Robert Kugel's Analyst Perspectives

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The company aims to automate time-consuming repetitive tasks and substantially reduce the amount of detail that individuals must handle in the department. The phrase “the devil is in the details” certainly applies to accounting, especially managing the details in the close-to-report phase of the accounting cycle, which is where BlackLine plays its role. This phase spans from all the pre-close activities to the publication of the financial...</span></p> </div> <a href="https://robertkugel.isg-one.com/blackline-exorcises-accounting-details"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/automation">automation</a>, <a href="https://robertkugel.isg-one.com/topic/close">close</a>, <a href="https://robertkugel.isg-one.com/topic/closing">closing</a>, <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation</a>, <a href="https://robertkugel.isg-one.com/topic/control">control</a>, <a href="https://robertkugel.isg-one.com/topic/effectiveness">effectiveness</a>, <a href="https://robertkugel.isg-one.com/topic/reconciliation">Reconciliation</a>, <a href="https://robertkugel.isg-one.com/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-one.com/topic/compliance">compliance</a>, <a href="https://robertkugel.isg-one.com/topic/data">Data</a>, <a href="https://robertkugel.isg-one.com/topic/controller-2">controller</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/fpm">FPM</a>, <a href="https://robertkugel.isg-one.com/topic/sarbanes-oxley">Sarbanes Oxley</a>, <a href="https://robertkugel.isg-one.com/topic/accounting">Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/reconcile">reconcile</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/welcome-to-the-age-of-robotic-finance">Welcome to the Age of Robotic Finance</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">29 December 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_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg?width=200&name=AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg?width=100&name=AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg?width=200&name=AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg?width=300&name=AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg?width=400&name=AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg?width=500&name=AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg?width=600&name=AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>For several years, I’ve commented on a range of emerging technologies that will have a profound impact on white-collar work in the coming decade. I’ve now coined the term “Robotic finance” to describe this emerging focus, which includes four key areas of technology: Artificial intelligence (AI) and machine learning (ML), robotic process automation (RPA), bots utilizing natural language processing, and blockchain distributed ledger technology (DLT), each of which I describe below. Robotic...</span></p> </div> <a href="https://robertkugel.isg-one.com/welcome-to-the-age-of-robotic-finance"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/erp">ERP</a>, <a href="https://robertkugel.isg-one.com/topic/machine-learning">Machine Learning</a>, <a href="https://robertkugel.isg-one.com/topic/close">close</a>, <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-accounting">Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/reconciliation">Reconciliation</a>, <a href="https://robertkugel.isg-one.com/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-one.com/topic/robotic-process-automation">Robotic Process Automation</a>, <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain</a>, <a href="https://robertkugel.isg-one.com/topic/ai">AI</a>, <a href="https://robertkugel.isg-one.com/topic/natural-language-processing">natural language processing</a>, <a href="https://robertkugel.isg-one.com/topic/accounting">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/prophix-financial-performance-management-for-midsize-organizations">Prophix – Financial Performance Management for Midsize Organizations</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">12 December 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_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg?width=200&name=AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg?width=100&name=AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg?width=200&name=AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg?width=300&name=AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg?width=400&name=AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg?width=500&name=AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg?width=600&name=AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Prophix is an established provider of financial performance management (FPM) software for planning and budgeting, forecasting, analysis and reporting, and managing the financial close and consolidation process. Its eponymous software is designed specifically for midsize companies or midsize divisions of larger corporations. These organizations are a distinctive segment of the market in that they have almost all the functional requirements of large enterprises but have fewer resources to apply...</span></p> </div> <a href="https://robertkugel.isg-one.com/prophix-financial-performance-management-for-midsize-organizations"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/planning">Planning</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-one.com/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</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/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/integrated-business-planning">Integrated Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/accounting-close">accounting close</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/work-and-resource-management">Work and Resource Management</a>, <a href="https://robertkugel.isg-one.com/topic/sales-planning-and-analytics">Sales Planning and Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/midsize">Midsize</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/centages-budget-maestro-version-9-is-a-big-step-forward">Centage’s Budget Maestro Version 9 is a Big Step Forward</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">03 September 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_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg?width=200&name=AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg?width=100&name=AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg?width=200&name=AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg?width=300&name=AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg?width=400&name=AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg?width=500&name=AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg?width=600&name=AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Centage recently released<a href="http://www.centage.com/products/budget-maestro/" target="_blank"><u>Budget Maestro Version 9</u></a>, a complete revamping of its longstanding budgeting application designed for midsize companies. The software, now offered as a multitenant cloud-based offering, delivers several structural improvements that can enhance the effectiveness of a company’s planning processes and at the same time is easier to use. Budget Maestro Version 9 is designed to support what Centage is calling a “Smart Budgets” approach to replace traditional budgeting. This...</p> </div> <a href="https://robertkugel.isg-one.com/centages-budget-maestro-version-9-is-a-big-step-forward"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/planning">Planning</a>, <a href="https://robertkugel.isg-one.com/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-one.com/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business 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/financial-performance-management-software-vendors-face-challenges-1">Financial Performance Management Software Vendors Face Challenges</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 January 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_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg?width=200&name=AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg?width=100&name=AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg?width=200&name=AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg?width=300&name=AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg?width=400&name=AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg?width=500&name=AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg?width=600&name=AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research defines <span>financial performance management</span> (FPM) as the process of addressing often overlapping issues involving people, process, information and technology that affect how well finance organizations operate and support the activities of the rest of their organization. FPM software supports and automates the full cycle of finance department activities, which include planning and budgeting, analysis, assessment and review, closing and consolidation, internal financial reporting...</p> </div> <a href="https://robertkugel.isg-one.com/financial-performance-management-software-vendors-face-challenges-1"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp">ERP</a>, <a href="https://robertkugel.isg-one.com/topic/fpa">FP&A</a>, <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/consolidation">Consolidation</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/fpm">FPM</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/2016/10/25/ditch-presentations-to-improve-corporate-governance/">Ditch Presentations to Improve Corporate Governance</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">25 October 2016 </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_Ditch_Presentations_to_Improve_Twitter_Card.jpg?width=200&name=AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg?width=100&name=AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg?width=200&name=AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg?width=300&name=AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg?width=400&name=AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg?width=500&name=AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg?width=600&name=AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The topic of corporate governance received renewed attention recently after the publication of <u><a href="http://www.governanceprinciples.org/" target="_blank">an open letter</a></u> signed by 13 prominent business leaders, including Warren Buffett of Berkshire Hathaway and Jamie Dimon of JPMorgan Chase. The first principle the group advocated in the letter is the need for a truly independent board of directors. To achieve that aim, the letter suggests having the board meet regularly without the CEO and that the members of the board should have “active and direct...</p> </div> <a href="https://robertkugel.isg-one.com/2016/10/25/ditch-presentations-to-improve-corporate-governance/"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-one.com/topic/governance">Governance</a>, <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/consolidation">Consolidation</a>, <a href="https://robertkugel.isg-one.com/topic/reconciliation">Reconciliation</a>, <a href="https://robertkugel.isg-one.com/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-one.com/topic/ceo">CEO</a>, <a href="https://robertkugel.isg-one.com/topic/board-of-directors">board of directors</a>, <a href="https://robertkugel.isg-one.com/topic/accounting-close">accounting close</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/robert-kugel/2015/12/21/erp-and-financial-performance-management-begin-to-overlap">ERP and Financial Performance Management Begin to Overlap</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">20 December 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility.png?width=200&name=vr_ng_finance_analytics_12_timely_data_supports_agility.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility.png?width=100&name=vr_ng_finance_analytics_12_timely_data_supports_agility.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility.png?width=200&name=vr_ng_finance_analytics_12_timely_data_supports_agility.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility.png?width=300&name=vr_ng_finance_analytics_12_timely_data_supports_agility.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility.png?width=400&name=vr_ng_finance_analytics_12_timely_data_supports_agility.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility.png?width=500&name=vr_ng_finance_analytics_12_timely_data_supports_agility.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility.png?width=600&name=vr_ng_finance_analytics_12_timely_data_supports_agility.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The ERP market is set to undergo a significant transformation over the next five years. At the heart of this transformation is the decade-long evolution of a set of technologies that are enabling a major shift in the design of ERP systems – the most significant change since the introduction of client/server systems in the 1990s. Some ERP software vendors increasingly are utilizing in-memory computing, mobility, in-context collaboration and user interface design to differentiate their...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2015/12/21/erp-and-financial-performance-management-begin-to-overlap"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/performance-management">Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp">ERP</a>, <a href="https://robertkugel.isg-one.com/topic/fpa">FP&A</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation</a>, <a href="https://robertkugel.isg-one.com/topic/human-capital-2">Human Capital</a>, <a href="https://robertkugel.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/fpm">FPM</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/robert-kugel/2014/07/16/tagetik-advances-disclosure-management-for-office-of-finance">Tagetik Advances Disclosure Management for Office of Finance</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">16 July 2014 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-3.png?width=200&name=vr_fcc_financial_close_and_automation_updated-3.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-3.png?width=100&name=vr_fcc_financial_close_and_automation_updated-3.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-3.png?width=200&name=vr_fcc_financial_close_and_automation_updated-3.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-3.png?width=300&name=vr_fcc_financial_close_and_automation_updated-3.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-3.png?width=400&name=vr_fcc_financial_close_and_automation_updated-3.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-3.png?width=500&name=vr_fcc_financial_close_and_automation_updated-3.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-3.png?width=600&name=vr_fcc_financial_close_and_automation_updated-3.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><a href="http://www.tagetik.com/" target="_blank">Tagetik</a> provides financial performance management software. One particularly useful aspect of its suite is <a href="http://www.tagetik.com/software/disclose" target="_blank">the Collaborative Disclosure Management (CDM)</a>. CDM addresses an important need in finance departments, which routinely generate highly formatted documents that combine words and numbers. Often these documents are assembled by contributors outside of the finance department; human resources, facilities, legal and corporate groups are the most common. The data used in these reports almost...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2014/07/16/tagetik-advances-disclosure-management-for-office-of-finance"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-one.com/topic/erp">ERP</a>, <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/modeling">Modeling</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-one.com/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-one.com/topic/close">close</a>, <a href="https://robertkugel.isg-one.com/topic/closing">closing</a>, <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation</a>, <a href="https://robertkugel.isg-one.com/topic/controller">Controller</a>, <a href="https://robertkugel.isg-one.com/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close</a>, <a href="https://robertkugel.isg-one.com/topic/ifrs">IFRS</a>, <a href="https://robertkugel.isg-one.com/topic/xbrl">XBRL</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-one.com/topic/compliance">compliance</a>, <a href="https://robertkugel.isg-one.com/topic/data">Data</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-one.com/topic/benchmark">benchmark</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/financial-reporting">financial reporting</a>, <a href="https://robertkugel.isg-one.com/topic/fpm">FPM</a>, <a href="https://robertkugel.isg-one.com/topic/gaap">GAAP</a>, <a href="https://robertkugel.isg-one.com/topic/integrated-business-planning">Integrated Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/profitability">Profitability</a>, <a href="https://robertkugel.isg-one.com/topic/sec-software">SEC Software</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/robert-kugel/2014/03/29/the-virtues-of-automating-reconciliation">The Virtues of Automating Reconciliation</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">29 March 2014 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated.png?width=200&name=vr_fcc_financial_close_and_automation_updated.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated.png?width=100&name=vr_fcc_financial_close_and_automation_updated.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated.png?width=200&name=vr_fcc_financial_close_and_automation_updated.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated.png?width=300&name=vr_fcc_financial_close_and_automation_updated.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated.png?width=400&name=vr_fcc_financial_close_and_automation_updated.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated.png?width=500&name=vr_fcc_financial_close_and_automation_updated.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated.png?width=600&name=vr_fcc_financial_close_and_automation_updated.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Reconciling accounts at the end of a period is one of those mundane finance department tasks that are ripe for automation. Reconciliation is the process of comparing account data (at the balance or item level) that exists either in two accounting systems or in an accounting system and somewhere else (such as in a spreadsheet or on paper). The purpose of the reconciling process is to identify things that don’t match (as they must in double-entry bookkeeping systems) and then assess the nature...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2014/03/29/the-virtues-of-automating-reconciliation"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/automation">automation</a>, <a href="https://robertkugel.isg-one.com/topic/close">close</a>, <a href="https://robertkugel.isg-one.com/topic/closing">closing</a>, <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation</a>, <a href="https://robertkugel.isg-one.com/topic/controller">Controller</a>, <a href="https://robertkugel.isg-one.com/topic/effectiveness">effectiveness</a>, <a href="https://robertkugel.isg-one.com/topic/reconciliation">Reconciliation</a>, <a href="https://robertkugel.isg-one.com/topic/xbrl">XBRL</a>, <a href="https://robertkugel.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-one.com/topic/data">Data</a>, <a href="https://robertkugel.isg-one.com/topic/document-management">Document Management</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/fpm">FPM</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/robert-kugel/2013/11/27/host-analytics-lifts-spreadsheets-to-cloud-for-finance">Host Analytics Lifts Spreadsheets to Cloud for Finance</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">27 November 2013 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheet_maintenance_is_a_burden-4.png?width=200&name=vr_ss21_spreadsheet_maintenance_is_a_burden-4.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheet_maintenance_is_a_burden-4.png?width=100&name=vr_ss21_spreadsheet_maintenance_is_a_burden-4.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheet_maintenance_is_a_burden-4.png?width=200&name=vr_ss21_spreadsheet_maintenance_is_a_burden-4.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheet_maintenance_is_a_burden-4.png?width=300&name=vr_ss21_spreadsheet_maintenance_is_a_burden-4.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheet_maintenance_is_a_burden-4.png?width=400&name=vr_ss21_spreadsheet_maintenance_is_a_burden-4.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheet_maintenance_is_a_burden-4.png?width=500&name=vr_ss21_spreadsheet_maintenance_is_a_burden-4.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_spreadsheet_maintenance_is_a_burden-4.png?width=600&name=vr_ss21_spreadsheet_maintenance_is_a_burden-4.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><a href="http://www.hostanalytics.com" target="_blank">Host Analytics</a> has introduced AirliftXL, a new feature of its cloud-based financial performance management (FPM) suite that enables its software to translate users’ spreadsheets into the Host Analytics format. I find it significant in three respects. First, it can substantially reduce the time and resources it takes for a company to go live in adopting the Host Analytics suite, lowering the cost of implementation and accelerating time to value. Second, it enables Host Analytics users who have...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2013/11/27/host-analytics-lifts-spreadsheets-to-cloud-for-finance"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/modeling">Modeling</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-one.com/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-one.com/topic/closing">closing</a>, <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation</a>, <a href="https://robertkugel.isg-one.com/topic/controller">Controller</a>, <a href="https://robertkugel.isg-one.com/topic/host-analytics">Host Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-one.com/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/fpm">FPM</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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style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/10">October 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/09">September 2022 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/08">August 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/07">July 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/06">June 2022 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/05">May 2022 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/04">April 2022 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/03">March 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/02">February 2022 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/01">January 2022 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/12">December 2021 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/11">November 2021 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/10">October 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/09">September 2021 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/08">August 2021 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/06">June 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/05">May 2021 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/04">April 2021 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/03">March 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/02">February 2021 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/12">December 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/11">November 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/10">October 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/09">September 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/08">August 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/07">July 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/06">June 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/05">May 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/04">April 2020 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/03">March 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/02">February 2020 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/01">January 2020 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/12">December 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/11">November 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/10">October 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/09">September 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/08">August 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/05">May 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/04">April 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/03">March 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/02">February 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/01">January 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/12">December 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/11">November 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/10">October 2018 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/09">September 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/08">August 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/07">July 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-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 href="https://robertkugel.isg-one.com/archive/2016/04">April 2016 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/03">March 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/02">February 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/12">December 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/11">November 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/10">October 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/09">September 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/08">August 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/07">July 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/06">June 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/05">May 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/04">April 2015 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-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 href="https://robertkugel.isg-one.com/archive/2014/03">March 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/02">February 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/01">January 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/12">December 2013 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/11">November 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/10">October 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-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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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">(109)</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 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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/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> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hcm">HCM <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hewlett-packard">Hewlett Packard <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hospitality">Hospitality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/host-analytics">Host Analytics <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hr">HR <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hrms">HRMS <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a 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> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-management-im">Information Management (IM) <span class="filter-link-count" dir="ltr">(50)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-technology">Information Technology <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/innovation-awards">Innovation Awards <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intacct">Intacct <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/integrated-business-planning">Integrated Business Planning <span class="filter-link-count" dir="ltr">(38)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-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 class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/international-tax">international tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/inventory-optimization">Inventory Optimization <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it">IT <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-controls">IT controls <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-cost">IT cost <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-governance">IT governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-performance-management-itpm">IT Performance Management (ITPM) <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-risk-management">IT Risk Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jd-edwards">JD Edwards <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jda-software">JDA Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-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 Financial 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/lan">LAN <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lawson">Lawson <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lawson-software">Lawson Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/learning-management">Learning Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-accounting">Lease Accounting <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-and-tax-accounting">lease and tax accounting <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-management">Lease Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/leasing">leasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/legacy-systems">legacy systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/legal">legal <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/local-ly">Local.ly <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-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> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/marketing-performance-management">Marketing Performance Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/marketing-planning">Marketing Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/master-data-management">Master Data Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/maxager">Maxager <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/maximo">Maximo <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/meg-whitman">Meg Whitman <span 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href="https://robertkugel.isg-one.com/topic/mro">MRO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/natural-language-processing">natural language processing <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/navetti">Navetti <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/netsuite">NetSuite <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/netsuite-openai">NetSuite OpenAi <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/nomis-solutions">Nomis Solutions <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance <span class="filter-link-count" dir="ltr">(434)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/open-source-software">Open Source Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/open-world">Open World <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/openpages">OpenPages <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/openworld">OpenWorld <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/operational-data-platforms">operational data platforms <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li 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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 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src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script 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": "BlackLine Exorcises Accounting Details", "mainEntityOfPage": "https://robertkugel.isg-one.com/blackline-exorcises-accounting-details", "datePublished": "10/01/2019", "dateModified": "10/01/2019", "articleBody": "I recently attended BlackLine’s annual user conference. The company aims to automate time-consuming repetitive tasks and substantially reduce the amount of detail that individuals must handle in the department. The phrase “the devil is in the details” certainly applies to accounting, especially managing the details in the close-to-report phase of the accounting cycle, which is where BlackLine plays its role. This phase spans from all the pre-close activities to the publication of the financial statements. The non-practitioner is likely unaware of the hair-curling amount of essential detail that the finance and accounting organization must handle in the close-to-report. Beyond its toll on efficiency, the time and attention involved in performing this work manually bedevils departments’ attempts to become a more strategic partner to the rest of the business. In the keynotes, speakers paid a great deal of attention to the idea that eliminating easily automated detail work enables the transformation of the finance and accounting department to play a more strategic role. And I found three announcements at the user conference important. The first announcement related to connectivity. The company is private-labeling a cloud-based integration and API management tool to expand its set of prebuilt connectors to ERP, financial management and other systems. Creating prebuilt connectors to ERP and other systems as well as facilitating the ability to integrate with any other systems its customers want is important for BlackLine’s long-term growth. In addition to its SAP Connector, Blackline has added prebuilt connectors to Oracle EBS release 12 and NetSuite. More will follow; BlackLine says it will poll customers to determine which connectors to build and in what order. A second announcement was the general availability of a compliance application that facilitates the handling of attestations required under Sarbanes-Oxley section 302. This is not being sold as standalone software but as an extension to the BlackLine platform. Corporations have many ways of managing the testing, certifying and reporting under section 302. Currently, spreadsheets are popular because they are the default tools for general data collection tasks. Companies that use spreadsheets for compliance are the main target for this offering. Since a significant portion of what BlackLine’s reconciliation software does is the testing of financial controls and assessments, some internal audit teams (the group that typically owns the process) using spreadsheets are likely to find BlackLine Compliance an attractive option for managing section 302 compliance. Companies that use other tools for Sarbanes-Oxley compliance and BlackLine for reconciliations may find it cost-effective to use BlackLine for their section 302 compliance process, using connectors to include data fields (such as control names and descriptions) from the other compliance system in BlackLine Compliance. The advantages they may realize include tighter control of the process, easier administration and better visibility into its status. A third key announcement was a statement of product direction. The company is intensifying its focus on using machine learning to handle easily defined and relatively simple tasks. Machine learning is best suited for tasks that are more complicated than those that can be handled by programming but not nearly as challenging as medical diagnoses or guiding self-driving vehicles. Relevant accounting processes are more like chess because they have little or no inherent ambiguity in conditions or outcomes and there are a limited set of permutations of the next steps the system should take. This describes many of the repetitive processes in accounting departments, which are performed identically even in high volumes. These two characteristics simplify training a system, reducing both user frustration and the probability of system-generated errors. The application of artificial intelligence to these tasks can meaningfully reduce accounting staff workloads, freeing up time for continuous improvement efforts. BlackLine calls its first foray into machine learning Intelligent Matching. Where the technology finds a clear match between two sides of an intercompany transaction or reconciling bank or credit card accounts, it can do in less than a second what an accountant needs two minutes to do. Where human intervention is required, the accountant is presented with options and associated percentages of their likely match to help guide their selection. So even manual matches can be made in a shorter period. Making the finance and accounting department more of a strategic partner to the rest of the corporation was a general theme at the conference because the payoff for using BlackLine goes beyond improving efficiency. There’s been a consensus that the finance and accounting department must play a more strategic role in its company, that it should transform from a backward-looking “bean counter” role focused mainly on processing transactions and reporting results to more of an advisor that provides executives and managers with forward-looking analyses that provide insight to improve their performance. Nine out of 10 participants in our Office of Finance benchmark research said that it’s important or very important for the department to play that role. Yet, although this sort of transformation has been a topic in finance and accounting for decades, our research has found that few companies have achieved it. One important reason for a lack of progress to realizing this objective is the time that must be devoted to performing an overabundance of easily automated busy work – work that is essential but adds limited value to a company’s performance. Our research suggests that time-consuming tasks with limited business value limit the time organizations can devote to making necessary changes to enhance the strategic value and performance of the department. For example, the research found that departments that have substantially automated routine tasks are more likely to play an active role in the company’s management (70% that have automated versus 47% that haven’t) and are also more than twice as likely to promote analytical and process excellence (70% versus 31%). Finance department transformation requires top-to-bottom change management: commitment to becoming more strategic from the top of the organization down and freeing up staff time to promote necessary change from the bottom up. Dealing with details manually presents accounting departments with challenges. For one, the work must be performed in a short period to minimize the time it takes to close the books. For another, the department must take care to ensure that the financial statements are accurate and consistent with accounting principles. Companies that are required to file their financial statements with the U.S. Securities and Exchange Commission have a further imperative: Under the Sarbanes-Oxley Act, executives must personally sign off on the accuracy of the numbers and criminal liability attaches to them. BlackLine’s mission is to provide accounting departments the ability to reduce the amount of detail work by automating as much of the rote, repetitive work performed in the close-to-report cycle as possible. One reason why departments have fallen short of their goal to become more strategic is that the technology that they use has been inadequate for the task. Our research finds that two-thirds (67%) of midsize and larger companies use spreadsheets either mainly or exclusively to manage their close-to-report process. There is a correlation between the degree to which companies use spreadsheets in this process and the time it takes to close: Heavy users of spreadsheets take more than two days longer than those that use spreadsheets rarely or never. Automation of the process, on the other hand, speeds closing: 71 percent of companies that have automated substantially all their close processes are able to close within six business days compared to 43 percent that use some and just 23 percent that use little or no automation. This applies to the full range of activities of the department, not just the close-to-report cycle. Our research has found that finance and accounting departments have been slow to embrace technology and score low on innovation. Our Office of Finance research finds that about 60 percent of finance departments operate at the lowest, tactical level of performance and just 5 percent are at the highest, innovative level. Technology’s centrality to improving performance is why people today speak of the “digital transformation” of finance and accounting. Technology is essential for a successful evolution of the department. To that end, BlackLine has embraced a continuous accounting approach in its product management and customer success efforts. Continuous accounting has three pillars. One is using technology to enable the department to spread workloads continuously over accounting periods, rather than bunching them up at the end. Some refer to this approach as a continuous close. The objective is to enable a shorter monthly or quarterly close period while de-stressing the department during the close. The second is using technology to ensure that data integrity is maintained end to end in a process. Designing business processes this way eliminates the need for accountants to check, verify and reconcile data, which saves time and reduces period-end workloads. The third pillar is continuous improvement. Excessive amounts of time spent managing myriad details has prevented departments from transforming. Several of the customer presentations at the conference confirmed that too much busy work gets in the way of improving the department’s performance. “I’m too busy to figure out how to save time” is the ironic challenge that CFOs and controllers face. Continuous accounting is a practical management approach that creates a path for digital transformation. Incremental, step-by-step initiatives that provide time savings free up time to invest in further initiatives. Technology is essential for the successful adoption and application of continuous accounting. And using technology to substantially reduce manual workloads in the accounting department can enable finance departments to play a more strategic role in the management of their company. BlackLine has software that enables companies to begin the process of being more strategic and supports a continuous improvement program in the department. I recommend that CFOs and controllers – especially those at companies that take more than a business week to complete their accounting close – make using technology more effectively a priority. As part of this process, I recommend they assess BlackLine to support greater automation and control of their close. Regards, Robert Kugel SVP & Research Director", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_BlackLine_Exorcises_Accounting_Details_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": "Welcome to the Age of Robotic Finance", "mainEntityOfPage": "https://robertkugel.isg-one.com/welcome-to-the-age-of-robotic-finance", "datePublished": "29/12/2017", "dateModified": "29/12/2017", "articleBody": "For several years, I’ve commented on a range of emerging technologies that will have a profound impact on white-collar work in the coming decade. I’ve now coined the term “Robotic finance” to describe this emerging focus, which includes four key areas of technology: Artificial intelligence (AI) and machine learning (ML), robotic process automation (RPA), bots utilizing natural language processing, and blockchain distributed ledger technology (DLT), each of which I describe below. Robotic finance will have a disproportionate impact on finance and accounting departments: I estimate that adoption of these technologies potentially will eliminate one-third of the accounting department’s workload within a decade. How quickly and exactly in what way a department adopts robotic finance technologies will impact the effectiveness of its CFO and the finance organization. Used appropriately, they will reduce the risk of misstatements and errors in financial statements and provide senior executives and the board with greater visibility into the health of – and the prospects for – the company. These technologies also will increase the efficiency of the finance department. For these reasons, corporate boards and their audit committees must monitor the planning for the adoption of these technologies. Yet even with this oversight there’s a reason to be concerned that the digital finance department will emerge far more slowly than it should. Here’s the reason for my concern: In most companies, organizational inertia will slow adoption of new technologies with the familiar phrase, “We’ve always done it this way.” Our Office of Finance benchmark research finds that most finance departments fit the stereotype of a reactive organization. Just 10 percent of the departments participating in the research had sufficient competence across people, process, information and technology dimensions to qualify as innovative performers – the highest level of competence and effectiveness in our assessment. By contrast, 51 percent were at the lowest tactical level. Automation clearly accelerates the accounting close. Yet our data shows that most finance departments have been slow to change, especially in adopting new technology. This reluctance persists despite the demonstrated ability of technology to improve departmental performance. For instance, our research shows that most (71%) companies that apply a substantial degree of automation to their close process can close their books within six business days compared to only 23 percent of those that apply little or none. Despite a quarter-century of agreement on the desirability of closing the books within a business week, the research finds that only 40 percent of companies complete the process within six business days. One likely reason why this is the case is that just 12 percent of companies have applied a substantial degree of automation to the process while 37 percent use little or none. The four technologies noted above will have the greatest impact on restructuring the work performed by the Office of Finance. These will expand the scope of automation available to free individuals from having to perform rote repetitive tasks. They will streamline and standardize processes and procedures by having systems recommend courses of action. They will support data integrity, ensuring accuracy and eliminating the need for checks and reconciliations. They will strengthen governance and control, thereby facilitating audits. The main components of robotic finance are: Artificial intelligence and machine learning: Machine learning involves the application of data-science-derived algorithms that create the capability to “learn” and therefore improve results as more data and outcomes are observed. Artificial intelligence applies machine learning algorithms, often in a way that mimics how a human might respond to or manage a process. Combined, the two make it possible for computer systems to adapt to the needs of an organization without requiring a custom deployment process that results in a rigid implementation. Cognitive computing or cognitive systems are related to AI and ML but include a greater ability to work with unstructured data types such as text, speech, audio, static images and video. Artificial intelligence and machine learning are receiving a great deal of attention and a wide range of software vendors have been jumping on this bandwagon. The rush is warranted – because accounting is a rules-driven process demanding accuracy and consistency, AI systems will be able to automate large amounts of departmental work accurately and consistently, meaning professionals will be able to manage their operations by exception. Some applications of AI and ML such as invoice matching are already in use. Other routine accounting processes such as the automated end-to-end processing of common transactions from order to cash could be mainstream within five years, along with more rigorous testing of forecasts to identify key vulnerabilities in assumptions. So could automating what-if analyses based on historic norms as well as outlier cases to present a more analytically sound range of outcomes than the traditional base-upside-conservative triad. By 2025 some larger companies will be able to have a “first look” statutory consolidation that is more comprehensive than a soft close while falling short of a final close. Robotic process automation: In their simplest form, “robots” (actually, computer software) can automate a wide range of rote activities currently handled by individuals, for example, collecting data from multiple systems or spreadsheets and entering it into another system. Algorithmic RPA systems are more sophisticated in that they perform some analysis to determine what to do next. For example, RPA can perform some ratio analysis and choose one of five courses of action based on the result, or determine if two values are close enough that the difference isn’t material. The system, not an individual, does what people spend an awful lot of their time doing every day: making simple judgments that most of the time could be done by a machine. RPA is underutilized by finance and accounting organizations and can be used to support a continuous accounting methodology. Bots and natural language processing: A bot is an application that performs an automated task, such as handling a simple customer inquiry or searching for information. Bots that have natural language processing (NLP) capabilities facilitate human interactions with information systems by allowing users to search and ask questions using everyday written or, increasingly, spoken language. Applied to finance and accounting tasks, bots can, for example, simplify the work of clerks by finding invoices or customer master records, or provide advice on how to book certain transactions. They can give executives insights about their business without their having to do a lot of clicking around. Most software vendors have on their development roadmaps bots that use NLP. These are part of a broader trend to enhance the user experience and improve productivity. Today, the scope of capabilities of bots is relatively narrow but will widen as machine learning capabilities grow and the systems are able to deal with greater complexity and ambiguity. Blockchain Distributed Ledger Technology: Even as the uses of blockchains in commerce and government are multiplying, it’s still necessary to emphasize that blockchains don’t have to be about bitcoin and other cryptocurrencies. A year ago, I published a research note about the business potential of blockchain DLT. Increasingly people are recognizing that blockchains have substantial potential to facilitate a wide range of transactions that have nothing to do with cryptocurrencies. One key difference between blockchains designed for cryptocurrencies and those for commercial and most other purposes is that the former are unpermissioned. These have the advantage of requiring no access control and allow participants to be entirely anonymous while facilitating secure transactions that are immutable (that is, it would be extremely difficult for anyone to alter the record). On the other hand, commercial blockchains are almost always permissioned because participants are discoverable and bad actors can be sanctioned or banished. Moreover, currently permissioned blockchains also can process transactions faster with greater throughput than unpermissioned ones. One broad application of blockchain distributed ledger technology (DLT) is in “smart contracts.” These self-executing contracts have the terms of the agreement between buyer and seller written directly into lines of code that are stored in a distributed, decentralized blockchain network. Such smart contracts can replace letters of credit used in trade finance. The technology also can be applied to much of the commerce that is now handled using proprietary electronic data interchange (EDI) services. Unlike proprietary EDI networks, it’s likely that that smart contract services will be offered free or at a nominal cost. If so, use of blockchain-supported smart contracts will expand as companies are able to publish and subscribe to multiple permissioned blockchains, providing them with increased flexibility and visibility into their markets. Smart contracts can increase a company’s efficiency by automating routine purchases and sales end-to-end as well as the associated documentation and accounting. Blockchains are highly versatile, lending themselves to applications beyond smart contracts. There already is a wide range of use cases. It’s useful to think of blockchain DLT as a blank canvas that can serve as a machine-to-machine universal data connector for business-to-business transactions. For instance, in many countries financial institutions are required to follow “know your customer” protocols in setting up accounts, which is time-consuming and expensive. Moreover, having collected their customers’ personal data, banks are in danger of having this information hacked. It would be better if financial institutions could reference personal data from a blockchain distributed ledger of trusted identities. Individuals would own and control their personal data, keeping it more secure and saving institutions and themselves considerable time and effort in establishing an account. Cargill recently experimented with a food provenance blockchain that provides consumers with information about where the turkey they purchased was raised and how it got to their table, including photos as well as comments from the farmers. The age of robotic finance is upon us. The technology is already in use but has considerable room for growth in capabilities and ease of use. Finance organizations will find that these technologies will enable them to realize the longstanding objective of becoming primarily a forward-looking engaged advisor to the rest of the organization. Of course, CFOs will need to cast a skeptical eye to claims by visionaries and vendors. But they also should recall the example of the internet, which went from nothing to a pervasive part of commerce and enterprise computing in a few short years. At the very least, they will do well to be prepared to be fast followers as these technologies evolve rapidly and demonstrate practical value. Come learn more at my 2018 webcast On January 18th at 11am PDT called Robotic Finance. Register Now. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Welcome_Age_Robotic_Finance_Quote_Twitter_Card.jpg", "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": "Prophix – Financial Performance Management for Midsize Organizations", "mainEntityOfPage": "https://robertkugel.isg-one.com/prophix-financial-performance-management-for-midsize-organizations", "datePublished": "12/12/2017", "dateModified": "12/12/2017", "articleBody": "Prophix is an established provider of financial performance management (FPM) software for planning and budgeting, forecasting, analysis and reporting, and managing the financial close and consolidation process. Its eponymous software is designed specifically for midsize companies or midsize divisions of larger corporations. These organizations are a distinctive segment of the market in that they have almost all the functional requirements of large enterprises but have fewer resources to apply to these critical tasks. Fortunately, the evolution of information technology over the past decade has been especially beneficial to midsize customers, bringing them expanded capabilities, substantially better performance and greater automation of routine tasks at an affordable total cost of ownership. Although Prophix does make time-consuming processes such as spreadsheet-supported budgeting and reporting far more efficient, it is designed to be a tool for executives and managers. It enables them to improve their company’s performance, creating plans, setting objectives and measuring achievement relative to those objectives. For midsize companies, the transition from a smaller business can be challenging as organizations must adopt formal control and oversight systems as well as formal processes for managing performance. The latter usually includes five main processes: Establishing a clear strategy and related goals and objectives. Creating strategic (longer-term), financial, and operational plans. Executing the periodic accounting close. Analyzing financial and operating results. Reporting results with commentary to internal and external stakeholders. Prophix, now at Version 12, supports these five processes. In addition, it’s especially important for midsize companies to integrate the discrete tasks of sales and revenue and headcount planning with the planning and budgeting processes. When these plans are part of an integrated planning system such as that offered by Prophix, changes to sales, revenue and headcount expectations are reflected immediately in the companywide plan or budget. Consequently, it’s easier to ensure that forecasts and plans reflect the most up-to-date information and are consistent across the entire organization. Integrated business planning is a concept we developed in 2008 that describes an enterprise-wide planning effort where the plans of each functional part of the company are linked to others in a persistent fashion. Prophix provides this sort of linkage, which makes it possible to shorten planning cycles to promote agility. It also promotes a more comprehensive understanding of the expectations of departments, functional groups and business units across a company to improve coordination and strategic alignment. Prophix provides the appropriate technology that directly links individual plans. Planning takes place across an entire enterprise – in sales, marketing, operations, finance and human resources – but today most of these plans are standalone. At best, they are only indirectly linked, usually in the form of the company budget. Our Next Generation Business Planning research shows that only 30 percent of mid-size companies link individual business unit budgets. The rest rely on less-complete summaries over the budget period. Without direct links, updates are time-consuming. Prophix is designed to address the business requirements of its customers. Participants who work in midsize companies also were in general agreement that directly integrating business planning would be helpful. More than half of companies (59%) say that linking individual business plans would be important or very important to their company's performance. The research finds that midsize companies that directly integrate departmental plans to a company-wide budget have better links between plans and the budget. A majority (78%) of midsize companies with direct links say that the information in individual plans is well or very well integrated with the budget, compared to fewer than half of those that use indirect methods. Those that simply use a summary of information from their business unit plans were somewhat more likely to say the links worked well or very well (48% compared to 41% that use details for the budget and periodic updates and 36% that use details only for preparing the budget). Furthermore, our research finds a correlation between the degree to which planning information is integrated and how well a company’s planning processes work: two-thirds (66%) of companies where planning information is directly linked have a planning process that works well or very well. By contrast, only 40 percent of those that copy and paste this information have a process that works well or very well, while just 25 percent of companies with little or no connection between business unit plans have planning processes that work well or very well. Prophix also handles statutory consolidation, which can accelerate the close process, especially for companies that have multiple legal entities or operate in countries with different currencies. Our research finds that only 40 percent of companies can complete their quarterly close within six business days, compared to the generally accepted benchmark of one business week. Closing sooner provides executives and managers with more timely information that enables a company to react sooner to issues and opportunities identified by the financial data. Decades ago, desktop spreadsheets brought analysis and reporting to the masses. However, creating and distributing reports, often in email messages, is labor-intensive. Today, companies must be able to provide ongoing communication of information through dashboards, self-service reporting and automated report distribution. Prophix provides these capabilities along with ad hoc analytics and reporting that is relatively easy for business users to master. Finance departments can easily get bogged down with time-consuming routines that create the illusion of productivity. For example, calculating allocations, creating routine reports handling currency translations and rolling up multiple spreadsheets into a consolidated view takes up time that can be put to better use on more analytical, forward-looking tasks. Prophix automates many of these time wasters and establishes administrative workflows that facilitate training new employees, enabling managers to monitor their progress and manage process issues by exception to ensure that core processes are executed on time. Midsize companies looking for FPM software will find that there are numerous choices including applications from Adaptive Insights, Board International, Budget Maestro, Host Analytics and Vena Cloud, to name a handful. I recommend that midsize companies, especially those that are using desktop spreadsheets for planning, budgeting, financial consolidation or reporting, evaluate a dedicated application. FPM software can execute these processes far more efficiently, enabling midsize companies to more easily scale without having to increase administrative headcount. By streamlining processes, a midsize company can regain the agility it had when it was a smaller business. By integrating planning processes, a company can make planning and budgeting more effective management tools. I also recommend that midsize companies that are evaluating FPM software include Prophix in that search. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Prophix-FPM_For_Midsize_Orgs_Quote_Twitter_Card.jpg", "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": "Centage’s Budget Maestro Version 9 is a Big Step Forward", "mainEntityOfPage": "https://robertkugel.isg-one.com/centages-budget-maestro-version-9-is-a-big-step-forward", "datePublished": "03/09/2017", "dateModified": "03/09/2017", "articleBody": "Centage recently released Budget Maestro Version 9, a complete revamping of its longstanding budgeting application designed for midsize companies. The software, now offered as a multitenant cloud-based offering, delivers several structural improvements that can enhance the effectiveness of a company’s planning processes and at the same time is easier to use. Budget Maestro Version 9 is designed to support what Centage is calling a “Smart Budgets” approach to replace traditional budgeting. This approach is consistent with what we have been calling integrated business planning. Technology makes major improvements to the traditional budgeting process possible. For example, Budget Maestro Version 9 gives organizations the ability to work with almost unlimited dimensions. This multidimensionality provides substantial advantages over using spreadsheets for forecasting, planning and budgeting. For example, companies can quickly create and save any number of scenarios and, using the companion Analytics Maestro, visually compare outcomes side by side. Our benchmark research found that nearly half (46%) of companies that can explore every relevant scenario and understand their implications have accurate plans compared to just 6 percent that can only examine a limited number of scenarios or none at all. Budget Maestro Version 9 supports planning processes that can drive better performance. It facilitates the creation of driver-based plans that allow operating units to connect business objectives to the resources required to achieve them. In building driver-based plans, companies can use key performance indicators such as sales pipeline funnel ratios or scrap rates to help create plan objectives and drive effectiveness and efficiency gains. The multidimensional structure allows a company to create a traditional fiscal year budget while, in the same system, supporting rolling-quarter forecasts and plans that can extend out for as many periods as desired. The rolling-quarters approach recognizes that business doesn’t stop at the end of a budget’s fiscal period, which keeps executives and managers focused on a continuity of business strategy across fiscal periods. Budget Maestro Version 9 also facilitates business planning across the organization. Today, budgeting and operational planning efforts are typically only loosely connected. A better approach closely integrates unit-level operational plans with financial planning. Relying on information technology, this form of planning enables companies to plan faster with less effort, while achieving greater accuracy and agility. Our benchmark research finds that two-thirds (66%) of companies that directly link financial and business planning have a planning process that works well or very well, compared to 40 percent with information copied from plans and just 25 percent that have little or no connection to plans. Budget Maestro’s redesign addresses many of the shortcomings of previous releases and acknowledges a growing preference for cloud-based budgeting and planning. At the same time, it retains its use of accounting logic in its models. This, in turn, facilitates the creation of corresponding balance sheet and cash flow plans that are consistent with revenue and expense forecasts. These can be as detailed as an organization wants. For midsize businesses, the ability to project balance sheets and cash flows for monthly periods is important. Accurately forecasting cash flows can be beneficial because smaller organizations are less able to tap external credit sources and are therefore more reliant on internal funding. At the same time, those organizations that use outside financing will easily be able to provide lenders with consistently timely reports and will have better visibility into conditions that would warrant discussions of future credit requirements or the danger of breaking loan covenants. The software enables an organization to automate the process of bringing results from ERP and accounting systems into Budget Maestro to quickly and accurately update the monthly “actuals” at whatever level of detail it desires. It makes it possible to immediately drill down into underlying details to identify significant variances between planned and actual results. Our benchmark research finds that only 20 percent of companies are able do this. Being able to pinpoint important differences between, for example, planned and actual unit sales and average price of individual products by channel or territory enables a company to address issues and opportunities that require attention sooner and therefore respond to changing business conditions with greater agility. Budget Maestro Version 9’s ability to integrate planning across all business units enables companies to plan headcount by role and simultaneously calculate their financial impact. It allows an HR department or administrators to set the expected salary levels by role or title and project benefit costs so that managers can focus on staffing requirements and executives can be certain that forecast personnel costs will be based on a consistent set of assumptions. The system is also flexible enough to permit managers to set specific compensation for individual hires. Budget Maestro Version 9 also enables an organization to do long-range planning that is integrated with its annual budget. The software can facilitate creating and continually updating a detailed two-fiscal-year plan with three additional years’ projections at a lower level of detail – a typical approach. The multidimensional structure enables executives to gauge the impact of specific initiatives (such as an acquisition or capital investment) and assess the effect of changing the timing of such initiatives. Our benchmark research shows that almost all (89%) companies that link their long-range plans and annual budgets have a strategic planning process that works well, compared to 39 percent of those where those two processes are only partially integrated or not integrated at all. Budget Maestro Version 9 makes constructing this type of model quickly a relatively straightforward process. The market for planning and budgeting software is crowded, although the dominant player remains Microsoft’s Excel. There are substantial drawbacks of using spreadsheets for planning in a company. Despite that, our research finds that a majority of companies use spreadsheets for a variety of planning and budgeting activities. Among the alternatives, Centage competes directly with several software vendors including Adaptive Planning and Prophix for midsize companies. Budget Maestro Version 9 offers a significant improvement in functionality over the company’s previous releases and addresses the increasing demand for cloud-based planning software. Its cloud-based design and the restructuring of its architecture make Budget Maestro Version 9 more appealing to larger midsize companies than previous releases. I recommend that midsize companies and divisions of larger companies that plan and budget independently stop using spreadsheets for this task. I also recommend that they consider Budget Maestro Version 9 as they assess their options for planning and budgeting software. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Centage_Budget_Maestro_Version_9_Big_Step_Forward_Twitter_Card.jpg", "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": "Financial Performance Management Software Vendors Face Challenges", "mainEntityOfPage": "https://robertkugel.isg-one.com/financial-performance-management-software-vendors-face-challenges-1", "datePublished": "13/01/2017", "dateModified": "13/01/2017", "articleBody": "Ventana Research defines financial performance management (FPM) as the process of addressing often overlapping issues involving people, process, information and technology that affect how well finance organizations operate and support the activities of the rest of their organization. FPM software supports and automates the full cycle of finance department activities, which include planning and budgeting, analysis, assessment and review, closing and consolidation, internal financial reporting and external financial reporting, as well as the underlying information technology systems that support them. Over the past couple of years, I’ve written about the convergence of transactions and analytical systems, in this case ERP and FPM, respectively. Each software vendor is taking its own approach, but the result is that the lines between product categories are becoming blurred. In the case of ERP software, the evolution is beginning to produce what customers 25 years ago thought they were buying: a comprehensive financial management system that records transactions and provides timely, useful information to executives. What they really bought back then was a data roach motel that required integration with an analytical system such as financial performance management (what some other vendors and analysts call corporate or enterprise performance management). For years, some ERP vendors offered built-in dashboards and other ways of displaying and communicating some of the information stored in the ERP system. However, the scope of the data was limited and not always current because of limitations imposed by the system’s data structure and processing power. In recent years, that has changed as ERP vendors have been developing a variety of architectures to make information more easily accessible. At the headquarters level, companies have been using FPM software alone or with some form of central data store to achieve a consolidated view of their financial performance and position. Our benchmark research on the financial close finds that 62 percent of companies with more than 1,000 employees have two or more ERP systems while 29 percent have three or more. It also reveals that 70 percent of companies have a dedicated financial data warehouse. However, ERP system architectures are evolving to enable corporations to deal with financial system fragmentation by amalgamating entries from all accounting software into a single, unified headquarters system. Vendors use different approaches, but the end result will be a single unified ledger. A unified headquarters ERP architecture also enables a corporation to maintain a continuous, company-wide soft close, which permits senior executives to more easily monitor company-wide financial conditions at a more detailed level. Such an ERP system is able to generate instant trial balances from which almost all companies can create up-to-the-moment detailed reports and analyses (although daily or even weekly updates will be perfectly adequate for most). Consequently, the ERP system will be able to provide the basic reporting and analytics that are now performed by financial performance management software. A unified headquarters ERP system is likely to be able to manage statutory consolidations, which are now handled by dedicated applications that are part of the FPM suite. As the scope of ERP systems expands to include more performance management capabilities, it brings into question the future of the FPM category. To be sure, there is little threat to the FPM market over the next several years because of the slow pace at which organizations typically replace their ERP systems. Even though basic analysis and reporting and even statutory consolidation may wind up as part of the ERP software category, there are ways in which the FPM category can maintain relevance. One of them is by making sophisticated analytics more accessible. Some vendors already stress their ability to provide predictive analytics (algorithms that predict future behavior or outcomes) as well as prescriptive analytics (the application of predictive analytics to prompt management decisions that will produce desired outcomes). Our next-generation business planning research reveals that only 20 percent of companies use predictive analytics extensively. Over the years I’ve observed a widespread lack of analytics talent in companies, even in finance departments. FPM systems can address this deficit by applying machine learning (the use of algorithms that have the ability to change or “learn” as they observe more data from more outcomes to events). The application of machine learning is what is meant today by the old term “artificial intelligence.” Business planning is another area where FPM vendors can provide extended capabilities to remain relevant as a distinct category. Ventana Research defines business planning as encompassing all of the forward-looking activities in which companies routinely engage. The most common types include capital, demand, marketing, project, strategic, supply chain and workforce planning, as well as sales forecasting and corporate budgeting. The application of more sophisticated analytics to planning is one way that FPM vendors can remain relevant. Predictive analytics can produce nuanced forecasts that are more accurate, especially if the system utilizes machine learning to continually refine the predictive models. Predictive analytics also is useful as an alerting mechanism. When results begin to diverge enough from a forecast to be significant, predictive analytics can create an alert that notifies affected parties that action may be necessary. Integrating the various business planning activities across a company benefits senior leaders, as I have written, by enabling them to understand both the operational and the financial consequences of actions before they take them. There are multiple planning efforts under way at any time in a company. These plans typically are stand-alone efforts only indirectly linked to others. To be most effective, however, an individual business unit plan requires direct inputs from other planning efforts. More than a decade ago I coined the term “integrated business planning” to emphasize the need to use technology to better coordinate the multiple planning efforts of the individual parts of the company. There are good reasons to do this, one of which is accuracy. Our business planning research finds that to be accurate, most (77%) planning processes depend to some degree on access to accurate and timely data from other parts of the organization. For this reason, integrating the various planning processes produces business benefits: In our research two-thirds of companies in which plans are directly linked said that their planning process works well or very well. This compares favorably to 40 percent in those that copy planning data from individual plans to an integrated plan (such as the company budget) and just 25 percent of those that have little or no connection between plans. The research also shows that on average 70 percent of organizations use spreadsheets across the range of their business planning activities. Over time it’s likely that this percentage finally will begin to decline as vendors develop offerings that provide users with software that is a real alternative to desktop spreadsheets as I have described. By this I mean software that provides business users with the same ability to model, create reports and work with data that they get in using a desktop spreadsheet without any IT resources. Another factor displacing spreadsheets is the increasing use of cloud-based planning applications designed for specific functional groups (such as marketing). To the extent that these point solutions become widely adopted, FPM vendors will need to have the ability to link them to an FPM suite to support integrated business planning. As the functional footprint of ERP systems expands further into financial analysis, consolidation and reporting, FPM software vendors will need to adapt. Although some of the core capabilities of today’s FPM systems are likely to be assumed by ERP software over the coming decade, there is scope for FPM vendors to use technology to innovate and expand the capabilities of their software. Those that are able to do so will survive and thrive. Users and prospective buyers of FPM software should carefully monitor vendors’ strategic directions and capabilities to avoid obsolescence. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter @rdkugelVR and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_FPM_Software_Vendors_Challenges_Quote_Twitter_Card.jpg", "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": "Ditch Presentations to Improve Corporate Governance", "mainEntityOfPage": "https://robertkugel.isg-one.com/2016/10/25/ditch-presentations-to-improve-corporate-governance/", "datePublished": "25/10/2016", "dateModified": "25/10/2016", "articleBody": "The topic of corporate governance received renewed attention recently after the publication of an open letter signed by 13 prominent business leaders, including Warren Buffett of Berkshire Hathaway and Jamie Dimon of JPMorgan Chase. The first principle the group advocated in the letter is the need for a truly independent board of directors. To achieve that aim, the letter suggests having the board meet regularly without the CEO and that the members of the board should have “active and direct engagement with executives below the CEO level.” From my perspective, translating this idea into reality would be helped by a change in the dynamics of most board meetings. I would eliminate the standard presentation of results and begin the meeting with questions and observations from the board members directed to company executives related to its financial and operating results and any other matters on the agenda. This could take place with or without the CEO. In the best of cases, a company provides board members with information about the topics to be discussed at the meeting, along with supporting data, charts and narratives. Board members are expected to have familiarized themselves with this information ahead of the meeting. But in almost all cases, in order to be sure that everyone is on the same page, there is a presentation of this information by those in charge of preparing the data and analyses. Eliminating the standard presentations would change the tone and dynamics of the board meeting, leading to more active engagement. There may be a number of companies that dispense with the routine recital of results at board meetings, but I first heard about it from Godfrey Sullivan, chairman of Splunk, a software vendor that provides operational intelligence through analysis of machine data. He described his company’s approach to board meetings at the Adaptive Insights CFO Symposium last spring, which was part of the company’s Adaptive Live user group conference. The management discussion and analysis as well as the accompanying data are sent to Splunk’s board members far enough in advance of the meeting to ensure that they have time to study it. Members are expected to have reviewed the information and formulated their questions and thoughts ahead of time. Those in charge of preparing the analysis are present at the board meeting to answer questions, not to present the data and analysis. The reason for structuring the process this way, Sullivan said, is that eliminating the traditional briefing saved time at the meeting that could be better spent discussing issues and opportunities as well as ways to address them. I suggest that this sort of active engagement encourages greater participation and orients review and planning more toward action. Eliminating the standard presentation portion of a board meeting is hardly a panacea. However, implementing a format that requires board members to be prepared for the meeting does set a better tone at the top that is necessary to support or develop a more actively engaged board of directors. Technology also can play a role in such process change, even if it is not immediately obvious. Of course, using their current resources any company can provide board books (documents prepared for the board of directors that present data in graphical and tabular formats as well as the related narratives) to directors far enough in advance to eliminate the need for a performance review at the board meeting. It’s also fair to say that for some companies changing how the board operates is likely to be a far more daunting task than any addressing any technology issues. On those boards, members comfortable with the routine and those who believe they are too busy to devote enough time to corporate matters ahead of the meeting will need to be convinced or replaced. But technology can facilitate a fundamental shift in how directors engage if it makes the necessary information available sooner and in a more easily digestible format. For example, reporting packages that automate the creation of board books can shorten the preparation time, enabling companies to get this information to the board members sooner for review. Having these books available on mobile devices (tablets or smartphones) would also streamline access to the information. Reports that enable data exploration – drilling down and around to see the numbers behind the numbers – provides readers with deeper understanding of the business. Accelerating the accounting close also would also be helpful in getting information to the board sooner. More than half (60%) of companies in our Office of Finance benchmark research reported that it takes them more than six business days to close their books; 26 percent take 11 or more days. Almost all companies that want to accelerate their close said the main reason for doing it is to have more time for analysis of the numbers before having to prepare reports and to make financial and managerial data available. Technology can play an important role in speeding the completion of the close. Our Fast, Clean Close research shows a correlation between the degree to which companies automate their close processes – especially handling minutiae such as reconciliations – and how soon they can close their books. All organizations can benefit from a knowledgeable and engaged board of directors. Almost every company has the capacity to provide its directors with sufficient information before a board meeting, and it’s not unreasonable to expect all directors to come prepared to discuss the agenda so there is no need to present that same information. Chairmen and CEOs ought to consider taking this approach. They should also examine whether they can improve the effectiveness of their communications to board members by making it easier for them to consume the information they provide them and – if the company takes more than a business week to close its books – to accelerate their close. The role of the board of directors is too important to be undermined by sluggish business processes. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter @rdkugelVR and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Ditch_Presentations_to_Improve_Twitter_Card.jpg", "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": "ERP and Financial Performance Management Begin to Overlap", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2015/12/21/erp-and-financial-performance-management-begin-to-overlap", "datePublished": "20/12/2015", "dateModified": "20/12/2015", "articleBody": "The ERP market is set to undergo a significant transformation over the next five years. At the heart of this transformation is the decade-long evolution of a set of technologies that are enabling a major shift in the design of ERP systems – the most significant change since the introduction of client/server systems in the 1990s. Some ERP software vendors increasingly are utilizing in-memory computing, mobility, in-context collaboration and user interface design to differentiate their applications from rivals and potentially accelerate replacement of existing systems (as I noted in an earlier analyst perspective). ERP vendors with software-as-a-service (SaaS) subscription offerings are investing to make their software suitable for a broader variety of users in multitenant clouds. And some vendors will be able to develop lower-cost business systems to broaden the appeal of single-tenant hosted cloud deployments for companies that cannot adapt their businesses to share with other tenants or prefer not to. Vendors also will be using analytical capabilities to broaden the scope of their ERP offerings – especially in financial performance management (FPM) – to complement the core functions of transaction processing and accounting. They have three important objectives in adding analytical capabilities. One is to increase revenue from customers; the second is to differentiate their offering in a highly commoditized market. The third is to increase the “stickiness” of the software (that is, to make it less attractive for a customer to switch to a competitor’s software) by increasing the number of process and user touch points in customer organizations. An important value proposition behind the addition of analytical capabilities to ERP is to make it easier for companies to obtain useful information directly from their system. Our Office of Finance benchmark research finds that companies are split on this issue: Half (50%) said that it’s easy or very easy to get information from their ERP system, but nearly as many (48%) said it isn’t. One benefit of having analytics built into a transaction system such as ERP is that it automates and therefore often speeds up the transformation of data into useful, digestible information.Our next-generation finance analytics research finds that nearly all (86%) of companies saying that they have up-to-date data are able to respond to changes in business conditions in a coordinated fashion, compared to 38 percent in which most data is current and just 19 percent of those whose data is less than up-to-date. The FPM category includes closing and reconciliation, statutory consolidation, planning and budgeting, and financial and management reporting as well as external financial reporting. In the past vendors of software other than ERP have offered these capabilities because constraints in database technologies prevented consolidating them. In some cases, an ERP vendor acquired an FPM vendor but still sold the product as a stand-alone. The addition of any of these financial analytical capabilities increases the value of the ERP system to the owner. Some ERP vendors are demonstrating or at least talking about providing the ability to handle intraperiod “soft closes” (using a degree of simplification to quickly produce nonstatutory financial reports) to enhance visibility and control. (History buffs may recall that Coda Software, the first ERP system to be built on a multidimensional database, offered this in the 1990s.) Some are taking steps to facilitate the ongoing consolidation of accounting information from all of a company’s systems into a central system. This permits corporate-wide intraperiod soft closes. Providing analytical capabilities within an ERP offering also can facilitate the fusion of financial and operational data captured by the ERP system without a data warehouse. It can speed up reporting on this information and eliminate the need to maintain connections from the ERP system to a data warehouse to be able to perform analysis and reporting. Operational data may come from the human resources management, manufacturing, distribution, inventories and project components (to name a handful) that can be part of an ERP suite. The combination can provide a far richer set of performance management measurement capabilities than financial or operational data alone. Purely financial performance metrics are essential but insufficient to manage a business. For example, measuring unit-based inputs to outputs (such as direct labor hours per widget produced) enables a company to track its efficiency. Budgeting is another analytical application that lends itself to becoming an ERP extension application because actuals and budgeted amounts are linked in a single system. The addition of FPM and other analytical capabilities to ERP systems is creating an overlap between these two categories, but the two aren’t on a collision course yet. Most FPM vendors offer suites with exceptionally rich functionality that will be time-consuming and expensive for an ERP vendor to replicate to a significant degree. Rather than replacing software that can execute specific tasks or provide rich functionality, the incorporation of analytics will simplify how companies perform the basics. In this sense, it’s more of a positive for the ERP vendors that are able to harness technology to provide easy-to-use analytical features and capabilities than a negative for FPM vendors. And it will likely be an important source of differentiation for ERP software vendors in the future. We advise finance professionals and others who manage these systems to keep an eye on developments going forward. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility.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": "Tagetik Advances Disclosure Management for Office of Finance", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2014/07/16/tagetik-advances-disclosure-management-for-office-of-finance", "datePublished": "16/07/2014", "dateModified": "16/07/2014", "articleBody": "Tagetik provides financial performance management software. One particularly useful aspect of its suite is the Collaborative Disclosure Management (CDM). CDM addresses an important need in finance departments, which routinely generate highly formatted documents that combine words and numbers. Often these documents are assembled by contributors outside of the finance department; human resources, facilities, legal and corporate groups are the most common. The data used in these reports almost always come from multiple sources – not just enterprise systems such as ERP and financial consolidation software but also individual spreadsheets and databases that collect and store nonfinancial data (such as information about leased facilities, executive compensation, fixed assets, acquisitions and corporate actions). Until recently, these reports were almost always cobbled together manually – a painstaking process made even more time-consuming by the need to double-check the documents for accuracy and consistency. The adoption of a more automated approach was driven by the requirement imposed several years ago by United States Securities and Exchange Commission (SEC) that companies tag their required periodic disclosure filings using eXtensible Business Reporting Language (XBRL), which I have written about. This mandate created a tipping point in the workload, making the manual approach infeasible for a large number of companies and motivating them to adopt tools to automate the process. Although disclosure filings were the initial impetus to acquire collaborative disclosure management software, companies have found it useful for generating a range of formatted periodic reports that combine text and data, including board books (internal documents for senior executives and members of the board of directors), highly formatted periodic internal reports and filings with nonfinancial regulators or lien holders. Tagetik’s Collaborative Disclosure Management automates the document creation process, eliminating many repetitive, mechanical functions and reducing the time needed to administer the process and ensure accuracy. Automation can shorten finance processes significantly. For example, our benchmark research on trends in developing the fast, clean close finds that companies that use little or no automation in their accounting close take almost twice as long to complete the process as those that fully automate it (9.1 days vs. 5.7 days). Manually assembling the narrative text from perhaps dozens of contributors and combining it with data used in tables and elsewhere in the document is a time-consuming chore. Regulatory filings are legal documents that must be completely accurate and conform to mandated presentation styles. They require careful review to ensure accuracy and completeness. Complicating this effort recently are increasingly stringent deadlines, especially in the U.S. Anyone who has been a party to these efforts knows that there can be frequent changes in the narratives and presentation of the numbers as they are reviewed by different parties, and those responsible need to ensure that any change to a number that occurs is automatically reflected everywhere that amount is cited in the document; to use the depreciation and amortization figure as an example, that would include the statement of cash flows, income statement, the text of the management discussion and analysis and the text or tables of one or more footnotes. Moreover, automated systems afford greater control over the data used. They make it possible to answer the common question of where a number came from quickly and with complete assurance. While inaccuracies in other types of financial documents may not have legal consequences, mistakes can have reputational or financial consequences. Those managing the process also spend a great deal of energy simply checking the document to ensure that the various sections include the latest wording, that the numbers are consistent in the tables and text, that amounts have been rounded properly (which can be really complicated) and that the right people have signed off on every part of the filing. Automation obviates the need for much of these tasks. Tagetik’s CDM workflow-enables the process, so handoffs are automated, participants get alerts if they haven’t completed their steps in timely fashion, and administrators can keep track of where everyone is in the process. Workflow also promotes consistent execution of the process, and the workflows can be easily modified as needed. In designing Collaborative Disclosure Management, Tagetik took advantage of users’ widespread familiarity with Microsoft Excel and Word to reduce the amount of training required to use its product. CDM’s workflow design makes it relatively easy for business users to define and modify business process automation. Typically, individuals or small groups work on different sections of the document. CDM enables multiple contributors from finance, accounting, legal, corporate and other functions to work with their part of the document without being concerned about other contributors’ versions. Work can proceed smoothly, and those administering the process can see at any time which components have been completed, are in progress or have not even started. Tagetik’s software can cut the time required to prepare any periodic document, since once a company has configured its system to create what is in effect a template, it’s relatively easy to generate these documents on monthly, quarterly or annual bases. The numbers relevant to the current period are updated from the specified controlled sources, and references to tabular data within the text are automatically adjusted to tie back to these new figures. Often a large percentage of the narrative text is boilerplate that either must not be updated or requires only limited editing to reflect new information. Starting with the previous edition of the report, contributors can quickly mark up a revised version, and reviewers can focus only on what has changed. Other important automation features are data validation, which reduces errors and revisions, and the system’s ability to round numbers using the appropriate statutory methodology. CDM also handles XBRL tagging, which is essential for all SEC documents and necessary for an increasing number of regulatory filings around the world. The software specifically handles tagging for the two main European prudential regulatory filings for banks and other credit extending institutions, COREP (Common Reporting related to capital) and FINREP (Financial Reporting performed in a consistent fashion across multiple countries). Companies can gain several key benefits by automating the production of their periodic regulatory filings and internal or external financial reports that combine text and data. One of the most important is time. Automation can substantially reduce the time that highly trained and well-compensated people spend on mechanical tasks (freeing them to do more productive things), and the process can be completed sooner. Having the basic work completed sooner gives senior executives and outside directors more time to review the document before it must be filed or made public. Time that can be devoted to considering how best to polish the narratives or if necessary lengthen upstream deadlines to handle last-minute developments and consider options for how best to treat accounting events. Automation can also reduce the chance of errors, since the numbers tie directly back to the source systems and (if properly configured) ensure that references in the narratives and footnotes to items in tables and the numbers in those table agree completely. Restatements of financial reports caused by errors are relatively rare but when they occur are exceptionally costly for public companies’ reputations. Disclosure management systems are an essential component for any financial performance management (FPM) system. All midsize and larger corporations should be using this software to automate the production of their periodic mandated filings and other documents that combine text and data. They will find that they are useful in cutting the time and effort required to produce these documents, provide senior executives and directors more time to review and craft the final versions, and reduce the chance of errors in the process. Companies that are using older FPM software should investigate replacing it with an FPM suite to gain the additional capabilities – including disclosure management – that newer suites offer. Tagetik’s should be among the financial systems evaluated for office of finance. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated-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": "The Virtues of Automating Reconciliation", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2014/03/29/the-virtues-of-automating-reconciliation", "datePublished": "29/03/2014", "dateModified": "29/03/2014", "articleBody": "Reconciling accounts at the end of a period is one of those mundane finance department tasks that are ripe for automation. Reconciliation is the process of comparing account data (at the balance or item level) that exists either in two accounting systems or in an accounting system and somewhere else (such as in a spreadsheet or on paper). The purpose of the reconciling process is to identify things that don’t match (as they must in double-entry bookkeeping systems) and then assess the nature and causes of the variances. This is followed by making adjustments or corrections to ensure that the information in a company’s books is accurate. Most of the time, reconciliation is a matter of good housekeeping. The process identifies errors and omissions in the accounting process, including invalid journal postings and duplicate accounting entries, so they can be corrected. Reconciliation also is an important line of defense against fraud, since inconsistencies may be a sign of such activity. But let’s be frank: The reconciliation process is tedious. As for all tedious processes in modern corporations, it makes sense to let machines do this work. Reconciliation is a part of the accounting close process, and one of the main benefits of automation here is that it can accelerate the process. This is important because our benchmark research on closing finds that it’s actually taking longer for companies to close their books than it used to. The research also shows a correlation between the degree of automation in the close process and the time it takes to complete it. Back in the days of quill pens and blotters it might have been manageable to meticulously comb through accounting entries. Today, however, volumes of data are too great to make this realistically feasible, and technology provides accountants with faster and more effective means of spotting patterns and familiarizing them with the peculiarities of the company’s books. For CFOs and controllers who are trying to determine how to begin the process of transforming their department to make it a more strategic player in their company, here is a way to free finance staff to do more productive tasks. There are three important virtues associated with automating reconciliation. The first is consistency: Business rules, policies and procedures are applied consistently in ways that are in line with accounting policies that external and internal auditors accept. Machines are more reliably consistent than humans in such tasks. The second virtue is elegance: Automated systems simplify the process while making it faster and more accurate. They enable auditors to focus their time and attention on the most important issues that arise from the process. The ability of automated systems to highlight exceptions eliminates the need for random sampling, which both consumes time and poses the risk that something important will go unnoticed. The third virtue is efficiency: Automated systems enable a company to substantially reduce the amount of time needed to complete the reconciliation of accounts because the system performs the purely mechanical tasks and skips the accounts in which there has been no activity or in which the amounts to be reconciled are too small to be material. These systems also reduce the time internal and external auditors need to check reconciliations because all of the work is centralized in a single system and because the system and its configuration functions as a higher level of control in the reconciliation process that’s easy to test and monitor. Despite these obvious virtues, most companies don’t use such capable automation. The majority manage reconciliations in spreadsheets shared through email. Electronic spreadsheets were a major advance decades ago. Today, however, they are not the best choice because the information they contain is fragmented, difficult to consolidate, hard to share and prone to error. Running this process with spreadsheets and email is more difficult and time-consuming to manage and control than using a dedicated reconciliation application. A well-designed dedicated application assigns ownership of every task to individuals and provides real-time visibility into which parts are on schedule, which are behind and which may be in danger of falling behind schedule. These systems employ templates that are centrally controlled to ensure consistency and quality. The templates can be updated as needed. A spreadsheet may start as a template, but it’s difficult to control them, even with protections built in. Documentation is another weak spot in spreadsheets shared through email. Although there are objective aspects to the reconciliation process, those performing it ultimately must use their judgment. These judgments must be supported by narratives and calculations that clearly and completely explain the decisions each person made and by citing supporting documents wherever necessary. A related aspect is approvals, since good governance and control of accounting systems requires that someone inspect and approve the work of others when their actions (or lack of action) can have a material impact on the quality and accuracy of financial statements. So another important element that a dedicated reconciliation system can provide are approval workflows to ensure that the work has been completed before the books can be closed. Automating reconciliation can be a first step in creating a virtuous cycle. Many executives in finance organizations would like to improve the performance of their department but face the challenge of finding the time to devote to such efforts. The staff time that can be saved through automation can be reinvested in finding the root causes of other issues that bog down the department and fixing them. Automating reconciliation can accelerate the financial close, improve productivity, reduce errors and the related possibility (albeit limited) of financial misstatements, enhance control and diminish the risk of financial fraud. These are reasons enough why all midsize and larger corporations should investigate the benefits of dedicated reconciliation software. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_fcc_financial_close_and_automation_updated.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": "Host Analytics Lifts Spreadsheets to Cloud for Finance", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2013/11/27/host-analytics-lifts-spreadsheets-to-cloud-for-finance", "datePublished": "27/11/2013", "dateModified": "27/11/2013", "articleBody": "Host Analytics has introduced AirliftXL, a new feature of its cloud-based financial performance management (FPM) suite that enables its software to translate users’ spreadsheets into the Host Analytics format. I find it significant in three respects. First, it can substantially reduce the time and resources it takes for a company to go live in adopting the Host Analytics suite, lowering the cost of implementation and accelerating time to value. Second, it enables Host Analytics users who have the appropriate permissions to create and modify models and templates that they use in planning, budgeting, consolidation and reporting. This can enhance the value of the system by making it easier to maintain. Third, it can make it far easier to routinely collect and connect planning and analytical models used by all departments and business users as it has outlined in its planning cloud offering. Although it has limitations in its initial release, AirliftXL gives corporations a workable alternative to stand-alone spreadsheets and has the potential to substantially increase productivity and effectiveness of an organization in the full range of budgeting, planning, consolidation and reporting functions. AirliftXL addresses a fundamental issue that diminishes the productivity of companies, especially finance departments. I’ve noted in the past that desktop spreadsheets are indispensable tools for individual tasks and ad-hoc analysis and reporting, but they are poorly suited to repetitive collaborative enterprise-wide functions such as planning, budgeting, consolidation and reporting. Spreadsheets are seductive because so many people are well trained in using them that they can translate their ideas into even complex models, do analysis and create reports. However, the productivity that spreadsheets afford in authoring is more than offset when they are used over time. Desktop spreadsheets have fundamental technological shortcomings that make them unwieldy for any repetitive, collaborative task. After more than a few people become involved and a file is used and reused, cracks begin to appear. Very quickly, a large percentage of the time spent with the file is devoted to maintaining and updating them, as our spreadsheet research has shown with up to 18.1 hours per month in maintenance that I have analyzed. Spreadsheets are notoriously error-prone. In addition to monetary losses, some of which have been spectactular, there is a drag on productivity as users try to locate the source of errors and discrepancies that routinely occur in spreadsheets and then fix those mistakes. AirliftXL enables ordinary users to create spreadsheet models and reports in Microsoft Excel and then quickly convert these to the Host Analytics enterprise system. Those that “own” a model, analysis, report or process can control these in Host Analytics. This speeds the process of setting up Host Analytics because there’s no need for someone to “translate” the company’s current set of spreadsheet models, analyses and reports. This cuts the time (and therefore the cost) of setting up the new system. It also means that whenever changes need to be made, those responsible can make the changes themselves. Allocations and analytical models used in planning and consolidations can become part of a company’s system almost immediately. These alterations can be effected by “exporting” the Host Analytics object to a spreadsheet, modifying it and uploading back to the system. As well, users can create new models, analytics and reports in Excel and import them into the Host Analytics system. There’s no need for resident expertise or consulting time to make such changes. AirliftXL provides an organization with the best of both worlds: first, the up-front productivity that comes from enabling the author, a subject-matter expert, to quickly translate his or her ideas into a spreadsheet and, second, the ongoing productivity that is achieved when the plan, analytic model or report is kept in a centralized, easily accessible and controlled environment. These same authors can update and expand their analytical models or reports. Host Analytics can render models back into an Excel spreadsheet and the owner – not a consultant or trained IT person – can make the necessary changes and then upload them back into the system. This is an important capability because change is a constant in businesses and these changes must be reflected in financial performance management systems. Organizations have hundreds, sometimes thousands, of spreadsheets circulating that support a multitude of processes and users in every department and business unit. AirliftXL can help incorporate them into a controlled enterprise software environment. Information that today is kept in one part of an organization can be viewed and used by others. Budgets and integrated business plans can quickly incorporate the most up-to-date information. Complex models now held in spreadsheets can be more controllable, consistent and safely accessible to a wider group of users. Creating links across individual spreadsheets (say, sales forecasts prepared by the sales organization and a company income statement forecast prepared by Finance) is straightforward, although linking to external data sources (say from a spreadsheet to a relational data store) is a little trickier. As well, Excel’s built-in financial, statistical and logical functions are all maintained in Host Analytics. AirliftXL has the potential to be an important differentiator for the company. IBM Cognos has had something like this in Cognos Insight but from my analysis it is not as easy to use as the Host Analytics feature. Some corporations have finance IT professionals with deep subject-matter expertise as well as IT systems skills, but even their presence does not address the root cause of the misuse of spreadsheets. Most people who understand the needs of the business lack the IT skills necessary to use their company’s systems. They default to using spreadsheets because it is more expedient than trying to transfer their knowledge to someone who understands IT systems. While AirliftXL is an important first step in taming the spreadsheet problem, it has limitations. For one, it’s not possible at this point to create a dynamic model such as an integrated income statement, balance sheet and statement of cash flows. This is a snap in a two-dimensional spreadsheet grid but much harder when working with a relational or multidimensional database. Moreover, there’s no guarantee that the spreadsheets imported into Host Analytics will be free of formulaic errors or even if it is well constructed. Thus, companies will need to put quality control processes in place, especially if a spreadsheet can have a material impact on the accuracy of financial statements or could defeat controls for fraud. It also would be handy if some vendor would create a product that could automate the digestion of masses of spreadsheets floating around companies as described in this patent for extracting semantics from data. Despite these reservations Host Analytics’ AirliftXL provides an important capability that can cut costs of deploying and maintaining its software and increase its value to a company. This advancement builds on top of its recent rating as a Hot Vendor in the 2013 Value Index on Financial Performance Management. I recommend that corporations looking to change or upgrade all or some of their financial performance management suite consider Host Analytics and how AirliftXL helps transition the use of spreadsheets to a dedicated application approach. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ss21_spreadsheet_maintenance_is_a_burden-4.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 data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '304', pageId: '4387296360', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "7b78b1494567a06d1a919b156b15d33b", css: '', target: '#hs_form_target_module_1552944263900179', contentType: "listing-page", formsBaseUrl: '/_hcms/forms/', formData: { cssClass: 'hs-form stacked hs-custom-form' } }; 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