Robert Kugel's Analyst Perspectives | Workforce Performance Management (WPM)

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class="minimal-mobile-menu-link"><span>Natural Language Processing</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/customerexperience" class="minimal-mobile-menu-link"><span>Customer Experience</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/agentmanagement" class="minimal-mobile-menu-link"><span>Agent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/contactcenter" class="minimal-mobile-menu-link"><span>Contact Center</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/customerexperiencemanagement" class="minimal-mobile-menu-link"><span>Customer Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/fieldservice" class="minimal-mobile-menu-link"><span>Field Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/intelligentselfservice" class="minimal-mobile-menu-link"><span>Intelligent Self-Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/voiceofthecustomer" class="minimal-mobile-menu-link"><span>Voice of the Customer</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitalbusiness" class="minimal-mobile-menu-link"><span>Digital Business</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-applications" class="minimal-mobile-menu-link"><span>Digital Applications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digitalcommunications" class="minimal-mobile-menu-link"><span>Digital Communications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-intelligence" class="minimal-mobile-menu-link"><span>Digital Intelligence</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-operations" class="minimal-mobile-menu-link"><span>Digital Operations</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/experiencemanagement" class="minimal-mobile-menu-link"><span>Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/generative-ai" class="minimal-mobile-menu-link"><span>Generative AI</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/performancemanagement" class="minimal-mobile-menu-link"><span>Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/sustainabilityandesg" class="minimal-mobile-menu-link"><span>Sustainability & ESG</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/workmanagement" class="minimal-mobile-menu-link"><span>Work Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitaltechnology" class="minimal-mobile-menu-link"><span>Digital Technology</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/businesscontinuity" class="minimal-mobile-menu-link"><span>Business Continuity</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/cloudcomputing" class="minimal-mobile-menu-link"><span>Cloud Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/devops" class="minimal-mobile-menu-link"><span>DevOps and Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/digitalsecurity" class="minimal-mobile-menu-link"><span>Digital Security</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/intelligentautomation" class="minimal-mobile-menu-link"><span>Intelligent Automation</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/internetofthings" class="minimal-mobile-menu-link"><span>IoT and Edge Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/itops" class="minimal-mobile-menu-link"><span>ITOps</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/it-service-management" class="minimal-mobile-menu-link"><span>IT Service Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/observability" class="minimal-mobile-menu-link"><span>Observability</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/humancapitalmanagement" class="minimal-mobile-menu-link"><span>Human Capital Management</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/employeeexperience" class="minimal-mobile-menu-link"><span>Employee Experience</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/learningmanagement" class="minimal-mobile-menu-link"><span>Learning Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/payrollmanagement" class="minimal-mobile-menu-link"><span>Payroll Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/talentmanagement" class="minimal-mobile-menu-link"><span>Talent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/totalcompensationmanagement" class="minimal-mobile-menu-link"><span>Total Compensation Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/workforcemanagement" class="minimal-mobile-menu-link"><span>Workforce Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/marketing" class="minimal-mobile-menu-link"><span>Marketing</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/customerdataplatforms" class="minimal-mobile-menu-link"><span>Customer Data Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalexperienceplatforms" class="minimal-mobile-menu-link"><span>Digital Experience Platform</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalmarketing" class="minimal-mobile-menu-link"><span>Digital Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/intelligentmarketing" class="minimal-mobile-menu-link"><span>Intelligent Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/marketingperformancemanagement" class="minimal-mobile-menu-link"><span>Marketing Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/productexperiencemanagement" class="minimal-mobile-menu-link"><span>Product Experience Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeoffinance" class="minimal-mobile-menu-link"><span>Office of Finance</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/businessplanning" class="minimal-mobile-menu-link"><span>Business Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/digitalfinance" class="minimal-mobile-menu-link"><span>Digital Finance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/erpandcontinuousaccounting" class="minimal-mobile-menu-link"><span>ERP & Continuous Accounting</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/consolidate-and-close-management" class="minimal-mobile-menu-link"><span>Consolidate & Close Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/procure-to-pay" class="minimal-mobile-menu-link"><span>Procure-to-Pay</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/order-to-cash" class="minimal-mobile-menu-link"><span>Order-to-Cash</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeofrevenue" class="minimal-mobile-menu-link"><span>Office of Revenue</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/digitalcommerce" class="minimal-mobile-menu-link"><span>Digital Commerce</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/partnermanagement" class="minimal-mobile-menu-link"><span>Partner Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenuemanagement" class="minimal-mobile-menu-link"><span>Revenue Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenueperformancemanagement" class="minimal-mobile-menu-link"><span>Revenue Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/salesengagement" class="minimal-mobile-menu-link"><span>Sales Engagement</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/subscriptionmanagement" class="minimal-mobile-menu-link"><span>Subscription Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/operationsandsupplychain" class="minimal-mobile-menu-link"><span>Operations & Supply Chain</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousplanning" class="minimal-mobile-menu-link"><span>Continuous Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousupplychainanderp" class="minimal-mobile-menu-link"><span>Continuous Supply Chain & ERP</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/productinformationmanagement" class="minimal-mobile-menu-link"><span>Product Information Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/propertytechnology" class="minimal-mobile-menu-link"><span>Property Technology</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/supplierrelationshipmanagement" class="minimal-mobile-menu-link"><span>Supplier Relationship Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/sustainabilitymanagement" class="minimal-mobile-menu-link"><span>Sustainability Management</span></a></span> </li> </ul> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industries" class="minimal-mobile-menu-link"><span>Industries</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/automotive" class="minimal-mobile-menu-link"><span>Automotive</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/banking" class="minimal-mobile-menu-link"><span>Banking</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/consumer-products" class="minimal-mobile-menu-link"><span>Consumer Products</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/financial-services" class="minimal-mobile-menu-link"><span>Financial Services</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/food-beverage" class="minimal-mobile-menu-link"><span>Food & Beverage</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/healthcare" class="minimal-mobile-menu-link"><span>Healthcare</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/hospitality" class="minimal-mobile-menu-link"><span>Hospitality</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/insurance" class="minimal-mobile-menu-link"><span>Insurance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/manufacturing" class="minimal-mobile-menu-link"><span>Manufacturing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/media-entertainment" class="minimal-mobile-menu-link"><span>Media & Entertainment</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/real-estate" class="minimal-mobile-menu-link"><span>Real Estate</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/retail" class="minimal-mobile-menu-link"><span>Retail</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/research" class="minimal-mobile-menu-link"><span>Research</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/research/market-agendas" class="minimal-mobile-menu-link"><span>Market Agendas</span></a></span> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://blog.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Analyst Perspectives</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://davidmenninger.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>David Menninger</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://jefforr.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Jeff Orr</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://keithdawson.isg-research.net" class="minimal-mobile-menu-link"><span>Keith Dawson</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://marksmith.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Mark Smith</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://mattaslett.isg-research.net" class="minimal-mobile-menu-link"><span>Matt Aslett</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://matthewbrown.isg-research.net" class="minimal-mobile-menu-link"><span>Matthew Brown</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://robertkugel.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Robert Kugel</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://stephenhurrell.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Stephen Hurrell</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a 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The software facilitates rapid creation and frequent updating of integrated company plans by making it easy for individual business functions to create their own plans while allowing headquarters to connect them to create a unified view. I coined the term “integrated business planning” a decade ago to highlight the potential for technology to substantially improve the...</p> </div> <a href="https://robertkugel.isg-research.net/2015/11/12/tidemark-enables-more-effective-business-planning"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/planning">Planning</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://robertkugel.isg-research.net/topic/marketing-planning">Marketing Planning</a>, <a href="https://robertkugel.isg-research.net/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-research.net/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-research.net/topic/human-capital-2">Human Capital</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://robertkugel.isg-research.net/topic/business-mobility">Business Mobility</a>, <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://robertkugel.isg-research.net/topic/tidemark">Tidemark</a>, <a href="https://robertkugel.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://robertkugel.isg-research.net/topic/demand-planning">Demand Planning</a>, <a href="https://robertkugel.isg-research.net/topic/integrated-business-planning">Integrated Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/project-planning">Project Planning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2015/04/30/adaptive-insights-highlights-importance-of-strategic-finance">Adaptive Insights Highlights Importance of Strategic Finance</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">30 April 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_planning_software_provides_faster_answers_updated.png?width=200&name=vr_ibp_planning_software_provides_faster_answers_updated.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_planning_software_provides_faster_answers_updated.png?width=100&name=vr_ibp_planning_software_provides_faster_answers_updated.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_planning_software_provides_faster_answers_updated.png?width=200&name=vr_ibp_planning_software_provides_faster_answers_updated.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_planning_software_provides_faster_answers_updated.png?width=300&name=vr_ibp_planning_software_provides_faster_answers_updated.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_planning_software_provides_faster_answers_updated.png?width=400&name=vr_ibp_planning_software_provides_faster_answers_updated.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_planning_software_provides_faster_answers_updated.png?width=500&name=vr_ibp_planning_software_provides_faster_answers_updated.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ibp_planning_software_provides_faster_answers_updated.png?width=600&name=vr_ibp_planning_software_provides_faster_answers_updated.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><a href="http://www.adaptiveinsights.com/" target="_blank"><span style="text-decoration: underline;">Adaptive Insights</span></a> held its annual user group meeting recently. A theme sounded in several keynote sessions was the importance of finance departments playing a more strategic role in their companies. Some participating customers described how they have evolved their planning process from being designed mainly to meet the needs of the finance department into a useful tool for managing the entire business. Their path took them from doing basic financial budgeting to planning focused on improving...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2015/04/30/adaptive-insights-highlights-importance-of-strategic-finance"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/planning">Planning</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-research.net/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-research.net/topic/human-capital-2">Human Capital</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain">Supply Chain</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://robertkugel.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://robertkugel.isg-research.net/topic/demand-planning">Demand Planning</a>, <a href="https://robertkugel.isg-research.net/topic/integrated-business-planning">Integrated Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/project-planning">Project Planning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2015/04/28/saas-buyers-and-customers-beware-data-issues-are-cloudy">SaaS Buyers and Customers Beware: Data Issues are Cloudy</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">27 April 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_dac_01_importance_of_cloud_data.png?width=200&name=vr_dac_01_importance_of_cloud_data.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_dac_01_importance_of_cloud_data.png?width=100&name=vr_dac_01_importance_of_cloud_data.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_dac_01_importance_of_cloud_data.png?width=200&name=vr_dac_01_importance_of_cloud_data.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_dac_01_importance_of_cloud_data.png?width=300&name=vr_dac_01_importance_of_cloud_data.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_dac_01_importance_of_cloud_data.png?width=400&name=vr_dac_01_importance_of_cloud_data.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_dac_01_importance_of_cloud_data.png?width=500&name=vr_dac_01_importance_of_cloud_data.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_dac_01_importance_of_cloud_data.png?width=600&name=vr_dac_01_importance_of_cloud_data.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>There’s a long history of companies not paying close enough attention to the contractual elements of acquiring software. Today, this extends into the world of cloud computing. Many companies are choosing to acquire software services through cloud-based providers and increasingly rely on access to cloud-based data, as is shown by <a href="//www.ventanaresearch.com/DataAndAnalyticsintheCloud/" target="_blank"><span style="text-decoration: underline;">our forthcoming benchmark research</span></a>, in which a large majority of participating companies said that having access to data in the cloud is important or very important. As...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2015/04/28/saas-buyers-and-customers-beware-data-issues-are-cloudy"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/saas">SaaS</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/contract">contract</a>, <a href="https://robertkugel.isg-research.net/topic/e-discovery">e-discovery</a>, <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://robertkugel.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2015/02/25/integrated-business-planning-is-more-effective">Integrated Business Planning Is More Effective</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">24 February 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better1-1.png?width=200&name=vr_ngbp_02_integrated_planning_works_better1-1.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better1-1.png?width=100&name=vr_ngbp_02_integrated_planning_works_better1-1.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better1-1.png?width=200&name=vr_ngbp_02_integrated_planning_works_better1-1.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better1-1.png?width=300&name=vr_ngbp_02_integrated_planning_works_better1-1.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better1-1.png?width=400&name=vr_ngbp_02_integrated_planning_works_better1-1.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better1-1.png?width=500&name=vr_ngbp_02_integrated_planning_works_better1-1.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better1-1.png?width=600&name=vr_ngbp_02_integrated_planning_works_better1-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research recently released the results of our <a href="//www.ventanaresearch.com/NextGenBusinessPlanning/" target="_blank"><span style="text-decoration: underline;">Next-Generation Business Planning benchmark research</span></a>. Business planning encompasses all of the forward-looking activities in which companies routinely engage. The research examined 11 of the most common types of enterprise planning: capital, demand, marketing, project, sales and operations, strategic, supply chain and workforce planning, as well as sales forecasting and corporate and IT budgeting. We also aggregated the results to draw...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2015/02/25/integrated-business-planning-is-more-effective"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-research.net/topic/planning">Planning</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/sales">Sales</a>, <a href="https://robertkugel.isg-research.net/topic/social-media">Social Media</a>, <a href="https://robertkugel.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-research.net/topic/marketing">Marketing</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-research.net/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-research.net/topic/controller">Controller</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-research.net/topic/in-memory">In-memory</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain">Supply Chain</a>, <a href="https://robertkugel.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://robertkugel.isg-research.net/topic/capital-spending">capital spending</a>, <a href="https://robertkugel.isg-research.net/topic/demand-management">demand management</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-research.net/topic/financial-reporting">financial reporting</a>, <a href="https://robertkugel.isg-research.net/topic/fpm">FPM</a>, <a href="https://robertkugel.isg-research.net/topic/integrated-business-planning">Integrated Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/sop">S&OP</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2014/12/19/deciding-when-to-replace-erp-is-complicated">Deciding When to Replace ERP Is Complicated</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">19 December 2014 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nextgenworkforce_are_new_applications_needed-2.png?width=200&name=vr_nextgenworkforce_are_new_applications_needed-2.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nextgenworkforce_are_new_applications_needed-2.png?width=100&name=vr_nextgenworkforce_are_new_applications_needed-2.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nextgenworkforce_are_new_applications_needed-2.png?width=200&name=vr_nextgenworkforce_are_new_applications_needed-2.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nextgenworkforce_are_new_applications_needed-2.png?width=300&name=vr_nextgenworkforce_are_new_applications_needed-2.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nextgenworkforce_are_new_applications_needed-2.png?width=400&name=vr_nextgenworkforce_are_new_applications_needed-2.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nextgenworkforce_are_new_applications_needed-2.png?width=500&name=vr_nextgenworkforce_are_new_applications_needed-2.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nextgenworkforce_are_new_applications_needed-2.png?width=600&name=vr_nextgenworkforce_are_new_applications_needed-2.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>A company’s enterprise resource planning (ERP) system is one of the pillars of its record-keeping and process management architecture and is central to many of its critical functions. It is the heart of its accounting and financial record-keeping processes. In manufacturing and distribution, ERP manages inventory and some elements of logistics. Companies also may use it to handle core human resources record-keeping and to store product and customer master data. Often, companies bolt other...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2014/12/19/deciding-when-to-replace-erp-is-complicated"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/erp">ERP</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/cio">CIO</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/data">Data</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/hr">HR</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://robertkugel.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2014/09/29/infor-advances-business-computing">Infor Advances Business Computing</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">29 September 2014 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png?width=200&name=vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png?width=100&name=vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png?width=200&name=vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png?width=300&name=vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png?width=400&name=vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png?width=500&name=vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png?width=600&name=vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Infor recently held its annual Inforum user group meeting, along with a series of sessions with analysts. The $2 billion business software company has products in the major categories of <a href="http://www.infor.com/solutions/fms/" target="_blank">ERP (including enterprise financial management)</a>, <a href="http://www.infor.com/solutions/hcm/" target="_blank">human capital management</a>, <a href="http://www.infor.com/solutions/crm/" target="_blank">customer relationship management</a> and <a href="http://www.infor.com/solutions/pm/" target="_blank">performance management</a> among others.</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2014/09/29/infor-advances-business-computing"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/microsoft">Microsoft</a>, <a href="https://robertkugel.isg-research.net/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-research.net/topic/saas">SaaS</a>, <a href="https://robertkugel.isg-research.net/topic/sales">Sales</a>, <a href="https://robertkugel.isg-research.net/topic/salesforce-com">Salesforce.com</a>, <a href="https://robertkugel.isg-research.net/topic/erp">ERP</a>, <a href="https://robertkugel.isg-research.net/topic/hcm">HCM</a>, <a href="https://robertkugel.isg-research.net/topic/human-capital">Human Capital</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/dynamics-ax">Dynamics AX</a>, <a href="https://robertkugel.isg-research.net/topic/dynamics-gp">Dynamics GP</a>, <a href="https://robertkugel.isg-research.net/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL</a>, <a href="https://robertkugel.isg-research.net/topic/kenandy">Kenandy</a>, <a href="https://robertkugel.isg-research.net/topic/psa">PSA</a>, <a href="https://robertkugel.isg-research.net/topic/sage-software">Sage Software</a>, <a href="https://robertkugel.isg-research.net/topic/unit4">Unit4</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financialforce">FinancialForce</a>, <a href="https://robertkugel.isg-research.net/topic/hr">HR</a>, <a href="https://robertkugel.isg-research.net/topic/infor">Infor</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://robertkugel.isg-research.net/topic/workday">Workday</a>, <a href="https://robertkugel.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://robertkugel.isg-research.net/topic/hana">HANA</a>, <a href="https://robertkugel.isg-research.net/topic/plex">Plex</a>, <a href="https://robertkugel.isg-research.net/topic/professional-services-automation">Professional Services Automation</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2014/09/22/oracle-financials-is-in-the-cloud">Oracle Financials is in the Cloud</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">22 September 2014 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-1.png?width=200&name=vr_office_of_finance_01_erp_replacement-1.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-1.png?width=100&name=vr_office_of_finance_01_erp_replacement-1.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-1.png?width=200&name=vr_office_of_finance_01_erp_replacement-1.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-1.png?width=300&name=vr_office_of_finance_01_erp_replacement-1.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-1.png?width=400&name=vr_office_of_finance_01_erp_replacement-1.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-1.png?width=500&name=vr_office_of_finance_01_erp_replacement-1.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-1.png?width=600&name=vr_office_of_finance_01_erp_replacement-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Like most vendors of on-premises ERP and financial management software, in moving to the cloud Oracle has focused on developing for existing and potential customers the option of multitenant software as a service (SaaS). (I’m using the term “ERP” in its most expansive sense, to include such systems employed by all types of companies for accounting and financial management rather than only systems that are used by manufacturing and distribution companies.) Oracle’s <a href="http://www.oracle.com/us/solutions/cloud/erp/overview/index.html" target="_blank">ERP Cloud Service</a> includes <a href="http://www.oracle.com/us/products/applications/fusion/financial-management/financials/overview/index.html" target="_blank">...</a></p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2014/09/22/oracle-financials-is-in-the-cloud"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/microsoft">Microsoft</a>, <a href="https://robertkugel.isg-research.net/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-research.net/topic/saas">SaaS</a>, <a href="https://robertkugel.isg-research.net/topic/sales">Sales</a>, <a href="https://robertkugel.isg-research.net/topic/salesforce-com">Salesforce.com</a>, <a href="https://robertkugel.isg-research.net/topic/erp">ERP</a>, <a href="https://robertkugel.isg-research.net/topic/hcm">HCM</a>, <a href="https://robertkugel.isg-research.net/topic/human-capital">Human Capital</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/dynamics-ax">Dynamics AX</a>, <a href="https://robertkugel.isg-research.net/topic/dynamics-gp">Dynamics GP</a>, <a href="https://robertkugel.isg-research.net/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL</a>, <a href="https://robertkugel.isg-research.net/topic/kenandy">Kenandy</a>, <a href="https://robertkugel.isg-research.net/topic/psa">PSA</a>, <a href="https://robertkugel.isg-research.net/topic/sage-software">Sage Software</a>, <a href="https://robertkugel.isg-research.net/topic/unit4">Unit4</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financialforce">FinancialForce</a>, <a href="https://robertkugel.isg-research.net/topic/hr">HR</a>, <a href="https://robertkugel.isg-research.net/topic/infor">Infor</a>, <a href="https://robertkugel.isg-research.net/topic/workday">Workday</a>, <a href="https://robertkugel.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://robertkugel.isg-research.net/topic/hana">HANA</a>, <a href="https://robertkugel.isg-research.net/topic/plex">Plex</a>, <a href="https://robertkugel.isg-research.net/topic/professional-services-automation">Professional Services Automation</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2014/09/11/whats-next-the-interplay-of-software-and-hardware-with-business-and-consumers">What’s Next?: The Interplay of Software and Hardware with Business and Consumers</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">11 September 2014 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_sparse_use_of_advanced_analytics.png?width=200&name=vr_sparse_use_of_advanced_analytics.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_sparse_use_of_advanced_analytics.png?width=100&name=vr_sparse_use_of_advanced_analytics.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_sparse_use_of_advanced_analytics.png?width=200&name=vr_sparse_use_of_advanced_analytics.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_sparse_use_of_advanced_analytics.png?width=300&name=vr_sparse_use_of_advanced_analytics.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_sparse_use_of_advanced_analytics.png?width=400&name=vr_sparse_use_of_advanced_analytics.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_sparse_use_of_advanced_analytics.png?width=500&name=vr_sparse_use_of_advanced_analytics.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_sparse_use_of_advanced_analytics.png?width=600&name=vr_sparse_use_of_advanced_analytics.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>“What’s next?” is the perennially insistent question in information technology. One common observation about the industry holds that cycles of innovation alternate between hardware and software. New types and forms of hardware enable innovations in software that utilize the power of that hardware. These innovations create new markets, alter consumer behavior and change how work is performed. This, in turn, sets the stage for new types and forms of hardware that complement these emerging product...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2014/09/11/whats-next-the-interplay-of-software-and-hardware-with-business-and-consumers"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-research.net/topic/performance-management">Performance Management</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/erp">ERP</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-research.net/topic/wearable-computing">Wearable Computing</a>, <a href="https://robertkugel.isg-research.net/topic/management">Management</a>, <a href="https://robertkugel.isg-research.net/topic/close">close</a>, <a href="https://robertkugel.isg-research.net/topic/closing">closing</a>, <a href="https://robertkugel.isg-research.net/topic/computing">computing</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/finance">finance</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://robertkugel.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://robertkugel.isg-research.net/topic/fpm">FPM</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2014/08/03/businesses-must-make-self-service-reporting-a-priority">Businesses Must Make Self-Service Reporting a Priority</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">03 August 2014 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheets_arent_easily_replaced-1.png?width=200&name=vr_ss21_spreadsheets_arent_easily_replaced-1.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheets_arent_easily_replaced-1.png?width=100&name=vr_ss21_spreadsheets_arent_easily_replaced-1.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheets_arent_easily_replaced-1.png?width=200&name=vr_ss21_spreadsheets_arent_easily_replaced-1.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheets_arent_easily_replaced-1.png?width=300&name=vr_ss21_spreadsheets_arent_easily_replaced-1.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheets_arent_easily_replaced-1.png?width=400&name=vr_ss21_spreadsheets_arent_easily_replaced-1.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheets_arent_easily_replaced-1.png?width=500&name=vr_ss21_spreadsheets_arent_easily_replaced-1.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheets_arent_easily_replaced-1.png?width=600&name=vr_ss21_spreadsheets_arent_easily_replaced-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>One of the charitable causes to which I devote time puts on an annual vintage car show. The Concours d’Élegance dates back to 17th century France, when wealthy aristocrats gathered with judges on a field to determine who had the best carriages and the most beautiful horsepower. Our event serves as the centerpiece of a broader mission to raise money for several charitable organizations. One of my roles is to keep track of the cars entered in the show, and in that capacity I designed an online...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2014/08/03/businesses-must-make-self-service-reporting-a-priority"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/planning">Planning</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-research.net/topic/self-service">Self-service</a>, <a href="https://robertkugel.isg-research.net/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-research.net/topic/dashboard">dashboard</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/data">Data</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/information-applications-ia">Information Applications (IA)</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://robertkugel.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-research.net/topic/microsoft-excel">Microsoft Excel</a>, <a href="https://robertkugel.isg-research.net/topic/spreadsheets">Spreadsheets</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/2014/07/30/netsuite-rides-wave-of-cloud-erp-adoption">NetSuite Rides Wave of Cloud ERP Adoption</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">29 July 2014 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-6.png?width=200&name=vr_office_of_finance_01_erp_replacement-6.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-6.png?width=100&name=vr_office_of_finance_01_erp_replacement-6.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-6.png?width=200&name=vr_office_of_finance_01_erp_replacement-6.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-6.png?width=300&name=vr_office_of_finance_01_erp_replacement-6.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-6.png?width=400&name=vr_office_of_finance_01_erp_replacement-6.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-6.png?width=500&name=vr_office_of_finance_01_erp_replacement-6.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-6.png?width=600&name=vr_office_of_finance_01_erp_replacement-6.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Like other vendors of cloud-based ERP software, NetSuite offers the key benefits of software as a service (SaaS): a smaller upfront investment, faster time to value and potentially lower operating costs. Beyond that NetSuite’s essential point of competitive differentiation from is broad functionality beyond financial management, including capabilities for customer relationship management (CRM), professional services automation (PSA) and human capital management (HCM). These components make it...</p> </div> <a href="https://robertkugel.isg-research.net/2014/07/30/netsuite-rides-wave-of-cloud-erp-adoption"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/microsoft">Microsoft</a>, <a href="https://robertkugel.isg-research.net/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-research.net/topic/saas">SaaS</a>, <a href="https://robertkugel.isg-research.net/topic/sales">Sales</a>, <a href="https://robertkugel.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://robertkugel.isg-research.net/topic/erp">ERP</a>, <a href="https://robertkugel.isg-research.net/topic/hcm">HCM</a>, <a href="https://robertkugel.isg-research.net/topic/human-capital">Human Capital</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/communications">communications</a>, <a href="https://robertkugel.isg-research.net/topic/dynamics-ax">Dynamics AX</a>, <a href="https://robertkugel.isg-research.net/topic/dynamics-gp">Dynamics GP</a>, <a href="https://robertkugel.isg-research.net/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL</a>, <a href="https://robertkugel.isg-research.net/topic/psa">PSA</a>, <a href="https://robertkugel.isg-research.net/topic/sage-software">Sage Software</a>, <a href="https://robertkugel.isg-research.net/topic/ui">UI</a>, <a href="https://robertkugel.isg-research.net/topic/unit4">Unit4</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-research.net/topic/crm">CRM</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financialforce">FinancialForce</a>, <a href="https://robertkugel.isg-research.net/topic/hr">HR</a>, <a href="https://robertkugel.isg-research.net/topic/infor">Infor</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://robertkugel.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://robertkugel.isg-research.net/topic/social">Social</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-research.net/topic/fpm">FPM</a>, <a href="https://robertkugel.isg-research.net/topic/plex">Plex</a>, <a href="https://robertkugel.isg-research.net/topic/professional-services-automation">Professional Services Automation</a>, <a href="https://robertkugel.isg-research.net/topic/workday-collaboration">Workday Collaboration</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, 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style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/11">November 2021 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/10">October 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/09">September 2021 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/08">August 2021 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/06">June 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/05">May 2021 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li 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style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/09">September 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/08">August 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/07">July 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/06">June 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/05">May 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/04">April 2020 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/03">March 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/02">February 2020 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/01">January 2020 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/12">December 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/11">November 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/10">October 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/09">September 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/08">August 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/05">May 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/04">April 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/03">March 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/02">February 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/01">January 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/12">December 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/11">November 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/10">October 2018 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/09">September 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/08">August 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/07">July 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/05">May 2018 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/04">April 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/03">March 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/02">February 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/12">December 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/11">November 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/10">October 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/09">September 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/08">August 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/07">July 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/06">June 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/05">May 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/04">April 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/03">March 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/02">February 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/01">January 2017 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/12">December 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/11">November 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/10">October 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/09">September 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/08">August 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/07">July 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/06">June 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/05">May 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/04">April 2016 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/03">March 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/02">February 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/12">December 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/11">November 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/10">October 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/09">September 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/08">August 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/07">July 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/06">June 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/05">May 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/04">April 2015 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/03">March 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/02">February 2015 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/01">January 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/12">December 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/11">November 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/10">October 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/09">September 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/08">August 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/07">July 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/06">June 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/05">May 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/04">April 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/03">March 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/02">February 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/01">January 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/12">December 2013 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/11">November 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/10">October 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/09">September 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/08">August 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/07">July 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/06">June 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/05">May 2013 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/04">April 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/03">March 2013 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/02">February 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/01">January 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/12">December 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/11">November 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/10">October 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/09">September 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/08">August 2012 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/07">July 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/06">June 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/05">May 2012 <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li 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style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/03">March 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/02">February 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/01">January 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2010/12">December 2010 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2010/11">November 2010 <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2010/06">June 2010 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <span id="hs_cos_wrapper_post_filter" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_post_filter" style="" data-hs-cos-general-type="widget" data-hs-cos-type="post_filter"><div class="block"> <h3>Posts by Topic</h3> <div class="widget-module"> <ul> <li> <a href="https://robertkugel.isg-research.net/topic/10k">10K <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li> <a href="https://robertkugel.isg-research.net/topic/accounting">Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li> <a href="https://robertkugel.isg-research.net/topic/accounting-close">accounting close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li> <a href="https://robertkugel.isg-research.net/topic/accounting-software">accounting software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li> <a href="https://robertkugel.isg-research.net/topic/accounting-analytics-erp-eam-crm-hcm-innovation-cl">accounting, analytics, ERP, EAM, CRM, HCM, innovat <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/accounts-payable">Accounts Payable <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/accounts-receivable">Accounts Receivable <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/acquisition">acquisition <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/agent-management">agent management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/agile">agile <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ai">AI <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ai-machine-learning">AI & Machine Learning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ai-and-machine-learning">AI and Machine Learning <span class="filter-link-count" dir="ltr">(48)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/aicpa">AICPA <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analysis">analysis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytic-data-platforms">Analytic Data Platforms <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytical-application">analytical application <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics <span class="filter-link-count" dir="ltr">(177)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytics-data">Analytics & Data <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytics-and-data">Analytics and Data <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/application">application <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/artificial-intelligence">Artificial intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/asc-606">asc 606 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/asc842">ASC842 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/assets">assets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/audit">audit <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/automation">automation <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/balanced-scorecard">balanced scorecard <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/bank">bank <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/banking">banking <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/benchmark">benchmark <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/best-pracices">best pracices <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/big-data">Big Data <span class="filter-link-count" dir="ltr">(106)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/billing-and-recurring-revenue">Billing and Recurring Revenue <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/billing-software">billing software <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/blockchain">blockchain <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/blockchain-distributed-ledger-dlt-erp-scm-supply-c">blockchain, distributed ledger, DLT, ERP, SCM, sup <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/board-of-directors">board of directors <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/bots">bots <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/bribery">bribery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/budget">budget <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/budgeting">Budgeting <span class="filter-link-count" dir="ltr">(75)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/budgeting-and-planning">budgeting and planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/budgeting-software">budgeting software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business">Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics <span class="filter-link-count" dir="ltr">(160)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-applications">Business Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-collaboration">Business Collaboration <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-intelligence">Business Intelligence <span class="filter-link-count" dir="ltr">(79)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-intelligence-2">business intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-intelligence-3">business intelligence <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-mobility">Business Mobility <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-model">business model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM) <span class="filter-link-count" dir="ltr">(278)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-plan">business plan <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning <span class="filter-link-count" dir="ltr">(85)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-process">business process <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-process-execution">business process execution <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-process-management">Business Process Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-suite">Business Suite <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-technology">Business Technology <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-value">business value <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/candidate-engagement">candidate engagement <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/capital-adequacy">capital adequacy <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/capital-budget">capital budget <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/capital-markets">capital markets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/capital-spending">capital spending <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cash-management">cash management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ceo">CEO <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ceo-cfo-financial-performance-management-forecasti">CEO, CFO, Financial Performance Management, Foreca <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cfo">CFO <span class="filter-link-count" dir="ltr">(141)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/challenge">challenge <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/channel">channel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/chargebacks">chargebacks <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/chart-of-accounts">chart of accounts <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/chatter">Chatter <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/chief-risk-officer">Chief Risk Officer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cio">CIO <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/clarity-systems">Clarity Systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/close">close <span class="filter-link-count" dir="ltr">(43)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/closed-loop">closed loop <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/closing">closing <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing <span class="filter-link-count" dir="ltr">(122)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cloud-erp">cloud ERP <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/coda">CODA <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cognitive-computing">Cognitive Computing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cognos">Cognos <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/collaboration">Collaboration <span class="filter-link-count" dir="ltr">(32)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/collaborative-conversational-computing">Collaborative & Conversational Computing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/collaborative-computing">collaborative computing <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/commission">commission <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/communications">communications <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/compensation">Compensation <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/competition">competition <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/complex-event-processing">Complex Event Processing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/compliance">compliance <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/composite-document">Composite document <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/composite-software">Composite Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/computing">computing <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/concur">Concur <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/connectwise">ConnectWise <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/connotate">Connotate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consolidate-and-close-management">Consolidate and Close Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consolidate-close-report">Consolidate/Close/Report <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consolidating">consolidating <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consolidation">Consolidation <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consulting">Consulting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contact-center">Contact Center <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/container">container <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/content-management">Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contingency">contingency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contingency-planning">contingency planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-accounting">Continuous Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-improvement">continuous improvement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-payroll">Continuous Payroll <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-planning">Continuous Planning <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-supply-chain">continuous supply chain <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-supply-chain-erp">Continuous Supply Chain & ERP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contract">contract <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contract-management">contract management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/control">control <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/controller">Controller <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/controller-2">controller <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/controls">controls <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/conversational-computing">Conversational Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/coo">COO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/corporate-finance">Corporate Finance <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/corporate-governance">Corporate Governance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cost-management">Cost Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/costing">costing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cpq">CPQ <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/credit">credit <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/crisis">crisis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/crm">CRM <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/crm-customer-service">CRM customer service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cro">CRO <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cryptic">cryptic <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/currency">currency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer">Customer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-analytics">Customer Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-engagement">Customer Engagement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-experience">Customer Experience <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-experience-management">Customer Experience Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-life-cycle">customer life cycle <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM) <span class="filter-link-count" dir="ltr">(87)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-service">Customer Service <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dashboard">dashboard <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dashboards">Dashboards <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data">Data <span class="filter-link-count" dir="ltr">(39)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-governance">Data Governance <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-integration">Data Integration <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-lake">Data Lake <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-management">Data Management <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-operations">data operations <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-preparation">Data Preparation <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-science">Data Science <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-warehousing">Data Warehousing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/database">Database <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/datawatch">Datawatch <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/debt">debt <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/decision">decision <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/decision-hub">Decision Hub <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/demand-chain">Demand Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/demand-management">demand management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/demand-planning">Demand Planning <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/design">design <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/development">development <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-applications">Digital Applications <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-business">Digital Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-commerce">Digital Commerce <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-finance">digital finance <span class="filter-link-count" dir="ltr">(101)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-marketing">Digital Marketing <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-technology">Digital Technology <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-transformation">Digital transformation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/distribution">distribution <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/document-management">Document Management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dodd-frank">Dodd-Frank <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dreamforce">Dreamforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/driver-based">driver-based <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/driver-based-planning">driver-based planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dynamics">Dynamics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dynamics-ax">Dynamics AX <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dynamics-gp">Dynamics GP <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/e-discovery">e-discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/edi">EDI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ediscovery">eDiscovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/effectiveness">effectiveness <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/embedded-analytics">embedded analytics <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/end-to-end">end-to-end <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-content-management">Enterprise Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-profitability-management">enterprise profitability management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning <span class="filter-link-count" dir="ltr">(42)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-risk-management">enterprise risk management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-software">Enterprise Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-spreadsheet">enterprise spreadsheet <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-tax">Enterprise Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/environment-management">Environment Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/environmental">Environmental <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/epicor">Epicor <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/epiphany">Epiphany <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/equity-research">equity research <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/erm">ERM <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/erp">ERP <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting <span class="filter-link-count" dir="ltr">(140)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/error">error <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/esg">ESG <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/essbase">Essbase <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/excel">Excel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/executive">executive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/expense">expense <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/expense-management">expense management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/extended-close">extended close <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/extended-reality">extended reality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/exterro">Exterro <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fasb">FASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fast-close">Fast close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fei">FEI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ferf-ceo">FERF CEO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance">finance <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance-analytics">Finance Analytics <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance-cloud">finance cloud <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance-transformation">finance transformation <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial">financial <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-analytics">financial analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-applications">Financial Applications <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-close">Financial Close <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-consolidation-and-close-management">Financial Consolidation and Close Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-governance">Financial Governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-management">Financial Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-model">financial model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-performance">Financial Performance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-performance-2">financial performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-performance-management">Financial Performance Management <span class="filter-link-count" dir="ltr">(224)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM) <span class="filter-link-count" dir="ltr">(287)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-planning">financial planning <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-regulation">financial regulation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-reporting">financial reporting <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-risk-management">financial risk management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-services">Financial Services <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-software">financial software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-standards">financial standards <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-statement">financial statement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-systems">financial systems <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financialforce">FinancialForce <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financialforce-com">FinancialForce.com <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financials">financials <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fms">FMS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/forecast">Forecast <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/forecasting">forecasting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fpa">FP&A <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fpm">FPM <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fraud">Fraud <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fusion-applications">Fusion Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/gaap">GAAP <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/generative-ai">Generative AI <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/governance">Governance <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/governance-risk-and-compliance">Governance Risk and Compliance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC) <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/grc">GRC <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/grc-governance-risk-compliance-risk-management-wat">GRC, governance, risk, compliance, risk management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/green">Green <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/gui">GUI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hana">HANA <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hcm">HCM <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hewlett-packard">Hewlett Packard <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hospitality">Hospitality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/host-analytics">Host Analytics <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hr">HR <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hrms">HRMS <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/human-capital-2">Human Capital <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/human-capital">Human Capital <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/human-capital-management">Human Capital Management <span class="filter-link-count" dir="ltr">(45)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hyperion">Hyperion <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/iasb">IASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ibm">IBM <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ibm-business-analytics">IBM Business Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ibm-regulatory-compliance-analytics">IBM Regulatory Compliance Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ibp">IBP <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ifrs">IFRS <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ifrs16">IFRS16 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/in-memory">In-memory <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/in-memory-computing">In-Memory Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/infor">Infor <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/informatica">Informatica <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information">Information <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information-applications-ia">Information Applications (IA) <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information-management">Information Management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information-management-im">Information Management (IM) <span class="filter-link-count" dir="ltr">(50)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information-technology">Information Technology <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/innovation-awards">Innovation Awards <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/intacct">Intacct <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/integrated-business-planning">Integrated Business Planning <span class="filter-link-count" dir="ltr">(38)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/intelligent-cx">Intelligent CX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/intelligent-marketing">intelligent marketing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/intelligent-sales">intelligent sales <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/internal-audit">Internal Audit <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/international-finance">International Finance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/international-tax">international tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/internet-of-things">Internet of Things <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/inventory-optimization">Inventory Optimization <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it">IT <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-controls">IT controls <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-cost">IT cost <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-governance">IT governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-performance-management-itpm">IT Performance Management (ITPM) <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-risk-management">IT Risk Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/jd-edwards">JD Edwards <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/jda-software">JDA Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/jonova">Jonova <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kapow">Kapow <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kenandy">Kenandy <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kinaxis">Kinaxis <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kofax">Kofax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kri">KRI <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kyriba-financial-performance-management">Kyriba Financial Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lan">LAN <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lawson">Lawson <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lawson-software">Lawson Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/learning-management">Learning Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lease-accounting">Lease Accounting <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lease-and-tax-accounting">lease and tax accounting <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lease-management">Lease Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/leasing">leasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/legacy-systems">legacy systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/legal">legal <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/local-ly">Local.ly <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/longview">LongView <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/machine-learning">Machine Learning <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/management">Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/manufacturing">Manufacturing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/marketing">Marketing <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/marketing-performance-management">Marketing Performance Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/marketing-planning">Marketing Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/master-data-management">Master Data Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/maxager">Maxager <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/maximo">Maximo <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/meg-whitman">Meg Whitman <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/microsoft">Microsoft <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/microsoft-excel">Microsoft Excel <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/midsize">Midsize <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobile">Mobile <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobile-computing">mobile computing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobile-marketing-digital-commerce">Mobile Marketing Digital Commerce <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobile-technology">Mobile Technology <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobility">Mobility <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/model-building-and-large-language-models">Model Building and Large Language Models <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/model-n">Model N <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/modeling">Modeling <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mro">MRO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/natural-language-processing">natural language processing <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/navetti">Navetti <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/netsuite">NetSuite <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/netsuite-openai">NetSuite OpenAi <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/nomis-solutions">Nomis Solutions <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance <span class="filter-link-count" dir="ltr">(426)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/open-source-software">Open Source Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/open-world">Open World <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/openpages">OpenPages <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/openworld">OpenWorld <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operational-data-platforms">operational data platforms <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operational-intelligence">Operational Intelligence <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM) <span class="filter-link-count" dir="ltr">(172)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operations">Operations <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/oracle">Oracle <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/order-to-cash">Order-to-Cash <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/oversight-systems">Oversight Systems <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/paas">PaaS <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/payments">Payments <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/peoplesoft">PeopleSoft <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/performance">Performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(54)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/perillon">Perillon <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/planmill">PlanMill <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/planning">Planning <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/planview">Planview <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/plex">Plex <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/portfolio-management">Portfolio Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/price-optimization">Price Optimization <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pricing-and-promotion-management">Pricing and Promotion Management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pro">PRO <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/procure-to-pay">Procure-to-Pay <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/procurement">procurement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/product-information-management">Product Information Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/professional-services">Professional Services <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/professional-services-automation">Professional Services Automation <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/profit-velocity">Profit Velocity <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/profitability">Profitability <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/profitability-management">profitability management <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/project-management">Project Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/project-planning">Project Planning <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/projecthelp">ProjectHelp <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/projector">Projector <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/property-technology">Property Technology <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pros">PROS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pros-pricing">PROS Pricing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/psa">PSA <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/purchasing">purchasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments <span class="filter-link-count" dir="ltr">(16)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pv-accelerator">PV Accelerator <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/qad">QAD <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/quantrix">Quantrix <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/real-estate">real estate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/real-time">Real-time <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/reconcile">reconcile <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/reconciliation">Reconciliation <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/recurring-revenue">Recurring Revenue <span class="filter-link-count" dir="ltr">(16)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/reporting">Reporting <span class="filter-link-count" dir="ltr">(74)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/reporting-xbrl-ixbrl-document-management">Reporting, XBRL, iXBRL, document management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/research">Research <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue">Revenue <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-and-lease-accounting">revenue and lease accounting <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-management">Revenue Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-performance">Revenue Performance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-performance-management">Revenue Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-recognition">revenue recognition <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-lease-and-tax-accounting">Revenue, Lease and Tax Accounting <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/risk">Risk <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/risk-analytics">Risk Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/robotic-automation">robotic automation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/robotic-finance">robotic finance <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/robotic-process-automation">Robotic Process Automation <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/roi">ROI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sop">S&OP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/saas">SaaS <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sage">Sage <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sage-software">Sage Software <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales">Sales <span class="filter-link-count" dir="ltr">(49)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-and-forecasting">Sales and Forecasting <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-and-operations-planning">Sales and Operations Planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-enablement">sales enablement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-enablement-and-execution">Sales Enablement and Execution <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-engagement">Sales Engagement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-forecasting">Sales Forecasting <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-operations">Sales Operations <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-performance-management">Sales Performance Management <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM) <span class="filter-link-count" dir="ltr">(131)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-planning">Sales Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-planning-and-analytics">Sales Planning and Analytics <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-tax">Sales Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/salesforce-com">Salesforce.com <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sap">SAP <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sarbanes-oxley">Sarbanes Oxley <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sas">SAS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sasb">SASB <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/scm">SCM <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/scm-demand-planning">SCM Demand Planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/scout-rfp">Scout RFP <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sec">SEC <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sec-software">SEC Software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/security">Security <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/self-service">Self-service <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/seperation-of-duties">Seperation of Duties <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/servigistics">Servigistics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sharepoint">SharePoint <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/signal-demand">Signal Demand <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/smart-financial-close">Smart Financial Close <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/smart-manufacturing">Smart Manufacturing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/smb">SMB <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/social">Social <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/social-collaboration">Social Collaboration <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/social-media">Social Media <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/software">Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sourcing">sourcing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sox">SOX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/spm">SPM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/spreadsheets">Spreadsheets <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/spss">SPSS <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/star-analytics">Star Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/statistics">Statistics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li 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"datePublished": "12/11/2015", "dateModified": "12/11/2015", "articleBody": "Tidemark Systems offers a suite of business planning applications that enable corporations to plan more effectively. The software facilitates rapid creation and frequent updating of integrated company plans by making it easy for individual business functions to create their own plans while allowing headquarters to connect them to create a unified view. I coined the term “integrated business planning” a decade ago to highlight the potential for technology to substantially improve the effectiveness of planning and budgeting in corporations, and it remains true that integrating business planning can produce superior results. Companies that maintain direct links between functional or departmental plans more often have a planning process that works well than others. Our next-generation business planning benchmark research shows that two-thirds (66%) of those that maintain such links have a planning process that works well or very well, compared to 40 percent that copy information from individual plans into an overall plan and just 25 percent in which plans have little or no connection. Businesses commonly do a lot of planning within individual silos: There are sales plans, marketing plans, manufacturing plans, R&D plans and various others. However, in most companies the only unified plan is the corporate budget, which is a financial plan used mainly for allocating resources and controlling spending. Because they are focused almost exclusively on monetary consequences, budgets are not especially useful for planning the operations of a company, which requires attention to the things of a business (such as head count, numbers of purchased parts and tons of materials). Tidemark has made significant progress with its software that I have previously assessed with how it unifies business planning and the company’s Fall 2015 release includes a new feature, Tidemark Complete, that enables companies to benchmark their performance against that of competitors. In almost all organizations, performance reviews compare results against the current plan or the previous quarter or year. While this is essential, it’s insufficient because business is not an “us-vs.-us” game; it’s an us-vs.-them competition. Even so, most companies don’t assess their results against the market because they find it too difficult and time-consuming to assemble the data. Tidemark Complete addresses this issue. The latest release also adds packaged configurations and metrics tailored for the insurance, hospitality and retail industries that enable such companies to accelerate their implementation of Tidemark. In the Spring 2015 release the company introduced packages for higher education and subscription commerce. The subscription commerce app is especially useful for companies with recurring revenue businesses for two reasons. One is that managing these types of businesses requires using metrics that are not directly available from the accounting process. These include the annual recurring revenue (ARR) and annual and total contract value (ACV and TCV). Typically, the finance staff assembles data from one or more sources in desktop spreadsheets to do the calculations, analyze the results and create reports. As well as time-consuming, this method is prone to errors and incompleteness in the data. The second reason is that revenue recognition in subscription businesses is often complex. For planning purposes, it’s useful to be able to automate the translation of booking events into reported revenue because it saves time and results in more accurate projections of future financial statements. Ventana Research rated Tidemark a Hot Vendor in our 2015 Business Planning Value Index. Tidemark’s software offers all of the capabilities necessary to support state-of-the-art planning. That is, it offers engaging visualization and reporting functionality that enhances understanding and insight in developing plans as well as communicating results. It has workflows to manage plan creation and periodic updates that cut the time and effort required to supervise the process and thus shorten planning cycles. It offers integrated analytics to support the planning and review phases of the process as well as Storylines and Playbooks, methods that present an organization’s performance in narrative form with engaging data visualizations. An important reason why companies invest time in creating plans is to set objectives so they can periodically review their performance to those objectives. By organizing all business planning on a single platform, Tidemark allows each planning unit to review its results faster and headquarters to review the overall financial and operational performance sooner. Our research finds that companies that use a dedicated third-party planning application such as Tidemark are more able to uncover details during a review meeting because they can drill down to uncover underlying details while the meeting is under way. This enables managers and executives to get to information that can promote agility and provides an environment that encourages action in the whole organization. Tidemark also offers built-in social collaboration capabilities in context. Collaboration is essential in the process of planning in corporations because it helps ensure that activities are coordinated. Companies have multiple objectives for their planning processes. Chief among these is accuracy. But since things don’t always go to plan, companies need agility in responding to changes in a timely and coordinated fashion, and collaboration facilitates this also. In a small business, planning can be informal because of the ease of communications between all members and the ease with which plans can be modified in response to changing conditions. In larger organizations the planning process becomes increasingly difficult because communications become compartmentalized locally and diffused across the enterprise. Facilitating collaboration across geographies or business silos addresses the communications issues. Tidemark’s collaboration capabilities address this issue more readily and completely than email or instant messaging. Setting and changing the company’s course require coordination to ensure that the actions of one part of the organization complement (or at least don’t impede) the actions of others. Better communication across the organization promotes coordination because it enables better understanding of the impact of policies and actions in one part of the company on the rest of it. Yet only 14 percent of companies are able to accurately measure that impact, and fewer than half (47%) have even a general idea. Integrated business planning coupled with a collaboration capabilities addresses that issue. Using the most capable technology also helps. Using limited tools is a major barrier preventing companies from integrating their planning efforts; spreadsheets in particular are a major culprit. Our research reveals that across the spectrum of corporate planning activities, seven out of 10 organizations use spreadsheets to manage their planning processes. Tidemark’s common planning platform for individual departmental and functional plans, plus built-in analytics and reporting and its focus on ease of use, provides a compelling reason to switch from spreadsheets. Also, compared to using spreadsheets, Tidemark’s applications can make the planning process far more interactive by utilizing in-memory processing to speed calculations. When even complex planning models with large data sets can be run in seconds or less, senior executives and managers can quickly assess the impact of alternative courses of action in terms of their impacts on key operating metrics, not just revenue and income. Furthermore, having the means to engage in a structured conversation with direct reports can help executives implement strategy and manage their organization more effectively. Integrated business planning applications are changing the conversation from a finance-centric approach to one that supports planning operations and finance in parallel. Companies that are dissatisfied with their current approach to business planning and are looking to improve important aspects of it including accuracy, insight, speed and alignment should consider dedicated business planning tools. When they do that, they should consider the kind of software that will enable them to support a better process. We recommend that they include Tidemark in their evaluation. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Adaptive Insights Highlights Importance of Strategic Finance", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2015/04/30/adaptive-insights-highlights-importance-of-strategic-finance", "datePublished": "30/04/2015", "dateModified": "30/04/2015", "articleBody": "Adaptive Insights held its annual user group meeting recently. A theme sounded in several keynote sessions was the importance of finance departments playing a more strategic role in their companies. Some participating customers described how they have evolved their planning process from being designed mainly to meet the needs of the finance department into a useful tool for managing the entire business. Their path took them from doing basic financial budgeting to planning focused on improving the company’s performance. This is one of the more important ways in which finance organizations can play a more strategic role in corporate management, an objective that more finance organizations are pursuing. Half of the companies participating in our Office of Finance benchmark research said that their finance organization has undertaken initiatives to enhance its strategic value to the company within the last 18 months. We believe that presenting its software as an aid to make the planning process more strategically valuable is a product strategy that is essential for the long-term success of planning software vendors. It was a theme in Adaptive Insights’ recent release of its Adaptive Suite and revenue planning software. Companies do many kinds of planning, not just budgeting. They plan sales, they determine what and how they will produce products or deliver services. They plan the head count they’ll need and how to organize distribution and the supply chain. They also produce a budget, which itself is a financial plan. The planning process involves discussions about objectives and the resources and tactics that people need to achieve them. Our benchmark research finds that dedicated applications are more effective tools for planning than are desktop spreadsheets (which nevertheless are still the most widely used technology for planning). For example, dedicated planning software is more able to get to underlying causes behind variances immediately during a performance review meeting. Users can apply the information that’s in the application when reviewing results and adjusting goals and objectives to reflect changes that have taken place in the business. The research shows that organizations that use dedicated software more often can get to the underlying details of the difference between plans and actual results and therefore are more able to make fast decisions about what to do next. Spreadsheets are inherently less capable of drilling down into underlying details. Adaptive Insights has a suite of planning, analysis, reporting and consolidation applications that mirror the evolution of the business planning category. I coined the term “integrated business planning” more than a decade ago to describe an approach to planning that brings together financially focused budgeting and forecasting activities with various stand-alone functional planning efforts. The objectives of this approach are to provide senior executives with a comprehensive view of future expectations for their business; to set a baseline for performance measurement; to assess performance relative to these baseline objectives; and to periodically adjust objectives and resources in a coordinated, strategic fashion as conditions evolve. Integrating the business planning activities of the various functional groups within a company is best accomplished by providing a single planning environment in which each group can plan its part of the business the way it prefers, compare its actuals to plan using preferred analytical methods and easily report and communicate results within the group. Each planning process can be loosely coupled in that the cadence, items, measures, dimensions and other planning elements fit the needs of that specific part of the business. At the same time, because all planning takes place in a single environment, it’s easy to bring together the necessary information from each of the individual business unit plans to create a consolidated, forward-looking view of the company. It’s also easy to provide control and consistency across planning units by ensuring, for example, that all plans use the same projected benefits costs, commodity prices, exchange rates and other elements that will affect all parts of the organization. Our benchmark research on next-generation business planning finds that companies that integrate their planning by directly linking plans get better results: Two-thirds that have direct links said they have a planning process that works well or very well compared to 40 percent that copy and paste information and just one-fourth that have little or no connection between plans. Well-executed planning is the best way to get everyone onto the same page to ensure that the company is organized in executing the plan. Setting and to a greater degree changing the company’s course require coordination. It enables understanding of the impact of the policies and actions in one part of the company on the rest of the company. Information technology has the potential to make business planning more useful, and to help improve a company’s performance and increase its competitiveness. From a financial management standpoint, it’s essential to be able to project pro-forma balance sheets and cash flows. When all operational planning is feeding the core business model, the future state of a company’s balance sheet and cash flow can be more realistic than when it is only loosely connected. Moreover, it’s possible to quickly and accurately compare the impacts of various operating scenarios on the company’s finances, assess the impacts of various financing alternatives and project how different capital market conditions will affect the company’s overall financing costs across multiple operating scenarios. All of this is possible using spreadsheets, but doing so is far more time-consuming (and therefore impractical) and potentially much less accurate. Another reason why a dedicated planning application a better planning environment than desktop spreadsheets is that it facilitates the separation of planning into things and the financial aspect of those things: a unit-times-rate structure. While financial planning focuses on money, the rest of the business plans mainly in terms of things: units produced, head count at various pay grades, tons of raw materials and production yields, to name just a few. Having the ability to model units and currency amounts separately makes it far easier to measure performance in ways that are meaningful to each part of the business. In its most simplistic form, it helps planners determine immediately and unambiguously whether variance between the plan and actual results was driven by units, a price or cost variance or both. Our research on enterprise use of spreadsheets shows that companies that use spreadsheets for forecasting, planning and budgeting usually spend much more time in analyzing and reporting results than users of more appropriate tools do. Dedicated software automates this process, enabling finance departments and other functional units to spend less time on repetitive tasks while providing accurate and consistent information to executives and managers. Adaptive Insights recently added to its suite Office Connect, which facilitates creating and updating reports in Microsoft’s Excel, Word and PowerPoint applications, enabling departments to operate more efficiently and speed the availability of performance reports. For example, using the software, standard monthly tables and charts can be instantly updated each month to speed the production of spreadsheets, narrative reports or presentation decks for monthly board meetings. I have long advocated the use of dedicated planning applications rather than desktop spreadsheets for handling planning processes. The inherent technology limitations of spreadsheets make them a poor choice because they consume time needlessly and prevent organizations from being able to forecast, plan, analyze and replan effectively. Yet spreadsheets remain the leading technology used for planning. Our recent planning research finds that, across 11 different types of business planning, on average seven out of 10 companies use spreadsheets. I recommend that all midsize and large companies consider replacing spreadsheets with a dedicated planning application that provides a unified environment for planning across the entire enterprise. Midsize companies and midsize divisions of large enterprises should consider Adaptive Insights for this role. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ibp_planning_software_provides_faster_answers_updated.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "SaaS Buyers and Customers Beware: Data Issues are Cloudy", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2015/04/28/saas-buyers-and-customers-beware-data-issues-are-cloudy", "datePublished": "27/04/2015", "dateModified": "27/04/2015", "articleBody": "There’s a long history of companies not paying close enough attention to the contractual elements of acquiring software. Today, this extends into the world of cloud computing. Many companies are choosing to acquire software services through cloud-based providers and increasingly rely on access to cloud-based data, as is shown by our forthcoming benchmark research, in which a large majority of participating companies said that having access to data in the cloud is important or very important. As they say, I’m not a lawyer and I don’t play one on television, so what follows is intended to be nothing more than a conversation starter with legal counsel. But I do advise companies on how to use software to improve their business performance and provide guidance on what software they need to achieve their objectives. From that perspective, let me offer this blanket recommendation: Your company should examine the terms and conditions of its contracts carefully to be certain that it has the ability to control, access and retain its data in single or multitenant cloud-based systems. It should be prepared to add terms and conditions to any software-as-a-service (SaaS) contract to preserve ownership of and access to the data as well as other proprietary elements of that business relationship. The fact is that choosing a cloud-based option presents a different set of legal issues that purchasers do not face with on-premises software, so it’s important that they consider the terms and conditions of the contract. Some of these issues aren’t completely new – they go back to the days before perpetual contracts and “open systems” were the norm. In that era, a company could find itself hostage to a vendor that shut down the company’s system remotely and prevented it from using the technology to run its business and retrieving its data from the system. Before entering into any SaaS contract or renewal, it’s important to review the details of the contract and its terms and conditions. The company should insist on modifying the wording of the contract if necessary to the satisfaction of both parties. It’s essential to perform this review early on, when vendors are short-listed, not at signing. It’s also important to review and, if necessary, revise the contract before each renewal. Customers have leverage at renewal since the most expensive event in a subscription-based business is losing a customer. There are many facets to a SaaS contract, including performance, reliability and security as well as data. My focus here is on the last item. Going into a relationship with a SaaS vendor, it’s essential that the contract specify what data the customer owns, whether that ownership is shared with any other parties, including the SaaS provider, and how the customer can obtain its data from the vendor. A SaaS contract should delineate what data the customer will have the right to take at the time it terminates the contract. This should include its data in the database tables but also might cover data about its specific configuration of the application and data from the database logs that pertains to its use of the system. It also should specify the form and format for that data as well as the timing of when the customer will obtain that data (for example, how many hours or days from when the customer requests it), how often the customer will be provided with data (unlimited requests is preferable) and the charges for such data transfers. Creating a set of extraction reports that harvests all the data from the buyer company’s tables may be adequate, but then again it may not be sufficient. The contract also should address contingencies for change of control (that is, if the vendor is acquired by another company) and bankruptcy. Having database table data and information about the database structure is useful in the process of moving from one cloud vendor to another. Migrating from one vendor to another almost always involves setting up the successor system before the previous vendor’s contract expires. Also, in the process of finding and selecting a new vendor, a company will find it necessary to provide information about its existing system and the data that’s in it. This should be part of the background information included in a request for proposal (RFP), which should include a section detailing how the implementation service provider will manage the migration. Clarifying this part of the process ought to be a part of the selection process, and getting the details of the migration in writing before selecting a vendor and implementation partner reduces the possibility of encountering a potentially time-consuming and expensive problem. The responses to the RFP can help the buyer craft the contract terms and conditions with the successor vendor and implementation partner. How often the customer can transfer data from the system vendor’s system is important because it’s likely that a customer will need to do so multiple times. For example, in most cases it will need to extract the data from the current vendor’s system at least once before the contract terminates in order to begin the implementation process for the follow-on system. This will be necessary weeks if not months before the termination date, followed by additional data extracts from the old to the new system. Companies also should consider how to replicate the process of running the incumbent and new systems in parallel during a testing phase. There may be fewer potential “gotchas” in migrating from one cloud to another because there are no system configuration and other infrastructure issues with which to contend, but there still will be many process, business logic and configuration kinks to work through. Even after migration, a company may find it necessary to maintain its instances with the old vendor for legal or audit purposes for several years. Setting the parameters of pricing a decommissioned version in a contract is likely to save money down the road. There’s also the related issue of data ownership. A contract with a SaaS provider should acknowledge that the customer is the sole owner of its data and lay out the ability of the service provider to access that data with the objective of ensuring that the data can be used only to provide services to the cloud customer. Also, the legal ramifications of connecting a company’s cloud system to other applications or an operational data store should be spelled out. Data retention and third-party access should also be covered in the contract because during a civil, regulatory or criminal legal proceeding, the customer may be subject to electronic discovery. This involves the exchange of information from electronic systems in electronic format. Data identified as relevant by the attorneys involved in such a process is placed on legal hold, which means that it cannot be deleted or altered. Making this explicit in a SaaS contract may reduce the possibility of legal repercussions if, for example, the vendor inadvertently eliminates or alters data that is covered by a legal hold. The physical location or locations where the customer company’s data is held, as well as any backup sites, ought to be included in the contract. This is important because of requirements by some countries (for example, the EU Data Protection Directive) that specify where data can or cannot be located and whether data transfers are permitted. The contract also should spell out how the customer company will be notified ahead of time if the locations where its data is stored will change. It strikes me that we are still in the naïve stage of the cloud software revolution, but it’s time to imagine the worst that can happen. I recommend that SaaS vendor user groups focus on the contractual aspects of their relationship with vendor, especially with respect to their data. They can collectively engage their corporate counsels in crafting a set of desired contract terms and establishing best practices for ongoing access to data and for facilitating migration from that vendor’s environment when customers wish to make the move. They also should focus on how secure their position would be in the event of a corporate bankruptcy and on the change of control provisions (if any) should their vendor be acquired. For their part, I recommend that vendors develop their side of contracts to anticipate having to meet their customers’ demands for open access and control. Just as buyers forced vendors to adopt a more open systems approach two decades ago, SaaS customers are unlikely to want to find their data locked in. Developing a legal framework to handle unfortunate contingencies makes better sense than trying to deal with issues on an ad hoc treadmill. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_dac_01_importance_of_cloud_data.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Integrated Business Planning Is More Effective", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2015/02/25/integrated-business-planning-is-more-effective", "datePublished": "24/02/2015", "dateModified": "24/02/2015", "articleBody": "Ventana Research recently released the results of our Next-Generation Business Planning benchmark research. Business planning encompasses all of the forward-looking activities in which companies routinely engage. The research examined 11 of the most common types of enterprise planning: capital, demand, marketing, project, sales and operations, strategic, supply chain and workforce planning, as well as sales forecasting and corporate and IT budgeting. We also aggregated the results to draw general conclusions. Planning is the process of creating a detailed formulation of a program of action designed to achieve objectives. People and businesses plan to determine how to succeed in achieving those objectives. Planning also serves to structure the discussion about those objectives and the resources and tactics needed to achieve them. A well-managed planning process should be structured in that it sets measurable objectives and quantifies resources required to achieve them. Budgeting is a type of planning but somewhat different in that is financially focused and is done to impose controls that prevent a company from overspending and therefore failing financially. So while planning and budgeting are similar (and budgeting involves planning), they have different aims. Unlike budgeting, planning emphasizes the things that the various parts of the business focus on, such as units sold, sales calls made, the number and types of employees required or customers served. Integrating the various business planning activities across a company benefits the senior leadership team, as I have written by enabling them to understand both the operational and the financial consequences of their actions. There are multiple planning efforts under way at any time in a company. These plans typically are stand-alone efforts only indirectly linked to others. To be most effective, however, an individual business unit plan requires direct inputs from other planning efforts. A decade ago I coined the term “integrated business planning” to emphasize the need to use technology to better coordinate the multiple planning efforts of the individual parts of the company. There are good reasons to do this, one of which is accuracy. Our new research reveals that to be accurate, most (77%) planning processes depend to some degree on having access to accurate and timely data from other parts of the organization. For this reason, integrating the various planning processes produces business benefits: In our research two-thirds of companies in which plans are directly linked said that their planning process works well or very well. This compares favorably to 40 percent in those that copy planning data from individual plans to an integrated plan (such as the company budget) and just 25 percent of those that have little or no connection between plans. Technology has been a major barrier preventing companies from integrating their planning efforts. Until relatively recently, joining the individual detailed plans of various departments and functions into an overall view was difficult because the available software, data and network capabilities were not sufficient to make it feasible and attractive to take this approach. To be sure, over the past decades there has been steady progress in making enterprise systems more accessible to ordinary users. But while dedicated planning software has become easier to use, evidently it’s still not easy enough. The research reveals that across the spectrum of corporate planning activities, three-fourths of organizations use spreadsheets to manage the process. We expect this to change over the next several years as the evolution in information technologies makes dedicated planning software a more compelling choice. One factor will be enhanced ease of use, which will be evident in at least two respects. Software vendors are recognizing that a better user experience can differentiate their product in a market where features and functions are a commodity. Ease of use also will extend to analytics and reporting, making it easier for business users to harness the power of advanced analytics and providing self-service reporting, including support for mobile devices. The other factor will be the ability to make the planning process far more interactive by utilizing in-memory processing to speed calculations. When even complex planning models with large data sets can be run in seconds or less, senior executives and managers will be able to quickly assess the impact of alternative courses of action in terms of their impact on key operating metrics, not just revenue and income. Having the means to engage in a structured conversation with direct reports will help executives be more effective in implementing strategy and managing their organization. Technology is not the only barrier to better planning. The research demonstrates the importance of management in the process, correlating how well a planning process is managed with its accuracy. The large majority (80%) of companies that manage a planning process well or very well wind up with a plan that is accurate or very accurate. By contrast, just one-fourth of companies that do an adequate job achieve that degree of accuracy and almost none (5%) of those that do it poorly have accurate or very accurate results. Additionally, managing a planning process well requires clear communications. More than three-fourths (76%) of companies in which strategy and objectives related to plans are communicated very well have a process that works very well, while more than half (53%) with poor executive communication wind up with a planning process that performs poorly. And collaboration is essential to a well-functioning planning process. Most (85%) companies that collaborate effectively or very effectively said that their planning process is managed well, while just 11 percent of companies that collaborate only somewhat effectively expressed that opinion. Collaboration is essential because the process of planning in corporations ought to get everyone onto the same page to ensure that activities are coordinated. Companies have multiple objectives for their planning processes. Chief among these is accuracy. But since things don’t always go to plan, companies need to have agility in responding to changes in a timely and coordinated fashion. In a small business, planning can be informal because of the ease of communications between all members and the ease with which plans can be modified in response to changing conditions In larger organizations the planning process becomes increasingly difficult because communications become compartmentalized locally and diffused across the entire enterprise. Setting and to a greater degree changing the company’s course requires coordination to ensure that the actions of one part of the organization complement (or at least don’t impede) the actions of others. Coordination enables understanding of the impact of policies and actions in one part of the company on the rest. Yet only 14 percent of companies are able to accurately measure that impact, and fewer than half (47%) have even a general idea. Integrated business planning address that issue. In most organizations budgeting and operational planning efforts are only loosely connected. In contrast, next-generation business planning closely integrates unit-level operational plans with financial planning. At the corporate level, it shifts the emphasis from financial budgeting to planning and to performance reviews that integrate operational and financial measures. It uses available information technology to help companies plan faster with less effort while achieving greater accuracy and agility. For companies to improve competitiveness, their business planning must acquire four characteristics. First, planning must focus on performance, measuring results against both business and financial objectives. Second, it must help executives and managers quickly and intelligently assess all relevant contingencies and trade-offs to support their decisions. Third, it must enable each individual business planning group to work in one central system; this simplifies the integration of their plans into a single view of the company and makes it easy for planners in one part of the business to see what others are projecting. Fourth, it must be efficient in its use of people’s time. Success in business stems more from doing than planning. Efficient use of time enables agility, especially in larger organizations. Today’s business planning doesn’t completely lack these features, but in practice it falls short – often considerably. Senior executives ought to demand more from the considerable amount of time their organization devotes to creating, reviewing and revising plans. They should have easy access to the full range of plans in their company. They must be able to engage in a structured dialog with direct reports about business plans, contingency plans and business unit performance. Information technology alone will not improve the effectiveness of business planning, but it can facilitate their efforts to realize more value from their planning. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better1-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Deciding When to Replace ERP Is Complicated", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2014/12/19/deciding-when-to-replace-erp-is-complicated", "datePublished": "19/12/2014", "dateModified": "19/12/2014", "articleBody": "A company’s enterprise resource planning (ERP) system is one of the pillars of its record-keeping and process management architecture and is central to many of its critical functions. It is the heart of its accounting and financial record-keeping processes. In manufacturing and distribution, ERP manages inventory and some elements of logistics. Companies also may use it to handle core human resources record-keeping and to store product and customer master data. Often, companies bolt other functionality onto the core ERP system or extensively modify it to address limitations in the system. Because of the breadth of its functionality, those unfamiliar with the details of information technology may perceive ERP as a black box that controls just about everything. So it’s not surprising that when a company’s information technology becomes more of an issue than a solution, many assume that the ERP system needs replacing. This may or may not be true, so it’s important for a company to assess its existing ERP system in the context of its business requirements (as they are now and will be in the immediate future) and evaluate options for it. A common scenario for a company to replace its ERP system is because the business has outgrown (or will soon outgrow) its capacity to handle transaction volumes. Replacement also becomes necessary when the system no long meets business requirements, as, for example, when it is too difficult to configure to specific requirements. This issue might have developed because the company’s business model has changed significantly since purchasing the system or because it had to adjust its go-to-market strategy, added a new product line, expanded geographically or made an acquisition. Another reason to change may be that for a company with an adequate on-premises ERP system migrating to the cloud can eliminate a substantial portion of work done by its IT staff, enabling the department to focus on more strategic efforts, reduce headcount or both. A shift to the cloud also may improve the performance of an ERP system, especially if it’s an on-premises system running on aging hardware and the organization does not have the resources to maintain the system well. Then, too, there are less obvious reasons that necessitate replacement. ERP systems are inherently complex, as I have noted, because they cross multiple business functions in many types of business, each of which has its own requirements. Seemingly trivial elements, such as the particular sequencing of tasks in a process by an ERP system, may be irrelevant for many businesses but have a negative impact on some. For example, when customer orders are almost always infrequent, it doesn’t matter when in the sequencing of the sales order process the system records the use of credit to confirm that the order can go through. An order must be rejected if adding it to the customer’s outstanding balance will bring the account over its limit. However, if orders occur frequently, the ERP system must execute the credit check at the first step or customers routinely will exceed their credit limits. It’s easy to overlook a detail such as this in the software selection process and even in the initial implementation. If that happens, dealing with the credit limit may require software customization or a process workaround if the root cause is the application itself. However, replacing the existing ERP system often is necessary if there are multiple issues such as these and the overall impact of them is severe enough to be measured by a combination of monetary losses, wasted time, lax controls, an inability to measure performance or limited visibility of information and processes. At the same time, replacing the ERP system may not be the most cost-effective solution to business issues. To gauge that aspect, an important first step is determining whether the process or data issues identified by users are the result of a poorly executed implementation. Midsize companies in particular don’t always get the most competent consultants to set up their software, especially if the consultant (or the individual running the project) is not familiar with the peculiarities of the company’s industry or its specific operating requirements. Checking in with user group members in a similar business is an easy way to confirm if the issue is systemic or simply a poor job of setting up the software. If, based on feedback from other users, the situation appears dire enough, it may be worthwhile to engage a new consultant to fix the mistakes of the first one. In some instances a “bolt-on” application (that is, software designed for easy integration with another, specific application) may be the most cost-effective way of addressing existing shortcomings. This is especially true for companies using a cloud-based system. Most ERP systems have rich functionality for handling core tasks such as accounting, human resources and inventory management. Yet the package a company is using may not have sufficient functionality for a specific process needed to run the business. For example, companies (particularly growing midsize ones) may find that their human resources department needs software to automate recruiting and onboarding of employees and that these capabilities are absent or insufficient in their ERP package. In our benchmark research on workforce management almost half (45%) of companies said they need new applications to address the full range of their human resources management requirements. In other cases, functionality necessary to manage the business may be missing. Companies that have a recurring revenue or subscription business usually find that the ERP system falls short of their requirements for invoicing. Bolt-on applications usually replace spreadsheets, ensuring that data is captured and available in a single controlled system where it can be accessed in an extended process (such as order-to-cash). Replacing desktop spreadsheets can save considerable time by automating tasks and eliminating the need to re-enter data into one or more systems. Having accurate and controlled data makes reports and metrics more reliable. It saves the finance and accounting departments time by eliminating the need to perform periodic reconciliations to ensure the accuracy of the data. Of course, the challenge with any bolt-on is that it is one more piece of software that requires attention, and integration with the core ERP system can pose challenges, especially over the long run. A company also may believe that it needs a new ERP system in order to consolidate data in a single system to facilitate analysis and reporting. In this instance, however, it may find that an operational data store, which integrates data from multiple sources for additional processing, will address all or most of its issues, especially if the company uses custom software or some niche application that supports its operations but is unavailable in an ERP system that otherwise meet its needs. A data store may prove to be a more practical choice because it’s much less costly and disruptive than replacing an otherwise well-functioning system. It also can provide flexibility in the longer term. As the company adds new applications, data from this new source can be fed into the operational data store. But be aware of challenges in setting up an operational data store or adding new system data feeds to it, using one usually requires an IT organization with the skills to maintain it over time. Many companies are loath to replace an otherwise well-functioning ERP system because doing so is expensive and usually disruptive to operations. Also, implementing a new system almost always requires retraining and some adjustments in operating procedures. Our research on the Office of Finance finds that on average companies are keeping their ERP systems one year longer today than they did a decade ago. Deciding whether to replace an ERP system is not always straightforward. The process is made more difficult because today organizations have many more software and data options than they used to. Few companies have the expertise in-house that will enable them to decide the best course of action. There may even be vested interests within the organization that will prevent them from making the best choice. Finding a truly independent advisor that understands both information technology and the specific business requirements can be the best way to sort out the options and help make the difficult technology decisions. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_nextgenworkforce_are_new_applications_needed-2.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Infor Advances Business Computing", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2014/09/29/infor-advances-business-computing", "datePublished": "29/09/2014", "dateModified": "29/09/2014", "articleBody": "Infor recently held its annual Inforum user group meeting, along with a series of sessions with analysts. The $2 billion business software company has products in the major categories of ERP (including enterprise financial management), human capital management, customer relationship management and performance management among others. In their presentations, executives stressed three key themes. One was the company’s focus on microverticals – that is, providing software that meets the needs of 10 specific types of business (for example, fashion, aerospace and defense, distribution and food and beverage). This focus on microverticals is an important part of the company’s strategy for differentiating its software from that of other vendors, even those that also have vertical industry applications with a broad offerings; Infor aims to make it faster and less expensive for companies in the microverticals to deploy its software. The second was theme architecture. Infor’s ION middleware facilitates the integration of Infor’s and third-party applications, potentially lowering the cost for companies to implement and maintain a suite of business software. Its Business Vault serves as a central data repository of transactional and other data from multiple systems to enable immediate reporting and analysis from them. It enables integration of financial and operational data to use, for example, in business planning and performance management. Our benchmark research on finance analytics shows that companies whose software facilitates the use of analytics are able to obtain performance metrics sooner than those with less capable systems. Third, Infor executives emphasized attention to making the business user experience more productive by (to paraphrase the speakers) “throwing off the tyranny of the superuser.” Toward this end, rather than presenting screens that offer every conceivable option, Infor attempts to simplify interactions by drawing on decades of experience in how work is actually performed. It utilizes the capabilities of today’s IT systems and an evolved palette of man/machine interactions to simplify training and speed process execution without sacrificing comprehensiveness; infrequently used commands and functions are hidden until they are needed. In addition, to improve productivity Infor continues to refine Infor Ming.le, its social collaboration platform, which offers contextual interactions. In some of its applications, Infor is adding rewards, a component of what is generally called gamification, which I have written about. One example would be using it in purchasing to encourage policy compliance, such as choosing preferred vendors. By bringing a modern look to its applications – in many respects superior to its competitors’ designs – Infor also is attempting to deflect a perception sown by its competitors that Infor offers an amalgamation of old technology. All three of these themes support the company’s cloud applications strategy. This year’s Inforum provided further evidence that Infor is at the end of its beginning, as I have put it. I mean it has completed the first stage of transforming a collection of discrete companies and applications into a coherent whole. From my point of view, Infor’s major challenge now is to accelerate its revenue growth, which increased just 6 percent in the quarter ending in July, even as its software license sales were up 22 percent. That is, the impact of rapid gains in new software license sales was diluted by the much slower growth in maintenance revenues, which were up just 2 percent. To increase revenue faster, Infor wants its existing customers to move from their on-premises deployments to its software-as-a-service (SaaS) offerings. The company insists that it can deliver substantial savings to customers by lowering their total cost of ownership (including hardware and the costs of operating and maintaining the application) and improving performance (often, these systems are running on older servers and may not have been optimally configured) while charging a subscription fee that can double the current maintenance charge. It’s no coincidence that the three main themes of Inforum are essential to make migrating to the cloud an attractive option for customers and a profitable one for Infor. It is likely that even modest success in migrating its installed base would have a major impact. If Infor can convert 4 percent of its existing customers to SaaS each year, its annual revenue growth could increase to around 10 percent. Companies that operate their systems in Infor’s cloud would also find it easier to add more Infor applications (such as a performance management suite), further boosting subscription revenue growth. If Infor is able to demonstrate sales growth in low double digits, it would be able to go public and replace relatively expensive debt with equity. This, in turn, would substantially increase its net income and cash flow, enabling it to increase spending on sales and marketing to acquire new customers to further accelerate growth. Although converting a small fraction of its on-premises customers to a cloud deployment each year may not seem especially ambitious, it’s still too early to assess the feasibility of that happening. One important factor in determining Infor’s near-term success is will be how well it executes its microvertical strategy. As I’ve noted many types of business find that cloud-based ERP systems do not meet their precise needs because of peculiarities inherent in their specific business. Infor’s success in migrating users to its SaaS offerings will be linked to how well it expands the capabilities and configurability of the software to meet the needs of these businesses. To attract new customers and to provide its existing customers with a cloud alternative, Infor announced three offerings at Inforum. CloudSuite Financials brings together core financial management, consolidation and closing (including reconciliation management), treasury and cash management as well as “business intelligence,” which in this case means the ability to create reports and dashboards from the data stored in the system without having to purchase additional applications. CloudSuite Business comprises financials, human resources, supply chain management, project management, sales force automation and customer relationship management. These integrated suites of functionality can significantly reduce the time and cost required to implement a system. As names Financials and Business sound generic, but they incorporate the requirements of the targeted microverticals. For instance, CloudSuite Healthcare is designed for hospitals and other health delivery organizations. It comprises financial management, supply chain management, enterprise asset management, enterprise performance management, expense management, business intelligence and analytics tailored to the needs of this microvertical. Each of the suites incorporates Infor’s redefined user experience. Because the suites all run on its ION middleware, adding capabilities such as performance management is designed to be straightforward and well suited to operating in a multitenant environment. At the conference, Infor executives reported early success with converting healthcare and government customers to its CloudSuite offerings. Our research shows that these types of organizations have far less mature information technology environments than most other kinds, so it makes sense that their business managers and executives would be eager to offload the management and support of their business applications to a third party for total cost and performance reasons. A new development featured at the conference was Infor’s investment in creating more advanced analytics applications in its Dynamic Science Labs program. The idea is to build more easily consumed analytic applications tailored to the needs of the installed base of microverticals and business users that lack backgrounds in statistics or data science. Our research finds that two-thirds of companies make little or no use of advanced analytics and that a lack of training and data availability and inadequate software are among the reasons why. One of Infor’s pilot efforts is a price optimization application specifically aimed at distributors (one of the microvertical targets). Pricing software is a well-established category, as I have discussed, but applications in this category must be business-specific because of differences in the products sold, the information available to buyers and sellers, personal preferences and company cultures. For example, the requirements of travel and hospitality companies are different from those of retailers, and both are different from financial services. The factors driving value to customers, the availability of pricing information to sellers and buyers, time sensitivity and the determinants of buyer behavior patterns are just four of the considerations that determine the structure of the application and construction of the analytics that support users. It also matters that set prices are a feature of western cultures while negotiation is more the norm elsewhere. Our recent finance research shows that outside of specific verticals (such as hospitality and retail) price and profit optimization software has achieved limited adoption. From discussions we’ve had in the past several years, there are a range of reasons why companies have been reluctant to adopt price optimization software, including skepticism that the approach works, a lack of awareness of available software, ambiguity over who “owns” pricing in an organization and the related difficulty of implementing any change management initiative. Infor has come a long way in its transformation. Yet there’s still much more to accomplish in executing its strategy, especially in migrating existing customers to its multitenant SaaS offering. Building out its microverticals will be harder than it sounds. Adding new customers is also essential, but the market for its on-premises and cloud offerings is highly competitive, and Infor needs to build brand recognition. In addition the replacement cycle for ERP systems has been getting longer. Our research finds that the average age has increased one year in the past decade. Companies are reluctant to replace their systems because of the expense, risk and disruption. Until there is a long list of successes, most are likely to be reluctant to migrate an existing ERP system to the cloud. The measure of the success of Infor’s strategy and execution will be its ability to accelerate revenues over the next six quarters. Although the company is closely held, its financial statements are public. Infor is quite profitable when amortization of acquisition-related costs and intangibles as well as restructuring costs are excluded. I expect that achieving low double-digit revenue growth would enable the company to issue equity at a valuation attractive to its owners and in sufficient quantity to retire all or most of its debt. Being private has been advantageous because software companies in transition usually are shunned by public investors, but having its shares publicly traded now would enhance brand recognition, and eliminating interest expense would enable Infor to step up its sales and marketing efforts. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ng_finance_analytics_08_better_software_delivers_numbers_sooner.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Oracle Financials is in the Cloud", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2014/09/22/oracle-financials-is-in-the-cloud", "datePublished": "22/09/2014", "dateModified": "22/09/2014", "articleBody": "Like most vendors of on-premises ERP and financial management software, in moving to the cloud Oracle has focused on developing for existing and potential customers the option of multitenant software as a service (SaaS). (I’m using the term “ERP” in its most expansive sense, to include such systems employed by all types of companies for accounting and financial management rather than only systems that are used by manufacturing and distribution companies.) Oracle’s ERP Cloud Service includes Fusion Financials as well as planning and budgeting, risk and controls management, procurement and sourcing, inventory and cost management, product master data management, and project portfolio management. Although to date our benchmark research has consistently found that a large majority of finance departments do not prefer to deploy software in the cloud, we also observe the balance shifting in this direction. SaaS vendors that address finance department requirements have demonstrated faster revenue growth than those that offer products only on-premises. Like other vendors Oracle must establish itself as a credible vendor of cloud ERP and financial management services to be well positioned as market demand shifts further in that direction. The company made sizable investments in acquiring ERP and financial management software in the 2000s (notably PeopleSoft – which included JD Edwards – and Hyperion), and the investments have paid off as many companies have opted to keep their existing systems (and continue to pay maintenance) rather than replace them. Our Office of Finance benchmark research finds that over the past decade the average age of ERP systems in use has increased to 6.4 years from 5.1 years. The longevity of these systems is partly the result of the slow pace of innovation in underlying technologies used for business computing. Even so, modest year-by-year changes are adding up to make replacement a more attractive option while negative attitudes toward the cloud are dissipating. To retain its installed base, it’s important for any established vendor to have solid customer references and the ability to make sales of cloud products as demand for ERP and financial management software in the cloud increases. Oracle also has faced a broader marketing challenge because it is seen by some industry observers as being late in having a cloud offering and as not being a “real” cloud vendor. On this last point, some IT analysts (and certainly “real” cloud vendors) draw a sharp line between incumbent, on-premises vendors and the newer cloud-based ones. Yet strict definitions of what qualifies as the cloud are becoming less relevant to the market generally and to business buyers in particular. Moreover, the issue of which company is a “real” cloud vendor will become increasingly less important to users of cloud-based systems over the next five years as software environments evolve to a hybrid cloud model that combines multitenant, single tenant and on-premises deployments. As I’ve noted, I don’t believe that cloud vs. on-premises is a binary situation. Finance departments are likely to take a hybrid approach to sourcing software that best suits their needs. As tools that integrate cloud and on-premises systems improve, more companies will elect to deploy some – but not all – parts of their core financial systems in the cloud. For example, in the early 2000s corporations began to switch deployment of their travel and expense management software to the cloud; today very few run this application on-premises. Moreover, I don’t expect cloud ERP to completely displace on-premises installations. One reason is the substantial challenges that SaaS vendors will need to address to make their software more configurable to reach the widest possible market. Since it wasn’t a first mover in the market, Oracle has needed to apply its products’ strengths to its cloud offerings and take advantage of its market position to generate new sales. It is differentiating its financial cloud offerings by building on substantial depth and breadth of functionality and existing vertical specialization across multiple industries – although not manufacturing and distribution, which almost always require a much higher degree of configurability than services businesses. Oracle also offers Hyperion Planning as part of its cloud offering, simplifying integration between planning and ERP systems. In the past, Oracle has touted the strong capabilities of its ERP and financial management software, but to acquire many of these meant purchasing the entire stack from Oracle, notably its middleware and database; this limited its appeal. The cloud-based offerings are built on the Oracle full stack, which facilitates provisioning, configuration, synchronization and process and data integration of the cloud-based elements, as well as integration with existing on-premises Oracle systems and, to some extent, other vendors’ systems. Oracle’s architecture also facilitates multidimensional reporting without a separate data warehouse, which provides users with considerable utility without added investment. In the near term, Oracle is likely to be most successful in selling its SaaS offerings to its installed base, either in adding some process or functional capability or as a “tier two” ERP system used in smaller or remote locations or business units. Selling subscriptions to existing customers also is likely to be more profitable in the near term than attracting new ones because for software companies the sales and costs associated with adding contracted products and services for existing customers typically are lower than adding new customers. Selling to larger companies can be more profitable than selling to midsize ones, which almost always have higher ratios of contract acquisition costs to contract value. Both sizes of companies require about the same sales effort, but contract values tend to be higher for large corporations. From the customer’s perspective, adding or replacing existing on-premises functionality with a cloud-based version may be attractive financially or the result of a corporate decision to offload management of its general portfolio of software from the IT department to concentrate on systems that are strategic to the company. The latter may include, for example, Oracle’s project portfolio management functionality, which can be used to manage professional services organizations. Many industrial manufacturing and business services companies have a consulting group that customers employ to assist in making use of the product or service (such as with design, implementation or engineering consulting). It’s much easier to handle these sorts of operations with a single application that manages in an integrated fashion the operational elements (scheduling, time and costs tracking and task management, for example) as well as the financial aspects. Web-based software for managing professional services is particularly well suited to the needs of companies in which professional services are only part of the overall product line because it may be less expensive than using an on-premises approach. Moreover, since Oracle has integrated mobile capabilities, it suits the needs of professionals who spend most of their time in the field with customers. Other add-on functionality capabilities useful to existing customers and attractive in the cloud include revenue management (Oracle’s software is aimed at high-tech companies), procure-to-pay for nonstrategic (indirect) items, sourcing and contract management and product item master management. Tier-two systems offer another opportunity. In the 1990s, larger corporations that operate in geographically dispersed areas began to standardize the ERP software they use in remote locations with few employees or in offices they could not support their main ERP system. These “tier two” systems typically were software packages designed for midsize companies because they were easier and less costly to implement and maintain. For global organizations, Oracle’s software has localization for more than 50 countries and supports 23 languages. It is also designed to support country-specific statutory accounting and tax requirements as well as enable management of centralized payments and receipts across multiple legal entities and business units. Cloud ERP is well suited to tier-two use. Often, it is attractive because it requires no on-site servers or software that require maintenance and upgrades. Cloud-based systems also make it easier to maintain financial and IT controls such as separation of duties, change management and IT security because potential intruders don’t have physical access to the applications and hardware. The downside is that they also require integration at process and data levels to operate efficiently. Stressing Oracle’s opportunity to sell to existing customers is not meant to downplay its opportunity in the cloud ERP market. However, as with all other SaaS ERP vendors, its long-term success will depend on how easy it is to configure a system to the needs of the broadest set of users. Multitenant cloud offerings are inherently more economical than single-tenant configurations, and these savings provide a compelling reason to acquire software in this format. The flip side of that is that many companies – especially those in manufacturing or production of physical goods – find that cloud ERP systems do not offer enough flexibility in their configuration to meet their business needs. (This is one reason why Oracle does not address this market now.) While cloud-based ERP has been a hot market, expanding rapidly over the past 10 years, a majority of ERP deployments remain on premises. So the rapid growth in the cloud segment has been driven by the superior economics for buyers that are able to accept the software’s limited configurability and by growing midsize companies that can migrate from entry-level accounting software sooner than was practical with on-premises software. The biggest challenge – and greatest opportunity – in the ERP software market lies in developing a multitenant cloud ERP offering that provides ample functionality and configurability to address the requirements of a majority of the market. Just one in five companies in our research said that it is easy or very easy to implement new capabilities in their ERP system; one-third said it is difficult or very difficult. The root cause of the difficulty is the forms-based table structure almost all ERP systems use. The first generations of all business computing systems were created as analogs to existing paper-based systems, similar to the way that the first automobiles were “horseless carriages” in their configuration. ERP systems also have mimicked the multiple ledger structure of paper-based accounting systems (which is pointless and even counterproductive in a computer-based system) and the paper-based forms that are the information containers used in accounting processes. In the first stages of business process automation, this simplistic automation was the only practical approach since it was the easiest way for programmers to start. But just as the design of cars evolved into a totally new form to reflect the capabilities of the underlying technologies, business computing systems have to evolve to break out of the shackles imposed by paper analog structures. To break the configurability barrier ERP systems have to be more flexible in their basic design. Ideally, they should eliminate the need for customizing the underlying application. Companies would benefit if modifications are easier - and potentially less expensive - to make initially and to adjust as business conditions change over time. Easier configurability also can make it possible to reconfigure processes and capabilities faster and more cheaply than is possible today, enabling companies to make their ERP system more adaptable to their business needs. Separating the individual configurations from the core code base means that SaaS vendors can give a much broader set of users the flexibility they need to make the system work as they wish while maintaining only a single instance of a code base to modify, upgrade, debug and patch. A more configurable system also has the advantage of being easier to upgrade in an on-premises deployment and possibly easier to implement in the first place. To remain a leading vendor in ERP in the coming decade, Oracle, like all other ERP software vendors, will need to evolve its software into an attractive choice in the multitenant cloud for an ever widening market by making the software as configurable as possible to reduce the level of consulting and customization required. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_office_of_finance_01_erp_replacement-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "What’s Next?: The Interplay of Software and Hardware with Business and Consumers", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2014/09/11/whats-next-the-interplay-of-software-and-hardware-with-business-and-consumers", "datePublished": "11/09/2014", "dateModified": "11/09/2014", "articleBody": "“What’s next?” is the perennially insistent question in information technology. One common observation about the industry holds that cycles of innovation alternate between hardware and software. New types and forms of hardware enable innovations in software that utilize the power of that hardware. These innovations create new markets, alter consumer behavior and change how work is performed. This, in turn, sets the stage for new types and forms of hardware that complement these emerging product and service markets as well as the new ways of performing work, creating products and fashioning services that they engender. For example, the emerging collection of wearable computing devices seems likely to generate a new wave of software/hardware innovation, as my colleague Mark Smith has noted. This said, I think that the idea of alternating cycles no longer applies. It would be convenient if we could assign discrete time periods to hardware dominance and software dominance, but like echoes as they fade, the reverberations are no longer as neatly synchronized as they once were. Moreover, adoption and adaptation of technology by consumers reflected in the design of work, products and services always lags – and lags in different ways, further blurring the timing of cycles. Adding to the messiness, technologies enter the market and evolve in ways that seem designed to embarrass pundits. In the 1990s, Bluetooth was supposed to be the next big thing for wireless connections; Wi-Fi wasn’t on most radar screens. Today, Bluetooth has an important role, but Wi-Fi is bigger. Some heralded technology breakthroughs sink without a trace. Sadly, that has been the case for multidimensional spreadsheets like Javelin and Lotus Improv. Other technologies appear, are used in trendy ways and then become mainstream. Instant messaging and chat immediately replaced passing paper notes in class for teenage girls. While somewhat passé in this role today, they have become an essential tool in the workplace. Of course the rate at which technology is incorporated into mainstream business use varies greatly. The Internet became central to business and commerce at an astonishingly fast pace while earlier inventions such as voice mail took about a decade to become universal. Software has dominated as a driver over the past two decades, but devices and business process changes have become increasingly important in amplifying the impact and producing knock-on effects that spur innovations of all sorts. Smartphones and other mobile devices might have become another Minitel except that there were programming tools and business models in place (including the absence of top-down control and regulation) that spurred ingenuity, substantially enhancing the value of these devices and making them highly adaptable to personal preferences and individual business needs. Rapid and broad adoption of mobile devices has been driving change in business software to enable companies to utilize the value of these devices. Yet there are plenty of examples of how organizations have failed to change how they conduct business. Our benchmark research finds that companies have been slow to adopt better methods facilitated by information technology for planning and budgeting, closing the books, managing the workforces or handling customer interactions. Software-driven change will come in these areas over the next decade, driven in part by a generational shift as baby boomers retire, and more attention will be paid to cognitive ergonomics and the resulting increased attention to the design of the user experience in business computing, such as gamification. Innovation in business often takes longer to appear than futurists hope. One part of today’s answer to the “What’s next?” question includes all the things that software marketing departments have been promising over the past decade or so that haven’t come to pass yet. Usually, this is because there is some confusion on the part of vendors between “easier” and “easy.” Many innovations and enhancements in business software have made them easier to use but not easy enough for mainstream adoption or easy enough to spur process innovation or a change in management practices. One example is advanced analytics. There have been steady improvements making it possible for many kinds of users to employ them in business, but most users today require advanced degrees or specialized training (although I have some hope for new mass market tools on the horizon). Consequently, our research finds that two-thirds of companies make little or no use of advanced analytics. Another example is in business planning. For all the discussion about changing budgeting and planning, practices have remained pretty much the same over the past two decades. One way to make planning and budgeting more useful is to make reviewing results more actionable. This could be accomplished more easily if organizations could immediately drill down into the details of the results rather than having to wait for follow-up information or debate what the likely causes might have been. Yet only about one-fourth of participants in our business planning research are able to get to the numbers behind the numbers while the meeting is under way. Improved software technology is making this easier to do. For example, many ERP vendors have changed the basic architecture of their systems to make them capable of handling transaction processing and analytical tasks at the same time. But technology alone will not make a difference. It will take a change in management and demand that periodic reviews be highly interactive to make a difference. Even with hidebound management techniques, it’s likely that new devices coming to the market will be major sources of innovation, either those that complement existing business practices and consumer demands (which are obvious candidates for rapid adoption) or as a speculative venture. The loudest buzz is around the Internet of Things. This is an amorphous concept at the moment, and there are considerable technology hurdles that must surmounted for it to become practical (notably the limited address capacity in the IPv4 standard). Still, the concept has a good deal of theoretical appeal when one extrapolates the value already realized by increasing the scope of people-to-machine connections (such as for monitoring processes or the health of devices) and the variety and number of machine-to-machine control and instrumentation (for example, automatically tracking physical assets and optimizing machine performance by monitoring conditions). As I mentioned earlier, wearable computing is another emerging area of innovation. Thus far, it has had more allure than demand, but that was true also for the personal digital assistant, which had a few notable flops before catching on and becoming a mass-market device, eventually to be subsumed into the smartphone. Devices are already being worn for health, entertainment and augmented reality purposes. Bracelets, fobs and glasses have considerable scope for use in business settings, for consumer applications and for wellness. Glasses and wrist devices in particular have the ability to augment the utility of any computing device as sensors or for input/output. A computer screen is rather like a keyhole through which one “looks” into the computing device. Dual screens are now commonplace because this expands the breadth of view of the user. Glasses can broaden the scope of view considerably more, improving the ergonomics and expanding the utility of any computing device. Any of these devices could augment the capabilities of software applications. They will give software designers added scope to enhance the capabilities and usability of applications. So the answer to “What’s next?” in business computing probably is “ A lot – and sooner rather than later.” There’s a tendency to view current technology in terms of the major advances of the past. If that is any guide, today’s information technology will soon appear pitifully primitive. Consumer use of technology has outstripped that of business, in part because multiple individual needs are generally less difficult to serve than that of an organization and the tasks the technology performs usually are far less complex: They’re apps, not applications. Yet business computing is on the cusp of a fundamental shift in which devices and software are powerful enough to adapt to the needs of users. In the past, business computing was defined by the limits of information technology and required that businesses adapt to those limitations. Everything from a richer and more enjoyable (or at least less painful) user experience to the transformation of accounting systems from paper-based analogs to a truly digital ledger has the power to change for the better how businesses operate. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_sparse_use_of_advanced_analytics.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Businesses Must Make Self-Service Reporting a Priority", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2014/08/03/businesses-must-make-self-service-reporting-a-priority", "datePublished": "03/08/2014", "dateModified": "03/08/2014", "articleBody": "One of the charitable causes to which I devote time puts on an annual vintage car show. The Concours d’Élegance dates back to 17th century France, when wealthy aristocrats gathered with judges on a field to determine who had the best carriages and the most beautiful horsepower. Our event serves as the centerpiece of a broader mission to raise money for several charitable organizations. One of my roles is to keep track of the cars entered in the show, and in that capacity I designed an online registration system. I’ve been struck by how my experiences with a simple IT system have been a microcosm of the issues that people encounter in designing, administering and using far more sophisticated ones. My most important take-away from this year’s event is the importance of self-service reporting. I suspect that most senior corporate executives – especially those in Finance – fail to appreciate the value of self-service reporting. It frees up the considerable resources organizations collectively waste on unproductive work, and it increases responsiveness and agility of the company as a whole. Electronic reporting began as a solution to paper print-outs, reducing the resources required to transmit information needed by individuals and making it easier for them to find information. Over the past couple of decades, these enterprise reports also have become much easier for IT professionals to create and maintain, but they are still time-consuming and aren’t particularly flexible. Rather than have their IT department create another version of a report, people often copy an electronic report, paste it into a spreadsheet, reconfigure the information to suit their needs and distribute the modified spreadsheet to a group of people. For this and other reasons IT departments have found it difficult to get business people to stop using spreadsheets. Our benchmark research on spreadsheets finds this is the number-one impediment to change. Spreadsheet users value control and flexibility. This is precisely what self-service reporting delivers without the time-consuming hassle of manually creating and distributing spreadsheet reports. It’s useful to think of self-service reporting as an attitude and approach to using information technology than as a specific software product or category. It starts with the basic assumption that individuals in organizations must be able to retrieve information they need from the systems they use. This does not replace periodic enterprise reporting, dashboards, scorecards and other such “push” communication methods. This is not the once-voguish concept of “democratizing business intelligence” either; that was still too complicated for the vast majority of users. It’s more like replacing telephone operators with a direct dial system. (Note to readers under 40 years old: Once upon a time it required human intervention to connect your phone to someone else’s.) The goal of self-service reporting is to make broad sets of data readily available and give people the ability to access it (subject to permissions) as well as easily organize and display it in the form and format that works best for them. In the early days of business computing, simply collecting and having access to company data was a breakthrough. Over the past decades, corporations automated and instrumented a broad range of functions, and the challenge lay in collecting and managing the data. Although companies still face many issues in data management, devolving reporting to the individual is now a critical issue companies must address. Well-designed self-service reporting improves the productivity of individuals in both IT and the rest of the organization. The controller of a midsize company recently told me people had been spending one-and-a-half days per month creating reports for senior executives and operating managers after the monthly and quarterly accounting close. Talk about unproductive use of resources! This is an extreme example but emblematic of time routinely wasted on something individuals ought be able to do on their own. From the IT side, far too much time is devoted to creating and maintaining reports – it’s akin to still having switchboard operators on staff to route calls. Self-service reporting exists both as a feature of enterprise applications and in stand-alone products designed to work with applications that lack this capability. In deciding whether to replace existing software and in any vendor selection process, it’s important to assess benefits of self-service reporting capabilities. This is especially true as mobility increasingly is built into enterprise business applications. Anytime, anywhere access to information is one of the most important reasons why companies invest in mobility and demand this capability in the software they buy. Being able to drill down and around in the data contained in such reports provides a powerful incentive to replace spreadsheets. But there are also stand-alone products that can provide self-service reporting capabilities within legacy systems. For our service organization this past year I still created a limited number of spreadsheets for individuals and groups that are not on our system. The only data issues we had were created when someone copied and pasted information from our reports into another spreadsheet. Errors are inevitable, and even in our local event there are unfortunate consequences when they occur. For example, telling someone who has just spent hundreds of hours preparing his or her car that the vehicle is not eligible for an award because it was not on the list of judged cars (even though our system showed that it was supposed to be judged) provokes the same level of irate response one might expect when a CFO is informed that there’s a material error in the published financial statements. Self-service reporting is fast becoming a standard capability within businesses. It’s part of a generational change that is redefining corporate computing. People beyond a certain age still expect information to be given to them. Younger people want to get the information they need themselves and expect to have the ability to do so. IT departments must identify opportunities to offer self-service reporting and implement it wherever possible. Business users – especially those in finance roles – should familiarize themselves with self-service reporting – especially stand-alone tools that they can use and administer – and implement it wherever it is feasible. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ss21_spreadsheets_arent_easily_replaced-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "NetSuite Rides Wave of Cloud ERP Adoption", "mainEntityOfPage": "https://robertkugel.isg-research.net/2014/07/30/netsuite-rides-wave-of-cloud-erp-adoption", "datePublished": "29/07/2014", "dateModified": "29/07/2014", "articleBody": "Like other vendors of cloud-based ERP software, NetSuite offers the key benefits of software as a service (SaaS): a smaller upfront investment, faster time to value and potentially lower operating costs. Beyond that NetSuite’s essential point of competitive differentiation from is broad functionality beyond financial management, including capabilities for customer relationship management (CRM), professional services automation (PSA) and human capital management (HCM). These components make it easier for businesses to manage processes from end to end (such as quote- or order-to-cash) as well as to have transactions and business data available in a single system in consistent forms and synchronized. This in turn facilitates real-time reporting, dashboards and the use of analytics that integrate a wider set of functional data. Midsize companies are most likely to benefit from this integration because typically they have smaller, less sophisticated IT staffs than larger ones. A side benefit of having a single, integrated data source is improvement of situational awareness and visibility for executives and managers. It also enables organizations to reduce their use of spreadsheets for stitching together processes, doing routine analyses and reporting. These sorts of activities waste valuable time and reduce an organization’s agility. This year SuiteWorld (NetSuite’s fourth annual user conference) was attended by some 6,500 people. This number as well as the company’s $500 million in projected revenues are evidence that cloud-based ERP has become mainstream. Yet cloud deployments still have a limited share of the total ERP market and an even smaller share of the installed base. One reason is the ongoing (albeit diminishing) reluctance of finance organizations to use the cloud for mission-critical and data-sensitive tasks. The other is the slow replacement cycle for these major systems. Deploying any ERP system is time-consuming and expensive, so corporations prefer to change them only when the situation is urgent. Our forthcoming benchmark research on the Office of Finance shows that companies of all sizes are replacing their systems at a slower pace than before: The average age of an ERP system today is 6.4 years compared to 5.1 years a decade ago. Companies that deploy their ERP system using a SaaS vendor can achieve faster time to value in part because they do not have to deal with hardware and software integration issues. Those that opt for a multitenant cloud approach can support their business needs without having to customize their ERP system, which is frequently the cause of very long deployment times. The challenge facing NetSuite and other ERP vendors with SaaS offerings is enabling more businesses to configure a range of elements so that the system meets the specific needs of their company and industry. Moreover, the next generation of ERP – the core financials, manufacturing, operations and distribution – must enable line-of-business people to modify the system to adapt to changing business environments and adjust business processes to reflect evolving internal requirements and adoption of new management methods. NetSuite’s new SuiteGL moves in this direction. In our research on ERP innovation only 21 percent of large companies said it is easy or very easy to implement new capabilities in ERP systems, and one-third characterized it as difficult. Because of this, the current generation of ERP software is a barrier to innovation and improvement. To be sure, the initial configuration of and major modifications to a new ERP system almost always require a mix of external consulting, internal IT and business people to achieve the best outcome. But even here software vendors must radically reduce the system’s setup cost. Today, the cost of implementation can be up to five times the cost of the software license. In the future, companies must be able to do this at a fraction of that. Cloud-based systems can enable these kinds of savings if managed properly and using the right set of applications. At SuiteWorld, company executives pointed to a growing list of large customers. Partly for bombast but also to inspire buyer confidence, software vendors that sell to midsize businesses tout their larger customers even though these corporations almost always are buying the product for midsize business units. Since the 1990s, many larger entities have used a two-tier ERP strategy. That is, they buy a system designed for midsize companies because it would be too difficult or costly to implement and maintain their core ERP software at these locations. Cloud ERP is suited to tier-two use. Often, it is an attractive option because it requires no on-site servers or software that requiring maintenance and upgrades. Cloud-based systems make it easier to maintain financial and IT controls such as separation of duties and IT security but require integration at process and data levels to operate efficiently. NetSuite also has incorporated the professional services automation (PSA) capabilities that it acquired in 2008 with OpenAir. Its Services Resource Planning is geared to professional services organizations such as consultants, engineers or architects as well as the professional services arms of larger organizations that can benefit from automating project management, resources management or time and cost accounting. In the past, relatively few professional services firms embraced a high level of automation in managing their business, partly because of the difficulty of implementing and managing on-premises software. Because they eliminate this aspect of software ownership, cloud-based systems work well for these types of organizations. Also, cloud systems are a more natural fit for the mobile nature of professional services business since the revenue-generating assets are professionals who are rarely in the office. Since ERP systems require deep functional and technical expertise to configure and implement, good channel partners are essential to the success of any software vendor. NetSuite’s channel efforts are gathering momentum, including accounting and audit firms with technology practices, specialized ERP resellers and business process outsourcing consultants. The ecosystem is growing, too, with application partners such as Kyriba for treasury management (which was awarded our Technology Innovation Award and received NetSuite’s Partner of the Year award in 2014), and Coupa for spend management and electronic procurement. It also expanded its HRMS and talent management offering with the acquisition of TribeHR that helps human resources professionals. Gaining integration with NetSuite cuts the cost of implementation and ongoing maintenance in these and other areas as well as speeding time to value. There are a couple of areas, though, where NetSuite needs to enhance its capabilities. Social media has quickly evolved from the one-to-many broadcast style of Facebook and Twitter to include options that enable specific, permissioned groups to easily communicate while retaining a record of these communications. NetSuite has some capabilities in this area but in particular it needs to concentrate on meeting the needs of people working in finance and accounting. As I’ve noted, finance organizations are social, but broadcast-style communications often is not appropriate. Groups may be broadly defined (say, everyone in accounting) or more narrowly focused (just those working on the close) or established for a specific project. These systems work best when functionality automatically adjusts to the context of the work the individual is performing. It should “know” when the individual is engaged in the accounting close, budgeting, billing and so on. From the start NetSuite provided users with basic dashboard functionality to monitor the status of their part of the business. These capabilities have been updated in the current release of the NetSuite platform. While the improvements are necessary, greater investment must be made in enhancing its analytics and reporting. Facilitating the use of more effective analytics would also be useful, especially since its system captures a broad range of financial and operational data in real time in a single store or might need to be shared with other systems. NetSuite has a strategic relationship with Birst, a cloud-based vendor of analytics and business intelligence software, which offers Birst Express for NetSuite. Our most recent Mobile BI Value Index rated Birst as a Warm vendor – that is, it meets basic requirements well but does not offer the full range of available capabilities across smartphones and tablets and range of mobile technology platform providers. Many companies are finding that cloud-based ERP has advantages. Not only can it have initial and ongoing cost savings and faster time to value, it eliminates the need to devote IT resources to what is a commodity-like operation and is better suited to many businesses with remote and multisite operations. Many will require integration to other business applications that could be on-premises or cloud-based ones that might require data or notification of completion. NetSuite also has functionality that supports the needs of businesses that make or distribute physical goods, which is more difficult to create than services. And cloud-based ERP is an option that any rapidly growing small business or a smaller midsize company (that is, one with 100 to 200 employees) should evaluate if its entry-level accounting software is not able to provide capabilities to manage the business effectively. 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Robert Kugel's Analyst Perspectives | Workforce Performance Management (WPM)