Robert Kugel's Analyst Perspectives | Human Capital Management

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The conference was intended to communicate the company’s strategy, product updates and roadmap. The meeting took place shortly after announcement of the availability of <a href="https://www.unit4.com/news/unit4-announces-industry-mesh-multi-tenant-industry-cloud-service-managing-integration-and" style="text-decoration: none;">Unit4 Industry Mesh</a> and the <a href="https://www.unit4.com/news/unit4-acquires-compright-extending-its-right-your-business-capabilities-best-class-saas" style="text-decoration: none;">acquisition of Compright</a>, which does compensation planning as well as in the context of the broad technology shifts affecting ERP applications.</p> </div> <a href="https://robertkugel.isg-one.com/unit4-expansion-targets-enhancements-for-people-centric-organization"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/talent-management">Talent Management</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/total-compensation-management">Total Compensation Management</a>, <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/meet-the-environmental-social-and-governance-esg-reporting-challenge">Meet the Environmental Social and Governance (ESG) Reporting Challenge</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">30 August 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png?width=200&name=AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png?width=100&name=AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png?width=200&name=AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png?width=300&name=AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png?width=400&name=AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png?width=500&name=AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png?width=600&name=AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Environmental, social and governance reporting by public corporations has become a top-of-mind issue for senior executives and boards of directors as countries increasingly consider or mandate its implementation in some form. The fundamental rationale for ESG reporting is rooted in the inability of purely financial measures to capture externalities (such as greenhouse gas emissions) or provide metrics that enable an objective assessment of management’s ability to properly determine trade-offs...</p> </div> <a href="https://robertkugel.isg-one.com/meet-the-environmental-social-and-governance-esg-reporting-challenge"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/data-governance">Data Governance</a>, <a href="https://robertkugel.isg-one.com/topic/data-preparation">Data Preparation</a>, <a href="https://robertkugel.isg-one.com/topic/data">Data</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/onestream-wins-our-innovation-award-in-office-of-finance-with-analytic-blend">OneStream Wins Our Innovation Award in Office of Finance with Analytic Blend</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">13 August 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png?width=200&name=OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png?width=100&name=OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png?width=200&name=OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png?width=300&name=OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png?width=400&name=OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png?width=500&name=OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png?width=600&name=OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>One of the challenges of being a practically minded technology analyst is squaring the importance of “the next big thing” with the reality of what most organizations are doing. For decades it’s been the case that “the next big thing” in the world of information technology is easily several years ahead of where most organizations are in their use of technology. And before most organizations can realize the benefit of some whiz-bang technology, they frequently need to address a range of more...</span></p> </div> <a href="https://robertkugel.isg-one.com/onestream-wins-our-innovation-award-in-office-of-finance-with-analytic-blend"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/marketing">Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/work-and-resource-management">Work and Resource Management</a>, <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce</a>, <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-one.com/topic/predictive-planning">Predictive Planning</a>, <a href="https://robertkugel.isg-one.com/topic/revenue-and-lease-accounting">revenue and lease accounting</a>, <a href="https://robertkugel.isg-one.com/topic/subscription-management">Subscription Management</a>, <a href="https://robertkugel.isg-one.com/topic/intelligent-sales">intelligent sales</a>, <a href="">AI and Machine Learning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/fortune-favors-the-prepared">Fortune Favors the Prepared</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">02 April 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Fortune_Favors_the_Prepared_Q_200402.png?width=200&name=AP_RK_Fortune_Favors_the_Prepared_Q_200402.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Fortune_Favors_the_Prepared_Q_200402.png?width=100&name=AP_RK_Fortune_Favors_the_Prepared_Q_200402.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Fortune_Favors_the_Prepared_Q_200402.png?width=200&name=AP_RK_Fortune_Favors_the_Prepared_Q_200402.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Fortune_Favors_the_Prepared_Q_200402.png?width=300&name=AP_RK_Fortune_Favors_the_Prepared_Q_200402.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Fortune_Favors_the_Prepared_Q_200402.png?width=400&name=AP_RK_Fortune_Favors_the_Prepared_Q_200402.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Fortune_Favors_the_Prepared_Q_200402.png?width=500&name=AP_RK_Fortune_Favors_the_Prepared_Q_200402.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Fortune_Favors_the_Prepared_Q_200402.png?width=600&name=AP_RK_Fortune_Favors_the_Prepared_Q_200402.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>I like Louis Pasteur’s observation that “fortune favors the prepared mind.” So-called black swan events happen regularly and can have a very negative effect on a business. Of course, risk is inherent in any commercial undertaking; organizations don’t succeed by being overly cautious and reckless ones usually fail after awhile. Those that are consistently successful are ones that manage risk intelligently. That is, they correctly identify vulnerabilities, avoid the decisions and situations where...</p> </div> <a href="https://robertkugel.isg-one.com/fortune-favors-the-prepared"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-one.com/topic/workforce-management">Workforce Management</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/work-and-resource-management">Work and Resource Management</a>, <a href="https://robertkugel.isg-one.com/topic/predictive-planning">Predictive Planning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/blockchains-pose-problems-of-persistence-and-trust">Blockchains Pose Problems of Persistence and Trust</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">15 January 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png?width=200&name=AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png?width=100&name=AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png?width=200&name=AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png?width=300&name=AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png?width=400&name=AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png?width=500&name=AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png?width=600&name=AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>I’ve written before about blockchain’s significant potential. A lot of the current discussion on the topic centers on cryptocurrencies and financial trading platforms, both of which are already in operation. However, my focus is on its applicability to business generally, especially in B2B commerce, where I believe there is significant potential for it to serve as a <span><a href="https://blog.ventanaresearch.com/self-describing-data-powers-b2b-blockchain-distributed-ledgers"><span style="text-decoration: underline;">universal data connector</span></a></span>. There’s also a great deal of potential for blockchain to provide individuals with greater power in <span><a href="https://blog.ventanaresearch.com/how-to-prove-you-arent-a-dog-blockchains-for-identity-management-and-certification"><span style="text-decoration: underline;">...</span></a></span></p> </div> <a href="https://robertkugel.isg-one.com/blockchains-pose-problems-of-persistence-and-trust"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/sales">Sales</a>, <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence-3">business intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://robertkugel.isg-one.com/topic/data">Data</a>, <a href="https://robertkugel.isg-one.com/topic/product-information-management">Product Information Management</a>, <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain</a>, <a href="https://robertkugel.isg-one.com/topic/candidate-engagement">candidate engagement</a>, <a href="https://robertkugel.isg-one.com/topic/collaborative-computing">collaborative computing</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/dynamic-insights-from-research-on-finance-analytics">Dynamic Insights from Research on Finance Analytics</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">19 September 2019 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=200&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=100&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=200&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=300&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=400&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=500&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=600&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>By itself, data isn’t useful for business; the application of analytics is necessary to transform data into actionable information. Data analysis of one sort or another has long been a core competence of finance departments, applied to balance sheets, income statements or cash flow statements. Today, however, Finance must go beyond these basics by expanding the scope of the data being examined to include all financial and operational information that can yield actionable insights. Analysis thus...</span></p> </div> <a href="https://robertkugel.isg-one.com/dynamic-insights-from-research-on-finance-analytics"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/marketing">Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/voice-of-the-customer">Voice of the Customer</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence-2">business intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/embedded-analytics">embedded analytics</a>, <a href="https://robertkugel.isg-one.com/topic/learning-management">Learning Management</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/data-governance">Data Governance</a>, <a href="https://robertkugel.isg-one.com/topic/data-lake">Data Lake</a>, <a href="https://robertkugel.isg-one.com/topic/data-preparation">Data Preparation</a>, <a href="https://robertkugel.isg-one.com/topic/information-management">Information Management</a>, <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://robertkugel.isg-one.com/topic/contact-center">Contact Center</a>, <a href="https://robertkugel.isg-one.com/topic/data">Data</a>, <a href="https://robertkugel.isg-one.com/topic/product-information-management">Product Information Management</a>, <a href="https://robertkugel.isg-one.com/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/workforce-management">Workforce Management</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://robertkugel.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain</a>, <a href="https://robertkugel.isg-one.com/topic/natural-language-processing">natural language processing</a>, <a href="https://robertkugel.isg-one.com/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-one.com/topic/predictive-planning">Predictive Planning</a>, <a href="https://robertkugel.isg-one.com/topic/candidate-engagement">candidate engagement</a>, <a href="https://robertkugel.isg-one.com/topic/intelligent-cx">Intelligent CX</a>, <a href="https://robertkugel.isg-one.com/topic/conversational-computing">Conversational Computing</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-payroll">Continuous Payroll</a>, <a href="https://robertkugel.isg-one.com/topic/revenue-and-lease-accounting">revenue and lease accounting</a>, <a href="https://robertkugel.isg-one.com/topic/collaborative-computing">collaborative computing</a>, <a href="https://robertkugel.isg-one.com/topic/mobile-computing">mobile computing</a>, <a href="https://robertkugel.isg-one.com/topic/subscription-management">Subscription Management</a>, <a href="https://robertkugel.isg-one.com/topic/agent-management">agent management</a>, <a href="https://robertkugel.isg-one.com/topic/extended-reality">extended reality</a>, <a href="">AI and Machine Learning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/ibm-blockchain-earns-our-innovation-award">IBM Blockchain Earns Our Innovation Award</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">08 August 2019 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png?width=200&name=AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png?width=100&name=AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png?width=200&name=AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png?width=300&name=AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png?width=400&name=AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png?width=500&name=AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png?width=600&name=AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Ventana Research has awarded IBM its 2019 Digital Innovation Award. This award recognizes the vendor’s support for identity management using blockchain technology through <a href="https://www.ibm.com/blockchain/solutions/identity" rel=" noopener"><span style="text-decoration: underline;">IBM Verify Credentials</span></a>. </span>The application is a first, small step in establishing a blockchain-enabled system for decentralized identity management, a technology that ultimately will enable point-to-point exchange of information about people, organizations or things. This form of identity management has considerable potential in...</p> </div> <a href="https://robertkugel.isg-one.com/ibm-blockchain-earns-our-innovation-award"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/workforce-management">Workforce Management</a>, <a href="https://robertkugel.isg-one.com/topic/work-and-resource-management">Work and Resource Management</a>, <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/the-promise-and-perils-of-a-platform-strategy">The Promise and Perils of a Platform Strategy</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">06 August 2019 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png?width=200&name=AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png?width=100&name=AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png?width=200&name=AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png?width=300&name=AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png?width=400&name=AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png?width=500&name=AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png?width=600&name=AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>“Platform,” as used in the world of technology, originally referred to an operating system on which one could construct software applications. More recently, its usage has been expanded to apply to two types of business models. One enables third parties to create products and services that are complementary to a company’s core technology. For instance, both Apple and Salesforce have attracted a wide array of third-party software developers whose offerings greatly increase the value of each...</span></p> </div> <a href="https://robertkugel.isg-one.com/the-promise-and-perils-of-a-platform-strategy"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/marketing">Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/voice-of-the-customer">Voice of the Customer</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-one.com/topic/information-management">Information Management</a>, <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://robertkugel.isg-one.com/topic/workforce-management">Workforce Management</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce</a>, <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-one.com/topic/predictive-planning">Predictive Planning</a>, <a href="https://robertkugel.isg-one.com/topic/revenue-and-lease-accounting">revenue and lease accounting</a>, <a href="https://robertkugel.isg-one.com/topic/collaborative-computing">collaborative computing</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/how-to-prove-you-arent-a-dog-blockchains-for-identity-management-and-certification">How to Prove You Aren’t a Dog: Blockchains For Identity Management and Certification</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">22 May 2019 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png?width=200&name=AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png?width=100&name=AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png?width=200&name=AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png?width=300&name=AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png?width=400&name=AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png?width=500&name=AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png?width=600&name=AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Identity management is an old problem that has taken on new dimensions in the digital world. In 1993, at the dawn of the World Wide Web (WWW),<em>The New Yorker</em>ran a cartoon featuring two dogs talking, one perched in front of a computer. The caption reads: “On the Internet, nobody knows you’re a dog.” The phrase quickly evolved into a meme highlighting the issue of identity uncertainty in the new digital environment.</span></p> </div> <a href="https://robertkugel.isg-one.com/how-to-prove-you-arent-a-dog-blockchains-for-identity-management-and-certification"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/learning-management">Learning Management</a>, <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://robertkugel.isg-one.com/topic/data">Data</a>, <a href="https://robertkugel.isg-one.com/topic/workforce-management">Workforce Management</a>, <a href="https://robertkugel.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain</a>, <a href="https://robertkugel.isg-one.com/topic/candidate-engagement">candidate engagement</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/netsuite-presents-new-suites-at-suiteworld-1">NetSuite Presents New Suites at SuiteWorld</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">08 June 2017 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=200&name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=100&name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=200&name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=300&name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=400&name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=500&name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg?width=600&name=AP_RK_NetSuite_New_Suites_SuiteWorld_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>I recently attended SuiteWorld, NetSuite’s annual user conference. In the opening keynotes and throughout the event speakers emphasized benefits for NetSuite users resulting from the merger of NetSuite and Oracle, completed last fall. <a href="//robertkugel.ventanaresearch.com/oracle-plus-netsuite-equals-more-1" target="_blank"><u>I wrote about this at the time</u></a>. NetSuite users are likely to benefit from Oracle’s sales and core technology infrastructure. Before the merger, NetSuite’s R&D spending was constrained by being a public company. The amounts needed to rebuild and extend its software...</span></p> </div> <a href="https://robertkugel.isg-one.com/netsuite-presents-new-suites-at-suiteworld-1"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/recurring-revenue">Recurring Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/hrms">HRMS</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=300&name=ISG_Bug_Reverse_Transparent.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">ISG Software Research</h5> </a> </div> </div>  </div> <div id="hs_cos_wrapper_module_1552944263900179" class="hs_cos_wrapper 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href="https://robertkugel.isg-one.com/archive/2018/05">May 2018 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/04">April 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/03">March 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/02">February 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/12">December 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/11">November 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/10">October 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/09">September 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/08">August 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/07">July 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/06">June 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/05">May 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/04">April 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/03">March 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/02">February 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/01">January 2017 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/12">December 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/11">November 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/10">October 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/09">September 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/08">August 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/07">July 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/06">June 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/05">May 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a 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href="https://robertkugel.isg-one.com/archive/2015/03">March 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/02">February 2015 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/01">January 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/12">December 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/11">November 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/10">October 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/09">September 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/08">August 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/07">July 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/06">June 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/05">May 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/04">April 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a 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href="https://robertkugel.isg-one.com/archive/2013/09">September 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/08">August 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/07">July 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/06">June 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/05">May 2013 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/04">April 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/03">March 2013 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/02">February 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/01">January 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/12">December 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/11">November 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/10">October 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/09">September 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/08">August 2012 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/07">July 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/06">June 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/05">May 2012 <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/04">April 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/03">March 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/02">February 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/01">January 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/12">December 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/11">November 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/10">October 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/09">September 2011 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/07">July 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/06">June 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/05">May 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/04">April 2011 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/03">March 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/02">February 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/01">January 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/12">December 2010 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/11">November 2010 <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/06">June 2010 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <span id="hs_cos_wrapper_post_filter" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_post_filter" style="" 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style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/banking">banking <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/benchmark">benchmark <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/best-pracices">best pracices <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data <span class="filter-link-count" dir="ltr">(106)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/billing-and-recurring-revenue">Billing and Recurring Revenue <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/billing-software">billing software <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/blockchain-distributed-ledger-dlt-erp-scm-supply-c">blockchain, distributed ledger, DLT, ERP, SCM, sup <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/board-of-directors">board of directors <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/bots">bots <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/bribery">bribery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budget">budget <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budgeting">Budgeting <span class="filter-link-count" dir="ltr">(75)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budgeting-and-planning">budgeting and planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budgeting-software">budgeting software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business">Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-analytics">Business Analytics <span class="filter-link-count" dir="ltr">(160)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-applications">Business Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-collaboration">Business Collaboration <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence <span class="filter-link-count" dir="ltr">(79)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-intelligence-2">business intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-intelligence-3">business intelligence <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-mobility">Business Mobility <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-model">business model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM) <span class="filter-link-count" dir="ltr">(278)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-plan">business plan <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning <span class="filter-link-count" dir="ltr">(89)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-process">business process <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-process-execution">business process execution <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-process-management">Business Process Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-suite">Business Suite <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-technology">Business Technology <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-value">business value <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/candidate-engagement">candidate engagement <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-adequacy">capital adequacy <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-budget">capital budget <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-markets">capital markets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-spending">capital spending <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cash-management">cash management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ceo">CEO <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ceo-cfo-financial-performance-management-forecasti">CEO, CFO, Financial Performance Management, Foreca <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cfo">CFO <span class="filter-link-count" dir="ltr">(141)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/challenge">challenge <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/channel">channel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chargebacks">chargebacks <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chart-of-accounts">chart of accounts <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chatter">Chatter <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chief-risk-officer">Chief Risk Officer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cio">CIO <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/clarity-systems">Clarity Systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/close">close <span class="filter-link-count" dir="ltr">(43)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/closed-loop">closed loop <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/closing">closing <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing <span class="filter-link-count" dir="ltr">(122)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cloud-erp">cloud ERP <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/coda">CODA <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cognitive-computing">Cognitive Computing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cognos">Cognos <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration <span class="filter-link-count" dir="ltr">(32)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/collaborative-conversational-computing">Collaborative & Conversational Computing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/collaborative-computing">collaborative computing <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/commission">commission <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/communications">communications <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/compensation">Compensation <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/competition">competition <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/complex-event-processing">Complex Event Processing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/compliance">compliance <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/composite-document">Composite document <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/composite-software">Composite Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/computing">computing <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/concur">Concur <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/connectwise">ConnectWise <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/connotate">Connotate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidate-and-close-management">Consolidate and Close Management <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidate-close-report">Consolidate/Close/Report <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidating">consolidating <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consulting">Consulting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contact-center">Contact Center <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/container">container <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/content-management">Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contingency">contingency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contingency-planning">contingency planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-accounting">Continuous Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-improvement">continuous improvement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-payroll">Continuous Payroll <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain-erp">Continuous Supply Chain & ERP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contract">contract <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contract-management">contract management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/control">control <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controller">Controller <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controller-2">controller <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controls">controls <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/conversational-computing">Conversational Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/coo">COO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/corporate-finance">Corporate Finance <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/corporate-governance">Corporate Governance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cost-management">Cost Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/costing">costing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cpq">CPQ <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/credit">credit <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crisis">crisis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crm">CRM <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crm-customer-service">CRM customer service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cro">CRO <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cryptic">cryptic <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/currency">currency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer">Customer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-analytics">Customer Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-engagement">Customer Engagement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-experience-management">Customer Experience Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-life-cycle">customer life cycle <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM) <span class="filter-link-count" dir="ltr">(87)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-service">Customer Service <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dashboard">dashboard <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dashboards">Dashboards <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data">Data <span class="filter-link-count" dir="ltr">(39)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-governance">Data Governance <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-integration">Data Integration <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-lake">Data Lake <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-management">Data Management <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-operations">data operations <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-preparation">Data Preparation <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-warehousing">Data Warehousing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/database">Database <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/datawatch">Datawatch <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/debt">debt <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/decision">decision <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/decision-hub">Decision Hub <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-chain">Demand Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-management">demand management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-planning">Demand Planning <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/design">design <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/development">development <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-applications">Digital Applications <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-business">Digital Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance <span class="filter-link-count" dir="ltr">(108)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-technology">Digital Technology <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-transformation">Digital transformation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/distribution">distribution <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/document-management">Document Management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dodd-frank">Dodd-Frank <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dreamforce">Dreamforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/driver-based">driver-based <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/driver-based-planning">driver-based planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics">Dynamics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-ax">Dynamics AX <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-gp">Dynamics GP <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/e-discovery">e-discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/edi">EDI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ediscovery">eDiscovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/effectiveness">effectiveness <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/embedded-analytics">embedded analytics <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/end-to-end">end-to-end <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-content-management">Enterprise Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-profitability-management">enterprise profitability management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning <span class="filter-link-count" dir="ltr">(42)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-risk-management">enterprise risk management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-software">Enterprise Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-spreadsheet">enterprise spreadsheet <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-tax">Enterprise Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/environment-management">Environment Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/environmental">Environmental <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/epicor">Epicor <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/epiphany">Epiphany <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/equity-research">equity research <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erm">ERM <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erp">ERP <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting <span class="filter-link-count" dir="ltr">(145)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/error">error <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/esg">ESG <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/essbase">Essbase <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/excel">Excel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/executive">executive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/expense">expense <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/expense-management">expense management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/extended-close">extended close <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/extended-reality">extended reality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/exterro">Exterro <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fasb">FASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fast-close">Fast close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fei">FEI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ferf-ceo">FERF CEO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance">finance <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-analytics">Finance Analytics <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-cloud">finance cloud <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-transformation">finance transformation <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial">financial <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-analytics">financial analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-applications">Financial Applications <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-close">Financial Close <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-consolidation-and-close-management">Financial Consolidation and Close Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-governance">Financial Governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-management">Financial Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-model">financial model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance">Financial Performance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-2">financial performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management <span class="filter-link-count" dir="ltr">(224)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM) <span class="filter-link-count" dir="ltr">(287)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-planning">financial planning <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-regulation">financial regulation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-reporting">financial reporting <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-risk-management">financial risk management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-services">Financial Services <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-software">financial software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-standards">financial standards <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-statement">financial statement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-systems">financial systems <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financialforce">FinancialForce <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financialforce-com">FinancialForce.com <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financials">financials <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fms">FMS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/forecast">Forecast <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/forecasting">forecasting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fpa">FP&A <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fpm">FPM <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fraud">Fraud <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fusion-applications">Fusion Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/gaap">GAAP <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/generative-ai">Generative AI <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance">Governance <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance-risk-and-compliance">Governance Risk and Compliance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC) <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/grc">GRC <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/grc-governance-risk-compliance-risk-management-wat">GRC, governance, risk, compliance, risk management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/green">Green <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/gui">GUI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hana">HANA <span class="filter-link-count" dir="ltr">(8)</span></a> 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href="https://robertkugel.isg-one.com/topic/human-capital-2">Human Capital <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital">Human Capital <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management <span class="filter-link-count" dir="ltr">(45)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hyperion">Hyperion <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/iasb">IASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm">IBM <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm-business-analytics">IBM Business Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm-regulatory-compliance-analytics">IBM Regulatory Compliance Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibp">IBP <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ifrs">IFRS <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ifrs16">IFRS16 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/in-memory">In-memory <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/in-memory-computing">In-Memory Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/infor">Infor <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/informatica">Informatica <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information">Information <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-applications-ia">Information Applications (IA) <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-management">Information Management <span class="filter-link-count" dir="ltr">(9)</span></a> 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href="https://robertkugel.isg-one.com/topic/intelligent-cx">Intelligent CX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-marketing">intelligent marketing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-sales">intelligent sales <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intercompany-financial-management">Intercompany Financial Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/internal-audit">Internal Audit <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/international-finance">International Finance <span 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href="https://robertkugel.isg-one.com/topic/jonova">Jonova <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kapow">Kapow <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kenandy">Kenandy <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kinaxis">Kinaxis <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kofax">Kofax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kri">KRI <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kyriba-financial-performance-management">Kyriba 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href="https://robertkugel.isg-one.com/topic/longview">LongView <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/machine-learning">Machine Learning <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/management">Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/manufacturing">Manufacturing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/marketing">Marketing <span class="filter-link-count" dir="ltr">(18)</span></a> 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style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/operational-intelligence">Operational Intelligence <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM) <span class="filter-link-count" dir="ltr">(172)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/operations">Operations <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/oracle">Oracle <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/order-to-cash">Order-to-Cash <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/oversight-systems">Oversight Systems <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/paas">PaaS <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/payments">Payments <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/peoplesoft">PeopleSoft <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/performance">Performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(54)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/perillon">Perillon <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planmill">PlanMill <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planning">Planning <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planview">Planview <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/plex">Plex <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/portfolio-management">Portfolio Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/predictive-analytics">Predictive Analytics <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/price-and-revenue-management">Price and Revenue Management <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/price-optimization">Price Optimization <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/pricing-and-promotion-management">Pricing and Promotion Management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/pro">PRO <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/procure-to-pay">Procure-to-Pay <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/procurement">procurement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/product-information-management">Product Information Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/professional-services">Professional Services <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/professional-services-automation">Professional Services Automation <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/profit-velocity">Profit Velocity <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/profitability">Profitability <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/profitability-management">profitability management <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/project-management">Project Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/project-planning">Project Planning <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/projecthelp">ProjectHelp <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/projector">Projector <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/property-technology">Property Technology <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/pros">PROS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/pros-pricing">PROS Pricing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/psa">PSA <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/purchasing">purchasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments <span class="filter-link-count" dir="ltr">(16)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/pv-accelerator">PV Accelerator <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/qad">QAD <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/quantrix">Quantrix <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/real-estate">real estate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/real-time">Real-time <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/reconcile">reconcile <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/reconciliation">Reconciliation <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/recurring-revenue">Recurring Revenue <span class="filter-link-count" dir="ltr">(16)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/reporting">Reporting <span class="filter-link-count" dir="ltr">(74)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/reporting-xbrl-ixbrl-document-management">Reporting, XBRL, iXBRL, document management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/research">Research <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue">Revenue <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-and-lease-accounting">revenue and lease accounting <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-management">Revenue Management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-performance">Revenue Performance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-performance-management">Revenue Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-recognition">revenue recognition <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-lease-and-tax-accounting">Revenue, Lease and Tax Accounting <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/risk">Risk <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/risk-analytics">Risk Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/robotic-automation">robotic automation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/robotic-finance">robotic finance <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/robotic-process-automation">Robotic Process Automation <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/roi">ROI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sop">S&OP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/saas">SaaS <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sage">Sage <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sage-software">Sage Software <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales">Sales <span class="filter-link-count" dir="ltr">(49)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-and-forecasting">Sales and Forecasting <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-and-operations-planning">Sales and Operations Planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-enablement">sales enablement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-enablement-and-execution">Sales Enablement and Execution <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-engagement">Sales Engagement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-forecasting">Sales Forecasting <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-operations">Sales Operations <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-performance-management">Sales Performance Management <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-performance-management-spm">Sales 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href="https://robertkugel.isg-one.com/topic/sarbanes-oxley">Sarbanes Oxley <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sas">SAS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sasb">SASB <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/scm">SCM <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/scm-demand-planning">SCM Demand Planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/scout-rfp">Scout RFP <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sec">SEC 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class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/signal-demand">Signal Demand <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/smart-financial-close">Smart Financial Close <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/smart-manufacturing">Smart Manufacturing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/smb">SMB <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/social">Social <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/social-collaboration">Social Collaboration 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src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Unit4 Expansion Targets Enhancements for People-Centric Organization", "mainEntityOfPage": "https://robertkugel.isg-one.com/unit4-expansion-targets-enhancements-for-people-centric-organization", "datePublished": "09/03/2022", "dateModified": "09/03/2022", "articleBody": "I recently attended an analyst conference held by Unit4, an enterprise resource planning vendor focused on midsize organizations in people-centric industries. The conference was intended to communicate the company’s strategy, product updates and roadmap. The meeting took place shortly after announcement of the availability of Unit4 Industry Mesh and the acquisition of Compright, which does compensation planning as well as in the context of the broad technology shifts affecting ERP applications. Earlier I wrote about the technology forces that are fundamentally changing ERP systems and how organizations use them. The technology evolution driving that change began more than a decade ago in bits and pieces but is coalescing in a substantial rethinking of how people work with the software, which in turn will change how organizations can operate for the better. For example, technology has enabled companies to more readily adopt a continuous accounting approach, which streamlines accounting processes, reduces staff workloads and can accelerate an organization’s accounting close. By 2025, Ventana Research asserts that two-thirds of companies will have applied continuous accounting principles to close the books within one business week, up from 50% today. Vendors have recently undertaken architectural shifts that represent the culmination of a multitude of incremental steps to improve the user experience, reduce operational frictions and increase the analytical capabilities built into ERP systems. And because of the evolution of data architecture, newer ERP systems can present a broader set of information related to a process or a decision point — even data from multiple systems of record. Some of the more recent changes have been the result of a steady migration to the cloud, since these systems are typically updated frequently, require less maintenance, have better performance and are more readily available than those operating on-premises. Deploying software in the cloud has been a boon for midsize businesses, eliminating the need for workers to maintain software while spreading the cost of compute and storage to provide better performance at an affordable price. With a web-based application, vendors have greater control over the system’s operating environment, so it is easier to innovate and improve, especially in usability and user experience. There are a wide range of potential services that, for example, simplify business-to-business transactions and provide value-added business services. These, too, are more likely to benefit midsize businesses that have fewer resources than larger organizations yet have almost the same requirements. The just-announced Industry Mesh is an example of how the cloud enables a vendor to make its software more valuable to customers. It is a service available as part of Unit4’s ERPx cloud platform, designed to provide industry-specific ERP and packaged integrations for midsize organizations. The objective is to facilitate process and data connections between sets of applications typically used by organizations in specific industries that provide complementary functionality — for example, a customer relationship management system, treasury and tax software and collaboration applications, among others. Industry Mesh is designed to make a richer set of data available to improve performance while cutting the cost of establishing and maintaining cross-application integrations. Compright offers software designed to make the compensation process more effective by determining competitive pay and total rewards in specific industries and locations. The organization has customers in over 40 countries. Compensation management is especially important for Unit4’s targeted industries, all of which are people-intensive because of their need to attract and retain talent and because headcount accounts for a large percentage of total expenses. The purchase of Compright is also consistent with the strategy of TA Associates, one of the oldest private equity firms in the U.S., which acquired Unit4 from Advent, another PE company, for a bit more than $2 billion in March 2021. The acquisition seeks to capitalize on the technology trends in ERP and generate significant revenue growth through: Increasing the annual average recurring revenue from each customer by expanding the breadth of Unit4’s applications and services. Creating a much larger presence in the North American market. Currently, its customer base is mainly in the U.K. and Europe. Increasing market share by focusing on industry-specific markets and providing organizations with a superior product, service and user experience. Unit4 management gave professional services organizations as an example of where it would be investing resources. The business model for these organizations — including management and IT consulting, business services, and architecture, engineering and construction — dictates specific needs. Unit4’s addressable market is comprised primarily of relatively flat organizations with 40 to 250 billing professionals, which require as small an administrative staff as possible, since overhead either eats away at the budget for support personnel who deliver value to customers or diminishes profitability. Professional services organizations’ stock-in-trade are mostly projects, and staffing them with the most appropriate people becomes a major challenge when organizations grow beyond a couple dozen billing consultants. Software can help in this regard. Managing projects well requires a software architecture that simplifies management, accounting, analysis and reporting. There are already multiple offerings on the market aimed at this vertical, but there is scope to provide software that improves operations, reduces administrative workloads and provides greater forward-looking clarity to guide executives. At the same time, the ERP market aimed at midsize organizations is fiercely competitive. There are multiple vendors eying every vertical submarket as an opportunity to take advantage of recent technology trends to provide customers with the same benefits Unit4 plans to offer. This is especially true in North America, a market where Unit4 has limited brand recognition. In this regard, the access to capital for organic growth and complementary acquisitions pro vided by the change in ownership will be helpful. Technology is changing ERP systems, and with it, buyers’ expectations. Unit4 is in the process of taking advantage of this market shift to expand its portfolio of applications aimed at its core vertical markets, broaden the functionality and services it offers customers and increase its presence in the important North American market. The validation for Unit4 is also through its customers that gain value from their products, and that we identified in Migros Aare with Unit4 receiving the 14th Annual Overall Leadership Award in 2021. I recommend that organizations that are in the company’s core verticals – professional services, higher education, non-profits and government – and are looking for a new ERP system investigate Unit4 for this purpose. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Unit4%20Expansion%20Targets%20Enhancements%20for%20People-Centric%20Organization.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Meet the Environmental Social and Governance (ESG) Reporting Challenge", "mainEntityOfPage": "https://robertkugel.isg-one.com/meet-the-environmental-social-and-governance-esg-reporting-challenge", "datePublished": "30/08/2021", "dateModified": "30/08/2021", "articleBody": "Environmental, social and governance reporting by public corporations has become a top-of-mind issue for senior executives and boards of directors as countries increasingly consider or mandate its implementation in some form. The fundamental rationale for ESG reporting is rooted in the inability of purely financial measures to capture externalities (such as greenhouse gas emissions) or provide metrics that enable an objective assessment of management’s ability to properly determine trade-offs between short-term results and long-term sustainability. And, while in the United States the Sarbanes-Oxley Act mandates that auditors assess governance, the focus of this assessment is on preventing financial fraud as opposed to broader objectives that may be important to the functioning of the company as a sustainable entity. While it is impossible to overlook the political nature of the topic of ESG reporting, which ultimately will determine whether and to what extent it is required by law or regulation, what matters most to company executives is their organization’s ability to comply with the outcome and minimize the risks associate with a novel reporting scheme. The challenge lies in the distance between the conceptual objectives of ESG and how such reporting mandates are implemented. Companies are facing fundamental questions, such as: Is a standard objectively measurable, and if so, how? How will that data be collected and by whom? How broadly can that standard be interpreted? To what degree can the interpretation of that standard be assessed for consistency? Does the measure lend itself to cross-checking for verification? Does the standard promote the objectives of the entity being measured? These questions aren’t unique. They apply equally to accounting standards, which have been around either in practice or formal regulation for centuries. By contrast, sustainability has no mooring in time-tested, objective measures that have shown relevance and an ability to achieve their objectives. The daunting challenge of compliance is apparent to those responsible for delivering results, but probably not to those who are unfamiliar with the difficulties associated with the relatively straightforward task of financial reporting. Nor is the track record of regulation in novel areas all that comforting for those responsible for compliance. History shows a tendency to write broad laws with pages of regulation that are then adjudicated in hindsight with after-the-fact requirements. In light of this experience, the objective of the corporation’s chief legal officer, chief financial officer and CEO must be to comply fully with regulations as they are written, revised and interpreted, while not diminishing the company’s strategic capabilities and while minimizing the cost of compliance. To do so, they must devise a process that is legally defensible and commercially viable. It starts with a recognition that this is not the job of public relations or marketing. It is the responsibility of the finance organization – specifically the financial planning and analysis group. By 2025, more than one-half of corporations required to comply with environmental, social and governance reporting will centralize responsibility for preparing related reports and filings with financial planning and analysis groups to achieve accuracy, control and efficiency objectives. ESG reporting is similar in form and function to external financial reporting, so the process and analytical skills required are also similar and already present in FP&A. Understanding what data is required and how to work with it is well suited to FP&A’s competence and mission. FP&A also works with the corporate reporting group in creating external filings and financial statements. I assert that by 2025, FP&A organizations will be responsible for managing ESG data collection and analysis in two-thirds of public companies. As much as practicable, executives should future-proof ESG compliance processes because of the uncertainty over how the adequacy of the disclosures will be assessed in hindsight. Collective experience over the past decades with a range of difficult compliance challenges (including the Sarbanes-Oxley Act) points to the need for a documented affirmative approach (showing evidence of serious intent and effort), that is frequently reviewed for efficacy and benchmarked against what other corporations are doing. ESG reports must be reviewed and approved and, as with any other compliance requirement, companies must be able to demonstrate that it took affirmative steps to ensure the reliability and accuracy of its filings. This translates into the need for defined and controlled workflows that manage the process. ESG reporting also poses a data challenge that is similar to meeting other regulatory filing requirements. The quantitative information as well as declarations and documents necessary for these sorts of disclosures is dispersed in multiple systems. A data aggregation device is one effective approach to creating a data store designed for use by businesspeople – especially analysts – in a defined business process or set of processes. The data and analyses will be part of regulatory filings, so the data and data handling must be able to support a range of publishing capabilities that span simple paper documents to complex composite reports that incorporate text containing data, tables, charts and other illustrations. ESG mandates will challenge companies on many fronts, but by using available technology and data management software, reporting should not be one of them. Technology can manage processes, assemble and retain documentation, assure efficient and accurate data collection and streamline reporting. By centralizing the data collection analysis and reporting in the FP&A group companies can take advantage of their analytical skills and potentially use existing applications to handle the task. I recommend that — if not already underway — senior executives and FP&A groups should begin investigating how to comply with mandates as they are applied. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Meet%20the%20Environmental%20Social%20and%20Governance%20%28ESG%29%20Reporting%20Challenge.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "OneStream Wins Our Innovation Award in Office of Finance with Analytic Blend", "mainEntityOfPage": "https://robertkugel.isg-one.com/onestream-wins-our-innovation-award-in-office-of-finance-with-analytic-blend", "datePublished": "13/08/2020", "dateModified": "13/08/2020", "articleBody": "One of the challenges of being a practically minded technology analyst is squaring the importance of “the next big thing” with the reality of what most organizations are doing. For decades it’s been the case that “the next big thing” in the world of information technology is easily several years ahead of where most organizations are in their use of technology. And before most organizations can realize the benefit of some whiz-bang technology, they frequently need to address a range of more mundane issues, such as data availability and accuracy, employee training and corporate culture, among other impediments. Sometimes, though, advanced technology works to uncomplicate things for organizations. For this reason, Ventana Research gave OneStream Software its 2020 Innovation Award for its Analytic Blend software. This tool, which became available in the Fall 2019 release, can address increasingly critical requirements for the Office of Finance and do so at scale. Analytic Blend provides a governed set of analytical functionality including financial consolidation, transactional analysis and data aggregation. It supports a range of capabilities from a single platform, including financial analytics, business intelligence, planning and budgeting as well as ad-hoc and periodic reporting. It's governed in the sense that organizations can control access to data with defined permissions and can define workflows to ensure consistent and timely execution of steps in a process, including reviews and approvals. Analytic Blend can assemble a wide spectrum of data from financial and operational data sources without latency for analysis, alerting and reporting. In doing so, it can expand the frontiers of visibility and enable finance departments to provide action-oriented insights to executives and managers. So, as a practical matter, how does this affect the mission of the FP&A organization? Almost a decade ago I wrote a research note, Putting the “A” Back in FP&A (Financial Planning and Analysis). My main point was that the mechanical processes of pulling together, collating and checking data takes up so much time that there’s too little time for analysis. Our more recent Finance Analytics benchmark research underscores the persistence of this problem. More than two-thirds (68%) of organizations report spending the bulk of their time on data-related tasks while only 28% said they spend most of their time doing what they’re paid to do: analyze. Analytic Blend addresses this issue by offering an authoritative, consistent, complete and secure source of timely data for analysis and reporting. The data is authoritative because it’s sourced directly from systems of record. It’s consistent because the data represented is up-to-date and all users of the data are relying on a single source. It’s complete because it breaks down information silos to include operational and financial information. It’s secure because all of the permissions that govern the source system are applied to Analytic Blend, so sensitive information is only available to those allowed to view it. It’s timely because there are no long lags caused by manual or batch-type of data movements. If this sounds simple, it isn’t. The award reflects our appreciation for how this sophisticated technology can simplify important work. Beyond improving the efficiency of data preparation for the FP&A organization, Analytic Blend makes it possible for analysts to work with a far broader palette of information than accounting data. Historically, financial data has had primacy in measuring performance because it’s been the easiest to access, aggregate and analyze. While financial performance is important, it’s a one-dimensional view of how well an organization is functioning. Having operational data within easy reach enables FP&A groups to make this information more widely available and to incorporate it into more insightful reporting. This might include input-output types of analyses to assess the relative efficiency or effectiveness of an operating unit over time or to compare the performance of multiple business units, for instance, revenue per employee hour by location or total kilowatt hours consumed per unit of output. Finance organizations that want to play a more strategic role in their organization must be able to synthesize financial and operational information to provide executives and managers with useful, balanced and timely performance measures. A single data source like Analytic Blend also facilitates the development of predictive and prescriptive analytics — not just what happened and why but what’s likely to happen and what can be done to achieve a more desirable result. A single data source also makes it easier to apply artificial intelligence through machine learning to facilitate business forecasting planning and budgeting and to use those predictions to quickly spot anomalies and provide alerts to responsible parties when results deviate from expectations. This means rather than waiting until the end of the month or quarter to take action, organizations can quickly exploit opportunities or mitigate damage in time to improve performance. Analytic Blend is an effective platform for what I call profitability management, a cross-functional effort. It integrates finance and sales to achieve an optimal balance of revenue and margin objectives. Moreover, a single data source makes more effective reporting much easier to realize, the type of reporting that I recently outlined for improving visibility, transparency and perspective. The recent economic and market ructions have forced organizations to rethink how they budget and plan to achieve resiliency. They may have found it difficult to close their books and are looking to replace an aging consolidation system or acquire one to facilitate and speed up their accounting close. I recommend that companies that are considering planning and budgeting software or a consolidation system include OneStream in their evaluation. In particular, they should consider the significant dividend that OneStream can provide with Analytic Blend. Regards Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/OneStream%20Wins%20OOF%20Digital%20Innovation%20Award_AP_RK.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Fortune Favors the Prepared", "mainEntityOfPage": "https://robertkugel.isg-one.com/fortune-favors-the-prepared", "datePublished": "02/04/2020", "dateModified": "02/04/2020", "articleBody": "I like Louis Pasteur’s observation that “fortune favors the prepared mind.” So-called black swan events happen regularly and can have a very negative effect on a business. Of course, risk is inherent in any commercial undertaking; organizations don’t succeed by being overly cautious and reckless ones usually fail after awhile. Those that are consistently successful are ones that manage risk intelligently. That is, they correctly identify vulnerabilities, avoid the decisions and situations where risks outweigh the benefits, insure the risks that are economically insurable and quickly mitigate the impact of negative events. They are resilient in the face of change because they are adaptable. Charles Darwin never said that evolution was the result of survival of the fittest. On the contrary, he observed: “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.” In the wake of the worldwide economic chaos spawned by the COVID-19 virus, now is an opportune moment to emphasize the value of business planning that promotes adaptability and agility. Companies that have the right training, methods and technology are better able to adapt to change quickly and with certainty. They usually are ones that routinely consider contingencies to anticipate how best to react to rapidly changing conditions. More than a decade ago, I coined the term “integrated business planning” to describe a technology- and process-driven approach to planning in a business. Integrated business planning encompasses all the forward-looking activities in which companies routinely engage, including marketing, sales, customer, supply chain and workforce planning as well as budgeting. In our view, companies today can fundamentally change how they plan thanks to the maturation of information technology. Current systems can support better business planning as well as traditional budgeting in a single connected process. In addition, dedicated software can increase the business value of the time spent planning and budgeting by enabling all parts of the business to share their plans. It can substantially cut the time spent creating and updating plans. And it can allow senior executives to see a consolidated view of the plan and quickly explore alternatives and contingencies. Planning, forecasting and budgeting are core competencies of the predictive finance organization. An application that supports integrated business planning can strengthen a corporation’s performance by enabling high-participation, collaborative, action-oriented planning built on short, frequent planning sprints. Our Next-Generation Business Planning benchmark research confirms that organizations using integrated planning technology have planning processes that work better: Two-thirds (66%) of those that directly link all planning information from business units report having a planning process that works well or very well, compared to 40% that copy planning data and just one-fourth that have little or no connection. A corporate planning methodology built on integrated technology enables organizations to create more accurate plans because refinements are made at shorter intervals. Short planning cycles enable companies to achieve greater agility in responding to market or competitive changes. Planning across the entire organization in a coordinated fashion (rather than as individual functional silos) in an ongoing collaborative dialogue that brings together finance, line-of-business managers and executives delivers better results. And because it’s high-participation planning and not silo-based, companies can plan with greater accountability and coordination in their operations. This ongoing dialogue tracks current conditions as well as changes in objectives and priorities that are driven by markets and the business climate. Continuous planning promotes a forward-looking mindset that’s focused on performance improvement. For all but the smallest organizations, it's not feasible to use desktop spreadsheets for any significant contingency planning or to consider the impact of a major change in any useful detail. The inherent technological limitations imposed by spreadsheets make continency planning too time consuming to be worthwhile. And when black swan events arise, organizations usually are too busy to map out alternative courses of action in any real detail if they have to repeatedly roll up a mass of spreadsheets. Success in business requires competent execution built on planning that’s both thorough and agile. Time efficiency in planning cycles enables agility, especially in larger organizations where analysis paralysis can be fatal. Dedicated planning and budgeting software has been around for decades but still isn’t widely used. Our earlier research on this topic shows that two-thirds of larger organizations still use desktop spreadsheets for budgeting. Pulling together a budget and plan from a tangle of spreadsheets requires a great deal of effort. Furthermore, spreadsheets eliminate accountability because it’s hard to drill back down into the numbers to get to the underlying assumptions. Spreadsheets are rife with errors and disputes over what constitutes the “right” number often lengthen the process and undermine cooperation. Our recent Change in the Office of Finance benchmark research confirms that organizations using dedicated planning software report a better planning process: Two-thirds (66%) of companies that use dedicated software have a planning process that works well versus 36% that rely on desktop spreadsheets. Planning is useful under all circumstances, but it is especially valuable in times like these. Competent management and execution are paramount for business success and organizations make both more effective through integrated business planning. The current chaos is a useful reminder of the value of high-participation, collaborative, action-oriented planning built on frequent short planning sprints. I urge heads of financial planning and analysis (FP&A) organizations, particularly those currently using spreadsheets, to switch to a dedicated planning software and adopt an integrated business planning approach. Now is the time to make the business case and gain support at senior executive levels for a change-management effort in planning and budgeting. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Fortune_Favors_the_Prepared_Q_200402.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Blockchains Pose Problems of Persistence and Trust", "mainEntityOfPage": "https://robertkugel.isg-one.com/blockchains-pose-problems-of-persistence-and-trust", "datePublished": "15/01/2020", "dateModified": "15/01/2020", "articleBody": "I’ve written before about blockchain’s significant potential. A lot of the current discussion on the topic centers on cryptocurrencies and financial trading platforms, both of which are already in operation. However, my focus is on its applicability to business generally, especially in B2B commerce, where I believe there is significant potential for it to serve as a universal data connector. There’s also a great deal of potential for blockchain to provide individuals with greater power in managing their identity and greasing the wheels of trade. That noted, those designing and planning to implement commerce-related blockchains must address fundamental issues if blockchain technology is to achieve its potential. One issue is the persistence and trustworthiness of underlying records that are related to a blockchain. This may come as a surprise to some — I’ve found that many people believe that the blockchain will house the data itself. That’s likely to be the case if the amount of data associated with the blockchain record is trivial. However, it’s highly unlikely that larger digital objects will be incorporated, so it will be necessary for the blockchain to reference these larger records. What’s trivial? For now, one should assume that the limit is measured in kilobytes — far too small for, say, many medical records or facsimiles of paper documents. For those objects, there will be some sort of pointer to a record that’s stored somewhere. And the persistence of that “somewhere” is no small matter. Blockchains derive their security from having multiple nodes that are constantly synchronizing. This structure makes it almost impossible for anyone to delete or tamper with the data since any illegitimate attempt to add or alter a record on one node will be detected immediately in the others. But what of the underlying documents? Even if the pointer to the original image of a deed, certificate or body scan persists, it becomes useless if the physical server on which the underlying record is stored is removed from service. I call this the “error 404” problem since the result is the same as a broken link on the internet. For blockchain to live up to its promise, there must be some efficient mechanism that guarantees the integrity of the storage node. Addressing these potential issues of persistence and trust will require redundancy. There must be multiple copies of source records to prevent the unintended destruction of the underlying data. There also must be some sort of protocol when a systemically significant data storage site is removed from service or even taken down. There’s also a trust issue with respect to underlying data held outside the blockchain. Even if the data record is there, how do I know that it hasn’t been altered at some point along the way? To ensure integrity, blockchains are designed to require independent consensus before a blockchain record can be changed. Unless that applies to the underlying data, though, that integrity is a hollow promise. Maintaining multiple copies of source image documents or other large binary files is also essential to avoid what is intended to be unimpeachable evidence being tampered with or destroyed. This is especially important with respect to identity management blockchains. What’s more, if one subscribes to the Universal Declaration of Human Rights, birth- and citizen-related data is the property of the individual, not the state. And the duty of the state is to preserve these records unaltered. Ensuring this is the case is likely to be an ongoing challenge for those using identity management systems. This applies to individuals who rely on identity management blockchains to store and verify their credentials as well as those who rely on the accuracy of that information. Trustworthy data is especially a concern in countries that do not acknowledge the rights of the individual. If the state believes it alone is the rightful owner of the data, a citizen of that state cannot be secure in his or her identity. The challenge of the persistence and trustworthiness of data held external to a blockchain is just one of the many practical issues that those who design and maintain these blockchain systems must address if blockchain technology is to achieve its full potential. In many cases, standards will be established by a community. There will be a need to establish the means of confirming that the managers of the blockchain nodes are adhering to these standards. Matters of cost (who pays for maintaining multiple nodes?) and jurisdictional issues (will there be an international body that maintains records?) won’t be easy to resolve. The substantial effort that’s been required to get TradeLens (a digital platform that serves as a single, secure source of shipping data) to its current state is testimony to how difficult the non-technology-based issues can be. The same holds for identity, traceability and property blockchains. It’s unlikely that there will be a single practical solution that’s applicable to all blockchains. What’s needed now is a broad recognition that holding external data securely and persistently is essential — so that the hard work of developing standards, frameworks and methodologies can begin immediately. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP-RK-Blockchains%20Pose%20Problems%20of%20Persistence2%20200111.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Dynamic Insights from Research on Finance Analytics", "mainEntityOfPage": "https://robertkugel.isg-one.com/dynamic-insights-from-research-on-finance-analytics", "datePublished": "19/09/2019", "dateModified": "19/09/2019", "articleBody": "By itself, data isn’t useful for business; the application of analytics is necessary to transform data into actionable information. Data analysis of one sort or another has long been a core competence of finance departments, applied to balance sheets, income statements or cash flow statements. Today, however, Finance must go beyond these basics by expanding the scope of the data being examined to include all financial and operational information that can yield actionable insights. Analysis thus should include, for example, data from the systems that manage sales operations, human resources and field service and that data must be available to all departments and applications that need it. By being applied to diverse sets of data, analytics can provide richer performance measures that offer executives and managers deep insights into not only how well the business is doing but why. Such analysis also must give them the ability to look forward, providing more accurate forecasts and early alerts to enable decision-makers to address issues and opportunities sooner and receive better guidance on what to do next. To better understand these challenges we have our Finance Analytics Dynamic Insights research. The research will explore organizations’ experiences with finance analytics initiatives and their attempts to align IT projects, resources and spending with new business objectives. Using concise web-based surveys, the Ventana Research Dynamic Insights platform gathers real-world data while immediately providing research participants with a personalized assessment of their organization’s efforts as well as research- and experience-based advice on potential next steps to improve. Each participant who completes the survey is provided insights to support decisions ranging from prioritizing application and technology investments to what best practices are most relevant to the organization’s efforts. Data issues often prevent finance organizations from using analytics as effectively as they could. The inability to access needed data and excessive time spent in preparing data constrain the capabilities and limit the productivity of analysts. Our previous research on this topic shows that it’s worth the trouble to ensure that finance analysts have access to robust, complete data. Nearly all (92%) companies that said they have very accurate data also said they have a process for creating finance analytics that works well or very well. Conversely, only 22 percent of companies that said their data is somewhat accurate have such a process. Another issue is that finance departments today need to use more than accounting data to support management decisions because accounting data by itself is insufficient to assess company performance and guide business decisions. Combining financial and operational data gives managers and executives deeper and more complete understanding of performance drivers. It provides them with more realistic analyses to guide their business decisions. For example, combining information from CRM systems with financial data can lead to better understanding of customer profitability and costs to serve. Likewise, understanding all the factors driving costs related to a project can improve project management and support better-informed pricing of resulting products. Being able to analyze inputs and outputs in terms of units of things — such as labor hours, board feet of lumber or the number of full truckloads — separately from prices and costs makes performance measurement and management more accurate and actionable. However, our previous research found that although almost all finance organizations use financial data in their analytics, fewer said they include customer and product information or data about manufacturing and suppliers. This research will further explore the various data sources organizations are using to develop effective finance analytics. In addition, finance departments must be able to easily organize financial and operational data so they can drill down into details based on the relevant characteristics of the business, not just the chart of accounts. Executives and managers need to examine results from multiple perspectives, such as by some combination of business unit, department, product type, sales territory, customer and sales channel. They also need to be able to “drill around” data to explore other views of related information, perhaps in other applications, to improve understanding of business conditions or factors that may be influencing results. Finance organizations also need to be able to quickly create and revise reports and dashboards to communicate their analyses to those who need the information. Companies can realize fully the benefits of finance analytics only if the analyses are communicated in a timely fashion. Business is fluid, so it’s important to have tools that make it easy for analysts to adapt to changing requirements. Finance organizations do a good job of delivering basic, inwardly focused financial analyses to executives and managers, but they can do more. Their analytics must provide deeper insight into the operating performance of the company, incorporate more external data and provide information as immediately as possible. And information technology is essential to delivering better finance analytics. Companies must use the right software and have the right data available to be able to improve the scope, quality, business impact and timeliness of their analytics. This research will assess these aspects of finance analytics, providing real-time advice to those who take the survey as well as insights and best practices to the Ventana Research community. We’re interested hearing about your experience with finance analytics. Click here to participate in this research, and here to learn more about Ventana Research’s methodology and large body of business research. Ventana Research also has conducted research in related areas including Data Preparation, Office of Finance, Business Planning, Big Data for Business, Machine Learning, Data and Analytics in the Cloud, Next-Generation Predictive Analytics and Big Data Analytics and Integration. Regards, Robert Kugel SVP & Research Director", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "IBM Blockchain Earns Our Innovation Award", "mainEntityOfPage": "https://robertkugel.isg-one.com/ibm-blockchain-earns-our-innovation-award", "datePublished": "08/08/2019", "dateModified": "08/08/2019", "articleBody": "Ventana Research has awarded IBM its 2019 Digital Innovation Award. This award recognizes the vendor’s support for identity management using blockchain technology through IBM Verify Credentials. The application is a first, small step in establishing a blockchain-enabled system for decentralized identity management, a technology that ultimately will enable point-to-point exchange of information about people, organizations or things. This form of identity management has considerable potential in the following areas: enhancing personal privacy facilitating the exchange of information related to an individual’s credentials and skills improving compliance with licensing and credentialing requirements reducing the cost of acquiring and working with information about an individual. In our view, blockchain technology is particularly well suited to ensuring personal privacy while providing reliable authentication of an individual’s credentials. The technology can improve the level of certainty — and therefore trust — in identity management and authentication processes. Because of their inherent security (through public key encryption and multi-independent node structure), the use of blockchain distributed ledgers can enhance trust, provide greater control over access to personal data and make it simpler to access and manage certifications and accreditations. Of course, blockchains are not infallible, and they are not a complete solution for many of the identity management and authentication issues that businesses and individuals face in the non-digital world. My in-depth discussion of blockchain for identity management can be found here. The need for individuals to control their identity and for there to be a reliable method for verifying one’s credentials has intensified in the digital age. Identity theft and privacy incursions have increased individuals’ sensitivity to protecting use of their identity and ensuring their privacy. The self-sovereign, decentralized identity management that blockchain technology facilitates means that individuals can control when, where and with whom they share their personal information and credentials. In the past, this information was stored in scattered, paper-based repositories. This made it easier to control access to personal data, but it also meant that verifying this information was slow, inefficient and expensive. Information on the internet is far easier to use and abuse, heightening the need to handle information about identity and credentials in a secure and efficient manner. Built on open standards created by the Decentralized Identity Foundation (DIF), World Wide Web Consortium (W3C) and other standards groups, IBM Verify Credentials enables trusted issuing organizations such as schools, licensing entities and governments to issue credentials to individuals. For their part, individuals can hold and present credentials to verifying organizations of their choosing. In an increasingly digital world, it’s possible to address the need to authenticate information digitally. For example, a system can instantly verify that an individual has been certified by a recognized body to operate a specific type of machinery or system. For individuals, corporations, and government or regulatory entities, the easy availability of certification can reduce frictions, cut costs and enhance compliance. Skills and experience also can be certified. In an increasingly services-oriented economy, digitally matching jobs with skills and certifications can accelerate staffing and hiring, make it easier to find the right people while also reducing employment costs. IBM is offering a free alpha version of IBM Verify Credentials, a simplified version of the product intended to demonstrate how a decentralized blockchain-enabled approach to identity management operates. I recommend that organizations download and deploy it to investigate the potential of blockchain technology to provide a secure and efficient way to manage identity in the modern era. Regards, Robert Kugel SVP & Research Director", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_IBM_Blockchain_Earns_Our_Innovation_Award_Strategy_Social_Graphic-Horizontal.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Promise and Perils of a Platform Strategy", "mainEntityOfPage": "https://robertkugel.isg-one.com/the-promise-and-perils-of-a-platform-strategy", "datePublished": "06/08/2019", "dateModified": "06/08/2019", "articleBody": "“Platform,” as used in the world of technology, originally referred to an operating system on which one could construct software applications. More recently, its usage has been expanded to apply to two types of business models. One enables third parties to create products and services that are complementary to a company’s core technology. For instance, both Apple and Salesforce have attracted a wide array of third-party software developers whose offerings greatly increase the value of each software vendor’s platform to its customers. The second, such as Amazon’s marketplace, Facebook, Twitter and Uber, facilitates transactions and interactions. This latter type adds value by reducing transaction frictions and increasing efficiency and, in attracting large numbers of people to the platform, enables innovative business offerings to take advantage of Metcalf’s law — the “network effect.” In contrast to the go-it-alone vertical integration strategies common in the 19th and early 20th centuries or more recent brand extension strategies, platforms assemble a constellation of independent entities in a mutually beneficial way. Each participant expects to increase revenue or profits faster by being part of a larger whole. The platform vendor itself expects to accrue benefits such as incremental profits or “stickiness” by being the hub of a commercial ecosystem. In the case of the first mentioned business model, a platform approach to software generally and business software specifically has become feasible as a result of the evolution of software application architecture, in enabling interoperability and data and process connectivity through devices such as APIs and microservices. Like many technology terms, the definition of a platform has grown fuzzier with age. So in the interest of clarity I’ll narrow the definition a bit. In referring to software, I use the term platform to mean an application or a unified set of applications from a single vendor that offers broad functionality to a business and includes at least three characteristics. One is that the software has a single sign-on capability and a consistent user interface. It also must enable corporate and third-party developers to easily extend the features and functionality of the software in a loosely coupled fashion, so that updates and new releases of the platform software will not disable the extensions or make them obsolete. Third-party applications often provide vertical (industry-specific) functionality not provided by the platform provider. Third, the software enables full process and data integration across business functions in a way that complements or extends business processes across business silos, such as connecting front office, operations and back office business units. Internally developed applications often extend the platform vendor’s core functionality upstream and downstream from the core processes to suit its specific business or business process requirements — for instance, a mobile application used in a store or warehouse that automates a set of steps and associated data collection or certifications. A platform enables company-specific customizations that look and perform very much (or exactly) like the core platform and that will not “break” when the platform is updated or a new release is issued. Customers benefit from use of a platform in at least three respects. First, it can reduce the total cost of ownership by making the task of maintaining connections between the core application and vertical or customized offerings less expensive. By enabling straight-through processing of data associated with a process, a platform can substantially enhance data quality and therefore significantly reduce errors that would otherwise be created when data is re-keyed or moved from one system to another using a spreadsheet. Third, by automating handoffs within as well as across business functions, a platform can reduce the time and effort required to complete a business process. A platform offered by a vendor must provide three characteristics that support a platform strategy. First, it must have been built using a software architecture and providing a set of technical capabilities that facilitate the creation and maintenance of applications and the full integration of software from third-party developers. Second, it must have a business model and internal capabilities that encourage third parties to work with the platform — having an applications marketplace, for example, especially where the applications are vetted by the vendor and rated by customers. Third, the platform vendor must actively promote the use of the applications that can reside on it and facilitate the creation of application development skills by internal developers. Ensuring the presence of these three characteristics requires a mindset and culture that are likely to be a considerable change for most software companies. Those that haven’t traditionally had a partner channel must acquire the people, skills and attitudes that promote mutually beneficial relationships. Additionally, in the past vendors defined customer success at the point where the initial application was implemented correctly and to the customer’s satisfaction. However, as the software industry transitions from perpetual licenses to a subscription business model, customer success ceases to be a fixed point and customer engagement becomes more important to a vendor’s long-term competitiveness. As the saying goes, this is easier said than done. Customers have different preferences on how they wish to interact with a vendor. Divining what these preferences might be and assigning the appropriate personnel to manage the relationship is an ongoing challenge. So while many software companies are adopting or claiming to adopt a “platform” strategy, some are offering a platform in name only. Others have a platform but must ensure that they have the right architecture, development organization, product roadmap, partner organization and customer success organization to maximize the value of their platform. I recommend that companies that are assessing a business relationship with a vendor that claims a platform strategy explore the full range of the vendor’s capabilities, organization, strategy and timelines before making commitments. Where it would be useful, this is an area in which Ventana Research can help. Regards, Robert Kugel SVP & Research Director", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_The_Promise_and_Perils_of_a_Platform_Strategy_Social_Graphic-Horizontal-Quote-3.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "How to Prove You Aren’t a Dog: Blockchains For Identity Management and Certification", "mainEntityOfPage": "https://robertkugel.isg-one.com/how-to-prove-you-arent-a-dog-blockchains-for-identity-management-and-certification", "datePublished": "22/05/2019", "dateModified": "22/05/2019", "articleBody": "Identity management is an old problem that has taken on new dimensions in the digital world. In 1993, at the dawn of the World Wide Web (WWW), The New Yorker ran a cartoon featuring two dogs talking, one perched in front of a computer. The caption reads: “On the Internet, nobody knows you’re a dog.” The phrase quickly evolved into a meme highlighting the issue of identity uncertainty in the new digital environment. I’ve written about the many uses of blockchains in business beyond cryptocurrency and financial trading platforms, the two most recognized use cases today. Done correctly, identity management will be an important use of the technology because it can simultaneously address issues of personal privacy and authentication. In other words, unless you want them to, nobody knows you’re a dog. But if you aren’t and you have proper credentials from a recognized authority, anyone can be reasonably certain that you aren’t a dog. Identity Management Let’s first stipulate that it’s impossible to be completely certain that someone is who they claim to be. Let’s also recognize that blockchains will not automatically solve many of the identity management and authentication issues that businesses and individuals confront in the non-digital world. For example, whether and to what degree does one “own” his or her identity? Does an individual have the right to control what another individual or corporation says about him or her? And, to what extent does an individual have a right to be forgotten? Technology cannot answer these questions but it can improve the level of certainty and therefore trust in identity management and authentication. Because of their inherent security (through public key encryption and multi-independent node structure), blockchain distributed ledgers can enhance trust, give individuals greater control over access to their personal data and simplify the process of managing and accessing certifications and accreditation. When it comes to assessing and understanding digital innovation, it’s useful to first consider what exactly the innovation will replace to sort out what’s changed and what hasn’t. In the pre-digital world, for example, with a passport you could establish your identity with a high degree of trust and security. For certainty, it had a crude biometric authentication device (your picture). It contained personal information about you and your citizenship relevant to authorities such as your date and place of birth. It might contain the visas that define your permission to travel to and in a country. However, in presenting your passport to confirm your identity you also divulged other personal information such as a history of the places you had traveled to since its issuance. For a number of reasons, in the process of proving you are who you claim to be, you are compelled to provide information that you might not want an individual, company or authority to have. Although passports reflect a high standard of authentication, a forged passport isn’t especially difficult to obtain. To achieve a virtually foolproof means of establishing identity, in spy novels (and in real life) a banknote ripped in two is often used to provide a secure yet anonymous means of identification. That’s because the serial numbers and the random tear pattern must match. A torn banknote is an efficient device and a useful metaphor for some aspects of blockchain digital identity management (such as public key encryption). It has the advantage of providing authentication while protecting privacy, but it also has limited value beyond a simple and reliable, one-time-use counterparty ID for a narrow purpose. Blockchain identity management systems are intended to address many of the shortcomings inherent in pre-digital identity management approaches. They can provide a high degree of trust while providing individuals a high degree of control over the personal information others are allowed to see. And they can do so efficiently for a wide range of purposes. Not a Dossier It’s important to recognize that identity blockchains have a structure very different from what’s been used in the past. The blockchain isn’t a dossier. Identity components such as a name, date of birth or biometric information are stored as “hashes,” a function that converts one value to another. The actual identity data is not part of a blockchain itself. A hash value is a natural fit for cryptography because it masks the original identity data with another value and an effective cryptographic hash function cannot be reverse-engineered. A hash can only be used to generate a value by someone or some system that has permission to look it up from a hash table. That table is stored at a different logical (and likely physical) location. In practice, the identity hashes on a blockchain will likely reference dozens or scores of tables located in multiple locations. To give a simplified example, Abel issues Baker Corporation a “key” that allows Baker to confirm that all the specific identity components on his application jibe with his identity record. Baker can confirm their accuracy because the company is allowed to corroborate, for example, that Abel’s date of birth agrees with the information on a digital birth certificate record (without revealing the father’s name, hospital, birth gender or whatever) and that the college identified on the application verifies that he is a graduate (and, if requested, that his major and dates of attendance are also correct). The demand for secure identity management has grown in recent years as concerns have mounted about privacy, safety, identity theft and assorted threats posed by authoritarian governments and criminals. Self-sovereign identity (SSI) management has emerged as a way to use technology to deal with threats posed by technology. As of now, there is no universally accepted strict definition of SSI, so what follows is an attempt to summarize key attributes. Self-Sovereign Identity SSI is a response to the persistent problems that individuals have encountered in the commercial world, where credit dossiers contain errors and criminals hack customer data and steal identities. Though it’s hardly infallible, SSI is a potential means to counter the control that governments and authorities have or may have in defining individuals’ identity and certifications. “Self-sovereign” means that the individual has a legal right to control information about his or her identity without interference. Consequently, he or she can elect which elements in the identity record can be confirmed by whom, when and under which circumstances. It also means that the individual has a legal right to a persistent identity. That is, no government, association or individual can unmake or modify someone’s personhood. To achieve that, components of data in the record are recoverable and never lost; they persist through the individual’s lifetime and beyond. Moreover, only the individual can add or modify his or her data. Self-sovereignty demands technology that provides accessibility and persistence. That is, data must be easily accessed, systems that work with identities must be interoperable and data must be universally readable. I should also note that owing to the structure of a blockchain ledger, any changes are made through a correcting entry, never an erasure, so that all changes can be tracked and traced. Certifications The counterpoint to self-sovereign identity is certification: How does someone know that I am not a dog? Or that I have the qualifications I claim to have? In an increasingly digital world, it’s possible to address the need to authenticate information digitally. For example, an organization can authenticate that an individual has been certified by a recognized body to operate a forklift. For individuals, corporations and government or regulatory entities, the easy availability of certification can reduce frictions, cut costs and enhance compliance. Skills and experience also can be certified. In an increasingly services-oriented economy, digitally matching jobs with skills and certifications can accelerate staffing and hiring, making it easier to find the right people while reducing employment costs. Some Technical Considerations The potential value of using blockchain distributed ledgers for digital identities and certifications is enormous. Compared to existing methods (mainly paper and proprietary systems), blockchain technology is a more efficient means of supporting effective self-sovereign identity management and digital authentication. In the world of software, these types of blockchains can increase the business value of human capital management software, especially in hiring, staffing and career management. That noted, there are a long list of challenges. Here are just a few: First, from a technical standpoint, it’s essential that blockchains be able to make identity and certification data universally available. To do this, they must be able to connect disparate systems with a “loosely coupled” architecture that supports many-to-many relationships. In computing, a loosely coupled system is one in which each of its components has little or no knowledge of the details of other components. When two such systems connect, the sender communicates a message in its native form and format with the expectation that the receiver will be able to fully and accurately understand the content of that message. Data standardization (including structures, conventions, definitions and taxonomies) are crucial for achieving a free, persistent interchange of information. Identity blockchains will need some degree of standardization and a method for extending that standardization. Common data definitions will be relatively easy to establish but extensibility is essential. Second, it will be necessary to establish data infrastructures that ensure the persistence and immutability of identity and credentials. In practice, this means having permissioned blockchains with multiple nodes controlled by multiple independent entities. As is the case with blockchain distributed ledgers, each node replicates itself to others to make it almost impossible to tamper with the data in the blockchains, since any alteration must be done simultaneously to all instances. Moreover, because the blockchain only contains hashes (not the data itself) the data referenced by the hash must be replicated in multiple secure locations to ensure persistence. Third, technology by itself will not address the many legal, regulatory and human issues that any system will confront. Exchanges of information in employment and commercial contracts, whether explicit or tacit, are controlled by law, regulation and custom. In every jurisdiction, issues that arise from the introduction of identity management will need to be adjudicated according to existing or new laws and regulations. Barely at the Starting Line Digital identity management is in an embryonic state. The rough outlines of its principles and the technology to support it are in place but there are substantial legal, cultural and technology challenges that must be addressed. This will be an evolutionary process. It will advance step by step into how individuals, businesses and governments interact in matters of identity and authentication. But we live in the digital age and digital identity management is inevitable. Because sometimes you must be able to prove you’re not a dog. Regards, Robert Kugel SVP & Research Director", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_How_to_Prove_You_Arent_a_Dog_Blockchains_For_Identity_Management_and_Certification_Social_Graphic-Horizontal.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "NetSuite Presents New Suites at SuiteWorld", "mainEntityOfPage": "https://robertkugel.isg-one.com/netsuite-presents-new-suites-at-suiteworld-1", "datePublished": "08/06/2017", "dateModified": "08/06/2017", "articleBody": "I recently attended SuiteWorld, NetSuite’s annual user conference. In the opening keynotes and throughout the event speakers emphasized benefits for NetSuite users resulting from the merger of NetSuite and Oracle, completed last fall. I wrote about this at the time. NetSuite users are likely to benefit from Oracle’s sales and core technology infrastructure. Before the merger, NetSuite’s R&D spending was constrained by being a public company. The amounts needed to rebuild and extend its software on an accelerated timetable likely would not have been acceptable to stock market investors. At the gathering, the company emphasized that NetSuite will operate independently from Oracle. That seems like a good idea, but as executives acknowledged, maintaining this independence over time will be a challenge because of normal organizational pressures. One measure of this independence will be maintaining SuiteWorld as an event separate from Oracle’s OpenWorld. Oracle should consider expanding SuiteWorld to focus on all its ERP and financial management applications, especially Hyperion. Sales of cloud-based ERP systems have been growing more rapidly than those deployed on-premises. One reason is that the cloud eliminates the maintenance burden, since vendors handle patching and updates. Our next-generation ERP benchmark research finds that only two-fifths (39%) of participants said it is easy or very easy to implement updates and patches to their company’s on-premises ERP system. Just 19 percent said they are able to implement changes to or update the system within one week of a patch or bug fix release, and not many more (26%) can implement an update within a month of release. The keynote presentations also affirmed that NetSuite will be using Oracle’s existing sales offices and data centers worldwide to improve its competitive positioning in the market for midsize ERP systems outside North America, especially in Europe, where NetSuite did not have a sufficient concentration of offices or other in-country resources. This is partly because Continental Europe has had an entrenched set of incumbents with well-established implementation partners. Incrementally adding to local Oracle offices constitutes a far more affordable growth path. NetSuite is a global company, but most of its penetration is in English-speaking markets. Localization investments, mainly language support, will help in this regard. SuiteSuccess was one of the more significant announcements at the event. These are preconfigured NetSuite implementations built around the company’s domain expertise in specific industries, which enable it to embed, for example, a baseline of leading practices, functionality and key performance indicators. The intended benefits of this are faster time to value (the goal is to get a customer up and running within 100 days), increased business efficiency and flexibility, and greater customer success. Albeit unstated, another reason for SuiteSuccess is quality control. Our research confirms that issues of uneven competence among channel partners challenge ERP software vendors selling to midsize customers through them. More than half (55%) of midsize companies rated the organization that implemented their ERP system as average or below average, compared to 31 percent of larger corporations. Faster time to value and software that works well from the outset are likely to increase customer satisfaction. The trade-off is that there are limits to what will be included in a SuiteSuccess setup. Some NetSuite functionality that is not readily configured, such as subscription billing or anything beyond a basic multibook setup, is beyond the program’s scope. At the same time, the suite does integrate with some “Built for NetSuite” third-party software, such as Salesforce. The company is also planning to offer SuiteSuccess retrofits for existing customers later this calendar year. Representatives noted that retrofitting will not be feasible in cases where the existing configuration requires too much modification to be worthwhile. But some existing customers will benefit from this service if their implementation was not done well at the beginning. Another notable announcement was SuitePeople, a human resources module. NetSuite acquired TribeHR in 2013 but has needed to integrate HR functionality and data on the NetSuite platform. Having HR as part of the offering is valuable because it’s one less thing that must be integrated. It also enables NetSuite to have tight, bidirectional linkages between the HR data and financial and operational functions. The addition should be welcome: 63 percent of participants in our ERP research said that having HR functionality in their ERP suite is important to their finance department. The module was created by the TribeHR organization that was acquired by NetSuite, which has a design philosophy to make HR tasks less burdensome for employees and provide them with more self-service information. NetSuite also offers Advanced Revenue Manager (ARM), which supports companies’ compliance with the new revenue recognition standards (ASC 606 and IFRS 15) that I have written about. They go into effect next year. ARM automates revenue forecasting, allocation, recognition, reclassification and auditing through a rules-based event handling framework. It also can handle accounting for sales-related expenses, although I recommend that companies with even moderately complex sales incentive compensation plans use dedicated software to perform capitalization and expensing calculations. There was also a long list of product enhancements and new functionality. One important and somewhat overdue new capability is outsourced manufacturing management. The accessibility of lower-cost manufacturing capacity around the world has enabled companies to disentangle production from product development, design, marketing and sales. However, these outsourcing companies need visibility into the state of production and costs related to these items, as well as supply chain and logistics data related to finished goods and supplied or purchased parts. The company also showed off advances in prebuilt reports and dashboards. That noted, NetSuite still needs to make its ad hoc and visual reporting capabilities easier. One of the attractive features of NetSuite is the ability for users to configure workflows with a visual interface rather than having to code processes. This makes the system more flexible for trained business users because, using a visual interface, they can readily configure and reconfigure business processes to adapt to needed process changes without programming skills. The visual workflow currently works at a very basic level, however, and the system requires scripting for deeper or more complex workflows. Unannounced but in the works are enhancements to eliminate the need for such scripting, which will make the software more configurable by business users and offer NetSuite a competitive advantage. Our ERP research finds that only 17 percent of companies regard their ERP system as very flexible while another 40 percent said theirs is inflexible or not flexible enough. I recommend that midsize companies that are considering changing their ERP system evaluate NetSuite, especially those in manufacturing, distribution, retail or professional services businesses and those that operate globally. Cloud-based ERP offers many potential advantages for midsize companies, including better performance and more rapid updates and patches, as well as a lower total cost of ownership, as it eliminates the need to dedicate valuable IT resources to system maintenance. Moreover, because security is of paramount importance to cloud ERP vendors, their sites that have undergone certification almost certainly more secure than most midsize companies’ on-premises environments. While Oracle has its own cloud ERP suite that is growing rapidly, customers will have a choice to evaluate NetSuite or look at Oracle’s offering and determine which one delivers best fit and longer term value. 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Robert Kugel's Analyst Perspectives | Human Capital Management