Robert Kugel's Analyst Perspectives

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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.</p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a></strong><br><br><br></p></div> <span id="hs_cos_wrapper_dnd_area-module-2_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_simple_menu" style="" data-hs-cos-general-type="widget" data-hs-cos-type="simple_menu"><ul></ul></span> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://robertkugel.isg-one.com/hs-fs/hubfs/hub_generated/template_assets/1/90531223305/1740157483881/template_mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style=" background-size:cover; background-position:50%; background-repeat:no-repeat; background-image:url(https://robertkugel.isg-one.com/hubfs/_images/_backgrounds_expertise/2024_VR_Office_of_Finance_Expertise_Image_AdobeStock_268736974_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://robertkugel.isg-one.com/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Robert Kugel's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>   <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/buyer-beware-the-evolution-of-agentic-ai-in-business-software">Buyer Beware: The Evolution of Agentic AI in Business Software</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 March 2025 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png?width=200&name=Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png?width=100&name=Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png?width=200&name=Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png?width=300&name=Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png?width=400&name=Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png?width=500&name=Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png?width=600&name=Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Agents and “agentic AI” are all the rage now, eclipsing last year’s focus on artificial intelligence (AI) and generative AI (GenAI). They are a way to automate work almost effortlessly so that repetitive and boring tasks get done with the least amount of effort and perhaps, more consistently. In business software, a broad range of software providers are claiming agents to be a panacea that can improve performance and lower costs. They are alluring, with an almost unlimited number of potential...</span></p> </div> <a href="https://robertkugel.isg-one.com/buyer-beware-the-evolution-of-agentic-ai-in-business-software"><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/digital-business">Digital Business</a>, <a href="https://robertkugel.isg-one.com/topic/agenticai">AgenticAI</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/the-eu-scaling-back-sustainability-reporting-mandates">The EU Scaling Back Sustainability Reporting Mandates</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 March 2025 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png?width=200&name=The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png?width=100&name=The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png?width=200&name=The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png?width=300&name=The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png?width=400&name=The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png?width=500&name=The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png?width=600&name=The_EU_Scaling_Back_Sustainability_Reporting_Mandates.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The recent recommendation by the European Commission to scale back the scope, granularity and timeline for sustainability reporting represents a sea change in this form of corporate disclosure requirements. If enacted, it will substantially reduce or eliminate the reporting requirements for many enterprises, especially small to midsize establishments, as well as provide more time for compliance. While environmental reporting requirements appear to be easing, some regulatory disclosure...</p> </div> <a href="https://robertkugel.isg-one.com/the-eu-scaling-back-sustainability-reporting-mandates"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/operations">Operations</a>, <a href="https://robertkugel.isg-one.com/topic/supply-chain-planning">Supply Chain Planning</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/supply-chain">Supply Chain</a>, <a href="https://robertkugel.isg-one.com/topic/sustainability-management">Sustainability Management</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/what-analysts-should-do-when-anyone-can-analyze-with-ai">What Analysts Should Do When Anyone Can Analyze with AI</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 March 2025 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png?width=200&name=What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png?width=100&name=What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png?width=200&name=What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png?width=300&name=What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png?width=400&name=What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png?width=500&name=What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png?width=600&name=What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>One of the promised benefits of artificial intelligence (AI), Generative AI (GenAI) and agents is that they can make everyone their own financial and business analyst. It’s true that these technologies can make it possible for everyone to access once hard-to-reach data (with suitable permissions), unleash agents to assemble the data into useful tables and charts along with commentary describing results and highlighting underlying drivers of results, propose next best actions and use natural...</span></p> </div> <a href="https://robertkugel.isg-one.com/what-analysts-should-do-when-anyone-can-analyze-with-ai"><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/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/ai">AI</a>, <a href="https://robertkugel.isg-one.com/topic/ai-and-machine-learning">AI and Machine Learning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/a-strategic-approach-to-replacing-erp-systems-for-modernization-and-ai">A Strategic Approach to Replacing ERP Systems for Modernization and AI</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 February 2025 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png?width=200&name=A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png?width=100&name=A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png?width=200&name=A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png?width=300&name=A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png?width=400&name=A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png?width=500&name=A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png?width=600&name=A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Enterprise Resource Planning (ERP) systems are comprehensive software platforms designed to integrate and manage all the core processes of an enterprise while recording transactions and their financial consequences to support the accounting and finance functions. ISG Software Research recently completed our <a href="https://research.isg-one.com/buyers-guide/operations_and_supply_chain/enterprise_resource_planning/2024">Buyers Guide™ for ERP systems</a>, designed to help enterprises that are replacing their existing ERP software to make the best choice, both in terms of the product’s performance as well as the...</span></p> </div> <a href="https://robertkugel.isg-one.com/a-strategic-approach-to-replacing-erp-systems-for-modernization-and-ai"><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/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/ai-and-machine-learning">AI and Machine Learning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/trintech-provides-reliable-record-to-report-productivity">Trintech Provides Reliable Record-to-Report Productivity</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 February 2025 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Trintech_Provides_Reliable_Record-to-Report_Productivity.png?width=200&name=Trintech_Provides_Reliable_Record-to-Report_Productivity.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Trintech_Provides_Reliable_Record-to-Report_Productivity.png?width=100&name=Trintech_Provides_Reliable_Record-to-Report_Productivity.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Trintech_Provides_Reliable_Record-to-Report_Productivity.png?width=200&name=Trintech_Provides_Reliable_Record-to-Report_Productivity.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Trintech_Provides_Reliable_Record-to-Report_Productivity.png?width=300&name=Trintech_Provides_Reliable_Record-to-Report_Productivity.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Trintech_Provides_Reliable_Record-to-Report_Productivity.png?width=400&name=Trintech_Provides_Reliable_Record-to-Report_Productivity.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Trintech_Provides_Reliable_Record-to-Report_Productivity.png?width=500&name=Trintech_Provides_Reliable_Record-to-Report_Productivity.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Trintech_Provides_Reliable_Record-to-Report_Productivity.png?width=600&name=Trintech_Provides_Reliable_Record-to-Report_Productivity.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Trintech provides finance departments in larger and midsize enterprises with software to accelerate their accounting close processes while achieving hard and fast accuracy and compliance requirements with less effort. The financial records of an enterprise must be periodically reviewed and summarized to create financial statements that inform executives and interested third parties of the organization’s financial condition and performance. A consolidation of the financial records and other...</span></p> </div> <a href="https://robertkugel.isg-one.com/trintech-provides-reliable-record-to-report-productivity"><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/erp-and-continuous-accounting">ERP and Continuous Accounting</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/prophixs-fpa-plus-brings-higher-performance-to-midsize-enterprises">Prophix’s FP&A Plus Brings Higher Performance to Midsize Enterprises</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">19 February 2025 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png?width=200&name=Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png?width=100&name=Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png?width=200&name=Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png?width=300&name=Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png?width=400&name=Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png?width=500&name=Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png?width=600&name=Prophix%E2%80%99s_FP%26A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">While headlines tend to focus on flashier topics, arguably the biggest business impact from technology advances over the past two decades has been on helping midsize enterprises improve their performance. These organizations have the same requirements as larger ones but have fewer resources to address those needs. Prophix has been at the forefront of using technology innovation to close that gap throughout this period. Its latest advances include Prophix One, introduced last year, and FP&A...</span></p> </div> <a href="https://robertkugel.isg-one.com/prophixs-fpa-plus-brings-higher-performance-to-midsize-enterprises"><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/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/adapting-to-higher-inflation-longer-with-profitability-management">Adapting to Higher Inflation Longer with Profitability Management</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">05 February 2025 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png?width=200&name=Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png?width=100&name=Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png?width=200&name=Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png?width=300&name=Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png?width=400&name=Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png?width=500&name=Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png?width=600&name=Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>In anticipation of conditions that suggested accelerating price increases, I wrote in 2021 about <a href="https://robertkugel.isg-research.net/managing-price-inflation-effectively-with-technology">how technology could be useful in an inflationary period</a>, anticipating the world we live in now. Responding effectively to changes in costs is always challenging, but even more so because of the choppy and chaotic nature of the current environment. Inflation may have abated from its highs throughout the rich world but is still an important factor in business decisions. Many enterprises have limited...</span></p> </div> <a href="https://robertkugel.isg-one.com/adapting-to-higher-inflation-longer-with-profitability-management"><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/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/subscription-management">Subscription Management</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/esg-management-software-is-essential-for-efficient-compliance">ESG Management Software is Essential for Efficient Compliance</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">28 January 2025 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/ESG_Management_Software_is_Essential_for_Efficient_Compliance.png?width=200&name=ESG_Management_Software_is_Essential_for_Efficient_Compliance.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/ESG_Management_Software_is_Essential_for_Efficient_Compliance.png?width=100&name=ESG_Management_Software_is_Essential_for_Efficient_Compliance.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/ESG_Management_Software_is_Essential_for_Efficient_Compliance.png?width=200&name=ESG_Management_Software_is_Essential_for_Efficient_Compliance.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/ESG_Management_Software_is_Essential_for_Efficient_Compliance.png?width=300&name=ESG_Management_Software_is_Essential_for_Efficient_Compliance.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/ESG_Management_Software_is_Essential_for_Efficient_Compliance.png?width=400&name=ESG_Management_Software_is_Essential_for_Efficient_Compliance.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/ESG_Management_Software_is_Essential_for_Efficient_Compliance.png?width=500&name=ESG_Management_Software_is_Essential_for_Efficient_Compliance.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/ESG_Management_Software_is_Essential_for_Efficient_Compliance.png?width=600&name=ESG_Management_Software_is_Essential_for_Efficient_Compliance.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Enterprises have been investing in software to manage their environmental, social and governance (ESG) objectives and compliance requirements. The need to account for these considerations in parallel with financial accounting began growing early in the century and accelerated as governments and regulatory authorities began to require companies to measure and document activities and outcomes. Meanwhile, software providers have been offering products to address the needs of those subject to these...</p> </div> <a href="https://robertkugel.isg-one.com/esg-management-software-is-essential-for-efficient-compliance"><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/erp-and-continuous-accounting">ERP and Continuous Accounting</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/intercompany-financial-management-is-essential-for-multinationals">Intercompany Financial Management is Essential for Multinationals</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">22 January 2025 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Intercompany_Financial_Management_is_Essential_for_Multinationals.png?width=200&name=Intercompany_Financial_Management_is_Essential_for_Multinationals.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Intercompany_Financial_Management_is_Essential_for_Multinationals.png?width=100&name=Intercompany_Financial_Management_is_Essential_for_Multinationals.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Intercompany_Financial_Management_is_Essential_for_Multinationals.png?width=200&name=Intercompany_Financial_Management_is_Essential_for_Multinationals.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Intercompany_Financial_Management_is_Essential_for_Multinationals.png?width=300&name=Intercompany_Financial_Management_is_Essential_for_Multinationals.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Intercompany_Financial_Management_is_Essential_for_Multinationals.png?width=400&name=Intercompany_Financial_Management_is_Essential_for_Multinationals.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Intercompany_Financial_Management_is_Essential_for_Multinationals.png?width=500&name=Intercompany_Financial_Management_is_Essential_for_Multinationals.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Intercompany_Financial_Management_is_Essential_for_Multinationals.png?width=600&name=Intercompany_Financial_Management_is_Essential_for_Multinationals.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>ISG Software Research coined the term intercompany financial management to define a discipline for structuring and handling transactions within an enterprise and between its legal entities. IFM is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Technology has advanced to a point where this approach is feasible and cost-effective. For that reason, ISG Software Research...</span></p> </div> <a href="https://robertkugel.isg-one.com/intercompany-financial-management-is-essential-for-multinationals"><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/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/intercompany-financial-management">Intercompany Financial Management</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/external-data-supports-more-accurate-planning">External Data Supports More Accurate Planning</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">15 January 2025 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/External_Data_Supports_More_Accurate_Planning.png?width=200&name=External_Data_Supports_More_Accurate_Planning.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/External_Data_Supports_More_Accurate_Planning.png?width=100&name=External_Data_Supports_More_Accurate_Planning.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/External_Data_Supports_More_Accurate_Planning.png?width=200&name=External_Data_Supports_More_Accurate_Planning.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/External_Data_Supports_More_Accurate_Planning.png?width=300&name=External_Data_Supports_More_Accurate_Planning.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/External_Data_Supports_More_Accurate_Planning.png?width=400&name=External_Data_Supports_More_Accurate_Planning.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/External_Data_Supports_More_Accurate_Planning.png?width=500&name=External_Data_Supports_More_Accurate_Planning.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/External_Data_Supports_More_Accurate_Planning.png?width=600&name=External_Data_Supports_More_Accurate_Planning.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>I recently completed the latest edition of our Business Planning Buyers Guide, which reviews and assesses the offerings of 14 providers of this software. One of the points that I look at is whether and to what extent the software provider offers out-of-the-box external data useful for forecasting, planning, analysis and evaluation. What I discovered is that the availability of this type of vital information is exceedingly slim.</span></p> </div> <a href="https://robertkugel.isg-one.com/external-data-supports-more-accurate-planning"><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/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/ai-and-machine-learning">AI and Machine Learning</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); } }; // Category filters $('.all').click( function() { checkClass(); }); // Active tag $('.bttn').click(function(){ $('.bttn').removeClass('active'); $(this).addClass('active'); }) </script> </div> <div class="blog-numeric-pagination span12 ">   <ul class="numeric-pagination"> <li class="disabled"><a href="https://robertkugel.isg-one.com/page/0"><svg xmlns="http://www.w3.org/2000/svg" viewbox="0 0 492 492" width="20px" height="20px"> <path d="M198.608,246.104L382.664,62.04c5.068-5.056,7.856-11.816,7.856-19.024c0-7.212-2.788-13.968-7.856-19.032l-16.128-16.12 C361.476,2.792,354.712,0,347.504,0s-13.964,2.792-19.028,7.864L109.328,227.008c-5.084,5.08-7.868,11.868-7.848,19.084 c-0.02,7.248,2.76,14.028,7.848,19.112l218.944,218.932c5.064,5.072,11.82,7.864,19.032,7.864c7.208,0,13.964-2.792,19.032-7.864 l16.124-16.12c10.492-10.492,10.492-27.572,0-38.06L198.608,246.104z" /> </svg></a></li> <li class="active"><a href="https://robertkugel.isg-one.com">1</a></li> <li><a href="https://robertkugel.isg-one.com/page/2" rel="next">2</a></li> <li><a href="https://robertkugel.isg-one.com/page/3" rel="next">3</a></li> <li><a href="https://robertkugel.isg-one.com/page/4" rel="next">4</a></li> <li><a href="https://robertkugel.isg-one.com/page/5" rel="next">5</a></li> <li class=""><a href="https://robertkugel.isg-one.com/page/2" rel="next"><svg xmlns="http://www.w3.org/2000/svg" width="20px" height="20px" viewbox="0 0 451.846 451.847"> <path d="M345.441,248.292L151.154,442.573c-12.359,12.365-32.397,12.365-44.75,0c-12.354-12.354-12.354-32.391,0-44.744 L278.318,225.92L106.409,54.017c-12.354-12.359-12.354-32.394,0-44.748c12.354-12.359,32.391-12.359,44.75,0l194.287,194.284 c6.177,6.18,9.262,14.271,9.262,22.366C354.708,234.018,351.617,242.115,345.441,248.292z" fill="" /> </svg></a></li> </ul> </div> </div> <div class="blog-sidebar">   <style> .blog-sidebar h3 { font-size: 18px; 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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/2022/11">November 2022 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li 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> 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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/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-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">(1)</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">(1)</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">(4)</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">(148)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/error">error <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/esg">ESG <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/essbase">Essbase <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/excel">Excel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/executive">executive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/expense">expense <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/expense-management">expense management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/extended-close">extended close <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/extended-reality">extended reality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/exterro">Exterro <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fasb">FASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fast-close">Fast close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fei">FEI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ferf-ceo">FERF CEO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance">finance <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-analytics">Finance Analytics <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-cloud">finance cloud <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-transformation">finance transformation <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial">financial <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-analytics">financial analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-applications">Financial Applications <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-close">Financial Close <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-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/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">(4)</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">(2)</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/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 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href="https://robertkugel.isg-one.com/topic/planning">Planning <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planview">Planview <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/plex">Plex <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/portfolio-management">Portfolio Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/predictive-analytics">Predictive Analytics <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a 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"http://schema.org", "@type": "BlogPosting", "headline": "Buyer Beware: The Evolution of Agentic AI in Business Software", "mainEntityOfPage": "https://robertkugel.isg-one.com/buyer-beware-the-evolution-of-agentic-ai-in-business-software", "datePublished": "27/03/2025", "dateModified": "27/03/2025", "articleBody": "Agents and “agentic AI” are all the rage now, eclipsing last year’s focus on artificial intelligence (AI) and generative AI (GenAI). They are a way to automate work almost effortlessly so that repetitive and boring tasks get done with the least amount of effort and perhaps, more consistently. In business software, a broad range of software providers are claiming agents to be a panacea that can improve performance and lower costs. They are alluring, with an almost unlimited number of potential use cases. Agents are an important evolutionary step in the design of business software, similar to the transition from procedural programming to event-driven programming that accelerated in the late 1980s. That paradigm shift enabled business software to be more flexible and responsive in replicating how work is performed. Adding agents to the considerable body of well-developed business applications will take the capabilities of these applications to the next level. My colleague, David Menninger, recently wrote about the direction of agentic AI, and another, Matt Aslett, commented on the critical importance of data management as an enabler of agentic AI. Data is the key foundational element defining the capabilities and soundness of all AI, GenAI and agentic systems, especially those used in business applications that provide actionable workplace productivity opportunities. Like most advances in business technology, the age of agents is being proclaimed ahead of their actual arrival and practical accessibility. There is a fair amount of “agent washing” taking place as software providers rebadge their existing automation and programmatic software elements as new technology. Nonetheless, agents, along with AI and GenAI are set to have a profoundly positive impact on the productivity and performance in business for enterprises. Much of the vision is just that at the moment and potential pitfalls and disappointments are easy for informed sceptics to identify. For example, ISG Research asserts that through 2027, agentic AI and GenAI governance will remain a significant concern for more than one-half of enterprises, limiting the deployment, and therefore the realized value of LLMs. Still, focusing on the gap between the current state of agents and even their potential five years on is a bit like observing in 1995 that all this talk about the internet is a bunch of hype. Sorting out differences between claims and reality requires a useful definition of agents and agentic systems. ISG Research defines agentic AI as software designed to execute business processes through autonomous actions, potentially controlling multiple processes and systems through the orchestration of one or more AI or algorithmically determined rules-based models, based on an understanding of the environment and the goals that should be achieved. Agents differ from predictive AI and GenAI in that they are fully assembled components that perform the entire scope of the sense-analyze-decide-act system paradigm. Predictive and generative AI are used by agents, but agents alone take actions autonomously based on data and their decision-making constructs. Agents differ from bots in that the latter are rules-based systems designed to perform specific tasks, but unlike agents they do not learn, adapt and make decisions on their own based on their interactions with their environment. Agentic systems may use bots and programmatic devices such as extract, transform and load (ETL), application programming interfaces (APIs) and robotic process automation (RPA) in their operation but only agents produce actions autonomously. Autonomous decision-making capabilities require ongoing training regimes to ensure that the actions and their outcomes are reliably consistent with intentions. This is easy to describe but often difficult to put into practice, especially for more sophisticated agents. And autonomous doesn’t mean that the work is completely hands-off. There may be decision nodes in the agent’s domain that exhibit insufficient certainty or where the potential negative consequences of a bad decision mean that the node will always require human review and decision. Agents are described in various ways, which adds to confusion. One approach simply classifies them as either task-based or role-based. The former are designed to execute processes while the latter replicate an individual’s behavior in the context of their function and responsibilities when performing specific tasks with definable outcomes. One type is not inherently superior to the other except in the context in which they are being used. Task-oriented agents can be simpler and less expensive to deploy and operate. Role-based systems can be more capable of a broader range of autonomous actions but with more extensive training and the higher costs that come along with this. Hybrids, where a role-based agent orchestrates a set of task agents to perform a process, also will evolve to be an important part of the landscape. An agent taxonomy to consider distinguishes them by their sophistication in training and the resulting scope of their abilities. Simple response agents are programmed to perform actions under specifically defined conditions. In some respects, these are quasi agents, similar to the most sophisticated robotic processing automation (RPA) bots. In our definition, they only become agents when they are routinely tested to ensure they are performative and autonomously curated to ensure their relevance to execute the defined task. The training routines and scope of data necessary are comfortably within the capabilities of most organizations. Model-based response agents are more sophisticated in that they are trained to align their actions to an algorithmically defined model, meaning they are capable of responding to a broader set of conditions without being explicitly programmed for each. The complexity of the training routines, sophistication of algorithms and the scope of data necessary to manage these agents are within the capabilities of many organizations. Goal-based agents focus on achieving outcomes, rather than responding to conditions, and plan a set or sequence of actions that must be taken to achieve a specific objective. These will challenge most organizations because of the scope of the data necessary for training, especially in ingesting real-time and unstructured data. Utility-based agents also are focused on a specific goal, but they can assess a broader set of conditions in multiple dimensions. They are designed to weigh the inherent trade-offs to be able to select the sequence of actions that achieve their objective while optimizing enterprise- or system-wide outcomes. For example, product availability versus the cost of holding inventory. Here too, organizations will be challenged to make these agents workable. It’s likely that in some use cases they will require consistently higher levels of human intervention in their execution and in that respect may be deemed to be semi-autonomous. Yet another aspect of an agentic system is the degree to which it is capable of handling static and dynamic complexity in the work it performs. Complexity, in turn, will be correlated with the scope of data required to train, operate and maintain the models that agents will employ, and therefore their cost. Static complexity is a function of: The number of steps and permutations in a process, mainly for task-based agents. The number of roles and individuals involved, mainly for role-based agents. The number of systems an agent touches in performing its assignment. The probability and related confidence achievable at decision nodes, both individually and as a full process. Dynamic complexity is a function of how often and to what degree: The agentic system requires testing to remain performative. Steps in a process change. Individuals and their roles change. Consequential external factors such as laws and regulations change. Systems utilized in the performance of an assignment change. Probabilities and related confidence at decision nodes change meaningfully. Like all predictive AI models, agents will require training, periodic testing and maintenance to ensure that they are operating properly. Methods for training agents and agentic systems are still in a very early stage. Parallel with efforts necessary to make AI and GenAI functional, they need reliable data with which to build and train agents and will require enterprises to take sustained and concerted steps to improve data management and data governance. ISG Research asserts that through 2026, one-third of enterprises will realize that a lack of AI and ML governance has resulted in biased and ethically questionable decisions. Heuristic and large action models (LAMs) are two basic approaches for training and testing agentic systems and their elements. A heuristic (rule of thumb) approach learns through observation, seeing how work is performed in what context and under which conditions. Process intelligence techniques, where system logs are used to apply process modeling and analysis to identify how tasks are typically performed in a specific context, will be useful heuristic training. These sorts of systems are likely to require a break-in period during which time they will require a solid dose of human intervention to ensure that the tasks are being executed properly but will become more autonomous over time. More sophisticated role-based agents are likely to benefit from the development of LAMs. As my colleagues have pointed out, unlike heuristic approaches that use machine learning to deal with closely bounded processes, LAMs are designed to make decisions and execute a series of actions across a variety of environments. Just as LLMs leverage vast datasets of text, LAMs are developed based on a large body of action and outcome data. At their core, LAMs are optimized for function calling as the mechanism for taking action. Agents are active systems, ones that dynamically interact with their environment using mechanisms to respond to inputs and act accordingly, in contrast to passive systems, which simply respond to external conditions without initiating changes. Agentic systems are designed to be autonomous to boost human productivity and improve performance. Yet, they need not be fully autonomous to achieve better results. These are still early days because, although it is possible to define what must be in place at a basic level to make agents and agentic systems practical, affordable and reliable, enterprises will struggle to make this vision a reality. ISG Research asserts that by 2028, one quarter of enterprises will have deployed the agentic AI generation of technology to support digital business and workplace environments. Agents or agent-like systems are beginning to appear in a wide range of business software and will continue to proliferate at an accelerating pace over the next three years. Agentic AI can help any enterprise but the readiness of an organization or enterprise to adopt the technology from specific software providers is likely to vary significantly. One reason is that their version of a specific application might be heavily customized, or they have insufficient clean data to support training and maintenance or both. I recommend taking an informed approach to assessing and adopting such software and addressing any barriers to their adoption. Many software providers are jumping on the agent bandwagon, using an expansive definition of agentic that does not measure up to our definition. Non-agentic technology can still be useful, but it’s necessary to understand its limitations along with its capabilities to make informed decisions about where and how to deploy software. I also recommend setting expectations appropriately. In these early years, agents, like humans, will have learning curves that require hands-on coaching to achieve full productivity. The growing availability of useful, safe and affordable agentic AI used in business will present executives with a significant opportunity over the next five years to achieve measurable performance gains and seize opportunities to alter their competitive landscape. Understanding the technology and acting now to address foundational requirements must be a core piece of their enterprise’s strategy, regardless of how aggressively they plan to employ agents in their operations, The danger of not taking action now far outweighs the relatively smaller costs of being prepared. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://research.isg-one.com/hubfs/Buyer_Beware_The_Evolution_of_Agentic_AI_in_Business_Software.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 EU Scaling Back Sustainability Reporting Mandates", "mainEntityOfPage": "https://robertkugel.isg-one.com/the-eu-scaling-back-sustainability-reporting-mandates", "datePublished": "25/03/2025", "dateModified": "25/03/2025", "articleBody": "The recent recommendation by the European Commission to scale back the scope, granularity and timeline for sustainability reporting represents a sea change in this form of corporate disclosure requirements. If enacted, it will substantially reduce or eliminate the reporting requirements for many enterprises, especially small to midsize establishments, as well as provide more time for compliance. While environmental reporting requirements appear to be easing, some regulatory disclosure requirements remain for large enterprises. Moreover, there is still demand for enterprises to set and meet sustainability objectives to achieve increased operating efficiency and to associate their brand with a sustainable environment. For these enterprises, there remains the need to achieve efficient compliance with reporting mandates as well as have processes and systems in place to set overall objectives and mechanisms to assign responsibility for meeting them across the enterprise, a topic I covered recently. Attitudes toward regulation have been changing recently, and regulatory bodies have been stepping back from the scrupulously detailed environmental reporting regimes they previously created. This is especially the case for those that were enacted by the European Union’s (EU’s) Corporate Sustainability Reporting Directive (CSRD) and those proposed by the U.S. Securities and Exchange Commission (SEC) but never put into force. A push for sustainability investing—the underpinning rationale for the SEC’s actions—has faded from the headlines in part because repeated academic studies have demonstrated that this approach achieves lower returns than following basic investing principles when all costs are included. Last year, after a lengthy and contentious public comment period, the SEC created sweeping environmental reporting requirements but immediately shelved them. With the change in administration, it’s unlikely these will be put into effect. That left the already-in-place EU's CSRD and related mandates as the main source of reporting requirements. (Other countries have their own reporting statutes, but these have a limited global impact.) As constructed, the CSRD applied even to enterprises domiciled outside the EU doing relatively little business in the EU. However, in the interest of achieving higher economic growth and greater global competitiveness, the European Commission has proposed substantially narrowing the scope of the necessary disclosures both in terms of which entities are required to report and the granularity of the information collected and reported. It is also delaying implementation, which is necessary because ISG Research asserts that through 2027, one-half of enterprises will have insufficient data and software to adequately measure their environmental, social and governance (ESG) metrics to inform their governance, strategy, risk management and targets. The Commission's aim is to simplify EU rules and increase the bloc’s competitiveness by reducing overall administrative burdens by at least 25%, while targeting a 35% reduction for small to medium-size enterprises (SMEs). The proposed amendments cover sustainable finance reporting, sustainability due diligence, the EU Taxonomy and the Carbon Border Adjustment Mechanism. The key proposed changes include the following: Sustainability Reporting (CSRD and the EU Taxonomy): The amendments narrow the scope of CSRD to the largest companies (over 1,000 employees and €450 million in annual revenue) and postpone the reporting requirements until 2028. The EU Taxonomy, a classification system that defines economic activities that are environmentally sustainable, will be restructured to be less burdensome. Other large companies can elect voluntary reporting while some large entities are entirely exempt. Sector-specific standards (such as leather goods) will be eliminated and increased assurance requirements removed. The European Sustainability Reporting Standards (ESRS) that are core CSRD requirements will reduce the number of data points collected to focus on those most important while requiring less narrative text. Corporate Sustainability Due Diligence Directive (CSDDD) will remain mandatory for companies with over 1,000 employees and more than €450 million in annual revenue. The recommendation would simplify due diligence requirements, focusing on direct business partners, thereby reducing burdens on SMEs and harmonizing requirements across the EU. Measures imposing civil liability will be removed, while victims' rights to compensation will be preserved. The application of requirements will be postponed until 2028, with final guidelines delayed until 2026. Carbon Border Adjustment Mechanism (CBAM) rules for in-scope companies will be streamlined, including authorization and reporting requirements, while strengthened to prevent evasion. Sustainability accounting is useful beyond compliance. It can provide an orthogonal view into the performance of an enterprise. It applies an operational economic lens that quantifies the opportunity to conserve resources and, as a result, can lower economic and long-run financial costs. In so doing, it can increase the sustainability of an enterprise while promoting the conservation of resources. Rather than being predicated on a foundational assumption of market failure (that is, free markets cannot work and therefore regulation is required), basic sustainability accounting serves market efficiency by laying bare what might have been overlooked in financial accounting methods. The original purpose of requiring auditable measures of sustainability efforts was to hold enterprises accountable for environmental promises they make and to prevent greenwashing. That is not going away. What has been missing in discussions of sustainability accounting is a recognition that this form of measurement cannot replicate financial accounting’s auditability in any practical sense. This is what is driving reform in the EU. Compared to accounting methods and generally accepted accounting principles, environmental accounting lacks a double-entry foundation for verification as well as the centuries of analytical development and testing behind many financial accounting conventions and their underlying assumptions. The precision necessary to prove the soundness of the financial statements is probably not achievable because the marginal cost of additional layers of attempted precision cannot be justified in terms of achievable sustainability benefits from that additional data. Larger enterprises have the scale and systems to absorb the costs and the external impacts to justify the effort. Regulation has costs, and the European Commission’s recommendation can be seen as recognition that the poorer GDP performance of the bloc over the past two decades relative to a less regulated economy like the U.S. needs to be addressed to promote the economic sustainability of the EU. So where does this leave sustainability initiatives and reporting? Larger enterprises covered by EU mandates will still need to meet reporting standards, albeit on a more forgiving timetable. In the current environment, it’s highly unlikely that the SEC’s sustainability reporting requirements will be enacted. But doing well by doing good remains an objective for many enterprises. The economic conservation of resources—otherwise known as increasing efficiency—is still a prime management objective. Enterprises that see value in consuming less energy and water still need to manage to objectives. They must be able to set overall targets, delegate responsibility down through the organization to achieve them and have the systems to capture the information necessary to reliably measure resource consumption. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://research.isg-one.com/hubfs/The_EU_Scaling_Back_Sustainability_Reporting_Mandates.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": "What Analysts Should Do When Anyone Can Analyze with AI", "mainEntityOfPage": "https://robertkugel.isg-one.com/what-analysts-should-do-when-anyone-can-analyze-with-ai", "datePublished": "12/03/2025", "dateModified": "12/03/2025", "articleBody": "One of the promised benefits of artificial intelligence (AI), Generative AI (GenAI) and agents is that they can make everyone their own financial and business analyst. It’s true that these technologies can make it possible for everyone to access once hard-to-reach data (with suitable permissions), unleash agents to assemble the data into useful tables and charts along with commentary describing results and highlighting underlying drivers of results, propose next best actions and use natural language processing probe the numbers for further exploration. (Whew!) That’s not going to happen overnight. To achieve this potential, software providers must make it easy for everyone to get useful, reliable results. Yet, as these capabilities evolve from proof-of-concepts to standard operating procedures, the financial planning and analysis (FP&A) team must evolve its mission to remain useful and relevant in order to remain employed. I’ve witnessed a similar situation in my professional career. I grew up in the investments business and was a securities analyst for decades. The role of the Wall Street analyst evolved steadily from the 1950s until today largely because the information technology available to analyze and forecast investment-related information grew steadily more powerful. The manual numbers-crunching work that occupied most of an analyst’s time in mid-century was eliminated by the personal computer. Conference call technology and the internet substantially reduced the role of the sell-side analyst as an information intermediary. Over the past two decades, the rise of passive investing, social media, algorithmic trading and independent specialty research firms providing real-time data (for example, drones counting cars in mall parking lots) has substantially altered the role of the analyst on Wall Street and in investment management firms. Analysts are still there and in large numbers, because what they do and how they do it have evolved with the available technologies. I doubt there will be fewer people on average in FP&A roles ten years from now, but in a similar fashion, what they do and how they do it will be different. Those analysts that can redefine their role to fit the evolving capabilities of technology will be leaders in their field. Enterprises hire analysts because innate analytical talents are not evenly distributed. Analysts know how to assemble information from necessary sources and, by applying critical thinking, logical reasoning, pattern recognition, curiosity, skepticism and a deep understanding of statistical techniques, they draw conclusions, make recommendations and identify issues to promote informed and objective decision-making. That will still be true in the 2030s but the tools they will use will be different. Information technology has facilitated the work of analysts almost from the start. Today there is a wealth of tools that analysts use to streamline their work and maximize their abilities. Beyond mechanical computational automation, systems now facilitate data acquisition, automate periodic reporting, present real-time information and communicate more effectively using visualizations. Yet to be truly effective, the tools require analytical abilities to enable the user to go beyond the basics. Basics that very shortly can be handled by technology. AI has the potential to make everyone an analyst by employing algorithms to rapidly and continuously review data and improve situational awareness, understand the underlying sources of opportunities and issues, offer options for decision-making, examine alternative courses of action and understand the potential outcomes. Like most significant technological advancements, this won’t happen overnight, but I think it will happen faster than most believe. Basic analytical capabilities are likely to be widely available as part of the feature set of general-purpose tools and also as provided by software providers as part of business applications. For example, ISG Software Research asserts that by 2028, all providers of business planning software will use GenAI to streamline commenting and annotations in tables and exhibits to boost productivity. One can be forgiven for thinking that these features were promised and promoted in the past with little to show for it. However, analytics technology continues to advance steadily, and we’ve finally arrived at a point where conditions are capable of such transformational change. One difference today is the growing availability of easily accessed, accurate, consistent and timely data. This is a core requirement for practical and useful application of analytics and even more essential for AI. Increasingly, application providers are incorporating what I (tongue-in-cheek) call a data pantry, although each software provider has a unique name for this form of data fabric. It’s a method of data storage (and the technology and process blueprint for its construction) created for a specific set of users and use cases in business-focused software. A data pantry makes it possible to train analytical systems to reliably provide deeper analytical insights than is currently possible, generate forecasts and create sets of scenarios to explore various courses of action. It will make it possible to train GenAI systems on internal data and documents to create reliable narratives. There’s been a great deal of talk about advanced analytics for at least 20 years. Still, our research has found that only a minority of enterprises report using predictive analytics regularly. There are two likely explanations for this lack of penetration. One is that to be useful and reliable, predictive models must be trained and retrained regularly using a consistent, relevant and reliable set of data. Techniques for automatically creating such data sources (in effect, data pantries) have only recently become available but will grow more common as providers address the demand for AI capabilities. A second related issue is a lack of available time for analysts to perform this type of work. Our research found that analysts spend the majority of their time on data preparation, leaving much less time for them to do more useful work. Here, too, the increasing availability of dedicated data stores will substantially cut the time analysts spend on purely mechanical work. Providers must incorporate basic analytical routines into software, enabling business analysts to create models regardless of their abilities. Technology will change the nature of the work that the FP&A organization performs, freeing up time now spent on data preparation, routine analyses and perfunctory report writing. As that happens, there will be a need to change the group’s mission, especially for those FP&A leaders that want to play a more strategic role in their organization. One important role is becoming the go-to resource for modeling, outlining and coordinating planning processes, developing and managing performance measures and metrics, in addition to reporting and communications. While that somewhat describes what the group does now, FP&A will have the time and tools to do more of it and do it broadly across all parts of their organization. It's likely that in the not-too-distant future, everyone in an organization can be some sort of an analyst by using an “analyst-in-a-box” to do the work. The FP&A team will build models and craft processes that empower executives and managers to improve their situational awareness, investigate issues, revise plans rapidly and explore the consequences of different scenarios and potential actions. It will be the application of FP&A analysts’ modeling skills, critical thinking, logical reasoning and understanding of the business to build the analyst-in-a-box, utilizing systems provided by software providers. For example, existing technology makes it possible to make planning and budgeting easier. However, this will take time. ISG Research asserts that by 2027, just one in five FP&A enterprises will have redefined their mission to make planning easier for business unit leaders. Those that do will be a strategic asset. Business and financial analysts who want to play a more strategic role in their organization must understand how to utilize AI, GenAI and agents to make everyone an analyst. That requires the FP&A group to redefine its mission to reflect the significant changes that technology brings to their daily workload. They will be more productive and able to redefine their position to be more important and more consequential. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://research.isg-one.com/hubfs/What_Analysts_Should_Do_When_Anyone_Can_Analyze_with_AI.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": "A Strategic Approach to Replacing ERP Systems for Modernization and AI", "mainEntityOfPage": "https://robertkugel.isg-one.com/a-strategic-approach-to-replacing-erp-systems-for-modernization-and-ai", "datePublished": "27/02/2025", "dateModified": "27/02/2025", "articleBody": "Enterprise Resource Planning (ERP) systems are comprehensive software platforms designed to integrate and manage all the core processes of an enterprise while recording transactions and their financial consequences to support the accounting and finance functions. ISG Software Research recently completed our Buyers Guide™ for ERP systems, designed to help enterprises that are replacing their existing ERP software to make the best choice, both in terms of the product’s performance as well as the customer experience. ERP systems are central to the operations of an enterprise, streamlining cross-functional operations using workflows and consolidating data created by departments such as finance, human resources, supply chain and customer relationship management into a unified database. This integration facilitates the accessibility of real-time data, enhancing situational awareness for executives and managers while boosting overall efficiency and productivity. Because they intersect so many processes and organizations within an enterprise, ERP systems are notoriously complex, making them time consuming and relatively expensive to implement. Because the software is essential to the smooth functioning of an enterprise, there is significant perceived risk in undertaking their replacement. As a result, our research indicates that the average age of an enterprise’s main ERP system is seven years, with it being typical that they are in service for more than a decade. With that sort of longevity and the negative impact of a poor choice in selecting a software provider, buyers need a complete, objective and reliable assessment of their options. While replacing ERP systems is expensive and poses risks, executives—especially the CFO—must also recognize how an outdated system poses risks to the continued efficient operation of their enterprise. This is especially the case given the substantial improvement in technologies underpinning today’s ERP systems and the significant advances that artificial intelligence (AI), generative AI (GenAI) and agentic systems will have on every business process managed by these applications. Our evaluation of ERP providers is based on a comprehensive assessment of accounting and financial management capabilities as well as capabilities necessary for product-oriented companies. These include basic accounting functionality, including how technology is used to enhance productivity, consolidation and intercompany management, indirect tax, compliance, risk management, inventory, fixed asset, order-to-cash, procure-to-pay and investment in the offering. The guide also assesses the software’s ability to support manufacturing and product-centric enterprises. This includes manufacturing operations, advanced planning and scheduling, demand planning, manufacturing execution, shop floor management, material flow optimization, multi-site operations, quality management, facilities and equipment maintenance, warranty management, environmental, smart manufacturing and distribution. AI-enabled features and functions are part of the evaluation.  Our evaluation excludes human capital management-related functionality as this topic is covered in other Buyers Guides™. When considering modernization or replacement of existing ERP software, the single most important point is to not focus on replacing the old system like-for-like but to take a strategic approach. That is, those engaged in an ERP replacement effort must understand how a new system can complement current capabilities, support new processes, business models and markets. They must balance the need for continuity with an understanding of what will be possible with newer technology. This is especially true for AI, GenAI and agentic capabilities. Senior executives should also recognize that if their aging, core ERP system has been heavily customized and modified, the software is difficult to upgrade, maintain, and integrate with new technologies. Over the years, having to default to expedients and work-arounds when changes and updates are needed leads to higher costs and constraints on what the software can deliver. Replacing or at least reimplementing the application is indicated, especially to be able to harness the power of AI, GenAI and agentic systems. There are almost certainly data and process issues with these sorts of systems that will prevent the substantial improvements in productivity that these technologies will be delivering over the next few years. While their outlines remain largely unchanged from their roots in the 1990s, modern ERP systems already boast enhanced functional depth, usability, adaptability and manageability, particularly in cloud-based environments that are easier and less expensive to maintain. An on-premises ERP system first implemented more than a decade ago lacks many of the important new capabilities and features of current cloud-based software. Continuous refinement and development tailored to specific industries have increased ERP system utility and decreased overall ownership costs, particularly in implementation and maintenance. The technology underpinnings of ERP systems have also changed fundamentally, significantly increasing their business value because they are more easily adapted to the needs of an individual customer and easier to maintain once installed. ISG Research uses the term “configuration” to refer to a system’s native tools that are used to change its behavior or features without changing the underlying code. This enables subscription software and infrastructure providers to update the underlying code without affecting configurations made by customers. Software providers have also been expanding their configuration options to support specific industries, making them more fit for purpose and reducing cost and time to value. Moreover, there are an increasing number of these systems that offer customization options. ISG Research uses the term “customization” to refer to a feature, extension or modification that requires custom coding and/or some form of special implementation. In the past, this was utilized by enterprises to allow their on-premises software to perform in specific ways that matched their processes and other requirements. However, these customizations were an expense to implement and often made it difficult to upgrade on-premises versions as ERP providers issued new releases. Cloud-based systems enable enterprises to incorporate customizations using extensions that are independent of the core code and that are far less prone to breaking as the core system is upgraded. Some systems have low-code or no-code customization environments that enable subject matter experts in lines of business (rather than consultants or IT professionals) to create and maintain these additions. Now, AI, GenAI and agentic capabilities embedded in ERP systems will change the nature of how work done in the system is performed. They will almost certainly reduce the time spent on low-value chores, accelerate process cycles, facilitate the completion of tasks that are performed only occasionally and accelerate individual training for those new to a role. All this will enable departments to be more productive. For some roles this means having more time for analytical and forward-looking tasks that enhance the performance of their enterprise. Moreover, a modern ERP system will soon become a must for those executives and managers who want to hire and retain the best talent. AI and GenAI features and capabilities are already at work in some providers’ applications and new ones will be introduced at an accelerating pace. ISG Research asserts that by 2027, all providers of software aimed at the Office of Finance will differentiate their offerings by the capabilities and accuracy of their AI functionality. Some of the more common use cases already available include: Task supervision to constantly monitor inputs and results to spot potential anomalies, inconsistencies, outliers, errors and omissions in data entry to reduce accounting staff workloads devoted to finding and resolving errors. Recommendations to suggest a next best step or options for the next step, or a range of values to input that represent a best fit under the circumstances, which increases productivity, speeds task completion and reduces training required. Opportunities to accelerate production through automation as well as providing assistance to supplement users’ analytical skills. Reporting and dashboards functions including AI-generated, automated commentary to accompany charts and tables, with increasingly richer and more meaningful narratives. Most CFOs understand the need to take a strategic approach to replacing their core ERP system. Especially in the office of finance, technology can be transformative by increasing productivity and effectiveness. Productivity is different from efficiency in that it isn’t just about doing the same things faster or with less effort—it’s about being able to avoid doing them in the first place. Or taking a different approach to performing a business process that accomplishes that task with some combination of being faster, requiring fewer resources, reducing risk or getting consistently better results. For example, today’s ERP systems are even more capable of supporting what ISG Research calls “continuous accounting,” a term we started using a decade ago to describe a new approach to managing the department, which rests on three pillars: Using software to manage data continuously in an end-to-end process, ensures accuracy and reduces workloads caused by the need to check and reconcile figures in the absence of this level of control. Taking advantage of software capabilities to spread workloads continuously across an accounting period. Instilling a continuous improvement culture in the department to facilitate change, especially as it relates to technology in order to be a fast follower and use available technology to redesign department processes. One of the more compelling reasons for adopting continuous accounting is to shorten the accounting close. We assert that by 2027, two-thirds of enterprises will have applied continuous accounting principles to close the books within one business week, up from 50% today. A faster close not only makes better use of departmental resources, it provides senior executives and managers with information sooner, enabling them to improve their performance. Deciding which ERP software to buy is a complex task and replacing these systems is never entered into lightly. Our Buyers Guide™ for ERP systems can be a useful resource to make the best choice, both in terms of the product’s performance as well as the customer experience. I recommend that those involved in the process use this as a resource to help them get the best results and return on their investment. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://research.isg-one.com/hubfs/A_Strategic_Approach_to_Replacing_ERP_Systems_for_Modernization_and_AI.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": "Trintech Provides Reliable Record-to-Report Productivity", "mainEntityOfPage": "https://robertkugel.isg-one.com/trintech-provides-reliable-record-to-report-productivity", "datePublished": "25/02/2025", "dateModified": "25/02/2025", "articleBody": "Trintech provides finance departments in larger and midsize enterprises with software to accelerate their accounting close processes while achieving hard and fast accuracy and compliance requirements with less effort. The financial records of an enterprise must be periodically reviewed and summarized to create financial statements that inform executives and interested third parties of the organization’s financial condition and performance. A consolidation of the financial records and other departmental close processes involves an intricate set of repeated processes that must be performed in a prescribed order and fashion. Enterprise software enables finance and accounting departments to be more productive throughout the close by automating calculations, coordinating the execution of processes and facilitating communication among participants. For larger and even midsize enterprises, software is needed to handle the record-to-report (R2R) cycle because it can be complex, requiring the coordination of numerous people in and outside the department, as well as multiple systems and sources of data. Beyond financial consolidation, the R2R cycle includes performing reconciliations and adjusting of entries during the close as well as authoring, editing and updating narratives in the creation of disclosure documents. All of these must adhere to internal controls that require defined processes including reviews and approvals by multiple individuals. During the financial close, all financial transactions are reconciled, reviewed and adjusted as needed to prepare the financial statements. These include the balance sheet, income statement, cash flow statement and the statement of shareholders’ equity. There are iterative portions of the process that involve cycles of reviews and levels of approvals. For publicly held corporations, financial statement quality and fidelity are of utmost importance. The desire to make the department more productive and resilient has led to increased investment in technology to assist in performing the full consolidate and close cycle. One key objective within the R2R process is to minimize the time it takes to complete the accounting close, with the generally accepted norm being one business week. Shortening the close means that all downstream tasks can be finished sooner, providing executives, managers, directors and shareholders with information about the enterprise’s financial performance and health sooner. ISG Research asserts that by 2028, two-thirds of finance and accounting departments will improve their use of readily available technology to close their quarterly books within six business days, up from one-half that can do it today. Trintech provides Cadency, a platform that streamlines balance sheet reconciliations; handles high-volume transactions matching and intercompany accounting chores to reduce workloads; automates journal entry creation and posting to ensure consistency, accuracy and auditability; and that documents financial governance models and handles their compliance and related reporting. It also has software for managing the close process, and the platform also applies analytics to identify areas of financial risk and offer strategies for addressing them. These capabilities have become even more essential as remote and hybrid working have become the norm, since they can overcome the challenges of managing time-sensitive, business-critical processes in a more complex working environment that makes collaboration and coordination difficult. To support these functions, it’s necessary for enterprises to facilitate data integration, which Trintech does though targeted APIs, integration with common ERP systems and its data-as-a-service offering. CadencyDirect, built on the ServiceNow platform, automates a department’s close-to-report processes while providing native workflows and triggers to enterprises using the Now Platform. Our financial close research has found that tighter control of the intricate operations involved in the financial close, as well as an ongoing continuous improvement approach to refining the processes are regarded as the most effective ways of streamlining and shortening the close process. Not only does software like Cadency Direct help ensure that tasks are started on time, that hand-offs are smooth and timely, and that there is complete visibility into the status of the process at any time, it ensures that the close is managed consistently and, as enterprises refine that process, those changes remain baked in. For midsize enterprises, Trintech offers Adra, software for transactions matching, account reconciliations, journal entry automation and task management, along with related analytics to provide visibility and insight to evaluate the department’s efficiency and quality in managing the close process. Adra is designed specifically for the budgets and operating needs of midsize enterprises by streamlining the implementation process, reducing the amount of training required. Transactions matching substantially reduces the time spent ensuring the accuracy and fidelity of financial statements by automating the tedious tasks of matching transactions with bank and credit card statements, point-of-sale systems, and other internal or external sources of data. Midsize enterprises typically do not have the transactions volume and complex legal entity and systems complexity typical of larger ones, and Adra offers an advantage in its cost to deploy and maintain, without sacrificing performance. Additionally, Trintech and Planful have a strategic partnership in place to provide finance organizations with an integrated close management system that includes Planful’s consolidation system. The combination enables enterprises to accelerate their R2R process while increasing control and auditability. Trintech simplifies and automates the reconciliation process by integrating with various transactional systems. While industry agnostic, Trintech specifically focuses on the needs of enterprise in financial services, retail, healthcare and power and utilities. Its Frontier offering automates the entire reconciliation lifecycle, reducing manual interventions and improving operational efficiency. It automatically identifies, routes, and resolves exceptions, helping to manage even heavy transaction volumes and related risks while verifying and certifying the accuracy of data. Frontier offers flexible transaction-level matching, including one-to-one, one-to-many, and many-to-many levels. The software matches transactions between different systems, ensuring that discrepancies are identified and resolved promptly. The software is designed to address the needs of organizations with large volumes of transactions, providing immediate insights into discrepancies to keep the accounting staff ahead of the curve. Its ReconNET software is designed to automate high-volume transaction and matching to accelerate reconciliations while providing detective and preventative controls for risk management. Trintech is a member of Built on Workday, a program that makes it possible for partners to apply their intellectual property to create and maintain applications that operate natively on the Workday platform. The software is available on the Workday Marketplace to facilitate its acquisition. For more than two decades, our research has focused on practical and affordable processes and technology to streamline the operations of finance and accounting departments. Steady advances have increased the importance of using automation to enable enterprises to use software to speed the close while promoting accuracy and control, allowing finance and accounting staff to spend more time on work that takes advantage of their experience and expertise. These advances will continue over the next five years, especially the use of artificial intelligence using machine learning (AI/ML) to identify potential errors and fraud and further reduce the time spent by the staff on repetitive processes. Cloud-based systems enable vendors to immediately incorporate advances in their software so that they are available to customers without their having to upgrade. I recommend that enterprises review the systems and processes they use to manage their R2R cycle. Those that take longer than one business week to complete their accounting close should investigate how technology can accelerate and improve their performance. As part of that process, I recommend that they investigate how Trintech’s offerings can help streamline and shorten their accounting close. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://research.isg-one.com/hubfs/Trintech_Provides_Reliable_Record-to-Report_Productivity.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": "Prophix’s FP&A Plus Brings Higher Performance to Midsize Enterprises", "mainEntityOfPage": "https://robertkugel.isg-one.com/prophixs-fpa-plus-brings-higher-performance-to-midsize-enterprises", "datePublished": "19/02/2025", "dateModified": "19/02/2025", "articleBody": "While headlines tend to focus on flashier topics, arguably the biggest business impact from technology advances over the past two decades has been on helping midsize enterprises improve their performance. These organizations have the same requirements as larger ones but have fewer resources to address those needs. Prophix has been at the forefront of using technology innovation to close that gap throughout this period. Its latest advances include Prophix One, introduced last year, and FP&A Plus, the latest evolution of their financial planning and analysis (FP&A) platform. We gave Prophix One our Digital Innovation Award for the Office of Finance in 2024. Prophix One is a finance and accounting platform that provides enterprises a single point of entry and common authentication for financial applications. It uses in-memory cube technology to enable enterprises to handle complex planning tasks built on very large datasets to eliminate barriers to support integrated business planning. The platform and its dedicated data store support the use of artificial intelligence (AI) using machine learning to compress planning cycles with better forward intelligence and high participation planning. A major benefit of using planning software that runs on Amazon Web Services (AWS), as Prophix does, is that it allows enterprises to operate at scale elastically with the needs of the business, providing midsize enterprises with a superior performance-cost experience. The platform also makes it possible for customers to start with any application and expand as their needs evolve while maintaining a common user experience and full data integration. FP&A Plus is the company’s latest version of its business planning software. Prophix was early in addressing the need for enterprises to bring together their operational and financial planning across their entire organization. This integration creates a comprehensive business management tool that supports better decision-making, improves organizational and individual business unit performance while respecting financial constraints and objectives. This approach to business planning provides executives and managers with a robust tool that enables them to manage more effectively to improve performance and agility. This method of business planning is infeasible using stand-alone spreadsheets because of their inherent technical limitations. ISG Research rated Prophix as Assurance in the Business Planning Buyers Guide where these improvements help address areas of its products for improvement. Despite the business benefits that enterprises can achieve from business-focused planning, our research finds that more than half of enterprises rely on spreadsheets to manage their planning and budgeting processes. I believe one reason is that despite the limitations of stand-alone spreadsheets, many potential buyers have not found the benefits of a dedicated application to be overwhelmingly better. That’s about to change and FP&A Plus shows why. FP&A Plus is engineered to take full advantage of a web-based planning platform. For Prophix customers, its Infinix engine running on AWS scales and performs to the needs of the customer, regardless of the scope or complexity of the enterprise or the business planning models. For example, rapid iterations of detailed stock-keeping unit (SKU) level forecasts and their impact on operations and finance are feasible. Staffing-heavy businesses can quickly gauge the effects of a range of wage and benefit scenarios by worker types and locations. The potential impact of tariffs or other forces affecting input costs can be modeled, along with the results of management responses to those changes. The software takes advantage of techniques developed over the past decade to optimize performance and cost, including containerized elastic resource scaling, column stores for rapid data retrieval and bitmap indexing to streamline search and filtering. An important feature of the Prophix platform that makes high-performance business relevance possible is its unified data store. Unlike a general-purpose construct such as a data warehouse, everything that users of FP&A Plus need is readily available and easily accessible, with labels that are immediately recognized and understood. Connectors automatically pull information from all necessary source systems (such as ERP and CRM) into the platform, transforming it to create a usable unitary source. This addresses a major barrier faced by FP&A professionals. They often have less time to do forward-looking analysis because the mechanical process of pulling together and collating data takes up so much time that little remains for using data to spot trends, find opportunities and isolate issues to create better-informed forecasts, plans and decisions. Our Analytics and Data Benchmark Research found that two-thirds of analysts spend considerable time on data preparation and reviewing data for quality and consistency issues, leaving less time for analysis. By substantially eliminating the time required for data preparation and data quality control, financial and business analysts have more time to concentrate on analytical work. Having consistent, reliable data resident on the platform makes automating updates and self-service reporting possible. FP&A Plus has a feature that automates commentary generation for tables. Professionals can have the system write the basic text and then edit it with additional insights or recommendations. By automating the collection of data, reports and dashboards can be timelier. By broadening the set and scope of data readily available with more information on which to base analyses, including external data, the FP&A group can provide more incisive perspectives and insights, enabling executives and managers to make better-informed decisions sooner. Having a planning platform that facilitates scenario planning is likely to provide a competitive advantage. ISG Software Research asserts that by 2028, only 20% of enterprises will have all the data they need to understand trade-offs in their scenario planning to improve agility, up from 12% today. The Infinix platform uses in-memory processing to speed calculations and data compression to allow faster processing and reduced storage requirements, which cuts costs without affecting data integrity. It applies directed acyclic graphics routines to streamline calculations and data flows, which cut models’ processing time and scalability. To handle the most common aspects of an integrated business plan, the software facilitates collecting and incorporating sales forecasts and workforce plans so that updates to price lists, benefit costs, projected headcount levels and the like are instantly reflected in projected income statements, proforma balance sheets and statements of cash flows, whether these are monthly, quarterly or annual. Multiple scenarios driven by key performance metrics or other macro assumptions can be created on the fly and compared side by side. Moreover, having the operational and financial data at hand makes it possible to do product- or channel-level profitability analysis to make informed decisions around pricing strategies. This enables enterprises to adopt a profitability management discipline, a more effective approach to widening margins compared to having profitability objectives. One issue that FP&A professionals confront in bringing together financial and operational plans is orchestrating the process to support rapid reforecasting cycles. Prophix has an easy-to-configure workflow manager to enable time-challenged administrators to manage by exception, letting the system handle routine matters. I’ve written extensively about the potential for AI and generative AI (GenAI) to have a significant positive impact on finance department productivity. There’s almost no end to the ways technology can enhance departmental productivity. This goes beyond simple efficiency gains to include important contributors to extending the capabilities of the staff to improve the performance of the entire enterprise. The feasible and cost-efficient use cases that AI and GenAI can bring to finance organizations over the next five years by software providers will depend heavily on their foundational technology. Prophix One and FP&A Plus are designed to support these advances. I strongly recommend that enterprises that manage their forecasting, planning, budgeting and reporting using stand-alone spreadsheets shift to a cloud-based planning platform. Those that are currently using an on-premises dedicated application also should consider moving to the cloud. In either case, I recommend that they evaluate Prophix for this purpose as well as its other financial management capabilities. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://research.isg-one.com/hubfs/Prophix%E2%80%99s_FP&A_Plus_Brings_Higher_Performance_to_Midsize_Enterprises.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": "Adapting to Higher Inflation Longer with Profitability Management", "mainEntityOfPage": "https://robertkugel.isg-one.com/adapting-to-higher-inflation-longer-with-profitability-management", "datePublished": "05/02/2025", "dateModified": "05/02/2025", "articleBody": "In anticipation of conditions that suggested accelerating price increases, I wrote in 2021 about how technology could be useful in an inflationary period, anticipating the world we live in now. Responding effectively to changes in costs is always challenging, but even more so because of the choppy and chaotic nature of the current environment. Inflation may have abated from its highs throughout the rich world but is still an important factor in business decisions. Many enterprises have limited or no ability to raise prices and are forced to find ways to minimize the impact of rising costs. And while it’s true that some organizations have a degree of pricing power, behind this generalization is a more complex reality because this ability to raise prices varies depending on specific products, customers and channels. Companies can best address the challenges of inflation by adopting a technique that ISG Software Research calls “profitability management.” Profitability management goes beyond setting targets. Most companies manage to profitability objectives: CEOs are accountable for meeting company-wide financial objectives, including return on equity or return on assets, because investors use these in assessing the financial health and attractiveness of a business. In turn, they assign responsibility for achieving profitability to business unit owners across and down an organization. Sales quotas are put in place to achieve revenue goals are, and budget owners have cost and margin objectives. However, this is not the same as profitability management. Profitability management is a software-enabled discipline that’s especially useful in today’s rapidly changing market conditions. In an inflationary environment, sellers must be able to quickly adapt by having a full understanding of the true economic costs of products, the cost to serve customers and to operate channels. An enterprise must be able to make pricing decisions that enable it to successfully execute a go-to-market strategy. Because revenue recognition and stock-based compensation can distort measures of economic profitability, chief financial officers must have an appropriate set of lenses through which to view targets and results simultaneously from multiple perspectives. Profitability management is not simple, which is the reason it can be a source of sustainable competitive advantage. From an organizational perspective, profitability management poses challenges because it is a cross-functional effort that integrates finance and sales to achieve an optimal balance of revenue and margin objectives. This is a more effective performance management tool because it is a data- and analytics-based approach designed to consistently achieve higher sales and fatter margins. ISG Software Research asserts that by 2026, just 35% of enterprise financial planning and analysis teams will deliver actionable customer and product profitability analysis. Finance departments that do will be a strategic asset. A profitability management initiative involves parallel efforts by the Office of Finance and the sales organization. The first, handled by financial planning and analysis, requires setting up and running a profit analytics program. These analytics provide the rest of the organization with consistent and reliable detailed information about product, customer and channel profitability to support better decisions about pricing, product bundling, sales quotas, incentive compensation and production. The second supports a price and revenue management structure in the sales organization that achieves an optimal trade-off between revenue and margin. Organizations that use software to gain better insight into a buyer’s willingness to pay can set the highest possible price in a transaction with the greatest likelihood of getting the business. They also use software to identify potential cost reductions or find ways of disaggregating offerings (for instance, separating handling and shipping charges). Profitability management uses an analytics-driven business discipline designed to enable enterprises to achieve superior market share and profitability objectives. At the heart of the challenge is the ability to quantify the profitability of specific products, customers and channels and every permutation of these. That does not happen in most companies today. Our Office of Finance benchmark research found that only 34% manage customer profitability, and just 30% of companies manage product profitability. Profitability is determined by revenues minus costs, so it is axiomatic that organizations must fully understand the true economic costs of products, customers and channels. The enterprise must then use these insights to make decisions about pricing, marketing, quotas, territories and incentive compensation. Both efforts rely on software to deal with large data sets and often complex analytics to achieve the best results in dynamic market conditions. Economic costing is a better approach than financial accounting measures for understanding profitability. Statutory accounting is designed for financial—not operational—management. Accounting costs can be abstract and divorced from economic costs and cash flow. This includes generally accepted accounting principles for revenue recognition and equity compensation. Financial accounting suffers from basic analytical issues such as the sunk-cost fallacy. Economic costing is often a better way to determine the profitability of serving a specific customer or class of customers, as well as the cost to serve a specific channel or geography. Enterprises with a deeper, more economically accurate understanding of all costs are better able to control them. In being able to control them, costs can be managed in a way that is consistent with organizational strategy, resources and market position. Revenues are a function of units sold times the price per unit. Setting that price can be challenging. The most straightforward and longstanding approaches to price setting are a cost-plus calculation or just charging what competitors are charging. More recently, though, demand-based pricing has achieved a following because technology makes this approach practical. Demand-based pricing uses an estimate of the perceived value to the buyer of a good or service as the central element in setting prices. Demand-based pricing enables an enterprise to reliably achieve higher revenues and higher margins than other approaches because it is based on the buyer’s willingness to pay. Charging more when the buyer is willing to pay produces higher profits without sacrificing revenue and market share. At the heart of demand-based pricing is a price and revenue-optimization technique that uses market segmentation to achieve strategic objectives such as increased profitability or higher market share. Price and revenue optimization has demonstrated repeatable results. It first came into wide use in the travel and hospitality industry in the 1980s. It enabled hotels and airlines to maximize returns from less flexible travelers, such as people on business trips, while minimizing the unsold inventory by selling incremental seats on flights or hotel rooms at discounted prices to vacationers. Ideally, cross-functional initiatives such as profitability management are led by the CEO, whose involvement and commitment are necessary to mediate with authority the inevitable differences between conflicting objectives and constraints. If the initiative does not spontaneously come from the CEO, I suggest the CFO should be a champion. This individual should make profit analytics a top three priority and advocate the use of demand-based, intelligent pricing in the leadership team. I recommend that every finance organization—and specifically the FP&A group—routinely measure customer, product and channel profitability using an economic costing method to do the analysis. This is most effective when done as part of a coordinated cross-functional effort. The sales organization, the sales operations team and/or a pricing group manage and review the pricing of products, services and contracts. Marketing creates campaigns and offers, which need to be tied to revenue and profitability objectives. And operations—whether manufacturing, services or fulfillment—must be involved to understand the nature of costs, constraints and other details. It’s common to hear it said that business has never been more challenging. It’s a marketing line designed to grab your attention. In reality, business challenges never fundamentally change. Enterprises must offer customers appealing products or services, attract and retain the best talent, market and sell effectively, maintain financial control and so on. What does change are the tools—especially technology—that businesses can use to enhance competitiveness and improve performance. Technology—and the ability of some clever enough to use it to gain an advantage—is the real challenge. In inflationary times, profitability management is just such a tool that enables enterprises to outperform rivals. Regards. Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.isg-research.net/hubfs/Adapting_to_Higher_Inflation_Longer_with_Profitability_Management.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": "ESG Management Software is Essential for Efficient Compliance", "mainEntityOfPage": "https://robertkugel.isg-one.com/esg-management-software-is-essential-for-efficient-compliance", "datePublished": "28/01/2025", "dateModified": "28/01/2025", "articleBody": "Enterprises have been investing in software to manage their environmental, social and governance (ESG) objectives and compliance requirements. The need to account for these considerations in parallel with financial accounting began growing early in the century and accelerated as governments and regulatory authorities began to require companies to measure and document activities and outcomes. Meanwhile, software providers have been offering products to address the needs of those subject to these requirements. To assist, ISG Software Research will inaugurate an ESG Software Buyers Guide later this year. I’m focusing here on the environmental aspects of ESG compliance because they are the most challenging, especially in the data collection and analysis. Most of the data for the social elements are brought together and can be reported in existing systems, especially human capital management. Corporate governance software has been a fixture since the passage of the Sarbanes-Oxley Act in 2002, which mandated more reliable corporate disclosures on governance issues. General purpose legal and regulatory compliance software has been around for decades and is capable of dealing with paperwork necessary for social and governance requirements. Software designed specifically to support compliance with environmental reporting laws and regulations includes one or more of the following five categories: Sustainability Management: Applications used to manage sustainability practices to achieve compliance and objectives, such as reducing carbon footprint or improving resource efficiency. Compliance Management: Tools that assist in achieving efficient compliance, manage related processes, track status and generate mandated reports. Risk Management: Software to help identify, assess and mitigate ESG-related risks. Benchmarking: These tools allow organizations to compare their ESG performance against industry standards or competitors. They provide insights into areas for improvement and best practices. Analytics: Software that helps enterprises to collect, analyze and report data related to their ESG activities. Compliance with environmental reporting laws is challenging for at least four reasons. At the top of the list is data collection, because gathering accurate data on various environmental metrics, such as carbon emissions, water usage and waste management, can be quite difficult. In the case of emissions, simply capturing and gathering accurate and verifiable data that are owned or controlled by an enterprise (referred to as Scope 1 metrics) requires that the sources of those emissions are properly instrumented to measure them. This is not a given. Scope 2 metrics, that refer to indirect sources of emissions (such as electricity, supply chain transportation and business travel), are more difficult to gather. For example, while airlines provide GHG emission data to customers, electrical utilities do not always make this information available, often because they themselves are not set up to track emissions data. The power supplied to a customer may be sourced from multiple suppliers that can vary hour to hour, each with their own energy source or sources. Scope 3 emissions from the supply chain are harder still because they are that much more removed from objective calculation. Moreover, to avoid double counting, a novel form of emissions accounting is likely necessary. In addition, because different industries have their own flavors of metrics and standards, there is an ongoing build-out of this aspect of the capabilities of each software provider. Another challenge is the regulatory landscape, which has been constantly changing, with new laws and standards being introduced regularly. Keeping up with these changes and ensuring compliance can be difficult and costly. A third, related challenge for enterprises operating across multiple regions and countries is dealing with different environmental regulations and reporting frameworks across jurisdictions, which adds another layer of difficulty. And beyond the technical requirements, there are serious organizational ones. Enterprise-level environmental objectives are not by themselves actionable, so responsibility for meeting them must devolve to individual business units, executives and managers. Moreover, there can be trade-offs between environmental and financial goals, and yet few, if any, ESG applications can optimize these trade-offs where they exist. ISG Software Research asserts that by 2027, almost all providers of ESG management software will incorporate cost, as well as environmental impact data, to enable enterprises to optimize trade-offs in achieving sustainability goals. Thousands of midsize and larger enterprises need to assemble and report accurate and verifiable environmental data to be compliant with relevant laws and regulations. Those that operate in multiple countries or legal jurisdictions have an even more complex compliance task. I recommend that enterprises that are affected by ESG mandates use dedicated software to reduce the time spent by staff on this administrative task, as well as ensure full compliance and verifiability with the least amount of effort. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.isg-research.net/hubfs/ESG_Management_Software_is_Essential_for_Efficient_Compliance.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": "Intercompany Financial Management is Essential for Multinationals", "mainEntityOfPage": "https://robertkugel.isg-one.com/intercompany-financial-management-is-essential-for-multinationals", "datePublished": "22/01/2025", "dateModified": "22/01/2025", "articleBody": "ISG Software Research coined the term intercompany financial management to define a discipline for structuring and handling transactions within an enterprise and between its legal entities. IFM is designed to maximize staff efficiency and accounting accuracy while optimizing tax exposure, minimizing tax leakage and ensuring consistent tax and regulatory compliance. Technology has advanced to a point where this approach is feasible and cost-effective. For that reason, ISG Software Research asserts that by 2027, one-half of organizations with 10,000 or more workers will implement IFM for its tax, risk-management and accelerated financial close benefits. Besides previous technology constraints, a major reason IFM is such an obscure topic is that its impact is lost in the weeds of detail and, therefore, invisible to senior executives. Those working at a departmental level rarely see issues that occur between entities. Moreover, each instance of an IFM issue is typically relatively small, but in larger multinational enterprises, the money involved adds up to a meaningful annual cost. Enterprises are made up of multiple entities that frequently buy and sell goods and services from each other. For example, a manufacturer might source parts from different divisions located in various states or countries, export the finished product to a country where it has a distribution center, and then install and service the product in yet another country with its local business unit. There may be recurring payments for the use of intellectual property or parts provided under warranty. These transactions give rise to a mass of paperwork as one corporate entity invoices and the other pays. The transactions also can create tax liabilities arising from those sales and purchases. When tallying up all that bookkeeping to produce the enterprise’s financial statements, all those intercompany transactions are supposed to cancel each other out. Usually, they do, but because each side of the transaction is recorded separately, it is also common for there to be errors, slight discrepancies in volume and price, currency translation differences and other adjustments that must be identified and corrected. And where these transactions cross national borders, multiple complications arise. The transactions may involve different currencies and be subject to disparate import and export regulations as well as tariffs and taxes. When IFM is not properly managed, value-added tax leakage can occur in a cross-border transaction when a corporate entity fails to claim a refund that it is owed. Or a company may be deemed to have a “permanent establishment” in a country and, therefore, have a taxable presence if it is not able to document that the volume of its work in that country is below the legal threshold. These issues can be addressed by centralizing the intercompany accounting function that provides an automated intercompany billing and invoice-management service designed to improve administrative productivity and lower costs while reducing global tax and compliance risks. IFM addresses problems common to enterprises operating in multiple tax jurisdictions with numerous ERP systems. Our Next-Generation ERP Benchmark Research finds that two-thirds of organizations with more than 1,000 workers have more than one ERP system, and 27% have four or more. All those internal buy-and-sell transactions create workloads in each local accounting department, including dealing with errors, reconciling differences in the details of invoices and payments, and filing regulatory and tax documents. These workload issues are compounded when there are multiple countries involved, especially if there are intermediate stops from source to destination, for logistical, regulatory or tax considerations. Larger enterprises often establish a shared service organization to manage intercompany transactions, including presentment and payment of invoices. This approach can be more efficient by centralizing the accounting for the transaction, which often goes beyond simple economies of scale. However, unless the process is well managed, an SSO can cause delays in payments and official filings (which can result in fees and penalty assessments) as well as create unnecessary tax or regulatory issues. In theory, the selling and buying events are simply mirror images, but that is not always the case. The transactions might be booked by their respective accounting departments on different dates, at different prices, with different terms and conditions. The items on the sales and purchase orders also may not agree exactly, or there might be errors in the harmonized system export codes. Enterprises can avoid these potential issues through effective process and data management that scales to volume and geographic requirements. Large enterprises need a system that captures the required attributes of intercompany agreements and streamlines intercompany dispute resolution, as well as handling taxes with an integrated tax engine to maximize tax deductibility by reducing stranded costs. Controlled and consistent tax calculations diminish the possibility of errors and make tax defense faster and easier. Moreover, all multinational activities require filings, and increasingly, national governments are demanding tax-compliant invoices be submitted to tax authorities to limit VAT fraud and errors that reduce revenue. For enterprises domiciled in the U.S., there are complications caused by the base erosion and anti-abuse tax that apply to otherwise deductible payments for interest, royalties and some services used to shift profits to lower-tax jurisdictions. In most areas of business, being strategic means not getting lost in the details. Being strategic in accounting is all about flawlessly managing the details, especially in areas of hair-curling complexity. Being strategic in accounting processes means managing data continuously without human intervention from the start of a process to its completion, one of the pillars of what ISG Software Research calls continuous accounting. Enterprises with large volumes of intercompany transactions should assess the handling of IFM, consider ways to deal with issues and investigate how internal processes, data management and systems can be altered to address problems. It is unlikely that, given the highly technical nature of IFM, organizations will find that internal IT teams can create and maintain effective systems in a cost-effective manner. Therefore, enterprises should consider third-party offerings to manage the workloads and complexity of processes required to match and reconcile these transactions, report on the transactions internally and externally and file documents for regulatory and tax purposes. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.isg-research.net/hubfs/Intercompany_Financial_Management_is_Essential_for_Multinationals.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "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": "External Data Supports More Accurate Planning", "mainEntityOfPage": "https://robertkugel.isg-one.com/external-data-supports-more-accurate-planning", "datePublished": "15/01/2025", "dateModified": "15/01/2025", "articleBody": "I recently completed the latest edition of our Business Planning Buyers Guide, which reviews and assesses the offerings of 14 providers of this software. One of the points that I look at is whether and to what extent the software provider offers out-of-the-box external data useful for forecasting, planning, analysis and evaluation. What I discovered is that the availability of this type of vital information is exceedingly slim. Enterprises do not operate in a vacuum, and things happening outside an organization’s walls directly impact performance. So, it is essential to incorporate external data in forecasting, planning and budgeting, especially for predictive analytics and machine learning to support artificial intelligence. I use the term external data to include any information about the world outside an organization (including economic and market statistics), competitors (such as pricing and locations) and customers. Until recently, it was adequate for organizations to regard external data as a “nice to have” item, but that is no longer the case. External data is necessary for many functions, including useful and accurate competitive intelligence used by sales and marketing groups. It is also essential for the effective application of AI using ML for business-focused planning and budgeting and predictive analytics. Some enterprises already collect basic external data such as exchange rates, commodity prices, economic data and competitors’ prices. Few go deeper or gather external data in a way that makes it accessible across an enterprise. ISG Research asserts that by 2027, one-third of enterprises will incorporate comprehensive external measures to enable ML to support AI and predictive analytics and achieve more consistently performative planning models. Those that do will have a clearer picture of how and where to address operational shortcomings and will be able to utilize AI more effectively to support more accurate and valuable predictive and prescriptive business planning. External data enhances the predictive capabilities of models by dealing with the problem of endogeneity—specifically, the issue of omitted variables—in forecasting and analysis. To illustrate, consider a vendor selling ice cream on the beach. On most days, the price does not change, but on cooler-than-normal days when fewer people are on the beach, the vendor often drops the price to sell as much inventory as possible. Conversely, the price increases on very warm days when the beach is crowded. The vendor sells more than average, and people are willing to pay more. At the end of the season, the vendor brings in a consultant to advise on pricing for the coming year. If that numbers-driven consultant only considers the daily sales totals and the price received each day, the “obvious” conclusion is that higher prices lead to more unit sales, so raise prices. That illogical conclusion is only possible because a key variable about the external environment is missing: the daily temperature. External data is also essential for creating robust ML systems that support AI. There are many potential uses of this technology for finance and accounting departments, as I have noted, including enhancing the accuracy and agility of forecasting and planning by automating time-series analysis to rapidly develop predictive models for more accurate project revenue and costs, balance sheets and cash flow. It can enhance the breadth of analytics available to improve situational awareness and decision-making. For these purposes, external data is almost always necessary to create performant models because such data can have high explanatory value in determining demand, supply, prices and costs and, in so doing, enables systems to avoid undermining their credibility. Artificial intelligence and predictive analytics are similar. Predictive analytics use algorithms and advanced statistical methods applied to datasets to make forecasts more nuanced and potentially less biased and more accurate than those built around simple rules of thumb or intuition. Robust datasets that hold a large and diverse set of data from which to glean inferences create more useful and accurate forecasts. Predictive analytics can include ML to analyze data quickly. AI is making predictive analytics far more accessible than in the past, so access to external data that supports more robust model creation is essential to make the predictive models consistently performative. A robust dataset is also valuable because predictions are almost always inaccurate. When a prediction turns out to be wrong enough, predictive models built around multiple drivers make it possible to identify which part of that model turned out to be wrong—either because an element of the model turned out differently or because the model itself was flawed. This provides useful information about what to do next time to achieve a better outcome and how to refine the model to improve its accuracy. Robust, in this case, almost always means that the dataset incorporates data about the external world. A robust dataset improves the quality of forecasting and enables better, deeper and more insightful analysis. And robust data is essential for making useful recommendations, particularly in qualifying the degree of certainty that might be attached to a specific recommendation. While there are a lot of statistical techniques applied to predictive models, there will always be the need for experience and intuition in making decisions. External data used in forecasting, analysis and planning is useful in tactical, short-term (that is, up to one year) operational planning by a function or business unit—such as demand planning, marketing, manufacturing and supply chain. Especially in tactical planning that explores multiple contingencies, building predictive models using external data enriches the process by identifying a wider range of explanatory variables. External data also improves strategic and long-range planning—planning that typically extends the outlook past the fiscal-year budget—to strategize around market trends, identify opportunities and threats and develop project plans. This involves identifying the most important macro drivers of demand and supply. A typical application of these forecasts is identifying investment opportunities in the form of projects, capacity expansion and business acquisitions and applying rigorous methods of valuation. Accessibility is a fundamental issue holding back the use of external data for forecasting, planning and analysis. I continue to recommend that providers of planning applications help by including data as part of the service. Some basic statistical data in the public domain could be incorporated in the subscription price, while the software provider could bill on an as-needed basis for more proprietary sets. Without external data, predictive analytics and forecasts built solely around an organization’s internal information are fundamentally flawed because of the absence of consequential information that drives results. Data services would be a win-win for providers and users, improving the statistical quality of results and an enterprise’s ability to enhance performance through more intelligent planning. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.isg-research.net/hubfs/External_Data_Supports_More_Accurate_Planning.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: '7684', pageId: '4387296360', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "a9db13eec9379b5000f66de6d512fe55", 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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