they contain. It is essential for organizations to gain consistency across lines of business and consolidate to simplify the technology that is used. Ventana Research asserts that through 2025, two-thirds of organizations will standardize on collaborative and task-oriented work management applications to ensure the portfolio of business processes and resources are utilized effectively. Examine work management to engage workers across your enterprise but also the processes that interact with your contractors, customers, partners and suppliers that encompasses the business processes that are essential for your and their success. To eliminate impediments to effective work and productivity, organizations should examine how they can unify work management and better utilize resources in the tasks they execute, and the intelligence needed to manage the dependencies required to reach critical timeframes. Organizations should look to have intelligence about work and the potential impediments that impact outcomes as just automating projects is not the only path to help operate more efficiently. By developing more effective capabilities to plan and define activities and conduct tasks, and having knowledge of available capacities and resources, organizations can achieve the level of readiness to reach expected outcomes from work management. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_MS_The%20Business%20of%20Work%20Management.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Strategic Planning for Performance Management", "mainEntityOfPage": "https://marksmith.isg-one.com/strategic-planning-for-performance-management", "datePublished": "12/10/2021", "dateModified": "12/10/2021", "articleBody": "Strategic planning has always been difficult. But it is even more so in this age of rapid digital transformation and the pressure of business continuity, which has introduced disruptive changes. What’s needed, ironically, is a methodical approach to how an organization manages strategic planning to allow for beneficial disruption that is not avoidable, balancing finance and operations, engaging existing expertise and factoring in technology to ensure that new initiatives can be strategically aligned to the goals and aspirations of the organization. In essence, the essential foundation for performance management is planning that can ensure its alignment or optimization in order to reach strategic objectives. The strategic form of planning for performance management translates organizational initiatives into the specific programs and outcomes that organizations need to ensure they maintain, or perhaps improve, their performance and competitiveness. The best strategic planning thus is not only focused on corporate objectives but is continuous, enabling the organization to dynamically compare how it’s currently performing to its plans and rapidly adapt as needed. In a business environment where digital transformation has occurred at a rapid pace, organizations need to be more agile and methodical in how they plan and operate and how they leverage their people and expertise. Strategic planning for digital transformation requires the ability to prioritize innovation and investments to benefit the customer, product and workforce experiences that are part of every organization’s strategic intent. Many organizations say they do strategic planning; few actually have adapted their business to use it effectively. Traditionally, an organization would develop strategic plans, set corporate objectives and goals for what needs to be achieved, create appropriate portfolios of projects, and then wait for improved outcomes. That is the continuous and strategic part of what performance management provides an organization. It’s usually a step-wise process, with the steps from strategy and plans to initiatives and programs only loosely coupled and managed, resulting in a path to expected outcomes that’s less than optimal. For most organizations, the strategic plan is defined in presentations, documents and spreadsheets that are neither connected nor managed to ensure that employees can access as needed and that goals and objectives are linked and measured. This less-than-optimal environment will not establish confidence in strategic planning, which should operate continuously and seamlessly. Strategic planning requires purpose-designed technology that can support this specific set of requirements. It is not always part of traditional planning applications or performance management that you might find from your traditional HR-focused providers used for annual performance reviews. Effective strategic planning, in addition to agility, needs financial support and leadership. Funding and financial investments must be available and directable to match the planning. And leadership must be enlightened, fact-based and agile as well. And here, as in so many aspects of business, no one person is as smart as the collective business management – dynamic ongoing collaboration is critical to drive the planning to optimal results. A roadmap for the continuous optimization of strategic planning using analytics can help organizations identify their level of readiness and effectiveness for truly achieving the spirit of performance management. Ventana Research asserts by 2023, one-third of organizations will evolve from performance management processes based on analytics and planning to ones that maximize outcomes using goals and objectives. Getting started with strategic planning requires a critical eye toward your current approach to this essential business process. If performing well, it is reflected both in operational changes in the organization and in the performance metrics that align to the objectives and associated strategies. If you have not been able to continuously plan, and have failed to adapt to changes in the business, then you look at how connected your planning links your strategic to operational initiatives. Assess the performance and process gaps and determine where cycle times or management oversight may not be ideal. This gap analysis can help you identify areas for improvement and, more importantly, where better priorities and funding – and perhaps more useful and effective technology – will help you develop a more unified and continuous approach. It’s critical to engage leadership in the evolution of the organization’s strategic planning – this is a digital transformation process for performance management that requires agility and confidence, and so responsibility must fall to those who lead the organization. To develop and execute on strategy expeditiously requires planning software that can support these processes. Every enterprise should manage its strategic plans and portfolios of programs in a way that provides not only a return on the financial investment but also business value and outcomes that are visible and managed with a common approach. Your organization can reach its full potential with a common framework that will enable you to optimize your strategy and plans as well as motivate and engage your workforce. What’s required is a business case that prioritizes the use of dedicated applications for strategic planning for performance management as well as the ability to apply iterative funding to ensure continuous improvement. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_MS_Strategic%20Planning%20for%20Performance%20Management.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Digital Business Market Agenda for 2021 and Beyond", "mainEntityOfPage": "https://marksmith.isg-one.com/digital-business-market-agenda-for-2021-and-beyond", "datePublished": "24/02/2021", "dateModified": "24/02/2021", "articleBody": "With the announcement of Ventana Research market agenda, a new expertise in Digital Business has been launched, I will outline the areas of focus that provide insights to organizations that can be used to optimize technology, increase agility and organizational readiness. We are proud to provide expertise on digital effectiveness through our research and insights on trends and best practices. Digital business helps organizations ensure digital technology investments are effective, supporting the agility and resilience necessary for continued, successful operation every day of the year. Achieving the level of refinement to ensure business continuity requires a digital strategy that can sustain any market disruption. “Business as usual” was challenged in every dimension in 2020, from the workforce and people to the processes that are the fabric of every organization. A “black swan” event - like the pandemic that paralyzed the world in 2020 - challenges organizations to quickly adapt to sustain operations under abnormal conditions and duress. Unfortunately for many organizations, the challenges of 2020 proved that digital transformations were not sufficiently prepared and tested, which led to significant disruptions that have yet to be fully addressed. This lack of business readiness highlights the need for a more refined strategy in 2021, ensuring an environment where everyone can work effectively under any circumstance. For 2021, we are introducing new focus areas that guide the strategic and operational elements needed in an effective digital business environment. This expertise is foundational for leaders responsible for directing these strategic efforts and achieving successful outcomes. We assert that through 2023, one-third of organizations will establish digital business as the digital transformation agenda to meet the needs for organizational readiness and business resilience. It is time for a concerted effort to perfect the digital effectiveness of your organization, where technology links the business priorities and key objectives. Our Digital Business expertise includes nine areas of focus: Business Continuity, Digital Communications, Digital Security, Digital Transformation, Experience Management, Governance and Risk, Performance Management, Sustainability Management and Work Management. Business Continuity Business continuity and required planning helps organizations define a strategy to successfully weather any market disruption. The practical reality is that most organizations lack the level of rigor necessary to ensure ongoing operation across every line of business - not just the IT operation. For 2021, we will explore the benefits of analyzing an organization’s digital transformation strategy, including the portfolio of applications and technology in use and the fundamentals for evaluating future investments. Our market research will identify best practices, and assess and rate vendors’ potential to help ensure the right technology is deployed. Our dedicated focus of expertise ensures insights and guidance for the aspects of digital technology necessary to sustain business operations. Digital Communications Digital communication enables the workforce, customers and partners to efficiently interact and collaborate in a secure manner. Our agenda reflects our work to assess technology and guide organizations’ use of a range of communication methods - from unified communication and videoconferencing to communication platforms as a service that are converging into what we call digital communications. The rapid adoption across the enterprise of a wide range of technologies supporting communication and collaboration have created disruptions that require a unified approach for organizational responsiveness. We will examine the impact of using analytics with artificial intelligence and machine learning to identify enhanced methods of effective communication. We’ll consider the intersection of digital communication with other applications and tools needed for collaboration and business. Whether worker, manager or others that need to interact, enhanced technology must facilitate a delightful work experience. Our market research is designed to produce best practices and insights on technology that help organizations evaluate and prioritize digital communication options. Digital Security An effective digital security strategy is essential to comprehensively address what has been a bifurcated approach to cyber and information security. These processes need to be embedded and governed across all digital technologies. Our market agenda focuses on the importance of comprehensive digital security as an essential priority to protect the people, processes and assets - including intellectual property - of an organization. Our examination of digital security will explore how dedicated technologies have evolved to ensure proper governance and risk mitigation necessary to operate in distributed organizations and disparate systems, across computing environments removed from a once-managed data center. The effective application of best practices can guide the integration and interconnection of these operations, while addressing security risks through technological advancements. Our market research on digital security will examine the lessons learned from 2020 - and earlier - that still plague digital technology across the enterprise, including applications for customers and partners. We will evaluate new methods for human-to-machine and machine-to-machine verification that use identity and presence to best secure people and assets. We assert that by 2023, over one-half of organizations will have overlooked information security’s role in evaluating digital technology, requiring a risk analysis and full assessment of existing agreements. Digital Transformation Digital transformation is intended to guide organizations on the strategy and effectiveness of applications and systems operating across private and public technology environments. The decades-long effort to continuously introduce technology that transforms the way organizations operate has had success, but also failed to ensure readiness to operate under duress and ensure business continuity. Popular cloud “lift and shift” strategies prove that the challenges are not the location of the technology but the ability for it meet the purpose and requirements of the workforce and business processes. As organizations look at digital transformation, the criteria should emphasize the effectiveness and experience of technology investments that streamline integration, and how those technologies are adapted to broader, enterprise-level requirements for workflow and efficiency. Governance and service level agreements that ensure manageability, reliability and security must be more explicit regarding the evaluation point for improvement. Our research will examine how the portfolio of technologies will enable the digital business to ensure organizational resilience required across the enterprise. Experience Management Digital experiences across every line of business and process should be the focal point for continuous improvement that enables streamlined and rewarding experiences for the workforce, customers, and products and services. Our focus on experience management is intended to ensure the effectiveness of all processes and technologies used to increase the impact of investments. This focused approach to experiences can enable marketing, sales and supply chain service agents to distinguish their operations in a differentiated manner. It is ineffective to focus solely on the customer experience as the entire journey and lifecycle. Managing the experience of everyone in the organization - and all constituents supporting the mission - is key to measuring and improving the economic value of these interactions. We assert that in 2024, two-thirds of organizations will optimize the engagement between people and machines by prioritizing experience management as a technological precedent for every business workflow. The necessity of experiences to guide the people and process design elements - as well as the digital and technological components - is essential for the corporate brand and also the human connection. Our market research will guide organizations’ needs, plans and attitudes on experiences for an enterprise as well as specific, business-focused areas of expertise. Governance and Risk For organizations to be effective in what has historically been called governance, risk and compliance, it’s critical to examine the proper placement of these practices relative to the finance, operations and IT processes. Effective governance requires the knowledge of a group of professionals and potentially a center of excellence to ensure organization-wide best practices and compliance with policies and regulatory guidelines across geographic and statutory requirements. Significant advancements in digital technology provide an opportunity to identify and invest in new methods that enable streamlined governance and risk mitigation throughout the organization. Instrumenting workflow and policy-focused technology can help ensure tasks and activities are handled according to corporate and regulatory guidelines. Our market research will provide guidance on the essential technologies required to ensure that digital business is focused on the impact and value from operations, while minimizing the cost and time required for governance and risk requirements. Performance Management Performance management is the process of efficiently linking an organization’s strategies with operations for desired outcomes. This fundamental approach to managing to objectives and key results has experienced a new resurgence. We assert that by 2023, one-fifth of organizations will standardize using “objectives and key results” methods in software to align the purpose and aspiration of workforce achievement to desired outcomes. The complexities of digital business are creating new challenges in the push to achieve critical objectives. This can be accomplished with dedicated applications designed for performance management across the workforce, supporting the organizational goal for more rigor aligning work to the objectives of the organization. Advancements in digital technology - from analytics to AI and ML - have accelerated the potential intelligence gathered from performance management that can detect variances and issues impacting overall performance. Our agenda will help organizations identify the best methodologies and processes in applications that adapt to the requirements for performance management. Combined with other advancing digital technologies like collaborative and conversational computing and mobile technology expectations, these applications can deliver the desired experience. Sustainability Management Sustainability management centers on promoting a balance in the mission of profitability and efficiency with the need to protect the environment. Success requires that leaders address the objectives for sustainability through planning and analytics, using dedicated applications that can best identify areas for change. The span of sustainability management is not limited to the direct activities of an organization, but includes those of the extended supply chain - the activities of anyone associated with the initiative. The science behind analytics and data to calculate the organization’s carbon footprint, for example, requires incorporating competencies, skills and knowledge from industry into the organization. For many organizations, the disparate activity to market sustainability efforts does not necessarily translate to the processes and technology that support the initiative. The importance of a dedicated team that works collaboratively across the organization to address change must be managed through an effective portfolio and work-management methods to ensure that progress is made over time. Our continuous market research will examine best practices and the technological impact of sustainability management. Our expertise will help organizations prioritize technology and vendors to focus on the necessary sustainability processes that can ensure adequate progress. Work Management Work management is the integration of tools and methods that enable workers to conduct tasks and activities in an efficient manner. It’s not simply about being productive - it encompasses the experience of how work is done digitally. While this might seem obvious, most of the software organizations currently use was not designed around the experience of using it but focuses on the utility of what it accomplishes. This emphasis on productivity can have the unintended consequence of negatively impacting the effectiveness of the software. We assert that through 2023, one-half of organizations will invest in the work experiences and priorities of work management technologies that optimize time and use of enterprise resources. As organizations look to engage the workforce in the structured work of projects and unstructured guidance on tasks, the juncture of these is where the opportunity lies to simplify work and guide it to expected outcomes. This concept applies to work conducted in customer-facing areas across sales and service, marketing and operations that support front-office activities, or IT, manufacturing and supply chain activities that are more structured and require a heightened sense of detail and governance. Our continuous market research will identify the rapidly evolving best practices in the use of task and program management, blended with collaborative computing to provide an engaging work experience across the entire organization. Every organization, no matter the industry or size, is a digital business capable of improving areas that impact organizational agility and support the needs of the workforce. While it’s essential to place a priority on the digital experience, the fundamentals lie in the focus of the business and applications that enable an organization to balance priorities holistically to ensure the readiness and resilience of the organization. Once an organization establishes priorities for how it will focus its digital business investments, the path forward will become clear. Desired outcomes will be achieved with effective preparation. To ensure your path for 2021 and beyond is on course with the right digital priorities, use this expertise and these focus areas as a filter for your own organizational efforts. Subscribe to our Ventana Research community at no cost to stay up-to-date on our 2021 research efforts. Check out our Digital Business expertise and topic areas for the detailed agenda and continuously updated 90-day calendar as well as more research facts and best practices. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_MS_Digital%20Business%20Market%20Agenda%20for%202021%20and%20Beyond.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "PTC Brings Innovation to Product Experiences", "mainEntityOfPage": "https://marksmith.isg-one.com/ptc-brings-innovation-to-product-experiences", "datePublished": "21/12/2020", "dateModified": "21/12/2020", "articleBody": "Augmented reality (AR) is a critical component of digital technology. The role of AR is to virtualize the visualization and engagement of assets and products with information that can enhance the value of it for many purposes including manufacturing, marketing, sales and service. Consider how manufacturing and field service organizations are starting to use AR technology for hands-free call-up of service manuals using glasses so technicians can verify progress without looking away from their work. The pandemic has created a challenge for every organization to operate in a continuous manner where direct access to assets and people is not easy or impossible. As I outlined in my perspective on business continuity, when millions of businesses are not able to engage directly or are in remote locations, the need to have extended access to product information as contextual as possible is essential. By 2023, one-third of organizations will adopt augmented and virtual reality technology to improve customer and product experiences and increase buyer engagement and satisfaction. Organizations should assess and determine the relevance of AR and virtualization to operations in what we call Extended Reality (XR). PTC, a technology provider for PLM and CAD solutions, Industrial IoT (IIoT) and AR, is a strategic software provider of enterprise-class AR called Vuforia that provides a platform and a set of tools to capture, design, simulate and deploy extended experiences. PTC has continued to invest into its portfolio of product lines that digitally streamlines the flow of information with visualization. To that end, PTC released Vuforia Engine 9.0 to advance its ability to produce immersive and engaging AR experiences by creating advanced models and simulations. Further incremental releases over the course of this year have continued to simplify the enterprise AR development and deployment opportunity. Vuforia’s latest release focuses on the usability and experience for developers, such as testing applications through its Vuforia Chalk, Vuforia Expert Capture and Vuforia Studio offerings. In addition, the release of the Vuforia Spatial Toolbox helps adapt AR with the motions of machines that traditionally happen in manufacturing. Given PTC’s track record of Vuforia releases, objections to the adoption of new technology have been mitigated such that any organization can plan for new efficiencies to record and engage in enterprise AR applications. Our analysis of PTC Vuforia finds the vendor's efforts to be leading the market in helping broaden the accessibility of AR capabilities to as many organizations and workforce functions as possible, but most importantly, PTC evolves the blending of spatial computing to support interaction and manipulation by enabling digital twin applications and human interaction with merged physical and digital environments. PTC Vuforia is a technologically advanced product that could become the defacto standard platform for enterprise AR on a variety of mobile and wearable devices. As with any nascent and emerging technology, its largest challenge remains broadening the community of ecosystem developers that are AR-enabling systems, platforms and applications. Enabling developers will increase adoption across more organizations and go beyond to include customers, partners and suppliers. Once achieved, a technology will be self-sustaining. The advancements by PTC Vuforia and use of the spatial toolkit enable its platform and tools to meet a broader set of developer requirements and use cases for organizations. PTC flexible licensing methods help ensure it can meet the needs of organizations including academics, agencies and developers. While there are other providers of AR technology, PTC’s global presence and investments continue to demonstrate its market commitment and increasingly creates a competitive barrier. The heightened pressure to operate and support business continuity requires that organizations examine methods to virtualize the customer and product operations found in AR. We assert that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. The advancements in AR that are blending with spatial computing align with our view that extended reality product experiences will help improve the accessibility, responsiveness and value for customers and workforce. You can learn more about the marketing and sales impact of AR for any organization in our white paper on this subject. Manufacturers that built a competency and skillset in AR will be more agile to manage this virtual product representation that can benefit both the demand and supply chain. Opportunities for PTC include expanding its integration to support product related processes and technology used in product lifecycle management (PLM) and product information management (PIM) systems. It could also benefit from strategies to accelerate more large-scale technology deployments that reach to consumers and targeted to mobile devices. Organizations providing physical products that need to be represented virtually for the purpose of marketing, sales and with customer and field service should evaluate how PTC Vuforia can innovate and enhance their processes to deliver better product experiences to their customers, partners and suppliers. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Extended_Reality%20copy.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Business Continuity: Establishing Organizational Readiness for Business Resilience", "mainEntityOfPage": "https://marksmith.isg-one.com/establishing-organizational-readiness-for-business-resilience", "datePublished": "30/11/2020", "dateModified": "30/11/2020", "articleBody": "Through 2021, one-half of organizations will realize that digital transformation (DX) investments have not met the organizational readiness requirements of business continuity, leading to a new focus on innovative digital technologies that more reliably sustain operations. Which processes does your organization need to prioritize most to operate continuously? Who are the organization’s stakeholders and champion coordinators that will be called upon when an incident arises? What business applications and technologies will help optimize your digital experiences? How can these approaches be applied to a long-term business strategy and planning process rather than a knee-jerk reaction to the unexpected? These questions and more are addressed in this Ventana Research Analyst Perspective. Join Ventana Research CEO & Chief Research Officer Mark Smith for this brief video as he uncovers the current market situation and recommends three steps that organizations can take to plan for business resilience.", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_MS_Business_Continuity_Establishing_Organizational_Readiness_for_Business_Resilience.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Business Continuity Imperative: The Workforce Experience and Human Capital Management in 2020 and Beyond", "mainEntityOfPage": "https://marksmith.isg-one.com/the-business-continuity-imperative-the-workforce-experience-and-human-capital-management-in-2020-and-beyond", "datePublished": "12/07/2020", "dateModified": "12/07/2020", "articleBody": "The workforce is an essential part of an organization’s overall business potential because it ensures continuous operations, even in black-swan events. The workforce is the core of the organization and should get the attention it deserves. In challenging times, a “customer-first” mentality tends to take hold — this is not unreasonable but in focusing on satisfying customers and opportunities, business leaders too often forget that the workforce experience is essential to achieving desired results. Fulfilling this objective requires technology designed to meet these human capital management (HCM) objectives. An organization’s agility and ability to invest adequate time and resources into the workforce experience is essential to an organization’s sustainability and operational effectiveness. Operating under duress during a crisis such as a global pandemic and achieving business continuity is a challenge for any organization’s skillset, particularly if digital transformation investments did not make it to business areas that needed it most — far too often, the workforce. In fact, Ventana Research asserts that through 2021, one-half of organizations will realize that digital transformation investments have not met the organizational readiness requirements of business continuity, leading to a new focus on innovative digital technologies that more reliably sustain operations. The business continuity imperative requires that organizations make it a priority to examine areas that are often overlooked and needed in the physical and virtual workplace but that make a meaningful impact on the workforce experience and HCM objectives. One such business area is engagement — leadership must support not just work processes but the needs of the workers, from compensation and benefits to straightforward processes and helpful technology. Managing the work experience and human capital processes in a simple yet sophisticated manner is not as easy as it should be because many existing applications were not designed to provide quick and easy answers to questions. Effective engagement requires a process that provides digital and virtual information that’s consistent no matter the channel, from employee or workforce self-service applications and portals to digital collaborative tools used to communicate with HR and managers that support an organizations HR helpdesk needs. It’s critical that organizations provide a digital experience that exceeds expectations, and this requires information that is easy to access and to update. The sustainability of every organization hinges on an effective workforce experience and technology investments that enable it to be interactive and fulfilling. Building Continuity through Human Capital Management Every organization should start by assessing all short- and long-term efforts related to the workforce experience related human capital management approach already in place. No matter where an organization manages worker information and knowledge of the skills and readiness of the workforce — whether from a dedicated approach such as an HCM system, or worse, from a tangle of custom applications — it must continuously improve the workforce experience. We assert that through 2022, one-half of organizations will realign HCM investments towards applications and tools that can directly improve the employee experience. Furthermore, organizations that haven’t yet unified human capital management and moved it to the cloud must make this an immediate priority. It’s more difficult to prepare for the readiness of the workforce and the information needed when it’s not managed in a unified manner that ensures an acceptable level of resiliency for business continuity. It is essential to go beyond conventional wisdom; applications in the cloud and mobile access are basic steps in digital transformation, but that doesn’t mean that everything will be just fine, or your organizations will have the agility required. We have all witnessed the peril of this mindset. Many current approaches lack agility and require significant improvements in processes and technology. One example of this dilemma is learning management systems (LMS) that do not adapt easilly to the immediate needs for newer curriculum that was needed to support business continutiy. The learning paths needed across specific line-of-business departments and inevitable experience has been essential for organizations to the meet the workforce readiness and engagement required Organizations should cultivate workforce information that encourages engagement — whether in the physical world or through digital efforts — to bolster more interactive workforce experiences. Doing this requires more intelligent, streamlined and automated workforce processes so employers and workers can focus on areas to engage and contribute effectively to objectives of the daily and weekly work. An organization’s investment in its workforce and streamlining processes and systems to support them will determine its success and this is impossible without high-quality, seamless digital experiences. In fact, Ventana Research asserts that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. Organizations must effectively engage a workforce to be effective and build a strong, mutually invested team. Success with business continuity is about more than just providing work schedules and posting new benefits information or supporting policy messaging. It’s not just about increasing levels of productivity and even sustaining those efforts in best and worst of times and under pressure and over time. Human capital management success is about increasing workforce readiness and satisfaction that delivers exceptional outcomes. A clear understanding of human capital management requires a platform that can manage the workforce — roles, responsibilities, skills, desires and aspirations across the organization, no matter the classification of worker. In addition, organizations should seek an HCM platform that enables them to manage the organization, processes and interactions in a way that delivers desired results. This includes the use of AI through intelligent virtual agents (IVA) that can address a portfolio of simple questions involving benefits, pay and even work processes. The use of IVA is a logical extension of every HR helpdesk and support of employee and worker self-service needs. In addition all interfaces should ensure that employee information and interaction are secure, whether digital or live with such machines or actual managers or HR professionals. This requires a level of digital security to prevent cybersecurity risks. Human capital management should do more than just enhance productivity for HR operations — it should have an impact on every worker. It should provide insights into critical metrics that indicate the health of the workforce including level of engagement to the readiness of them to perform work. A portfolio of critical people or workforce analytics should include forward-looking indicators to understand the variances in engagement that can lead to flight risk and worker readiness. It’s also worthwhile to examine turnover and understand underlying factors and assess the relationship the worker experience in terms of the work, managers and workers’ satisfaction in their roles. But metrics and a dashboard alone are insufficient; the real value comes from applying machine learning and uncovering challenges and opporutnities for improvement and provide immediate guidance on issues and recommendations for resolution. These insights about the workforce must be easy to consume and if presented using natural language and stories can impact the value desired from HCM investments. Through effective notifications an organization can put intelligence in the hands of the people that matter. This next generation of people analytics that focus on the people analytics that focus on the digital experience that I recently provided in my perspective on how to use data and analytics to achieve organizational success. The workforce experience unifies an organization’s efforts to not just sustain continuity but bring new value to human capital management efforts. It’s more about engagement than administration. Optimizing the workforce experience is more than just a nicety; it’s essential for every organization that looks to make the most of workforce engagement and relationships. To maintain business continuity in HCM during challenging times, an organization may need to offer flexibility in work schedules and even the type of work performed. This effort is important whether the work environment is from home or on the front lines of a pandemic; organizations should seek to provide an experience that goes beyond what the workforce expects. Without an optimized workforce experience, an organization won’t be able to elevate the worker experience; I recently discussed why this is a critical part of your mission for business continuity and beyond. Digital Workforce Communications is Essential Managing workforce experiences requires not just the right applications but ones that enable unified digital communications and collaboration that supports the work experience that I have discussed previously. Challenges such as a global pandemic or natural disasters demand digital communication across a distributed and potentially virtualized workforce; however, crises often shift priorities and engagement can suffer. Being collaborative and responsive in communications is important and organizations must design a program that’s comprehensive across all channels and valuable to all parties. This is what resiliency and business continuity is all about. Ventana Research asserts that through 2022, one-half of organizations will determine that their technology for unified communications is ineffective for meeting business continuity needs and falls short in the open communications requirements for secured and seamless interactions across devices and people. Organizations must ensure their digital communications can interoperate with the necessary applications and provide digital experiences that help engage the workforce directly and in the teams of workers that need it the most and are responsible for work. Organizations must enable digital collaboration among all parties in the workforce involved in the worker lifecycle to reduce friction and retain workforce. This collaboration as pointed out might be best addressed through conversational computing methods such as intelligent virtual agents, which are smarter than most bots and rapidly respond to the needs of the workforce and can also streamline response to communications. Engaging an organization in new, virtual ways is essential to enacting work management methods that best support workforce processes. It’s important that an organization rally its digital communications efforts during a crisis such as a pandemic, because effectiveness in enhancing workforce processes requires collaboration across the organization to manage work in an intelligent manner. To be effective, organizations should establish best practices and policies that guide improvement to workforce experiences, enhancing virtual interactions with workers and managers and leadership for business continuity. This includes supporting direct engagement with HR to handle questions at time of need. And organizations must keep this axiom of business continuity in mind: Applications and systems must support digital communications with the workforce outside of normal operations and in a secured manner. Workforce Experiences Matter Many organizations have managed the workforce as they have customers, products and sales — across an array of business applications — but few of these applications support a dedicated focus on optimizing engagement by providing consistent experiences across a range of business processes. A quality workforce experience requires the right technology, which currently we don’t find in the legacy HR applications, or even in many of the current HCM approaches. It’s important that an organization make investments into supporting HCM technology that uses an automated and intelligent approach to engaging the workforce, simplifying the execution of workforce-related tasks and activities to improve outcomes. The current movement in technology for HCM can help enhance the digital and virtual needs of the workforce using a common platform that can author and support endeavors to optimize interactions with the workforce, from full time to contractor. It’s important that an organization make investments into supporting HCM technology that uses an automated and intelligent approach to engaging the workforce, simplifying the execution of workforce-related tasks and activities to improve outcomes. Organizations must improve workforce experiences by assessing and prioritizing improvements to workforce processes to optimize engagement and readiness. Using the right technology is foundational to success and creates opportunities for breakthrough growth that far exceeds mere productivity improvements. The work-from-home and virtualization of the workforce efforts during a pandemic is a perfect example in how most organizations were not prepared and had to spend significant time as they had not prioritized business continuity. Sustainable growth in HCM and thus better workforce experiences are only possible when the organization is deliberate about the technology it uses to work collaboratively across the organization as well as with workforce and potential related parties that could be engagement with the organization from partners to suppliers. Organizations with a unified approach will find that it’s easier to achieve organizational agility when blended with digital communication platforms that are open and secure and that can help increase the velocity of engaging in and executing work. Organizations also should prioritize investments that enable more effective digital engagement with the workforce to ensure worker readiness. Investments into return-to-work processes with dedicated applications is critical, especially during or following a pandemic, to ensure the health and safety of the workforce. Ensuring the ability to attest to good health and the mental readiness of the workforce is essential. In addition, understanding the location of employees at home and at work can help ensure the support for any contact tracing needs. And clearly, organizations must be prepared to respond to workforce needs, from healthcare to well-being. To do these will need methods that use mobile devices to virtualize worker interactions that use technology that supports workflw and robotic process automation (RPA) that can streamline the needs to meet the health and safety requirements, and the direct engagement of the workforce. And performing work whether in a facility or a living room, can further enhance the workforce experience, thus increasing likelihood of their visibility to your supporting their well-being. Organizations should seek to establish or expand a Voice of the Workforce (VoW) program with a set of processes and technology that uses worker feedback and sentiment along with analytics and machine learning to gain insights to optimize workforce experiences. By 2022, only one-quarter of organizations will have a voice-of-the-workforce (VoW) program effective enough to improve workforce experiences. Organizations can better determine sentiment about the workforce experience by collecting feedback from workers at the time of daily engagement or when a benefit or service of the organization is utilized. If an organization is unable to capture and monitor interactions and online feedback from the workforce, then it’s probably missing the insights it requires to effectively improve the workforce experience. Continuous feedback can help increase productivity but, more importantly, the effectiveness of the organization. Additionally, sharing digital feedback such as worker reviews internally can instill confidence in the workforce. Smart Investments Matter Organizations must consider whether investments in applications and technology that support workforce experiences can be utilized across channels and systems and if they’re built from a cloud-based HCM system. Supporting the “engage to provide” process is significantly different than traditional employee experience processes. The right HCM technology includes a platform and applications to support the portfolio an organization needs to facilitate the enterprise needs for the distributed, and during times of business continuity, virtualized workforce. Investments should do more than automate HR functions in onboarding or benefits fulfillment. And this is why we assert that through 2023, one-third of organizations will initiate business continuity planning to realign the priority of technology investments required to operate seamlessly in a distributed and virtual manner in customer, product, supply chain and workforce processes. Smart investment requires an effective assessment of an array of applications and tools. A solid evaluation includes the following questions: Do your HCM technologies support the engagement and experience needed for your workforce across channels and systems? Do you have the workforce engagement processes to optimize experiences and increase worker satisfaction? Are you able to track engagement usage and provide insights to less than ready workers during a pandemic? Do you utilize an intelligent virtual agent (IVA) to provide immediate response to workers needs and issues? Can you manage your workforce readiness to manage engagement and experience targets? Do you have the return-to-work and work-from-home applications required to meet business continuity requirements? Are you able to have digital communications across the workforce in the organization — and in a secured and governed manner? Do you have the people analytics about your workforce that represent the spectrum of requirements from readiness to compensation retention? Can you monitor and engage your workforce with experiences that you can measure and methodically improve? Are you able to collaborate on specific tasks related to work to improve the quality of engagement and effectiveness of the workforce? Are you able to assess workforce satisfaction with a VoW program and use feedback to make improvements? A “no” answer to any of these questions indicates risk that could directly impact an organization’s potential with its workforce. Every organization, no matter the industry, the number of its employees or the size, has an opportunity to significantly improve its workforce experience. It’s critical that an application enable leaders and managers to adequately plan for and respond to needed changes, from black swan events to meeting typical business continuity obligations. Organizations are unwise to even consider any investments that aren’t mobile-ready and powered with collaboration methods across the workforce. We assert that by 2022, one-third of organizations will determine that their business applications are not suited to support their business continuity needs due to ineffective collaborative and mobile experiences, which are essential to operate seamlessly in a virtual environment. Every organization must ensure it has technology that can operate on a mobile device and in a remote location, including from the couch and home office. Organizations should be ruthless about any operation that impairs the workforce experience. While organizations have spent significant resources and efforts on digital transformation in the form of automation and efficiency improvements, a far more important consideration is whether those investments provide the impact to the work desired and can support a focus on HCM that enables workforce experiences. Partner with Finance It’s difficult to overstate the importance of teamwork needed with finance when it comes to HCM and the engagement and retention of an effective workforce. This focus on workforce experience might be managed by the Chief HR Officer (CHRO) and should also be with the COO. Those in this role are tasked with looking at engagement and readiness of the workforce hired to perform roles no matter how small or large. In one way or another this is all related to costs and margins that are part of financial performance. Smart finance organizations have developed workforce models to assess any risk variables that can impact the organization’s ability to retain and optimize productivity of the workforce. A successful workforce-focused organization goes further, embracing collaborative and continuous workforce planning for all aspects of their workforce, including recruiting, compensation, benchmarking, retention, as well as the recognition in potential bonuses, incentives and rewards for those who are responsible for contributing to health and performance. A focus on HCM and workforce experience is the foundation of both finance and operational leadership, but the “softer side” of the relationship with the workforce is just as important for ensuring business continuity and worker relationships. The CFO and finance leadership need to actively support working closely with those who manage workforce relationships to examine potential investments that engage and improve the worker experience. Success requires engagement, not just fulfilling and responded to the requests of the workforce with operational efficiency. Similarly, legacy investments into HR and ERP to knit together workforce processes is insufficient, especially when it comes to the engagement and readiness of the workforce. For this reason, we assert that by 2022, one-half of HCM system buyers will consider a new HCM system only if it supports organizational readiness assessments. Unfortunately, finance might not understand HCM and the associated workforce applications nor the value they provide. Technology vendors might not have not done a great job marketing and selling their offering to the office of finance. This should not be an impediment for finance, but an opportunity for workforce and operations leadership to develop a working plan that unifies their efforts with a common platform and applications that optimize the workforce experience and maximize worker readiness to engage. And of course, this plan should include continuous workforce planning and analytics that helps model, benchmark and analyze the workforce from the entire lifecycle of the relationship with the organization. Executive teams and even boards of directors are responsible for ensuring that investments into the workforce experience and HCM will support the needs of today and in the future. Next Steps In times of crisis such as the current global health pandemic, when business continuity is a top priority, organizations mustn’t neglect digital investments in the workforce experience, especially if it has not previously been a focal point of executive leadership or a team involved with worker processes, whether recruiting, engaging and retaining them. A superior workforce experience demands technology that supports processes that improve productivity and the overall digital effectiveness in HCM. Leadership that invests in managing workforce and related processes can have a profound impact on worker engagement and an organization’s ability to reach expected productivity and performance expectations. Continuous improvement is a shared responsibility across business and IT leadership, and impossible to do without HCM designed to optimize the engagement and experience of the workforce. This approach is not about technology for managing or providing information but the actual engagement and interactions with workers to meet their needs. It’s about a dedicated approach to HCM that’s focused on the experiences and processes related to the workforce and unfortunately many organizations continue to lack. Antiquated methods such as one-off extensions to an HCM, HRMS or payroll system are not always designed for the engagement more than just the administration and tracking of interactions and they certainly don’t provide a modern digital experience. One-off technology approaches can decrease productivity, diminish accountability and increase risk. It is critical that organizations, especially in times of duress, use business continuity as a driver to engage the workforce through the intelligent use of HCM systems, and thus should examine their investments in technologies. If you are not sure how to approach improving the digital aspects of your HCM needs and workforce experience — and thus engagement and performance — through the lens of business continuity, there are specific steps that every organization should take, similar to the steps outlined in my perspective on the imperative for digital innovation in business continuity. The effective use of digital technologies can reinvent the workforce experience — for every worker no matter their relationship with the organization — requires the right lens that can support business continuity and not distract from it, which can ensure a more comprehensive approach. Most organizations have realized this and are making it a priority to be more prepared. We assert that by 2022, after a decade of concerted efforts in digital transformation, one-half of organizations will not have established business continuity as an investment priority and will not be prepared to operate in a future pandemic or crisis, which will lead to increased operational risks. To achieve business continuity, optimize underlying workforce processes and technology for your organization as well as for your HCM efforts. This can have an immediate impact on top- and bottom-line results and reflects the priority you place on your workforce experience. Once your organization has an effective approach to digitally secure and open communications, along with the right tools for HCM and leadership committed to delivering an optimal workforce experience, you can be assured that your organization is built to last. Ensure that existing and future HCM technology investments are designed for effective engagement and a fantastic workforce experience, not just for automation and efficiency. The workforce experience is much more than just the digital, or the user experience (UX) of your existing applications. Every worker matters, as does the internal team in your organization dedicated to designing the processes that support them. The entire executive team — the CEO’s staff, the CMO, CFO, CIO, CCO, COO, CRO, and the Chief Digital or Innovation Officers— should be aware of the strategy and plans for optimizing workforce and especially should be led by the CHRO or head of people and human resources. Organizational leadership needs to ensure they embrace HCM and the discipline it entails throughout the organization. The future depends on the active involvement of those who see building sustainable workforce experiences as fundamental to business continuity and determining the flexibility to engage and retain every worker. Determining your path forward for 2020 and beyond requires an effective strategy and an understanding of how to best sustain the required business continuity for your organization. Make sure you are using applications and technology for HCM that can truly provide an effective workforce experience that’s focused on engagement and sustainable long-term relationships. Regards, Mark", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Images/Research_Agendas/Research_Assertions/2020/CX/Voice_of_the_Workforce_1200708.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "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: '1385', pageId: '4167680152', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "430956efc27239f7c173791aa08269ce", 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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Mark Smith's Analyst Perspectives | Business Continuity