ISG Software Research Analyst Perspectives

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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution. <a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a> <a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a> <a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a> <a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a> <a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a> </div> <ul></ul> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://blog.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/90531223305/1725882478811/Ventana_Research_2023/js/mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style="background-size:cover;background-position:50%;background-repeat:no-repeat;background-image:url(https://blog.isg-research.net/hubfs/_images/_backgrounds/314838419_1200px.jpg)">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section">  <h1 class="analyst-header-title">Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/the-office-of-finance-market-agenda-for-2022-effectiveness-and-profits">The Office of Finance Market Agenda for 2022: Effectiveness and Profits</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 09 February 2022 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=200&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=100&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 100w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=200&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 200w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=300&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 300w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=400&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 400w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=500&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 500w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png?width=600&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Ventana Research recently announced its 2022 <a href="https://www.ventanaresearch.com/OfficeOfFinance#research" style="text-decoration: none;">Market Agenda for the Office of Finance</a>, continuing the guidance we have offered since 2003 on the practical use of technology for the finance and accounting department. Our insights and best practices aim to enable organizations to operate with agility and resiliency, improving performance and delivering greater value as a strategic partner. </div> <a href="https://blog.isg-research.net/the-office-of-finance-market-agenda-for-2022-effectiveness-and-profits"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://blog.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://blog.isg-research.net/topic/revenue">Revenue</a>, <a href="https://blog.isg-research.net/topic/blockchain">blockchain</a>, <a href="https://blog.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://blog.isg-research.net/topic/predictive-planning">Predictive Planning</a>, <a href="https://blog.isg-research.net/topic/lease-and-tax-accounting">lease and tax accounting</a>, <a href="https://blog.isg-research.net/topic/profitability-management">profitability management</a>, <a href="">AI and Machine Learning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/digitize-tax-departments-for-increased-strategic-value">Digitize Tax Departments for Increased Strategic Value</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 26 October 2021 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=200&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=100&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png 100w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=200&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png 200w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=300&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png 300w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=400&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png 400w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=500&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png 500w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png?width=600&name=AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Managing corporate income taxes is a challenge for chief financial officers. Tax codes are often complex, so tax accounting as well as the data required for tax provisions and tax compliance are different enough from statutory accounting to create significant workloads for the tax department. Today, the worldwide trend to higher taxes and growing tax code complexity is increasing the payoff for digitizing an organization’s tax function. </div> <a href="https://blog.isg-research.net/digitize-tax-departments-for-increased-strategic-value"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://blog.isg-research.net/topic/revenue">Revenue</a>, <a href="https://blog.isg-research.net/topic/digital-finance">digital finance</a>, <a href="https://blog.isg-research.net/topic/lease-and-tax-accounting">lease and tax accounting</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/palantir-earns-overall-digital-innovation-award-for-2021">Palantir Earns Overall Digital Innovation Award for 2021</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/mark-smith"> Mark Smith </a> on 04 August 2021 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png?width=200&name=AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png?width=100&name=AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png 100w, https://blog.isg-research.net/hs-fs/hubfs/AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png?width=200&name=AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png 200w, https://blog.isg-research.net/hs-fs/hubfs/AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png?width=300&name=AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png 300w, https://blog.isg-research.net/hs-fs/hubfs/AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png?width=400&name=AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png 400w, https://blog.isg-research.net/hs-fs/hubfs/AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png?width=500&name=AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png 500w, https://blog.isg-research.net/hs-fs/hubfs/AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png?width=600&name=AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> The annual Ventana Research Digital Innovation Awards showcase advances in the productivity and potential of business applications, as well as technology that contributes significantly to the improved processes and performance of an organization. Our goal is to recognize technology and vendors that have introduced noteworthy digital innovations to advance business and IT. </div> <a href="https://blog.isg-research.net/palantir-earns-overall-digital-innovation-award-for-2021"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://blog.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://blog.isg-research.net/topic/marketing">Marketing</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/voice-of-the-customer">Voice of the Customer</a>, <a href="https://blog.isg-research.net/topic/continuous-planning">Continuous Planning</a>, <a href="https://blog.isg-research.net/topic/embedded-analytics">embedded analytics</a>, <a href="https://blog.isg-research.net/topic/learning-management">Learning Management</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://blog.isg-research.net/topic/data-governance">Data Governance</a>, <a href="https://blog.isg-research.net/topic/data-preparation">Data Preparation</a>, <a href="https://blog.isg-research.net/topic/information-management">Information Management</a>, <a href="https://blog.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://blog.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://blog.isg-research.net/topic/contact-center">Contact Center</a>, <a href="https://blog.isg-research.net/topic/data">Data</a>, <a href="https://blog.isg-research.net/topic/product-information-management">Product Information Management</a>, <a href="https://blog.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://blog.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://blog.isg-research.net/topic/digital-technology">Digital Technology</a>, <a href="https://blog.isg-research.net/topic/digital-marketing">Digital Marketing</a>, <a href="https://blog.isg-research.net/topic/digital-commerce">Digital Commerce</a>, <a href="https://blog.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://blog.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://blog.isg-research.net/topic/revenue">Revenue</a>, <a href="https://blog.isg-research.net/topic/blockchain">blockchain</a>, <a href="https://blog.isg-research.net/topic/natural-language-processing">natural language processing</a>, <a href="https://blog.isg-research.net/topic/data-lakes">data lakes</a>, <a href="https://blog.isg-research.net/topic/total-compensation-management">Total Compensation Management</a>, <a href="https://blog.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://blog.isg-research.net/topic/predictive-planning">Predictive Planning</a>, <a href="https://blog.isg-research.net/topic/employee-experience">employee experience</a>, <a href="https://blog.isg-research.net/topic/candidate-engagement">candidate engagement</a>, <a href="https://blog.isg-research.net/topic/conversational-computing">Conversational Computing</a>, <a href="https://blog.isg-research.net/topic/continuous-payroll">Continuous Payroll</a>, <a href="https://blog.isg-research.net/topic/collaborative-computing">collaborative computing</a>, <a href="https://blog.isg-research.net/topic/mobile-computing">mobile computing</a>, <a href="https://blog.isg-research.net/topic/continuous-supply-chain">continuous supply chain</a>, <a href="https://blog.isg-research.net/topic/subscription-management">Subscription Management</a>, <a href="https://blog.isg-research.net/topic/agent-management">agent management</a>, <a href="https://blog.isg-research.net/topic/extended-reality">extended reality</a>, <a href="https://blog.isg-research.net/topic/intelligent-marketing">intelligent marketing</a>, <a href="https://blog.isg-research.net/topic/sales-enablement">sales enablement</a>, <a href="https://blog.isg-research.net/topic/work-experience-management">work experience management</a>, <a href="https://blog.isg-research.net/topic/lease-and-tax-accounting">lease and tax accounting</a>, <a href="https://blog.isg-research.net/topic/robotic-automation">robotic automation</a>, <a href="">AI and Machine Learning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/reduce-risk-and-improve-departmental-effectiveness-with-intercompany-financial-management">Reduce Risk and Improve Departmental Effectiveness with Intercompany Financial Management</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 24 May 2021 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=200&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=100&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 100w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=200&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 200w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=300&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 300w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=400&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 400w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=500&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 500w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png?width=600&name=AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Ventana Research defines intercompany financial management as a discipline for structuring and handling transactions within a corporation and between its legal entities. IFM is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will have implemented intercompany... </div> <a href="https://blog.isg-research.net/reduce-risk-and-improve-departmental-effectiveness-with-intercompany-financial-management"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://blog.isg-research.net/topic/revenue">Revenue</a>, <a href="https://blog.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://blog.isg-research.net/topic/lease-and-tax-accounting">lease and tax accounting</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/fourq-builds-confidence-and-trust-in-intercompany-financial-management">FourQ Builds Confidence and Trust in Intercompany Financial Management</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 23 April 2021 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=200&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=100&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 100w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=200&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 200w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=300&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 300w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=400&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 400w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=500&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 500w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png?width=600&name=AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <a href="https://fourq.com/" style="text-decoration: none;">FourQ</a> is an intercompany financial management (IFM) Solution-as-a-Service provider. IFM is a discipline for structuring and handling transactions within a corporation and between its legal entities, and is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will... </div> <a href="https://blog.isg-research.net/fourq-builds-confidence-and-trust-in-intercompany-financial-management"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://blog.isg-research.net/topic/revenue">Revenue</a>, <a href="https://blog.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://blog.isg-research.net/topic/lease-and-tax-accounting">lease and tax accounting</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/the-office-of-finance-market-agenda-for-2021-accelerating-adoption-of-digital-technology">The Office of Finance Market Agenda for 2021: Accelerating Adoption of Digital Technology</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 28 February 2021 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=200&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=100&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png 100w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=200&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png 200w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=300&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png 300w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=400&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png 400w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=500&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png 500w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png?width=600&name=AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Ventana Research recently announced its <a href="https://www.ventanaresearch.com/OfficeOfFinance#research" rel="noopener" target="_blank">2021 market agenda for the Office of Finance</a>, continuing the guidance we’ve offered since 2003 on the practical use of technology for the finance and accounting department. Our insights and best practices aim to enable organizations to operate with agility and resiliency, improving performance and delivering greater value as a strategic partner. </div> <a href="https://blog.isg-research.net/the-office-of-finance-market-agenda-for-2021-accelerating-adoption-of-digital-technology"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/enterprise-profitability-management">enterprise profitability management</a>, <a href="https://blog.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://blog.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://blog.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://blog.isg-research.net/topic/revenue">Revenue</a>, <a href="https://blog.isg-research.net/topic/blockchain">blockchain</a>, <a href="https://blog.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://blog.isg-research.net/topic/predictive-planning">Predictive Planning</a>, <a href="https://blog.isg-research.net/topic/lease-and-tax-accounting">lease and tax accounting</a>, <a href="https://blog.isg-research.net/topic/virtual-audit">virtual audit</a>, <a href="https://blog.isg-research.net/topic/virtual-close">virtual close</a>, <a href="">AI and Machine Learning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/use-software-for-more-effective-tax-management">Use Software for More Effective Tax Management</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 10 February 2021 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=200&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=100&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png 100w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=200&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png 200w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=300&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png 300w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=400&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png 400w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=500&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png 500w, https://blog.isg-research.net/hs-fs/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png?width=600&name=AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> The post-pandemic world will see much returned to normal, but there will also be change. For businesses that faced shutdowns, these changes will include higher taxes to pay for the costs of mitigating the economic impact, and the loss of tax revenue. In addition to imposing higher tax rates, some governments will strive to raise revenue by accelerating their adoption of digital technologies to enhance compliance. Taxes are the largest single expenditure for most corporations, both taxes on... </div> <a href="https://blog.isg-research.net/use-software-for-more-effective-tax-management"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://blog.isg-research.net/topic/revenue">Revenue</a>, <a href="https://blog.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://blog.isg-research.net/topic/lease-and-tax-accounting">lease and tax accounting</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/five9-launches-global-engagement-center-1">Five9 Launches Global Engagement Center</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/isg-software-research"> ISG Software Research </a> on 03 September 2017 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg?width=200&name=AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg?width=100&name=AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg 100w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg?width=200&name=AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg 200w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg?width=300&name=AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg 300w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg?width=400&name=AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg 400w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg?width=500&name=AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg 500w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg?width=600&name=AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Our benchmark research into <a href="https://www.ventanaresearch.com/benchmark/next-generation-customer-engagement" target="_blank">next-generation customer engagement</a> shows the telephone is far from dead as a channel of customer engagement. Although the research shows other channels are likely to grow more quickly over the next two years, nearly half (46%) of organizations said they expect to see significant or some growth in the volume of calls they need to handle. So, as well as supporting additional digital channels of engagement, organizations must ensure the way they handle calls meets... </div> <a href="https://blog.isg-research.net/five9-launches-global-engagement-center-1"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/customer-analytics">Customer Analytics</a>, <a href="https://blog.isg-research.net/topic/customer-engagement">Customer Engagement</a>, <a href="https://blog.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://blog.isg-research.net/topic/customer-service">Customer Service</a>, <a href="https://blog.isg-research.net/topic/contact-center">Contact Center</a>, <a href="https://blog.isg-research.net/topic/omnichannel">Omnichannel</a>, <a href="https://blog.isg-research.net/topic/workforce-optimization">Workforce Optimization</a>, <a href="https://blog.isg-research.net/topic/revenue">Revenue</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); } }; // Category filters $('.all').click( function() { checkClass(); }); // Active tag $('.bttn').click(function(){ $('.bttn').removeClass('active'); $(this).addClass('active'); }) </script> </div> <div class="blog-numeric-pagination span12 ">   </div> </div> <div class="blog-sidebar">   <style> .blog-sidebar h3 { font-size: 18px; margin-bottom: 30px; position: relative; color: var(--light_blue); padding-top:40px; } .btn-secondary, .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } </style> <a href="https://cta-redirect.hubspot.com/cta/redirect/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be"><img class="hs-cta-img" id="hs-cta-img-960cd0b7-7494-40d3-ac1c-5825d5a075be" style="border-width:0px;" src="https://no-cache.hubspot.com/cta/default/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be.png" alt="JOIN OUR COMMUNITY"></a><script charset="utf-8" src="https://js.hscta.net/cta/current.js"></script><script type="text/javascript"> hbspt.cta.load(2035844, '960cd0b7-7494-40d3-ac1c-5825d5a075be', {"useNewLoader":"true","region":"na1"}); </script> <h3>Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. Each Analyst Perspective presents the view of the analyst who is an established subject matter expert on new developments, business and technology trends, findings from our research, or best practice insights. Each is prepared and reviewed in accordance with Ventana Research’s strict standards for accuracy and objectivity and reviewed to ensure it delivers reliable and actionable insights. It is reviewed and edited by research management and is approved by the Chief Research Officer; no individual or organization outside of Ventana Research reviews any Analyst Perspective before it is published. If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@ventanaresearch.com" style="color: #284a7b;">ChiefResearchOfficer@ventanaresearch.com</a> </li> </ul> <a class="btn-secondary" href="https://www.ventanaresearch.com/analyst-perspective-policy">View Policy</a>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, 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href="https://blog.isg-research.net/topic/business-technology-innovation">Business Technology Innovation (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/business-value">business value (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/calabrio">Calabrio (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/call-center">Call Center (301)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/call-center-analytics">call center analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/call-copy">Call Copy (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/call-routing">Call Routing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/callidus-software">Callidus Software (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/calliduscloud">CallidusCloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/callminer">Callminer (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/calltower">CallTower (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cambridge-semantics">Cambridge Semantics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/camelon-software">Camelon Software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/candidate-engagement">candidate engagement (30)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/candidate-experience">Candidate Experience (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/capacity-utilization">capacity utilization (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/capital-adequacy">capital adequacy (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/capital-budget">capital budget (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/capital-markets">capital markets (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/capital-spending">capital spending (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cash-management">cash management (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ccaas">CCaaS (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cdh3">CDH3 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cdp">CDP (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/celergo-hcm">Celergo HCM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cem">CEM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ceo">CEO (22)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ceo-cfo-financial-performance-management-forecasti">CEO, CFO, Financial Performance Management, Foreca (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cep">CEP (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ceridian">Ceridian (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cfo">CFO (164)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/challenge">challenge (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/channel">channel (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/channelinsight">ChannelInsight (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chargebacks">chargebacks (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chart-of-accounts">chart of accounts (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chatbots">Chatbots (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chatter">Chatter (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chief-risk-officer">Chief Risk Officer (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chro">CHRO (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ci-cd">CI/CD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cicero">Cicero (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cincom">Cincom (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cio">CIO (112)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cio-callenges">cio callenges (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cirro">Cirro (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cisco">Cisco (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ciso">CISO (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/clarabridge">Clarabridge (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/clarity-systems">Clarity Systems (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/clickfox">Clickfox (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/close">close (43)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/closed-loop">closed loop (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/closing">closing (35)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud">Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud-analytics">cloud analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud-business-intelligence">cloud business intelligence (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing (863)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud-erp">cloud ERP (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud9-analytics">Cloud9 Analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloudera">Cloudera (17)</a> </li> 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href="https://blog.isg-research.net/topic/composite-document">Composite document (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/composite-software">Composite Software (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/computer-vision">Computer Vision (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/computing">computing (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/concur">Concur (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/confirmit">Confirmit (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/connectwise">ConnectWise (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/connotate">Connotate (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/consolidate-and-close-management">Consolidate and Close 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<a href="https://blog.isg-research.net/topic/corvisa-cloud">Corvisa Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cost-management">Cost Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/costing">costing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cpaas">CPaaS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cpq">CPQ (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/credit">credit (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/crisis">crisis (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/crm">CRM (267)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/crm-customer-service">CRM customer service (1)</a> </li> <li style="display:none;"> <a 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href="https://blog.isg-research.net/topic/customer-experience">Customer Experience (532)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-experience-management">Customer Experience Management (55)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-feedback">Customer Feedback (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-feedback-management">Customer Feedback Management (123)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-information-management">Customer Information Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-intelligence">Customer Intelligence (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/customer-interaction-technology">Customer Interaction Technology (1)</a> </li> <li style="display:none;"> <a 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style="display:none;"> <a href="https://blog.isg-research.net/topic/dashboard">dashboard (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dashboards">Dashboards (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data">Data (305)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-analytics">Data Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-artisan">data artisan (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-blending">data blending (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-catalog">Data catalog (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-democratization">Data Democratization (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-discovery">Data 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href="https://blog.isg-research.net/topic/data-mart">data mart (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-mining">Data Mining (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-observability">Data Observability (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-operations">data operations (101)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-ops">Data Ops (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-orchestration">Data Orchestration (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-pipelines">Data Pipelines (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-platforms">data platforms (45)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-preparation">Data 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href="https://blog.isg-research.net/topic/data-visualization">Data Visualization (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-viz">data viz (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-warehousing">Data Warehousing (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/database">Database (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/database-as-a-service">Database as a Service (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/database-com">database.com (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/datameer">Datameer (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dataops">dataops (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dataprep">DataPrep (1)</a> </li> <li 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href="https://blog.isg-research.net/topic/digital-marketing">Digital Marketing (28)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-operations">Digital Operations (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-publishing">Digital Publishing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-security">Digital Security (23)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-technology">Digital Technology (292)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-transformation">Digital transformation (20)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/direct-data-mapping">Direct Data Mapping (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/disaster-recovery">Disaster Recovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/discovery">Discovery (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/discovery-analytics">discovery analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/discovery-tools">discovery tools (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/distribution">distribution (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dns">DNS (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/document-management">Document Management (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dodd-frank">Dodd-Frank (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/domestic-payroll">Domestic Payroll (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/domo">Domo 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href="https://blog.isg-research.net/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/e-discovery">e-discovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/echopass">Echopass (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eclipse">Eclipse (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/edi">EDI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ediscovery">eDiscovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/editorial">Editorial (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/effectiveness">effectiveness (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eg-solutions">eg Solutions (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/elasticube">elasticube (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eloqua">Eloqua (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/embedded-analytics">embedded analytics (95)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/emc">EMC (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-engagement">Employee Engagement (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-experience">employee experience (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-onboarding">Employee Onboarding (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-productivity">Employee Productivity (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/empower">Empower (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/end-to-end">end-to-end (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/endeca">endeca (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enghouse-interactive">Enghouse interactive (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enkata">Enkata (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-applications">Enterprise Applications (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-data-strategy">Enterprise Data Strategy (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-messaging-internet-of-things-iot-middle">Enterprise messaging, Internet of Things, IoT, mid (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-profitability-management">enterprise profitability management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning (72)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-risk-management">enterprise risk management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-software">Enterprise Software (27)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-spreadsheet">enterprise spreadsheet (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-tax">Enterprise Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterworks">Enterworks (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/environment-management">Environment Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/environmental">Environmental (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/envision">Envision (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/epicor">Epicor (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/epiphany">Epiphany (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/equifax">Equifax (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/equity-research">equity research (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erm">ERM (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erp">ERP (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting (150)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/error">error (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/esg">ESG (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/esri">ESRI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/essbase">Essbase (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ethority">eThority (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-data">Event Data (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-discovery">Event discovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-stream">Event Stream (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-stream-processing">Event Stream Processing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-streams">Event Streams (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exacttarget">ExactTarget (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exadata">exadata (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exalytics">Exalytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/excel">Excel (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/excentive">Excentive (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/executive">executive (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expense">expense (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expense-management">expense management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/experience-management">Experience Management (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expert-systems">Expert Systems (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exploration">Exploration (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exploratory-analytics">exploratory analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/explorium">Explorium (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/extended-close">extended close (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/extended-reality">extended reality (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/external-data-platform">External Data Platform (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exterro">Exterro (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/f-type">F-Type (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fasb">FASB (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fast-close">Fast close (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/feedback">Feedback (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fei">FEI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ferf-ceo">FERF CEO (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/field-service">Field Service (29)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance">finance (53)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-analytics">Finance Analytics (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-cloud">finance cloud (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-performance-management">Finance Performance Management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-transformation">finance transformation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial">financial (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-analytics">financial analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-applications">Financial Applications (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-close">Financial Close (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-governance">Financial Governance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-management">Financial Management (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-model">financial model (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance (561)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-2">financial performance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management (237)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM) (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-planning">financial planning (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-regulation">financial regulation (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-reporting">financial reporting (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-risk-management">financial risk management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-services">Financial Services (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-software">financial software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-standards">financial standards (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-statement">financial statement (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-systems">financial systems (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financialforce">FinancialForce (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financialforce-com">FinancialForce.com (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financials">financials (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/five9">Five9 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/flow">flow (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fms">FMS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/for-example-genesys">for example Genesys (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/forecast">Forecast (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/forecasting">forecasting (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fpa">FP&A (22)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fpm">FPM (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fraud">Fraud (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fuel50">Fuel50 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fusion-applications">Fusion 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compliance, risk management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/green">Green (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/greenplum">Greenplum (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/gui">GUI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hadoop">Hadoop (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hana">HANA (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/harvard-business-review">Harvard Business Review (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hawq">HAWQ (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm">HCM (57)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/hcm-analytics">HCM Analytics (1)</a> </li> <li 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href="https://blog.isg-research.net/topic/iac">IaC (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/iasb">IASB (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm">IBM (73)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-business-analytics">IBM Business Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-db2">IBM DB2 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-predictive-customer-intelligence">IBM Predictive Customer Intelligence (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-spss">IBM SPSS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibm-watson">IBM Watson (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ibp">IBP (4)</a> </li> <li style="display:none;"> <a 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href="https://blog.isg-research.net/topic/information-technology">Information Technology (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/infosphere">InfoSphere (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/initiatives-management">Initiatives Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/initiatives-planning">Initiatives Planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/inkling">inkling (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/innovation-awards">Innovation Awards (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/insights">Insights (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/intacct">Intacct (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/integrated-business-planning">Integrated Business Planning (38)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/intelligent-automation">Intelligent Automation (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/intelligent-cx">Intelligent CX (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/intelligent-marketing">intelligent marketing (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/intelligent-memory">Intelligent Memory (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/intelligent-sales">intelligent sales (22)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/intelligent-self-service">Intelligent Self-Service (22)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/interactions">Interactions (1)</a> </li> 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href="https://blog.isg-research.net/topic/operational-planning">Operational Planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/operations">Operations (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain (90)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/oracle">Oracle (78)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/oracle-cloud">Oracle Cloud (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/oracle-fusion-hcm">Oracle Fusion HCM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/orcaeyes">OrcaEyes (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/orchestration">Orchestration (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/order-management">Order 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href="https://blog.isg-research.net/topic/partner-experience">Partner Experience (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/partner-management">partner management (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/patersons">Patersons (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/paxata">Paxata (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pay-equity">Pay Equity (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pay-for-performance">Pay for Performance (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/payroll-management">Payroll Management (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/payroll-optimization">Payroll Optimization (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pdi">PDI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pentaho">Pentaho (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/people-analytics">People Analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/people-cloud">People Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/peoplefluent">Peoplefluent (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/peoplesoft">PeopleSoft (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/performance">Performance (30)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/performance-analytics">Performance Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/performance-management">Performance Management (89)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/perillon">Perillon (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/personalization">Personalization (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pervasive">Pervasive (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pim">PIM (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pim-product-information-management-sales-marketing">PIM, Product Information Management, Sales, Market (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pipkins">Pipkins (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pitney-bowes">Pitney Bowes (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pivotal-hd">Pivotal HD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pivotlink">PivotLink (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/planmill">PlanMill (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/planning">Planning (88)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/planview">Planview (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/plateau">Plateau (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/platfora">Platfora (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/platform-as-a-service">Platform as a service (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/playbook">Playbook (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/plex">Plex (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/plunk">Plunk (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/portfolio-management">Portfolio Management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/portrait-software">Portrait Software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/potus-department-of-labor-flsa-part-541-overtime-r">POTUS, Department of Labor, FLSA, Part 541, Overti (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/powercenter">PowerCenter (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predictive">Predictive (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predictive-analytics">Predictive Analytics (203)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predictive-hcm">Predictive HCM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predictive-planning">Predictive Planning (49)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predixion">Predixion (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management (70)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/price-optimization">Price Optimization (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pricing-and-promotion-management">Pricing and Promotion Management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pricing-management">pricing management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pro">PRO (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/process-management">process management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/process-mining">Process Mining (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/procure-to-pay">Procure-to-Pay (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/procurement">procurement (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/product-experience-management">product experience management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/product-information-management">Product Information Management (90)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/professional-services">Professional Services (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/professional-services-automation">Professional Services Automation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/profit-velocity">Profit Velocity (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/profitability">Profitability (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/profitability-management">profitability management (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/project-management">Project Management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/project-planning">Project Planning (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/project-portfolio-management">Project Portfolio Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/projecthelp">ProjectHelp (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/projectops">ProjectOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/projector">Projector (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/promptbook">Promptbook (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/property-technology">Property Technology (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pros">PROS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pros-pricing">PROS Pricing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/psa">PSA (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/publishing">Publishing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/purchasing">purchasing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pv-accelerator">PV Accelerator (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pxm">PXM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qad">QAD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik">Qlik (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-qlik-sense">Qlik Qlik Sense (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-qonnections">Qlik Qonnections (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-analytics-qlik-sense-qlik-business-intelligen">Qlik, Analytics, Qlik Sense, Qlik, Business intell (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qliktech">Qliktech (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlikview">QlikView (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qualtrics">Qualtrics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quantrix">Quantrix (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quinterian">Quinterian (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quotas">Quotas (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qvidian">Qvidian (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/r">R (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ransomware">Ransomware (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rapide">Rapide (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rapidminer">Rapidminer (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rdbms">RDBMS (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/real-estate">real estate (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/real-time">Real-time (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reconciliation">Reconciliation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recovery">Recovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recruiting">Recruiting (41)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recurring-revenue">Recurring Revenue (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/report">report (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reporting">Reporting (78)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reporting-xbrl-ixbrl-document-management">Reporting, XBRL, iXBRL, document management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/research">Research (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/resilience">Resilience (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/responsetek">ResponseTek (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/retail-analytics">Retail Analytics (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue">Revenue (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-and-lease-accounting">revenue and lease accounting (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-management">Revenue Management (33)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-performance">Revenue Performance (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-performance-management">Revenue Performance Management (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-recognition">revenue recognition (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-lease-and-tax-accounting">Revenue, Lease and Tax Accounting (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revolution">Revolution (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revolution-analtyics">Revolution Analtyics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rightnow">RightNow (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rim">RIM (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk">Risk (37)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk-compliance-grc">Risk & Compliance (GRC) (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk-analytics">Risk Analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/riversand">Riversand (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/roambi">Roambi (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-automation">robotic automation (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-finance">robotic finance (38)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-process-automation">Robotic Process Automation (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/roi">ROI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rpa">RPA (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rypple">Rypple (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sop">S&OP (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/saas">SaaS (27)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sab-miller">SAB Miller (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/saba">Saba (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sage">Sage (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sage-software">Sage Software (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales">Sales (169)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-and-operations-planning">Sales and Operations Planning (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-cloud">Sales Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-coaching">Sales Coaching (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-commission">Sales Commission (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-compensation">Sales Compensation (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-effectiveness">Sales Effectiveness (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-enablement">sales enablement (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-enablement-and-execution">Sales Enablement and Execution (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-engagement">Sales Engagement (25)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-force-automation">Sales Force Automation (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-forecasting">Sales Forecasting (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-operations">Sales Operations (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance (446)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance-management">Sales Performance Management (77)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM) (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-planning">Sales Planning (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-planning-and-analytics">Sales Planning and Analytics (18)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-tax">Sales Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-marketing-sales-performance-management-marke">Sales, Marketing, Sales Performance Management, Ma (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-sfa-spm-sales-performance-management-sales-c">Sales, SFA, SPM, Sales Performance Management, Sal (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/salescloud">SalesCloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/salesforce-com">Salesforce.com (58)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap">SAP (76)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-epm">SAP EPM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-hana">SAP HANA (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-insider">SAP insider (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-lumira">SAP Lumira (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-netweaver">SAP NetWeaver (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-predictive-analytics">SAP predictive analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-teched">SAP TechEd (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sapphire">SAPPHIRE (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sarbanes-oxley">Sarbanes Oxley (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sas">SAS (26)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sas-institute">SAS institute (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sasb">SASB (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sase">SASE (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/savi">Savi (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scm">SCM (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scm-demand-planning">SCM Demand Planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scout-rfp">Scout RFP (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scribe-software">Scribe Software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/search">Search (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sec">SEC (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sec-software">SEC Software (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/secfinops">SecFinOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/secops">SecOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/security">Security (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/security-posture">Security Posture (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sedar">SEDAR (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/self-service">Self-service (41)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/semantic-model">semantic model (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/service-supply-chain">Service & Supply Chain (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/service-cloud">Service Cloud (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/servigistics">Servigistics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sfa">SFA (24)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sfdc">SFDC (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sharepoint">SharePoint (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/shoretel">ShoreTel (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/siemens-enterprise-communications">Siemens Enterprise Communications (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/signal-demand">Signal Demand (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/silverpop">SilverPop (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/simba">Simba (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-financial-close">Smart Financial Close (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-manufacturing">Smart Manufacturing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-phones">Smart Phones (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-watches">Smart Watches (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smarter-analytics">Smarter Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smarter-workforce">Smarter Workforce (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smb">SMB (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/snaplogic">SnapLogic (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/snowfly">Snowfly (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/soa">SOA (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/soc">SOC (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social">Social (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-business">Social Business (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-collaboration">Social Collaboration (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-crm">Social CRM (128)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-dynamx">Social Dynamx (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media">Social Media (365)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media-analytics">Social Media Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media-intelligence">Social Media Intelligence (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-recognition">Social Recognition (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/socialtext">SocialText (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sococare">SoCoCare (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/softscape">Softscape (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/software">Software (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/software-as-a-service">Software as a Service (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sourcing">sourcing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sovereign-cloud">Sovereign Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sox">SOX (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spago-solutions">Spago Solutions (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spatial-data-quality">Spatial Data Quality (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/speech-analytics">Speech Analytics (177)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/splunk">Splunk (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spm">SPM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spotfire">Spotfire (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spreadsheets">Spreadsheets (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spss">SPSS (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sql-h">SQL-H (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sqlstream">SQLstream (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/star-analytics">Star Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/statistics">Statistics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/stibo-systems">Stibo Systems (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/stratahadoop">Strata+Hadoop (56)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/streaming-analytics">Streaming Analytics (28)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/streaming-data">Streaming Data (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/streaming-data-events">Streaming Data & Events (32)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/subscriber-experience">Subscriber Experience (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/subscription-billing">Subscription Billing (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/subscription-management">Subscription Management (68)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/subscription-recurring-revenue-zuora">Subscription, Recurring Revenue, Zuora (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/successfactors">SuccessFactors (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sumo-logic">Sumo Logic (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sumtotal">SumTotal (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sumtotal-systems">SumTotal Systems (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sungard">Sungard (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sunsystems">Sunsystems (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supplier-relationship-management">supplier relationship management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supply-chain">Supply Chain (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supply-chain-management">supply chain management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supply-chain-performance">Supply Chain Performance (253)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supply-chain-planning">Supply Chain Planning (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/surface">Surface (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/surveys">Surveys (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sustainability">Sustainability (38)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sustainability-and-esg">Sustainability and ESG (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sustainability-management">Sustainability Management (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/swordciboodle">SwordCiboodle (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sybase">Sybase (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sybase-iq">Sybase IQ (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sybase-mobile-industry">Sybase. Mobile Industry (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/syncsort">Syncsort (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/synygy">Synygy (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tableau">Tableau (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tableau-software">Tableau Software (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tablets">Tablets (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tagetik">Tagetik (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/talemetry">Talemetry (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/talend">Talend (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/talent-acquisition">Talent Acquisition (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/talent-generation">Talent Generation (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/talent-management">Talent Management (133)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/taleo">Taleo (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/talx">TALX (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tamr">Tamr (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tanner-labs">Tanner Labs (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax">Tax (35)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax-compliance">tax compliance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax-department">tax department (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax-planning">tax planning (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax-software">Tax Software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax-datawarehouse">Tax-Datawarehouse (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax-tax-provision-transfer-pricing">tax; tax provision; transfer pricing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tcm">TCM (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/technology">Technology (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/technology-innovation">Technology Innovation (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/technology-innovation-award">Technology Innovation Award (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/technology-spending">Technology Spending (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/technology-vendors">Technology Vendors (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/telephony">Telephony (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/teradata">Teradata (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/teradata-aster">Teradata Aster (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/text-analytics">Text Analytics (182)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tez">Tez (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/thomson-reuters-multinational">Thomson-Reuters multinational (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/threat-landscape">Threat Landscape (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/threat-management">Threat Management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tibco">Tibco (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tidemark">Tidemark (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/time-attendance">Time & Attendance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tm">TM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tm1">TM1 (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/topic">Topic (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/total-compensation-management">Total Compensation Management (46)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/total-rewards-management">total rewards management (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/towers-watson">Towers Watson (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/towers-watson-talent-management">Towers Watson Talent Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/training">Training (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/transcom">Transcom (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/transera">Transera (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/treasury">Treasury (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tribehr">TribeHR (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/trifacta">Trifacta (1)</a> 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Market Agenda for 2022: Effectiveness and Profits", "mainEntityOfPage": "https://blog.isg-research.net/the-office-of-finance-market-agenda-for-2022-effectiveness-and-profits", "datePublished": "09/02/2022", "dateModified": "09/02/2022", "articleBody": "Ventana Research recently announced its 2022 Market Agenda for the Office of Finance, continuing the guidance we have offered since 2003 on the practical use of technology for the finance and accounting department. Our insights and best practices aim to enable organizations to operate with agility and resiliency, improving performance and delivering greater value as a strategic partner. We craft our annual market agenda using our firm’s expertise in business requirements, especially the complexities of accounting, tax and capital markets, combined with our knowledge of technology vendors and products. As a result of our market research, we can offer insights and best practices to both the lines of business and IT as well as across industry verticals, providing guidance that will help every organization reach its maximum potential. The long-awaited, accelerated adoption of digital technology by the Office of Finance began in 2020 as organizations were forced to adapt to remote working environments. “Virtual” is now the adjective of choice describing almost all core finance and accounting processes. Yet, despite recent encouraging signs of faster technology adoption, transforming department processes and practices is likely to evolve slowly because the key impediment remains the difficulty of changing organizational behavior, commonly referred to as “change management.” For that reason, although nine in 10 executives say they want their finance and accounting department to be a strategic partner to their organization, but by 2025 fewer than one-third will evolve into this role, limiting their company’s performance. To cope with a virtual working environment and adapt to rapidly changing markets and economic environments, we have been witnessing an accelerated conversion from manual processes to applications that enable finance and accounting professionals to eliminate rote, repetitive work and reallocate their time to projects requiring their knowledge and experience. In the coming decade, technology will transform how the finance and accounting department operates, more so than over the past 50 years. Artificial intelligence (AI), machine learning (ML), bots, robotic process automation (RPA), enterprise data management, blockchain distributed ledgers, cloud computing and restructured architecture — these technologies will bring us closer to that longed-for state where computers adapt to the individual rather than requiring the individual to adapt to the shortcomings of computers. Technology will finally be able to transform all aspects of the Office of Finance, including accounting, planning and analytics, budgeting and closing. Our Finance practice has six focus areas: Business Planning, Enterprise Resource Planning and Continuous Accounting, Financial Performance Management, Profitability Management, Digital Finance, and Revenue, Lease and Tax Accounting. Business Planning Ventana Research coined the term “integrated business planning” (IBP) almost 15 years ago to describe a process that supports enterprise-wide, high-participation, rapid-planning cycles. These cycles provide detailed answers to “what-if” questions in seconds or minutes, not hours or days. Budgeting and planning are simplified for business unit managers, and finance departments gain a detailed, forward-looking view of the income statement, balance sheet and cash flows. IBP employs technology such as in-memory computing, advanced analytics and interactive planning to make planning and budgeting processes more agile and easier. Our 2022 Business Planning Value Index and Benchmark Research focuses on how financial planning and analysis (FP&A) groups can finally make planning and budgeting more of a business tool, one that is easier for budget owners to use, significantly enhancing the business value of these processes. ERP and Continuous Accounting Our 2022 research will highlight the transformational role of modern ERP systems and other maturing technologies. Continuous accounting is a technology-driven approach to managing transaction recording and accounting that takes advantage of current technology to streamline and restructure workloads. Continuous accounting can provide organizations with more real-time information and insight. It also helps CFOs address two key challenges: cutting administrative overhead and attracting and retaining the best talent by eliminating unproductive and soul-deadening accounting chores. We will also examine how companies are adopting a “virtual audit,” a transformation of the now-accepted remote audit that provides external auditors with limited, read-only access to key systems, significantly reducing staff workloads. We assert that by 2025, two-thirds of organizations will have applied continuous accounting principles to close the books within one business week, up from 50% today. Financial Performance Management Financial performance management applies technology to the full cycle of departmental functions — corporate and strategic finance, planning, forecasting, analysis, closing and reporting. Close automation, especially, has become a priority to accelerate the accounting cycle, reduce workloads and relieve staff stress. Our research in 2022 will spotlight the evolving role and mission of the FP&A group and the importance of technology to support that evolution. We also will investigate the extent to which organizations are employing advanced analytics. Our research finds that one-half of finance organizations fail to utilize technologies that would enable a faster accounting close, providing executives and managers with important information sooner. We assert that, as a result of accelerated adoption of technology, by 2025, two-thirds of finance and accounting departments will be able to close their quarterly books within six business days, up from one-half today. We will pursue additional research on this issue in 2022. In 2021 we introduced the term Intercompany Financial Management (IFM), a discipline for structuring and handling transactions within a corporation and between its legal entities, designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. IFM addresses a significant (if often unrecognized) problem for many companies because performing IFM well requires the ability to execute the minutiae of statutory and tax accounting details effectively to support the achievement of high-level corporate objectives. Profitability Management Profitability management is a cross-functional effort that integrates finance and sales to achieve an optimal balance of revenue and margin objectives. This is an effective performance-management tool because it is a data- and analytics-based methodology, designed to consistently achieve higher sales and fatter margins. Ventana Research asserts that by 2024, just 35% of FP&A teams in organizations will be able to deliver actionable customer and product-profitability analysis. We assert that by 2024, one-third of organizations will have implemented a profitability management initiative. Digital Finance Our research on this topic in 2022 will explore how digital finance can shift the balance of the department’s work from transaction processing and reporting to forward-looking operational and financial analyses. Digital finance utilizes technology to eliminate rote, repetitive work and while improving the quality of financial processes and financial statements. For example, global organizations that have complex intercompany transaction structures can use digital finance technology to reduce costs, increase control and enhance compliance. Through 2025, almost all multinational organizations that do not adopt IFM will struggle with profit leakage caused by lapses in handling VAT, income tax and transfer pricing decisions. These technologies, including AI/ML, RPA and blockchain distributed ledgers, will effect a profound change in the Office of Finance’s role, fueling a more substantial challenge to “we’ve always done it this way” inertia. Revenue, Lease and Tax Accounting Managing taxes challenges CFOs because statutory accounting and tax authority reporting requirements have become more demanding, increasing workloads. Rising tax rates and more rigorous enforcement makes more focused tax management necessary. Using dedicated tax applications enables tax and accounting departments to operate more efficiently, giving them more time for tax analysis and planning to minimize tax expense as well as providing executives and boards greater transparency in tax provision and tax positions. For this reason, we assert that by 2025, two-thirds of product companies with multinational operations will use software to manage transfer pricing to manage compliance consistently and reduce risk. Organizations have already made significant investments in software to reduce the burden of recent revenue and lease accounting standards, but some have found that they made the wrong choice. Moreover, those that have adopted a subscription or recurring revenue model are finding their existing ERP system inadequate for that business model. The new standards are more principles-based, requiring effective process control and comprehensive disclosures. The largest multinationals are discovering the need for Intercompany Financial Management. We assert that by 2025, two-thirds of product companies with multinational operations will use software to manage transfer pricing to manage compliance consistently and reduce risk. Finance and accounting organizations turned a corner in 2021 and continue to accelerate their adoption of technology in 2022, increasingly embracing digitization. Subscribe to our Ventana Research community to stay up to date on our 2022 research efforts. Visit the Office of Finance page and focus areas for more research facts and best practices. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202022_Effectiveness%20and%20Profits.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Digitize Tax Departments for Increased Strategic Value", "mainEntityOfPage": "https://blog.isg-research.net/digitize-tax-departments-for-increased-strategic-value", "datePublished": "26/10/2021", "dateModified": "26/10/2021", "articleBody": "Managing corporate income taxes is a challenge for chief financial officers. Tax codes are often complex, so tax accounting as well as the data required for tax provisions and tax compliance are different enough from statutory accounting to create significant workloads for the tax department. Today, the worldwide trend to higher taxes and growing tax code complexity is increasing the payoff for digitizing an organization’s tax function. Demands on the tax department have steadily increased over the past decade as statutory accounting and tax authority reporting requirements have become more arduous. Using dedicated tax applications enables tax and accounting departments to operate more effectively, freeing up time to spend on tax analysis and plans to minimize tax expense while respecting tax statutes and avoiding abusive tactics. Software also enables greater forward visibility into future expense and provides more control to ensure consistent application of tax policies and minimize compliance risk. Yet, our Office of Finance Benchmark Research reveals that only one-third of companies use analytics to actively manage a tax strategy and, potentially, reduce tax costs. The tax provision process is a core responsibility of tax departments. This process estimates the amount of income tax a corporation will have to pay to tax authorities in the jurisdictions in which it operates. Tax accountants derive the number by adjusting the reported net income with a variety of permanent differences, such as expenses that are not deductible, and temporary differences – for example using allowable accelerated depreciation for tax purposes and straight-line depreciation for financial reporting. Historically, spreadsheets were the tool of choice for tax provision because, until recently, technology limitations meant that tax accountants did not have an alternative. Despite the growing availability of alternatives, spreadsheets are still popular: Our Office of Finance Benchmark Research found that 59% of tax departments use spreadsheets exclusively for tax provision, while just 22% utilize a third-party tax application. However, spreadsheets are a major barrier to making the tax function more productive and effective. One well-known issue with spreadsheets is that they are error-prone, which is not a risk that tax professionals should have to bear. To be certain that the tax provision and other tax-related calculations are correct, individuals must double- and even triple-check the numbers. This overlaps with a second major issue with spreadsheets: They are time-consuming. Our spreadsheet research finds that those working heavily with spreadsheets spend on average of 18 hours a month (the equivalent of more than two full workdays) just maintaining their most important spreadsheet. Spreadsheets are so time-consuming that they prevent individuals from doing more valuable work — in this case, tax analysis and planning. Another related issue is that using spreadsheets for the tax function diminishes visibility into an organization’s tax provision and tax positions. Using spreadsheets takes so long that executives get to the numbers late in the financial close process. This matters because of the impact that tax expense has on a business’s profits. In addition, spreadsheets are black boxes: That is, they are difficult to control, and it’s difficult for anyone other than the spreadsheet’s owner to understand their construction. Often, assumptions are buried in formulas and hard to uncover. It’s not well understood whether these formulas are inconsistent or wrong, and it’s not easy to spot them. Even with advanced spreadsheet management techniques designed to make updates consistent (such as applying the LAMBDA function in Excel), it’s hard to be certain that some cell wasn’t overwritten with another number. Some people who work intensively with spreadsheets still view them as a form of job security because of their opacity. These workers think they’re indispensable because they are the only ones who understand how these spreadsheets work. This is one of several reasons why use of spreadsheets persists in functions where they constitute more of a problem than a solution. However, these spreadsheet jockeys should recognize that the inherent inefficiency, lack of visibility and propensity for errors of spreadsheets make them vulnerable to being replaced by better technology. To succeed or even survive, tax professionals need to embrace automation because: Using software provides the ability to manage tax-sensitive data, streamline the provision process and provide executives with deeper insight into tax costs. Working within a controlled process that uses a unified set of relevant tax data brings transparency. Applying technology tightly controls the end-to-end process of taking numbers from source systems, constructing tax financial statements, calculating taxes owed and keeping track of cumulative amounts and other balance sheet items related to taxes. Operating with an authoritative data set makes tax department operations more efficient. Having tax data and tax calculations that are immediately traceable, reproducible and permanently accessible provides executives with greater certainty and reduces the risk of noncompliance and the attendant costs and reputation issues. Maintaining an accurate and consistent tax data store enables corporations and tax departments to better execute tax planning, provisioning and compliance. The best career decision that tax professionals can make is to embrace technology that allows them to be more productive and enables them to spend more time on work that fully utilizes their training and experience. Information technologies, especially artificial intelligence and other forms of cognitive computing, will transform how they work, driving a fundamental change in what they do. The real value of tax professionals is not their ability to overcome spreadsheet limitations but their training in understanding income taxes. Once freed from the drudgery of performing computations, massaging data and checking (two or three times) for errors, tax professionals can turn their attention to performing analytical work aimed at optimizing an organization’s tax spend – and thus ensuring their value as workers. I recommend that midsize and larger organizations — especially those that operate in multiple tax jurisdictions and have an even moderately complex legal entity structure — use dedicated software to automate income tax provision and analysis functions. Using dedicated software rather than relying on spreadsheets helps the tax department, and those working in it, increase their strategic value so they won’t be obsolete tomorrow. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Digitize%20Tax%20Departments%20for%20Increased%20Strategic%20Value.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Palantir Earns Overall Digital Innovation Award for 2021", "mainEntityOfPage": "https://blog.isg-research.net/palantir-earns-overall-digital-innovation-award-for-2021", "datePublished": "04/08/2021", "dateModified": "04/08/2021", "articleBody": "The annual Ventana Research Digital Innovation Awards showcase advances in the productivity and potential of business applications, as well as technology that contributes significantly to the improved processes and performance of an organization. Our goal is to recognize technology and vendors that have introduced noteworthy digital innovations to advance business and IT. Ventana Research has awarded Palantir its prestigious 2021 Overall Digital Innovation Award for Palantir Foundry. This award is given to the vendor that best exemplifies overall innovation and change that supports an organization’s ability to maximize its people, processes, information and technology. Finalists from each area of expertise — Analytics, Customer Experience, Data, Digital Business, Digital Technology, Human Capital Management, Marketing, Office of Finance, Office of Sales, and Operations and Supply Chain — are considered for this award. The necessity of data and its efficient processing requires technology that is designed to support data efforts across the enterprise. No matter the volume or velocity, the need for integration across the hybrid cloud requires that organizations can efficiently process data continuously and securely. Expectations for digital technology that supports the data requirements of an organization has drastically changed, while the need to support policies and regulatory environments requires more adaptive technological approaches than ever before. Ventana Research selected Palantir for the 14th Annual Overall Digital Innovation Award for its innovation in Palantir Foundry. Foundry operates as an efficient data platform, processing data through its microservices architecture as well as a state-of-the-art design and administration approach that supports manageability through its unique ontology and data lineage capabilities. It also delivers high-scale operations that operate its platform reliably across the world while applying data governance and analytical computations to meet business and organizational requirements to support decision making and real-time operations. Palantir’s innovation in the science of processing data helps organizations be even more resilient, acquiring the organizational agility to adapt data processes to meet ever-changing operational and analytical needs of the enterprise and business processes across its customers, partners and suppliers. Addressing the pressing needs of digital transformation as well as business continuity and resilience makes Palantir unique in its approach to digital innovation. If you have not examined how Palantir Foundry can help your organization, it is well worth your time. Congratulations, Palantir, for your continued innovation. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://blog.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Reduce Risk and Improve Departmental Effectiveness with Intercompany Financial Management", "mainEntityOfPage": "https://blog.isg-research.net/reduce-risk-and-improve-departmental-effectiveness-with-intercompany-financial-management", "datePublished": "24/05/2021", "dateModified": "24/05/2021", "articleBody": "Ventana Research defines intercompany financial management as a discipline for structuring and handling transactions within a corporation and between its legal entities. IFM is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will have implemented intercompany financial management to achieve tax, risk-management and financial close benefits. IFM issues arise because almost all midsize and larger corporations are made up of multiple legal entities – sometimes hundreds or even thousands. Legal entities are significant because they introduce tax and regulatory considerations into intercompany transactions. From the outside, a corporation might look like a single thing, but the internal mechanics of creating, selling and delivering products and services often involve posting related accounting transactions in multiple parts of an organization. For example, several business units might produce various components or provide services for a corporation’s division that assembles these into a final product or service. Each business unit bills that final product division, and that final product or service division turns around and pays the component makers. When it comes to tallying up the bookkeeping to produce the parent corporation’s financial statements, all those intercompany transactions are supposed to cancel each other out. Usually, they do, but because each side of the transaction is recorded separately, it’s also common to find errors, slight discrepancies in volume and price, currency translation differences and other adjustments that have to be identified and then corrected. The process can be complicated if an intercompany transaction involves multiple legal entities buying and selling, especially if the transaction spans multiple countries, each with their own currency, tax regimes and legal jurisdictions. And where these transactions cross national borders, multiple complications arise. The transactions may involve different currencies and be subject to a set of disparate import and export regulations as well as tariffs and taxes. When IFM is not managed properly in a cross-border transaction, value-added tax “leakage” can occur if one corporate entity fails to claim a refund that it is owed. Another tax risk arises if a company is deemed to have a “permanent establishment” in a country, and therefore have a taxable presence. The company must be able to document that the volume of its work in that country is below the legal threshold. The degree to which a corporation faces IFM challenges is a function of the number of legal entities and the ownership arrangements among those entities, the intricacy of its production and delivery chains, the complexity of its worldwide tax situation and the number of ERP systems it uses. As a rule, a corporation with even a moderately complex legal entity and ownership structure that operates in multiple tax jurisdictions and has ERP systems from more than a handful of vendors should assess how well it is handling IFM. One indicator of IFM effectiveness is how long it takes to complete the accounting close. If completing the close takes more than one business week, it’s likely that IFM issues are a contributing factor. Our Office of Finance Benchmark Research found that only one-half of companies complete their monthly close within six business days. Our research also finds that the length of the close is unrelated to company size and industry, and that the quality and effectiveness of how the process is organized and managed is a major factor in how long it takes to close. The complexities of the process and the need to support global and local requirements at the same time can contribute to a longer-than-necessary close. The ironic thing about intercompany financial management is that because it’s so obscure and technical, those at the top of the company who stand to benefit the most aren’t aware that doing it well can have a meaningful impact on the bottom line, improve financial control and reduce reputational and other risks. Few, if any, in the company recognize that IFM is a systemic issue that must be tackled holistically, rather than piecemeal. Done well, IFM can benefit a broad set of people and roles in a company. The CFO benefits from efficiency gains, deeper insight and greater control. Those in a range of finance and accounting department roles benefit from reduced staff workloads, greater efficiency, better control and more accurate managerial accounting. In multinational companies where people, products and services routinely cross legal entities and borders, sourcing and supply chain managers as well as human resources have better understanding of total costs. Larger corporations that operate in multiple countries often adopt a shared services center. The main reason they do so is to reduce costs by eliminating duplication of efforts, choosing a lower-cost location for the center, or achieving greater efficiency through better utilization of skilled personnel. But a shared services organization can also offer better and more consistent performance, especially where specialized skills or knowledge are needed. Because the organization centralizes tasks, there is potentially more effective control of processes, since these are consistent and easier to monitor. And it can also provide the company headquarters greater visibility into performance as well as issues and opportunities. Although cost cutting through more efficient execution was once its focus, corporations with the most mature shared services organizations use them as a way of achieving consistently higher quality in process execution, more effective control and improved risk management. A finance and accounting shared services organization is well-positioned to take charge of IFM. But they need the tools and capabilities to do that. Five elements are necessary for performing IFM well, including: Accurate, consistent and timely intercompany financial data that is immediately accessible. This means assembling all relevant information from every ERP system in the organization and, wherever necessary, enriching the data with, for example, legal entity identification. Automated invoice processing for accuracy and efficiency. Technology in the form of application programming interfaces and robotic process automation makes it possible to automate data movements to ensure they are accurate, timely and secure. A global billing and payments capability that provides speed and accuracy. A tax rules engine that accurately applies rates to individual line items and is capable of compliance with the rising requirements for digital tax filings. Having people with training, expertise and experience to handle the ongoing exceptions and ambiguities that arise in the process. Intercompany financial management is a discipline that goes beyond simply reconciling accounting entries. It creates and applies global process consistency to ensure the application of best practices everywhere. It can substantially reduce and maybe eliminate tax leakages – especially in value-added taxes. It can make a shorter accounting close possible with no sacrifice to accuracy or control. To the extent that transactions involve anything more than simple chargebacks, it can automate that process for accuracy, speed and consistency. It diminishes risks – accounting risks, tax risks and reputational risks. I recommend that corporations operating in more than a handful of tax jurisdictions with even a modestly complex legal entity structure investigate and assess how well it is handling its intercompany accounting and tax. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Reduce%20Risk%20and%20Improve%20Departmental%20Effectiveness%20With%20Intercompany%20Financial%20Management%20.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "FourQ Builds Confidence and Trust in Intercompany Financial Management", "mainEntityOfPage": "https://blog.isg-research.net/fourq-builds-confidence-and-trust-in-intercompany-financial-management", "datePublished": "23/04/2021", "dateModified": "23/04/2021", "articleBody": "FourQ is an intercompany financial management (IFM) Solution-as-a-Service provider. IFM is a discipline for structuring and handling transactions within a corporation and between its legal entities, and is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Today, IFM is an obscure topic, but I assert that by 2025, one-half of organizations with 10,000 or more employees will have implemented intercompany financial management to achieve tax, risk management and financial close benefits. Here’s why: Corporations are made up of multiple entities that frequently buy and sell goods and services from each other. For example, a manufacturer might source parts from different divisions located in multiple states or countries, export the finished product to a country where it has a distribution center, and then install and service the product in a different country with its own local business unit. There may be recurring payments for the use of intellectual property or parts provided under warranty. These transactions give rise to a mass of paperwork as one corporate entity invoices and the other pays. The transactions also can create tax liabilities arising from those sales and purchases. When it comes to tallying up all that bookkeeping to produce the corporation’s financial statements, all those intercompany transactions are supposed to cancel each other out. Usually, they do, but because each side of the transaction is recorded separately, it is also common for there to be errors, slight discrepancies in volume and price, currency translation differences and other adjustments that have to be identified and corrected. And where these transactions cross national borders, multiple complications arise. The transactions may involve different currencies and be subject to a set of disparate import and export regulations as well as tariffs and taxes. When IFM is not managed properly, value-added tax (VAT) “leakage” can occur in a cross-border transaction when a corporate entity fails to claim a refund that it is owed. Or a company may be deemed to have a “permanent establishment” in a country, and therefore have a taxable presence, if it is not able to document that the volume of its work in that country is below the legal threshold. FourQ provides a service, OneBiller, that addresses these challenges by supporting a centralization of the intercompany accounting function of multinational organizations, providing an automated intercompany billing and invoice-management service designed to improve administrative productivity and lower costs while reducing global tax and compliance risks. FourQ OneBiller addresses a common set of problems that confront corporations operating in multiple tax jurisdictions with multiple ERP systems. Our Next-Generation ERP Benchmark Research found two-thirds of organizations with more than 1,000 employees have more than one ERP system and 27% have four or more. All those internal buy-and-sell transactions create workloads in each local accounting department, including dealing with errors, reconciling differences in the details of invoices and payments, and filing regulatory and tax documents. These workload issues are compounded when there are multiple countries involved, especially if there are intermediate stops from source to destination for logistical, regulatory or tax considerations. Larger corporations often establish a shared service organization (SSO) to manage intercompany transactions, including presentment and payment of invoices, because this approach can be more efficient by centralizing the accounting for the transaction, which often goes beyond simple economies of scale. However, unless the process is managed well, an SSO can cause delays in payments and official filings (which can result in fees and penalty assessments) as well as create unnecessary tax or regulatory issues. In theory, the selling and buying events are simply mirror images but that is not always the case in reality. The transactions might be booked by their respective accounting departments on different dates, at different prices, with different terms and conditions. The items on the sales and purchase orders also may not agree exactly or there might be errors in the harmonized system export codes. Corporations can avoid these potential issues through effective process and data management that scales to their volume and geographic requirements. OneBiller uses automation to reduce the effort involved in matching intercompany transactions and resolving discrepancies. It captures the required attributes of intercompany agreements and streamlines intercompany dispute resolution. And it handles taxes with an integrated tax engine to maximize tax deductibility by reducing stranded costs. Controlled and consistent tax calculations diminish the possibility of errors and make tax defense faster and easier. Moreover, all multinational activities require filings and, increasingly, national governments are demanding tax-compliant invoices be submitted to their tax authorities to limit VAT fraud and errors that reduce their revenue. For corporations domiciled in the U.S., there are complications caused by the base erosion and anti-abuse tax (BEAT) that apply to otherwise deductible payments for interest, royalties and some services used to shift profits to lower-tax jurisdictions. While in almost all areas of a business being strategic means not getting lost in the details, being strategic in accounting is all about flawlessly managing the details, especially in areas of hair-curling complexity. Being strategic in accounting processes means managing data continuously without human intervention from the start of a process to its completion, one of the pillars of what Ventana Research calls continuous accounting. FourQ’s OneBiller handles the challenging and tedious work of integrating transactional data using application program interfaces (APIs) from a range of sources, such as multiple ERP systems and controlled spreadsheets, and transforms this mass of disparate data into a consistent, consolidated whole. Where necessary, it enriches the data with legal entity information, terms and conditions included in the invoice, and any pertinent tax-related information, such as VAT details, necessary to create tax-compliant invoices and documentation. The system completes the process by generating accurate, consistent and fully compliant intercompany invoices, writing back transactions to the respective ERP systems’ general ledger, accounts receivable, accounts payable and settlements subledgers in the proper form and format, with full details necessary for consolidations, allocations and adjustments. FourQ’s service also provides clients with insights and advice for ongoing process improvements related to regulatory and tax compliance. Corporations with large volumes of intercompany transactions should assess how well they are handling IFM and consider the benefits of having a third-party service provider assist in the process. Those that have heavy volumes of intercompany transactions should consider using a third-party service to manage the workloads and complexity of the processes required to match and reconcile these transactions, report on the transactions internally and externally, and file documents for regulatory and tax purposes. It is unlikely that an internal IT organization would be able to create and maintain such software in a cost-effective manner. I recommend that these companies consider FourQ and OneBiller for intercompany financial management. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_IFourQ%20Builds%20Confidence%20and%20Trust%20in%20Intercompany%20Financial%20Management.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Office of Finance Market Agenda for 2021: Accelerating Adoption of Digital Technology", "mainEntityOfPage": "https://blog.isg-research.net/the-office-of-finance-market-agenda-for-2021-accelerating-adoption-of-digital-technology", "datePublished": "28/02/2021", "dateModified": "28/02/2021", "articleBody": "Ventana Research recently announced its 2021 market agenda for the Office of Finance, continuing the guidance we’ve offered since 2003 on the practical use of technology for the finance and accounting department. Our insights and best practices aim to enable organizations to operate with agility and resiliency, improving performance and delivering greater value as a strategic partner. We craft our annual market agenda using our firm’s expertise in business requirements, especially the complexities of accounting, tax and capital markets, combined with our knowledge of technology vendors and products. As a result of our market research, we are able to offer insights and best practices to both the lines of business and IT as well as across industry verticals, providing guidance that will help every organization reach its maximum potential. The long-awaited accelerated adoption of digital technology by the office of finance began in 2020 as organizations had to adapt to a remote working environment. “Virtual” is now the adjective of choice describing almost all core finance and accounting processes. Yet, despite the recent encouraging signs of faster technology adoption, transforming department processes and practices is likely to evolve slowly. Nine of 10 executives say they want their finance organization to be a strategic partner to their company, but by 2025 fewer than one-third will evolve into this role, limiting their company’s performance. We are witnessing an accelerated conversion from manual processes to applications that enable finance and accounting professionals to eliminate rote, repetitive work and reallocate that time to projects requiring their knowledge and experience. In the coming decade, technology will transform how the finance and accounting department operates - more so than over the past 50 years. Artificial intelligence, machine learning, bots, robotic process automation, enterprise data management, blockchain distributed ledgers, cloud computing and restructured architecture… These technologies will bring us closer to that longed-for state where computers adapt to the individual rather than requiring the individual to adapt to the shortcomings of computers. Technology will finally be able to transform all aspects of the office of finance, including accounting, planning and analytics, budgeting and closing. Our Finance practice has six focus areas: Business Planning, Enterprise Resource Planning and Continuous Accounting, Financial Performance Management, Profitability Management, Robotic Finance, and Revenue, Lease and Tax Accounting. Business Planning Ventana Research coined the term “integrated business planning” more than a decade ago to describe a process that supports enterprise-wide, high-participation, rapid-planning cycles. These cycles provide detailed answers to “what-if” questions in seconds or minutes, not hours or days. Budgeting and planning are simplified for business unit managers, and finance departments gain a detailed, forward-looking view of the income statement, balance sheet and cash flows. IBP employs technology such as in-memory computing, advanced analytics and interactive planning to make planning and budgeting processes more agile and easier. Our 2021 Business Planning Value Index and Benchmark Research will focus on how financial planning and analysis groups can finally make planning and budgeting easier for budget owners, significantly enhancing the business value of these processes. ERP and Continuous Accounting Our 2021 research will highlight the transformational role of modern ERPs and other maturing technologies. Continuous accounting is a technology-driven approach to managing transaction recording and accounting that takes advantage of current technology to streamline and restructure workloads. Continuous accounting can provide organizations with more real-time information and insight. It also helps CFOs address two key challenges: cutting administrative overhead and attracting and retaining the best talent by eliminating unproductive and soul-deadening accounting chores. We will also cover how companies are adopting a “virtual audit,” a transformation of the now-accepted remote audit that provides external auditors with limited, read-only access to key systems, significantly reducing staff workloads. We assert that by 2025, two-thirds of organizations will have applied continuous accounting principles to close the books within one business week, up from 50% today. Financial Performance Management Financial Performance Management applies technology to the full cycle of departmental functions — corporate and strategic finance, planning, forecasting, analysis, closing and reporting. Our research in 2021 will spotlight the evolving role and mission of the finance, performance and accounting group and the importance of technology to support that evolution. We also will investigate the extent to which organizations are employing advanced analytics. Our research found that one-half of finance organizations fail to utilize technologies that would enable a faster accounting close and more accurate planning, providing executives and managers with important information sooner. We will pursue additional research on this issue in 2021. Profitability Management Profitability Management is a cross-functional effort that integrates finance and sales to achieve an optimal balance of revenue and margin objectives. This is an effective performance management tool because it is a data- and analytics-based approach, designed to consistently achieve higher sales and fatter margins. Ventana Research asserts that by 2024, just 35% of FP&A organizations will be able to deliver actionable customer and product profitability analysis. Departments that deploy this technology become a strategic asset. We assert that by 2024, one-third of organizations will have implemented a profitability management initiative. In addition, we assert that by 2024, just 35% of FP&A teams in organizations will be able to deliver actionable customer and product profitability analysis. Finance departments that do will be a strategic asset. Digital Finance Our research on this topic in 2021 will explore how digital finance can shift the balance of the department’s work from transaction processing and reporting to forward-looking operational and financial analyses. Digital finance utilizes technology to eliminate rote, repetitive work and increase the quality of financial processes and financial statements. These technologies, including AI and machine learning, robotic process automation and blockchain distributed ledgers, will support a profound change in the office of finance’s role, enabling a more substantial challenge to “we’ve always done it this way” inertia. Revenue, Lease and Tax Accounting Managing taxes challenges CFOs because statutory accounting and tax authority reporting requirements have become more demanding, increasing workloads. Rising tax rates and more rigorous enforcement makes more effective tax management necessary. Using dedicated tax applications enables tax and accounting departments to operate more efficiently, giving them more time for tax analysis and planning to minimize tax expense as well as providing executives and boards greater transparency in tax provision and tax positions. Organizations will also accelerate adoption of software to reduce the burden of recent revenue and lease accounting standards. The new standards are more principles-based, requiring effective process control and comprehensive disclosures. Organizations that haven’t yet adopted this technology must accelerate efforts to implement software that more effectively manages these functions. We assert that by 2025, two-thirds of product companies with multinational operations will use software to manage transfer pricing to manage compliance consistently and reduce risk. Finance and accounting organizations turned a corner in 2020, increasingly embracing digital technologies. Subscribe to our Ventana Research community to stay up-to-date on our 2021 research efforts. Visit the Office of Finance page and topic areas for more research facts and best practices. Regards, Rob", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_The%20Office%20of%20Finance%20Market%20Agenda%20for%202021_Accelerating%20Adoption%20of%20Digital%20Technology.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Use Software for More Effective Tax Management", "mainEntityOfPage": "https://blog.isg-research.net/use-software-for-more-effective-tax-management", "datePublished": "10/02/2021", "dateModified": "10/02/2021", "articleBody": "The post-pandemic world will see much returned to normal, but there will also be change. For businesses that faced shutdowns, these changes will include higher taxes to pay for the costs of mitigating the economic impact, and the loss of tax revenue. In addition to imposing higher tax rates, some governments will strive to raise revenue by accelerating their adoption of digital technologies to enhance compliance. Taxes are the largest single expenditure for most corporations, both taxes on their income, and indirect forms of taxes such as value-added taxes (VAT) and sales and use taxes. Minimizing tax expense within the limits of the law must be a priority for CFOs. Managing taxes will be a challenge for CFOs. Over the past decade, tax department workloads have increased as statutory accounting and tax authority reporting requirements have become more demanding. Spreadsheets may have been the only practical alternative in the past, but now, using dedicated tax applications enables tax and accounting departments to operate more efficiently, allowing them to spend time on tax analysis and plans to minimize tax expense. Yet, our Office of Finance benchmark research reveals that only one-third of companies use analytics to actively manage their tax strategy. Software also provides executives with deeper forward visibility into future expense, and gives greater control to ensure consistent application of tax policies and minimize compliance risk. Using the right software can cut the cost and uncertainty involved in handling a tax audit defense. There are three categories of software that enable companies to manage three key tax processes more efficiently and minimize the impact of higher tax rates and more assiduous enforcement: Tax provision Transfer pricing and intercompany transactions Indirect tax management Tax Provision The provision for income taxes is the most challenging of the above three processes facing larger companies, and even some midsize ones. Tax provision is the estimated amount that a business expects to pay in income taxes for its current fiscal year, which is not the same as the taxes it accrues under generally accepted accounting principles (GAAP). The provision is arrived at by adjusting the net income as defined by GAAP to reflect the permanent and temporary differences created by the tax code. For example, a temporary tax difference is created when a company uses accelerated depreciation allowed by the tax code but straight-line depreciation for financial reporting. A permanent difference occurs, for instance, when certain expenses such as fines or some entertainment costs cannot be deducted for tax purposes. As is the case with accounting, there’s a lot of minutiae involved in the process. Since income taxes are levied on each legal entity—not just the corporation—under rules established by the tax authority in whose jurisdiction the entity exists, corporations that operate in multiple countries with a significant number of legal entities or complicated legal entity structures struggle with this complexity. Dedicated tax provision software is useful for companies with even a moderately complex legal structure. As is the case with all accounting operations, the quality of data management determines the qualities of the tax provision process. For example, most companies find that they can achieve a consistently high degree of accuracy, auditability and visibility by having their tax provision application share the same data used by their financial consolidation and reporting system. Using the same data ensures that the tax provision process is always reliable and up to date. Our Office of Finance finds that 62% of companies using a dedicated tax provision application control tax risks effectively versus 33% of those using spreadsheets. Moreover, these tax professionals spend far less time checking the accuracy of the data and calculations, which speeds up the tax provision process, thereby shortening the accounting close. Tax provision software must provide bidirectional integration with a company’s ERP system, financial data stores and tax compliance software (the application that creates the tax filings) to maintain the fidelity of data at every step of tax-related processes. It gives administrators the ability to define and monitor tax department tasks to ensure all steps are performed and that they are alerted to delays. Data and formulas are stored in a central database to ensure quality and consistency. All of this promotes accuracy, reduces the risk of errors in calculations and presentations, and can substantially cut the amount of time tax departments need to spend doing the provision for taxes as opposed to those that must check and reconcile a mass of spreadsheets. Corporations made up of more than a handful of legal entities and that operate in multiple direct-tax jurisdictions can achieve significant time savings by adopting dedicated tax software to manage the tax provision process. Companies with these characteristics face challenges that quickly overwhelm spreadsheets. Direct taxes are extremely complicated because national tax codes are complex and ever-changing. Not only do specifics such as depreciation schedules or inventory expensing rules vary from one country to the next, but even basic tax concepts can differ. For instance, whether a cake is a cookie. A company’s tax position can be fluid, so it is important to be able to work across multiple tax periods. Adjustments to individual entity tax expenses and positions occur frequently because of corporate restructurings, divestitures and acquisitions, so accurate adjustments and true-ups across tax periods must be easy to calculate, record and retrieve. Along with this are the myriad journal entries necessary to effect changes, and the need to assemble and present a consistent set of account reconciliations to manage the details. Using a dedicated tax provision application saves the time of tax professionals who currently rely on spreadsheets to manage their process. Our Office of Finance Benchmark Research found that 59% use spreadsheets for their tax provision, even though the prevalence of data and formula errors in spreadsheets could be deemed to be a material weakness in tax provision and in the calculation of uncertain tax positions. Tax departments that spend less time on the mechanics of the tax-provision process have more time to perform work that is of higher value. For example, only 26% of organizations are significant users of tax analytics that can be used for planning aimed at lowering tax outlays. Tax professionals also can use this time to do what-if scenario planning that simulates possible outcomes and helps guide strategic decision-making across the organization. Transfer Pricing and Intercompany Transactions Transfer pricing occurs when one legal entity of a corporation sells a good or service to another legal entity. When these entities operate in different taxing regimes, companies will set a transfer price that will maximize the profit in the jurisdiction with the lower tax rate. Transfer pricing is not a new issue but grew more pressing as intellectual property in the form of software, entertainment, trademarks and other virtual goods and services have accounted for a large and increasing share of trade. Moreover, some countries that offer lower taxes or special treatment of certain goods or services can be a magnet for transshipments from the originating country to the ultimate destination. To counter this trend that has reduced their revenues, tax authorities worldwide are requiring that multinational companies provide greater transfer pricing and intercompany-transaction transparency. At the very least, multinational corporations must have sufficient control over pricing and billing to minimize taxes owed, avoid fines, streamline audit defense and mitigate reputational risk. Centralizing the means of setting and reviewing transfer prices, even if decisions are done in a decentralized fashion, can provide senior executives and the audit committee better oversight of pricing to ensure that pricing actions do not expose the company to undue risks. Managing the intercompany billing process more intelligently can reduce avoidable VAT leakage—payments that cannot be recovered—or needlessly expose the company to be deemed to have a permanent establishment in a country rather than a sporadic commercial presence. Indirect Tax Management Indirect taxes are levied on the sale and purchase of items. Depending on the location, these are known as VAT, sales and use tax, or goods and sales tax (GST). Indirect taxes are a particular issue in countries that have highly complex tax regimes, notably Brazil, India and the United States. The U.S. is complex because state and local governments have taxing powers, each with their own definition of which items are exempt or taxed, sometimes at different rates. In some cases, sales-tax rates are different depending on which side of the street the business entity is legally located. In the United States, indirect taxes recently became a bigger issue for businesses because the Supreme Court’s Wayfair decision eliminated the requirement that a seller must have a physical presence in a tax jurisdiction to be liable for collecting sales tax. Two reasons behind the decision were the rise in interstate sales volumes driven by online shopping, and the availability of software to manage sales-tax calculations. For businesses, knowing which rate to apply to a specific buyer based on their exact location and then filing and paying taxes to the appropriate tax authorities is just the start of their workload. Goods that are acquired by a buyer for resale are exempt from sales tax, but the buyer must have valid tax-exempt certification in force from every tax authority involved in a transaction. Managing the certification—especially ensuring that the documentation is up to date—is time-consuming and error-prone unless the business uses software that handles this process. An increasing number of countries are requiring companies to file taxes electronically, including China, India, Mexico and the United Kingdom. Business software providers have responded by providing applications that simplify the process of calculating taxes owed and creating the tax documents. The software may incorporate validation rules that can reduce filing errors. Electronic filing also can reduce compliance burdens because it eliminates the need for companies to produce past filings when authorities want to review them, and some countries enable companies to monitor the status of their filings, payments and refunds. To deal with the rising tide of electronic filing, corporations must have the software and systems in place to collect and process all the tax data required for electronic filing. While this can be straightforward for small and midsize businesses, larger corporations operating in multiple tax jurisdictions with high volumes of intercompany transactions may find their systems are not well suited to handling the complexities. The heavy cost of coping with the global pandemic is leading to higher tax rates, more complex tax regulations and stricter tax enforcement. I recommend that CFOs, controllers, CEOs and audit committees of Boards of Directors be actively involved in corporate tax matters to legitimately minimize taxes and enhance tax oversight and control. Using software designed to manage direct and indirect taxes, as well as handling transfer pricing, is the key to reliably achieving both objectives. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Use%20Software%20for%20More%20Effective%20Tax%20Management.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Five9 Launches Global Engagement Center", "mainEntityOfPage": "https://blog.isg-research.net/five9-launches-global-engagement-center-1", "datePublished": "03/09/2017", "dateModified": "03/09/2017", "articleBody": "Our benchmark research into next-generation customer engagement shows the telephone is far from dead as a channel of customer engagement. Although the research shows other channels are likely to grow more quickly over the next two years, nearly half (46%) of organizations said they expect to see significant or some growth in the volume of calls they need to handle. So, as well as supporting additional digital channels of engagement, organizations must ensure the way they handle calls meets customer expectations. Primarily this means that there are no delays, voice quality is good and customers get consistent responses no matter who they engage with. To help organizations keep up with these demands, Five9 recently announced the summer release of its global engagement center. Five9 was founded in 2001, releasing what it says was the world’s first contact center in the cloud. Since then it has added a steady flow of new capabilities to create The Five9 Cloud Contact Center Solution: advanced IVR, blended inbound and outbound call management, the first version of its integration with salesforce, predictive dialing, advanced call routing, reporting, speech recognition for IVR, a mobile app for supervisors, enhanced multi-channel capabilities and an agent desktop – an impressive list. The summer release brings several more enhancements and additions, including a focus on supporting global telephony management, adopting a micro-services architecture and integrating contact center, unified communications, workforce optimization (WFO) and CRM. To provide high-quality global telephony, Five9 has teamed up with multiple telecom service providers in different regions. By using in-region points-of-presence (local technology to connect to the telephone network) and a single ACD it can route calls optimally to any agent, in any center, anywhere in the world using the best voice path. The system has also been enhanced to support multiple languages. Similar to a few other vendors, Five9 has adopted an overall architecture for its summer release that is based on using microservices – one built using small, modular components that execute specialist tasks and exchange data with each other using REST APIs. The system can be deployed in either a private or public cloud. In the latter mode, it initially will run using Amazon Web Services, but the company plans to make it available to run with other cloud services vendors as well. Using this type of architecture will provide a product that is highly resilient, reliable, scalable, and elastic (can be easily scaled up and down), that can be set up in weeks rather than months or years. This structure also allows Five9’s customers to build out capabilities at a pace that suits their business plans. To support a full engagement center, Five9 has been working with partners to integrate with their CRM products, collaboration tools, and WFO suites. It is working with salesforce to integrate with Salesforce Lightning and the two companies have created an “omnichannel agent desktop.” This allows agents to handle interactions on any channel using a single desktop. It also supports Skype for Business, which allows agents to find and share information and collaborate with back-office knowledge experts in the resolution of customer issues. As well as providing integration points with the products of several workforce optimization vendors, the company is working closely with Calabrio and Verint to produce more tightly integrated packages that support employee-related tasks associated with providing omnichannel customer engagement such as quality management, workforce management and coaching. Overall this release provides a good example of how a vendor can work with partners to provide systems that extend its core capabilities into other areas associated with interaction handling. I have written several times that no one system can support all aspects of interaction handling, so this approach has allowed Five9 to supplement its core telephony management capabilities with collaboration, WFO, CRM and an agent desktop. Over the last few years, customer engagement has changed dramatically, moving from largely being face-to-face or through letters and the telephone to include the corporate website, email, text messages, chat, social media, video and mobile apps. Our benchmark research into next-generation customer engagement shows supporting all these channels gives rise to three main issues: difficulty integrating all the systems (in 49% of organizations), each channel of engagement being managed in isolation from the others (47%) and customers not receiving consistent information across all channels (33%). To overcome these issues, it is essential organizations move toward implementing what is commonly called a customer engagement hub or platform. This is a set of tightly integrated systems that manage all assisted and digital channels of engagement and all employee-related tasks associated with handling interactions, providing collaboration capability so employees can work together on the resolution of customer issues, analytics to help monitor and assess the success of interaction handling and integration points with business applications such as CRM to share data. Five9, with its partners, have created such a hub so I recommend all organizations looking to improve interaction handling assess how it can help with those efforts. Regards, Richard Snow VP & Research Director, Customer Engagement Follow Me on Twitter and Connect with me on LinkedIn", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RS/AP_RS_Five9_Launches_Global_Engagement_Center_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://blog.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script>  <script data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '3801', pageId: '3884418273', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "68ab003a58c27330fea8362cccce2c67", css: '', target: '#hs_form_target_module_1552944263900179', contentType: "listing-page", formsBaseUrl: '/_hcms/forms/', formData: { cssClass: 'hs-form stacked hs-custom-form' } }; 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