ISG Software Research Analyst Perspectives

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That’s because several innovations usually have to come together before a transformation can occur. For instance, Karl Benz created the first practical motorcar in 1885, but consumers would have to wait until the 1920s for the modern automobile. Computerized accounting systems originated in the 1950s but it’s only now that technologies have evolved and come together to fundamentally change how work is done. </div> <a href="https://blog.isg-research.net/the-central-ledger-restructuring-accounting-with-technology"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/erp">ERP</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/close">close</a>, <a href="https://blog.isg-research.net/topic/closing">closing</a>, <a href="https://blog.isg-research.net/topic/cfo">CFO</a>, <a href="https://blog.isg-research.net/topic/controller-2">controller</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/blackline-exorcises-accounting-details">BlackLine Exorcises Accounting Details</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 10 January 2019 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png?width=200&name=AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png?width=100&name=AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png 100w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png?width=200&name=AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png 200w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png?width=300&name=AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png 300w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png?width=400&name=AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png 400w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png?width=500&name=AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png 500w, https://blog.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png?width=600&name=AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> I recently attended <a href="https://www.blackline.com/">BlackLine’s</a> annual user conference. The company aims to automate time-consuming repetitive tasks and substantially reduce the amount of detail that individuals must handle in the department. The phrase “the devil is in the details” certainly applies to accounting, especially managing the details in the close-to-report phase of the accounting cycle, which is where BlackLine plays its role. This phase spans from all the pre-close activities to the publication of the financial... </div> <a href="https://blog.isg-research.net/blackline-exorcises-accounting-details"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/automation">automation</a>, <a href="https://blog.isg-research.net/topic/close">close</a>, <a href="https://blog.isg-research.net/topic/closing">closing</a>, <a href="https://blog.isg-research.net/topic/consolidation">Consolidation</a>, <a href="https://blog.isg-research.net/topic/control">control</a>, <a href="https://blog.isg-research.net/topic/effectiveness">effectiveness</a>, <a href="https://blog.isg-research.net/topic/reconciliation">Reconciliation</a>, <a href="https://blog.isg-research.net/topic/cfo">CFO</a>, <a href="https://blog.isg-research.net/topic/compliance">compliance</a>, <a href="https://blog.isg-research.net/topic/data">Data</a>, <a href="https://blog.isg-research.net/topic/controller-2">controller</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/fpm">FPM</a>, <a href="https://blog.isg-research.net/topic/sarbanes-oxley">Sarbanes Oxley</a>, <a href="https://blog.isg-research.net/topic/accounting">Accounting</a>, <a href="https://blog.isg-research.net/topic/process-management">process management</a>, <a href="https://blog.isg-research.net/topic/report">report</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/warning-software-now-mandatory-for-lease-accounting-1">Warning: Software Now Mandatory for Lease Accounting</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 16 April 2018 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://blog.isg-research.net/hs-fs/hubfs/vr_ss21_errors_in_spreadsheets_updated2-1.png?width=200&name=vr_ss21_errors_in_spreadsheets_updated2-1.png" width="200" !important: srcset="https://blog.isg-research.net/hs-fs/hubfs/vr_ss21_errors_in_spreadsheets_updated2-1.png?width=100&name=vr_ss21_errors_in_spreadsheets_updated2-1.png 100w, https://blog.isg-research.net/hs-fs/hubfs/vr_ss21_errors_in_spreadsheets_updated2-1.png?width=200&name=vr_ss21_errors_in_spreadsheets_updated2-1.png 200w, https://blog.isg-research.net/hs-fs/hubfs/vr_ss21_errors_in_spreadsheets_updated2-1.png?width=300&name=vr_ss21_errors_in_spreadsheets_updated2-1.png 300w, https://blog.isg-research.net/hs-fs/hubfs/vr_ss21_errors_in_spreadsheets_updated2-1.png?width=400&name=vr_ss21_errors_in_spreadsheets_updated2-1.png 400w, https://blog.isg-research.net/hs-fs/hubfs/vr_ss21_errors_in_spreadsheets_updated2-1.png?width=500&name=vr_ss21_errors_in_spreadsheets_updated2-1.png 500w, https://blog.isg-research.net/hs-fs/hubfs/vr_ss21_errors_in_spreadsheets_updated2-1.png?width=600&name=vr_ss21_errors_in_spreadsheets_updated2-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> Accountants love electronic spreadsheets – and for good reason. They’re a powerful and versatile personal productivity tool and just about everyone knows how to use them. Spreadsheets are the default software tool for accountants because they enable autonomy (you don’t need to ask IT for anything) and they’re free (so you don’t have to make a business case to authorize buying something). Some accountants humorously (but earnestly) invoke the line “you’ll have to pry this spreadsheet from my... </div> <a href="https://blog.isg-research.net/warning-software-now-mandatory-for-lease-accounting-1"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/erp">ERP</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/continuous-accounting">Continuous Accounting</a>, <a href="https://blog.isg-research.net/topic/fasb">FASB</a>, <a href="https://blog.isg-research.net/topic/iasb">IASB</a>, <a href="https://blog.isg-research.net/topic/cfo">CFO</a>, <a href="https://blog.isg-research.net/topic/controller-2">controller</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://blog.isg-research.net/topic/spreadsheets">Spreadsheets</a>, <a href="https://blog.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://blog.isg-research.net/topic/revenue-recognition">revenue recognition</a>, <a href="https://blog.isg-research.net/topic/accounting">Accounting</a>, <a href="https://blog.isg-research.net/topic/lease-accounting">Lease Accounting</a>, <a href="https://blog.isg-research.net/topic/real-estate">real estate</a>, <a href="https://blog.isg-research.net/topic/lease-management">Lease Management</a>, <a href="https://blog.isg-research.net/topic/asc842">ASC842</a>, <a href="https://blog.isg-research.net/topic/ifrs16">IFRS16</a>, <a href="https://blog.isg-research.net/topic/leasing">leasing</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://blog.isg-research.net/treasury-is-more-effective-with-technology">Treasury is More Effective with Technology</a></h2> <div class="author-meta"> Posted by <a href="https://blog.isg-research.net/author/robert-kugel"> Robert Kugel </a> on 02 January 2017 </div> <hr>  </div> <div class="list-card-p"><div class="wrapingimage"> <img src="//blog.isg-research.net/hs-fs/hubfs/vr_ss21_spreadsheets_dominate_functions.png?width=200&name=vr_ss21_spreadsheets_dominate_functions.png" width="200" !important: srcset="//blog.isg-research.net/hs-fs/hubfs/vr_ss21_spreadsheets_dominate_functions.png?width=100&name=vr_ss21_spreadsheets_dominate_functions.png 100w, //blog.isg-research.net/hs-fs/hubfs/vr_ss21_spreadsheets_dominate_functions.png?width=200&name=vr_ss21_spreadsheets_dominate_functions.png 200w, //blog.isg-research.net/hs-fs/hubfs/vr_ss21_spreadsheets_dominate_functions.png?width=300&name=vr_ss21_spreadsheets_dominate_functions.png 300w, //blog.isg-research.net/hs-fs/hubfs/vr_ss21_spreadsheets_dominate_functions.png?width=400&name=vr_ss21_spreadsheets_dominate_functions.png 400w, //blog.isg-research.net/hs-fs/hubfs/vr_ss21_spreadsheets_dominate_functions.png?width=500&name=vr_ss21_spreadsheets_dominate_functions.png 500w, //blog.isg-research.net/hs-fs/hubfs/vr_ss21_spreadsheets_dominate_functions.png?width=600&name=vr_ss21_spreadsheets_dominate_functions.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> The treasury function in finance departments doesn’t get a lot of attention, but it’s a fundamentally important one: to ensure that all funds are accounted for and that there is sufficient cash on hand each day to meet operating requirements. Keeping track of and managing cash, especially in larger organizations, can be complicated because of multiple bank accounts, complex financing requirements and various methods of receiving and making payments; the complexity deepens when more than one... </div> <a href="https://blog.isg-research.net/treasury-is-more-effective-with-technology"> Read More </a> Topics: <a href="https://blog.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://blog.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://blog.isg-research.net/topic/credit">credit</a>, <a href="https://blog.isg-research.net/topic/debt">debt</a>, <a href="https://blog.isg-research.net/topic/analytics">Analytics</a>, <a href="https://blog.isg-research.net/topic/cfo">CFO</a>, <a href="https://blog.isg-research.net/topic/cash-management">cash management</a>, <a href="https://blog.isg-research.net/topic/controller-2">controller</a>, <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); } }; // Category filters $('.all').click( function() { checkClass(); }); // Active tag $('.bttn').click(function(){ $('.bttn').removeClass('active'); $(this).addClass('active'); }) </script> </div> <div class="blog-numeric-pagination span12 ">   </div> </div> <div class="blog-sidebar">   <style> .blog-sidebar h3 { font-size: 18px; margin-bottom: 30px; position: relative; color: var(--light_blue); padding-top:40px; } .btn-secondary, .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } </style> <a href="https://cta-redirect.hubspot.com/cta/redirect/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be"><img class="hs-cta-img" id="hs-cta-img-960cd0b7-7494-40d3-ac1c-5825d5a075be" style="border-width:0px;" src="https://no-cache.hubspot.com/cta/default/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be.png" alt="JOIN OUR COMMUNITY"></a><script charset="utf-8" src="https://js.hscta.net/cta/current.js"></script><script type="text/javascript"> hbspt.cta.load(2035844, '960cd0b7-7494-40d3-ac1c-5825d5a075be', {"useNewLoader":"true","region":"na1"}); </script> <h3>Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@ventanaresearch.com" style="color: #284a7b;">ChiefResearchOfficer@ventanaresearch.com</a> </li> </ul> <a class="btn-secondary" href="https://www.ventanaresearch.com/analyst-perspective-policy">View Policy</a>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://blog.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://blog.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" 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href="https://blog.isg-research.net/topic/capital-adequacy">capital adequacy (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/capital-budget">capital budget (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/capital-markets">capital markets (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/capital-spending">capital spending (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cash-management">cash management (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ccaas">CCaaS (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cdh3">CDH3 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cdp">CDP (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/celergo-hcm">Celergo HCM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cem">CEM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ceo">CEO (22)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ceo-cfo-financial-performance-management-forecasti">CEO, CFO, Financial Performance Management, Foreca (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cep">CEP (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ceridian">Ceridian (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cfo">CFO (164)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/challenge">challenge (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/channel">channel (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/channelinsight">ChannelInsight (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chargebacks">chargebacks (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chart-of-accounts">chart of accounts (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chatbots">Chatbots (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chatter">Chatter (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chief-risk-officer">Chief Risk Officer (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/chro">CHRO (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ci-cd">CI/CD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cicero">Cicero (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cincom">Cincom (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cio">CIO (112)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cio-callenges">cio callenges (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cirro">Cirro (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cisco">Cisco (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ciso">CISO (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/clarabridge">Clarabridge (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/clarity-systems">Clarity Systems (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/clickfox">Clickfox (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/close">close (43)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/closed-loop">closed loop (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/closing">closing (35)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud">Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud-analytics">cloud analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud-business-intelligence">cloud business intelligence (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud-computing">Cloud Computing (863)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud-erp">cloud ERP (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloud9-analytics">Cloud9 Analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/cloudera">Cloudera (17)</a> </li> 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href="https://blog.isg-research.net/topic/composite-document">Composite document (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/composite-software">Composite Software (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/computer-vision">Computer Vision (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/computing">computing (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/concur">Concur (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/confirmit">Confirmit (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/connectwise">ConnectWise (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/connotate">Connotate (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/consolidate-and-close-management">Consolidate and Close 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href="https://blog.isg-research.net/topic/data-mart">data mart (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-mining">Data Mining (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-observability">Data Observability (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-operations">data operations (101)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-ops">Data Ops (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-orchestration">Data Orchestration (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-pipelines">Data Pipelines (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-platforms">data platforms (45)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-preparation">Data 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href="https://blog.isg-research.net/topic/data-visualization">Data Visualization (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-viz">data viz (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/data-warehousing">Data Warehousing (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/database">Database (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/database-as-a-service">Database as a Service (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/database-com">database.com (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/datameer">Datameer (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dataops">dataops (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dataprep">DataPrep (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/datawatch">Datawatch (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dayforce">dayforce (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ddi">DDI (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/debt">debt (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/decision">decision (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/decision-hub">Decision Hub (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/decision-intelligence">Decision Intelligence (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/decision-management">Decision Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/decusoft">Decusoft (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/deep-learning">Deep Learning (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dell">Dell (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dell-boomi">Dell Boomi (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/demand-chain">Demand Chain (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/demand-generation">Demand Generation (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/demand-management">demand management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/demand-planning">Demand Planning (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/design">design (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/designed-data">designed data (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/desktop-analytics">Desktop Analytics (124)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/development">development (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/devops-and-platforms">DevOps and Platforms (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/devsecops">DevSecOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/df11">DF11 (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dg">DG (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dhcp">DHCP (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-applications">Digital Applications (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-business">Digital Business (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-commerce">Digital Commerce (104)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-communications">Digital Communications (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-experience-platform">Digital Experience Platform (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-finance">digital finance (105)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-innovation-awards">Digital Innovation Awards (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-intelligence">Digital Intelligence (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-interviewing">Digital Interviewing (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-marketing">Digital Marketing (28)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-operations">Digital Operations (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-publishing">Digital Publishing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-security">Digital Security (23)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-technology">Digital Technology (292)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/digital-transformation">Digital transformation (20)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/direct-data-mapping">Direct Data Mapping (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/disaster-recovery">Disaster Recovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/discovery">Discovery (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/discovery-analytics">discovery analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/discovery-tools">discovery tools (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/distribution">distribution (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dns">DNS (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/document-management">Document Management (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dodd-frank">Dodd-Frank (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/domestic-payroll">Domestic Payroll (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/domo">Domo (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dovetail">Dovetail (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dreamforce">Dreamforce (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/driver-analysis">driver analysis (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/driver-based">driver-based (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/driver-based-planning">driver-based planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dynamics">Dynamics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dynamics-ax">Dynamics AX (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dynamics-gp">Dynamics GP (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/e-discovery">e-discovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/echopass">Echopass (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eclipse">Eclipse (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/edi">EDI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ediscovery">eDiscovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/editorial">Editorial (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/effectiveness">effectiveness (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eg-solutions">eg Solutions (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/elasticube">elasticube (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/eloqua">Eloqua (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/embedded-analytics">embedded analytics (95)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/emc">EMC (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-engagement">Employee Engagement (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-experience">employee experience (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-onboarding">Employee Onboarding (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/employee-productivity">Employee Productivity (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/empower">Empower (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/end-to-end">end-to-end (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/endeca">endeca (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enghouse-interactive">Enghouse interactive (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enkata">Enkata (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-applications">Enterprise Applications (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-data-strategy">Enterprise Data Strategy (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-messaging-internet-of-things-iot-middle">Enterprise messaging, Internet of Things, IoT, mid (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-profitability-management">enterprise profitability management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning (72)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-risk-management">enterprise risk management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-software">Enterprise Software (27)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-spreadsheet">enterprise spreadsheet (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterprise-tax">Enterprise Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/enterworks">Enterworks (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/environment-management">Environment Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/environmental">Environmental (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/envision">Envision (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/epicor">Epicor (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/epiphany">Epiphany (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/equifax">Equifax (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/equity-research">equity research (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erm">ERM (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erp">ERP (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting (150)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/error">error (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/esg">ESG (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/esri">ESRI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/essbase">Essbase (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ethority">eThority (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-data">Event Data (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-discovery">Event discovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-stream">Event Stream (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-stream-processing">Event Stream Processing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/event-streams">Event Streams (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exacttarget">ExactTarget (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exadata">exadata (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exalytics">Exalytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/excel">Excel (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/excentive">Excentive (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/executive">executive (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expense">expense (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expense-management">expense management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/experience-management">Experience Management (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/expert-systems">Expert Systems (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exploration">Exploration (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exploratory-analytics">exploratory analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/explorium">Explorium (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/extended-close">extended close (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/extended-reality">extended reality (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/external-data-platform">External Data Platform (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/exterro">Exterro (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/f-type">F-Type (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fasb">FASB (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fast-close">Fast close (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/feedback">Feedback (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fei">FEI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ferf-ceo">FERF CEO (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/field-service">Field Service (29)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance">finance (53)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-analytics">Finance Analytics (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-cloud">finance cloud (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-performance-management">Finance Performance Management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/finance-transformation">finance transformation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial">financial (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-analytics">financial analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-applications">Financial Applications (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-close">Financial Close (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-governance">Financial Governance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-management">Financial Management (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-model">financial model (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance">Financial Performance (561)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-2">financial performance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-management">Financial Performance Management (237)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM) (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-planning">financial planning (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-regulation">financial regulation (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-reporting">financial reporting (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-risk-management">financial risk management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-services">Financial Services (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-software">financial software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-standards">financial standards (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-statement">financial statement (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financial-systems">financial systems (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financialforce">FinancialForce (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financialforce-com">FinancialForce.com (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/financials">financials (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/five9">Five9 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/flow">flow (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fms">FMS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/for-example-genesys">for example Genesys (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/forecast">Forecast (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/forecasting">forecasting (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fpa">FP&A (22)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fpm">FPM (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fraud">Fraud (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fuel50">Fuel50 (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/fusion-applications">Fusion 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href="https://blog.isg-research.net/topic/information-technology">Information Technology (47)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/infosphere">InfoSphere (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/initiatives-management">Initiatives Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/initiatives-planning">Initiatives Planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/inkling">inkling (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/innovation-awards">Innovation Awards (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/insights">Insights (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/intacct">Intacct (9)</a> </li> <li style="display:none;"> <a 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href="https://blog.isg-research.net/topic/partner-experience">Partner Experience (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/partner-management">partner management (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/patersons">Patersons (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/paxata">Paxata (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pay-equity">Pay Equity (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pay-for-performance">Pay for Performance (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/payroll-management">Payroll Management (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/payroll-optimization">Payroll Optimization (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pdi">PDI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pentaho">Pentaho (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/people-analytics">People Analytics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/people-cloud">People Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/peoplefluent">Peoplefluent (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/peoplesoft">PeopleSoft (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/performance">Performance (30)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/performance-analytics">Performance Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/performance-management">Performance Management (89)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/perillon">Perillon (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/personalization">Personalization (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pervasive">Pervasive (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pim">PIM (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pim-product-information-management-sales-marketing">PIM, Product Information Management, Sales, Market (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pipkins">Pipkins (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pitney-bowes">Pitney Bowes (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pivotal-hd">Pivotal HD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pivotlink">PivotLink (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/planmill">PlanMill (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/planning">Planning (88)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/planview">Planview (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/plateau">Plateau (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/platfora">Platfora (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/platform-as-a-service">Platform as a service (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/playbook">Playbook (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/plex">Plex (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/plunk">Plunk (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/portfolio-management">Portfolio Management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/portrait-software">Portrait Software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/potus-department-of-labor-flsa-part-541-overtime-r">POTUS, Department of Labor, FLSA, Part 541, Overti (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/powercenter">PowerCenter (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predictive">Predictive (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predictive-analytics">Predictive Analytics (203)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predictive-hcm">Predictive HCM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predictive-planning">Predictive Planning (49)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/predixion">Predixion (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management (70)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/price-optimization">Price Optimization (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pricing-and-promotion-management">Pricing and Promotion Management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pricing-management">pricing management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pro">PRO (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/process-management">process management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/process-mining">Process Mining (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/procure-to-pay">Procure-to-Pay (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/procurement">procurement (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/product-experience-management">product experience management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/product-information-management">Product Information Management (90)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/professional-services">Professional Services (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/professional-services-automation">Professional Services Automation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/profit-velocity">Profit Velocity (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/profitability">Profitability (14)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/profitability-management">profitability management (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/project-management">Project Management (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/project-planning">Project Planning (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/project-portfolio-management">Project Portfolio Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/projecthelp">ProjectHelp (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/projectops">ProjectOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/projector">Projector (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/promptbook">Promptbook (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/property-technology">Property Technology (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pros">PROS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pros-pricing">PROS Pricing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/psa">PSA (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/publishing">Publishing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/purchasing">purchasing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pv-accelerator">PV Accelerator (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/pxm">PXM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qad">QAD (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik">Qlik (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-qlik-sense">Qlik Qlik Sense (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-qonnections">Qlik Qonnections (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlik-analytics-qlik-sense-qlik-business-intelligen">Qlik, Analytics, Qlik Sense, Qlik, Business intell (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qliktech">Qliktech (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qlikview">QlikView (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qualtrics">Qualtrics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quantrix">Quantrix (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quinterian">Quinterian (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/quotas">Quotas (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/qvidian">Qvidian (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/r">R (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ransomware">Ransomware (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rapide">Rapide (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rapidminer">Rapidminer (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rdbms">RDBMS (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/real-estate">real estate (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/real-time">Real-time (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reconciliation">Reconciliation (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recovery">Recovery (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recruiting">Recruiting (41)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/recurring-revenue">Recurring Revenue (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/report">report (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reporting">Reporting (78)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/reporting-xbrl-ixbrl-document-management">Reporting, XBRL, iXBRL, document management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/research">Research (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/resilience">Resilience (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/responsetek">ResponseTek (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/retail-analytics">Retail Analytics (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue">Revenue (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-and-lease-accounting">revenue and lease accounting (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-management">Revenue Management (33)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-performance">Revenue Performance (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-performance-management">Revenue Performance Management (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-recognition">revenue recognition (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revenue-lease-and-tax-accounting">Revenue, Lease and Tax Accounting (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revolution">Revolution (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/revolution-analtyics">Revolution Analtyics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rightnow">RightNow (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rim">RIM (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk">Risk (37)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk-compliance-grc">Risk & Compliance (GRC) (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/risk-analytics">Risk Analytics (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/riversand">Riversand (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/roambi">Roambi (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-automation">robotic automation (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-finance">robotic finance (38)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/robotic-process-automation">Robotic Process Automation (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/roi">ROI (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rpa">RPA (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/rypple">Rypple (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sop">S&OP (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/saas">SaaS (27)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sab-miller">SAB Miller (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/saba">Saba (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sage">Sage (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sage-software">Sage Software (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales">Sales (169)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-and-operations-planning">Sales and Operations Planning (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-cloud">Sales Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-coaching">Sales Coaching (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-commission">Sales Commission (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-compensation">Sales Compensation (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-effectiveness">Sales Effectiveness (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-enablement">sales enablement (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-enablement-and-execution">Sales Enablement and Execution (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-engagement">Sales Engagement (25)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-force-automation">Sales Force Automation (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-forecasting">Sales Forecasting (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-operations">Sales Operations (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance">Sales Performance (446)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance-management">Sales Performance Management (77)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM) (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-planning">Sales Planning (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-planning-and-analytics">Sales Planning and Analytics (18)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-tax">Sales Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-marketing-sales-performance-management-marke">Sales, Marketing, Sales Performance Management, Ma (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sales-sfa-spm-sales-performance-management-sales-c">Sales, SFA, SPM, Sales Performance Management, Sal (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/salescloud">SalesCloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/salesforce-com">Salesforce.com (58)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap">SAP (76)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-epm">SAP EPM (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-hana">SAP HANA (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-insider">SAP insider (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-lumira">SAP Lumira (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-netweaver">SAP NetWeaver (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-predictive-analytics">SAP predictive analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sap-teched">SAP TechEd (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sapphire">SAPPHIRE (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sarbanes-oxley">Sarbanes Oxley (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sas">SAS (26)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sas-institute">SAS institute (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sasb">SASB (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sase">SASE (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/savi">Savi (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scm">SCM (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scm-demand-planning">SCM Demand Planning (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scout-rfp">Scout RFP (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/scribe-software">Scribe Software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/search">Search (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sec">SEC (19)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sec-software">SEC Software (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/secfinops">SecFinOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/secops">SecOps (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/security">Security (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/security-posture">Security Posture (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sedar">SEDAR (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/self-service">Self-service (41)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/semantic-model">semantic model (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/service-supply-chain">Service & Supply Chain (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/service-cloud">Service Cloud (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/servigistics">Servigistics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sfa">SFA (24)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sfdc">SFDC (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sharepoint">SharePoint (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/shoretel">ShoreTel (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/siemens-enterprise-communications">Siemens Enterprise Communications (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/signal-demand">Signal Demand (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/silverpop">SilverPop (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/simba">Simba (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-financial-close">Smart Financial Close (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-manufacturing">Smart Manufacturing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-phones">Smart Phones (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smart-watches">Smart Watches (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smarter-analytics">Smarter Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smarter-workforce">Smarter Workforce (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/smb">SMB (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/snaplogic">SnapLogic (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/snowfly">Snowfly (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/soa">SOA (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/soc">SOC (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social">Social (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-business">Social Business (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-collaboration">Social Collaboration (17)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-crm">Social CRM (128)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-dynamx">Social Dynamx (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media">Social Media (365)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media-analytics">Social Media Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-media-intelligence">Social Media Intelligence (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/social-recognition">Social Recognition (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/socialtext">SocialText (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sococare">SoCoCare (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/softscape">Softscape (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/software">Software (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/software-as-a-service">Software as a Service (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sourcing">sourcing (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sovereign-cloud">Sovereign Cloud (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sox">SOX (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spago-solutions">Spago Solutions (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spatial-data-quality">Spatial Data Quality (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/speech-analytics">Speech Analytics (177)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/splunk">Splunk (8)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spm">SPM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spotfire">Spotfire (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spreadsheets">Spreadsheets (10)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/spss">SPSS (9)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sql-h">SQL-H (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sqlstream">SQLstream (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/star-analytics">Star Analytics (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/statistics">Statistics (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/stibo-systems">Stibo Systems (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/stratahadoop">Strata+Hadoop (56)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/streaming-analytics">Streaming Analytics (28)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/streaming-data">Streaming Data (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/streaming-data-events">Streaming Data & Events (32)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/subscriber-experience">Subscriber Experience (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/subscription-billing">Subscription Billing (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/subscription-management">Subscription Management (68)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/subscription-recurring-revenue-zuora">Subscription, Recurring Revenue, Zuora (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/successfactors">SuccessFactors (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sumo-logic">Sumo Logic (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sumtotal">SumTotal (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sumtotal-systems">SumTotal Systems (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sungard">Sungard (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sunsystems">Sunsystems (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supplier-relationship-management">supplier relationship management (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supply-chain">Supply Chain (12)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supply-chain-management">supply chain management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supply-chain-performance">Supply Chain Performance (253)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/supply-chain-planning">Supply Chain Planning (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/surface">Surface (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/surveys">Surveys (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sustainability">Sustainability (38)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sustainability-and-esg">Sustainability and ESG (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sustainability-management">Sustainability Management (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/swordciboodle">SwordCiboodle (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sybase">Sybase (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sybase-iq">Sybase IQ (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/sybase-mobile-industry">Sybase. Mobile Industry (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/syncsort">Syncsort (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/synygy">Synygy (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tableau">Tableau (13)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tableau-software">Tableau Software (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tablets">Tablets (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tagetik">Tagetik (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/talemetry">Talemetry (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/talend">Talend (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/talent-acquisition">Talent Acquisition (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/talent-generation">Talent Generation (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/talent-management">Talent Management (133)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/taleo">Taleo (7)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/talx">TALX (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tamr">Tamr (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tanner-labs">Tanner Labs (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax">Tax (35)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax-compliance">tax compliance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax-department">tax department (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax-planning">tax planning (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax-software">Tax Software (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax-datawarehouse">Tax-Datawarehouse (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tax-tax-provision-transfer-pricing">tax; tax provision; transfer pricing (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tcm">TCM (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/technology">Technology (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/technology-innovation">Technology Innovation (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/technology-innovation-award">Technology Innovation Award (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/technology-spending">Technology Spending (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/technology-vendors">Technology Vendors (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/telephony">Telephony (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/teradata">Teradata (16)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/teradata-aster">Teradata Aster (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/text-analytics">Text Analytics (182)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tez">Tez (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/thomson-reuters-multinational">Thomson-Reuters multinational (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/threat-landscape">Threat Landscape (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/threat-management">Threat Management (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tibco">Tibco (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tidemark">Tidemark (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/time-attendance">Time & Attendance (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tm">TM (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tm1">TM1 (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/topic">Topic (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/total-compensation-management">Total Compensation Management (46)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/total-rewards-management">total rewards management (15)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/towers-watson">Towers Watson (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/towers-watson-talent-management">Towers Watson Talent Management (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/training">Training (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/transcom">Transcom (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/transera">Transera (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/treasury">Treasury (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/tribehr">TribeHR (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/trifacta">Trifacta (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/twitter">Twitter (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ucaas">UCaaS (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/uda">UDA (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ui">UI (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ukg">UKG (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ultimate">Ultimate (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ultimate-software">Ultimate Software (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/unanet-technologies">Unanet Technologies (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/uncategorized">Uncategorized (103)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/unica">Unica (3)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/unicorns">Unicorns (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/unified-communications">Unified Communications (83)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/unit4">Unit4 (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/upstream-works">Upstream Works (6)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/us-gaap">US-GAAP (4)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/us-gaap-accounting">US-GAAP accounting (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/usability">Usability (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/use-cases">Use Cases (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/ux">UX (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/value-index">Value Index (11)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/value-added-tax">Value-Added Tax (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vantage-platform">Vantage platform (1)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/varicent">Varicent (5)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vat">VAT (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vendavo">Vendavo (2)</a> </li> <li style="display:none;"> <a href="https://blog.isg-research.net/topic/vendavo-price-pricing-optimization-revenue-custome">Vendavo, price, pricing, optimization, revenue, cu (1)</a> </li> <li style="display:none;"> <a 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Restructuring Accounting with Technology", "mainEntityOfPage": "https://blog.isg-research.net/the-central-ledger-restructuring-accounting-with-technology", "datePublished": "22/05/2020", "dateModified": "22/05/2020", "articleBody": "Sometimes it takes a while for technology to fundamentally change how work is done. That’s because several innovations usually have to come together before a transformation can occur. For instance, Karl Benz created the first practical motorcar in 1885, but consumers would have to wait until the 1920s for the modern automobile. Computerized accounting systems originated in the 1950s but it’s only now that technologies have evolved and come together to fundamentally change how work is done. By spreading workloads more evenly over accounting periods, continuous accounting can reduce staff stress and shorten the monthly and quarterly accounting close. For several years I’ve been using the term “continuous accounting” to describe an approach that enhances the quality of accounting processes. By spreading workloads more evenly over accounting periods, continuous accounting can reduce staff stress and shorten the monthly and quarterly accounting close. Technology is the foundation of continuous accounting.For instance, automating data movements eliminates the need for human intervention, which can result in errors. Using workflows to guide the close process ensures consistency and significantly reduces dropped balls that delay completion. And by automating rote, repetitive work, the accounting staff must deal only with exceptions. Supervised data entry is another component of continuous accounting. Artificial intelligence (AI) using machine learning (ML) can supervise accounting entries to spot anomalies that might be errors or that omit necessary information. This reduces downstream workloads by eliminating most avoidable errors at the source and produces a cleaner set of books. Another transformational technique is a “continuous virtual close.” That is, rather than waiting until the end of the month to prepare consolidated financial statements of the various divisions and legal entities, the CFO and financial executives can create a “virtual close” at whatever frequency they wish. A virtual close is one where consolidations, eliminations, accruals and other adjustments are created in the system but not posted as transactions. This approach produces pro-forma, intraperiod financial statements that are extremely close to what a “real” accounting close would produce but does so almost automatically. Practically no staff time is required and the general ledger and subledgers aren’t cluttered with entries and the inevitable slew of adjustments. Until recently, most ERP or financial management systems could not perform a continuous virtual close because they lacked the database structure and in-memory processing capability to be able to perform the process in any practical way. That’s changed. These systems also have increasingly powerful analytical capabilities to calculate all sorts of allocations and accruals. And the cost of memory and processing power, especially in the cloud, is approaching trivial. Performing a continuous virtual close is more complicated for organizations that use multiple vendors’ ERP or financial management systems. This is not uncommon: Our Next-Generation ERP benchmark research finds that only 31 percent of organizations with 1,000 or more employees use software from a single vendor, while 27 percent have systems from four or more vendors. Arriving at a consolidated set of financial statements when accounting transactions are recorded in multiple systems is a time-consuming task even when using a modern consolidation system. One possible solution is having an accounting structure I’ll call a “central ledger.” A central ledger is one where all accounting transactions related to a single business entity with multiple accounting software systems are recorded in what almost always is the headquarters system. Having all transactions in a central ledger means that all accounting transactions recorded in other ERP or financial management systems are “cross-posted.” Cross-posting means that every accounting entry is recorded in both the headquarters and the other system simultaneously and the same way. The headquarters accounting system effectively becomes the book of original entry for the entire corporation and is entirely faithful to transactions recorded in all of the other systems. Combining all of the accounting transactions in a central ledger with a database structure and in-memory processing designed for speed enables an organization to rapidly generate intraperiod headquarters-level consolidated statements using a limited amount of incremental staff time. Organizations that use technology to spread typical period-end activities such as reconciliations over the accounting period (say, changing month’s end tasks to week’s end tasks) will have a virtual close and resulting intraperiod financial statements that are that much closer to what an actual close would have been. The process of cross-posting is essential for a central ledger structure, but it also can cut staff workloads by eliminating inconsistencies that must be reconciled. This can occur when an intracompany transaction is recorded in a company’s accounting system. It’s typical that when Division A of a company sells a part to Division B, each division’s accounting department records the transaction separately. This can lead to inconsistencies through, for example, clerical errors, such as differences in when the transaction is recorded or when two divisions use different currencies and the currency translation is incorrect or inconsistent. Discrepancies such as these create extra work that adds cost but no value. If the company cross-posted every intracompany transaction, it would eliminate the need to reconcile most of those transactions, saving time and improving the quality of the accounting process. Technology is driving significant change in the office of finance. Continuous accounting applies modern finance technology — and the more flexible process management techniques it permits — to increase both accounting efficiency and finance department effectiveness. Finance organizations increasingly are accepting continuous accounting, but the practice is far from universal, yet. Over the coming decade, the confluence of multiple technologies will transform how finance operates more than has been the case over the past 50 years. Technologies including database architecture, in-memory processing, artificial intelligence, machine learning, bots, enterprise data management and cloud computing will transform how all aspects of the office of finance works, including accounting, planning and analytics, budgeting and closing. The concept of the central ledger — a new approach to structuring an organization’s accounting systems — supports continuous accounting. CFOs and controllers, especially those in larger organizations with multiple disparate ERP systems, should become familiar with the idea and have a roadmap to implement the approach as soon as is practical. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_Central_Ledger_200521.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "BlackLine Exorcises Accounting Details", "mainEntityOfPage": "https://blog.isg-research.net/blackline-exorcises-accounting-details", "datePublished": "10/01/2019", "dateModified": "10/01/2019", "articleBody": "I recently attended BlackLine’s annual user conference. The company aims to automate time-consuming repetitive tasks and substantially reduce the amount of detail that individuals must handle in the department. The phrase “the devil is in the details” certainly applies to accounting, especially managing the details in the close-to-report phase of the accounting cycle, which is where BlackLine plays its role. This phase spans from all the pre-close activities to the publication of the financial statements. The non-practitioner is likely unaware of the hair-curling amount of essential detail that the finance and accounting organization must handle in the close-to-report. Beyond its toll on efficiency, the time and attention involved in performing this work manually bedevils departments’ attempts to become a more strategic partner to the rest of the business. In the keynotes, speakers paid a great deal of attention to the idea that eliminating easily automated detail work enables the transformation of the finance and accounting department to play a more strategic role. And I found three announcements at the user conference important. The first announcement related to connectivity. The company is private-labeling a cloud-based integration and API management tool to expand its set of prebuilt connectors to ERP, financial management and other systems. Creating prebuilt connectors to ERP and other systems as well as facilitating the ability to integrate with any other systems its customers want is important for BlackLine’s long-term growth. In addition to its SAP Connector, Blackline has added prebuilt connectors to Oracle EBS release 12 and NetSuite. More will follow; BlackLine says it will poll customers to determine which connectors to build and in what order. A second announcement was the general availability of a compliance application that facilitates the handling of attestations required under Sarbanes-Oxley section 302. This is not being sold as standalone software but as an extension to the BlackLine platform. Corporations have many ways of managing the testing, certifying and reporting under section 302. Currently, spreadsheets are popular because they are the default tools for general data collection tasks. Companies that use spreadsheets for compliance are the main target for this offering. Since a significant portion of what BlackLine’s reconciliation software does is the testing of financial controls and assessments, some internal audit teams (the group that typically owns the process) using spreadsheets are likely to find BlackLine Compliance an attractive option for managing section 302 compliance. Companies that use other tools for Sarbanes-Oxley compliance and BlackLine for reconciliations may find it cost-effective to use BlackLine for their section 302 compliance process, using connectors to include data fields (such as control names and descriptions) from the other compliance system in BlackLine Compliance. The advantages they may realize include tighter control of the process, easier administration and better visibility into its status. A third key announcement was a statement of product direction. The company is intensifying its focus on using machine learning to handle easily defined and relatively simple tasks. Machine learning is best suited for tasks that are more complicated than those that can be handled by programming but not nearly as challenging as medical diagnoses or guiding self-driving vehicles. Relevant accounting processes are more like chess because they have little or no inherent ambiguity in conditions or outcomes and there are a limited set of permutations of the next steps the system should take. This describes many of the repetitive processes in accounting departments, which are performed identically even in high volumes. These two characteristics simplify training a system, reducing both user frustration and the probability of system-generated errors. The application of artificial intelligence to these tasks can meaningfully reduce accounting staff workloads, freeing up time for continuous improvement efforts. BlackLine calls its first foray into machine learning Intelligent Matching. Where the technology finds a clear match between two sides of an intercompany transaction or reconciling bank or credit card accounts, it can do in less than a second what an accountant needs two minutes to do. Where human intervention is required, the accountant is presented with options and associated percentages of their likely match to help guide their selection. So even manual matches can be made in a shorter period. Making the finance and accounting department more of a strategic partner to the rest of the corporation was a general theme at the conference because the payoff for using BlackLine goes beyond improving efficiency. There’s been a consensus that the finance and accounting department must play a more strategic role in its company, that it should transform from a backward-looking “bean counter” role focused mainly on processing transactions and reporting results to more of an advisor that provides executives and managers with forward-looking analyses that provide insight to improve their performance. Nine out of 10 participants in our Office of Finance benchmark research said that it’s important or very important for the department to play that role. Yet, although this sort of transformation has been a topic in finance and accounting for decades, our research has found that few companies have achieved it. One important reason for a lack of progress to realizing this objective is the time that must be devoted to performing an overabundance of easily automated busy work – work that is essential but adds limited value to a company’s performance. Our research suggests that time-consuming tasks with limited business value limit the time organizations can devote to making necessary changes to enhance the strategic value and performance of the department. For example, the research found that departments that have substantially automated routine tasks are more likely to play an active role in the company’s management (70% that have automated versus 47% that haven’t) and are also more than twice as likely to promote analytical and process excellence (70% versus 31%). Finance department transformation requires top-to-bottom change management: commitment to becoming more strategic from the top of the organization down and freeing up staff time to promote necessary change from the bottom up. Dealing with details manually presents accounting departments with challenges. For one, the work must be performed in a short period to minimize the time it takes to close the books. For another, the department must take care to ensure that the financial statements are accurate and consistent with accounting principles. Companies that are required to file their financial statements with the U.S. Securities and Exchange Commission have a further imperative: Under the Sarbanes-Oxley Act, executives must personally sign off on the accuracy of the numbers and criminal liability attaches to them. BlackLine’s mission is to provide accounting departments the ability to reduce the amount of detail work by automating as much of the rote, repetitive work performed in the close-to-report cycle as possible. One reason why departments have fallen short of their goal to become more strategic is that the technology that they use has been inadequate for the task. Our research finds that two-thirds (67%) of midsize and larger companies use spreadsheets either mainly or exclusively to manage their close-to-report process. There is a correlation between the degree to which companies use spreadsheets in this process and the time it takes to close: Heavy users of spreadsheets take more than two days longer than those that use spreadsheets rarely or never. Automation of the process, on the other hand, speeds closing: 71 percent of companies that have automated substantially all their close processes are able to close within six business days compared to 43 percent that use some and just 23 percent that use little or no automation. This applies to the full range of activities of the department, not just the close-to-report cycle. Our research has found that finance and accounting departments have been slow to embrace technology and score low on innovation. Our Office of Finance research finds that about 60 percent of finance departments operate at the lowest, tactical level of performance and just 5 percent are at the highest, innovative level. Technology’s centrality to improving performance is why people today speak of the “digital transformation” of finance and accounting. Technology is essential for a successful evolution of the department. To that end, BlackLine has embraced a continuous accounting approach in its product management and customer success efforts. Continuous accounting has three pillars. One is using technology to enable the department to spread workloads continuously over accounting periods, rather than bunching them up at the end. Some refer to this approach as a continuous close. The objective is to enable a shorter monthly or quarterly close period while de-stressing the department during the close. The second is using technology to ensure that data integrity is maintained end to end in a process. Designing business processes this way eliminates the need for accountants to check, verify and reconcile data, which saves time and reduces period-end workloads. The third pillar is continuous improvement. Excessive amounts of time spent managing myriad details has prevented departments from transforming. Several of the customer presentations at the conference confirmed that too much busy work gets in the way of improving the department’s performance. “I’m too busy to figure out how to save time” is the ironic challenge that CFOs and controllers face. Continuous accounting is a practical management approach that creates a path for digital transformation. Incremental, step-by-step initiatives that provide time savings free up time to invest in further initiatives. Technology is essential for the successful adoption and application of continuous accounting. And using technology to substantially reduce manual workloads in the accounting department can enable finance departments to play a more strategic role in the management of their company. BlackLine has software that enables companies to begin the process of being more strategic and supports a continuous improvement program in the department. I recommend that CFOs and controllers – especially those at companies that take more than a business week to complete their accounting close – make using technology more effectively a priority. As part of this process, I recommend they assess BlackLine to support greater automation and control of their close. Regards, Robert Kugel SVP & Research Director", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_BlackLine_Exorcises_Accounting_Details_Social_Graphic-Horizontal.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Warning: Software Now Mandatory for Lease Accounting", "mainEntityOfPage": "https://blog.isg-research.net/warning-software-now-mandatory-for-lease-accounting-1", "datePublished": "16/04/2018", "dateModified": "16/04/2018", "articleBody": "Accountants love electronic spreadsheets – and for good reason. They’re a powerful and versatile personal productivity tool and just about everyone knows how to use them. Spreadsheets are the default software tool for accountants because they enable autonomy (you don’t need to ask IT for anything) and they’re free (so you don’t have to make a business case to authorize buying something). Some accountants humorously (but earnestly) invoke the line “you’ll have to pry this spreadsheet from my cold, dead hands” whenever somebody suggests eliminating them. There’s no reason to eliminate spreadsheets, but they’re not always the right choice for accountants. It will probably come as a shock to those in the profession but accounting standards have evolved past the point where spreadsheets are a useful tool for managing or supporting finance department processes. In particular, I’ve commented before on the impact of the new standards for revenue recognition for contracts and lease accounting. Accounting departments worldwide are working overtime these days adapting to these new accounting standards. Accounting executives must understand that these new standards (ASC 842 for the U.S. and IFRS 16 elsewhere) have crossed a significant threshold. Whether they intended to or not, the Financial Accounting Standards Board (FASB), which establishes accounting standards for the United States, and the International Accounting Standards Boards (IASB), which does the same for most of the rest of the world, have created standards so complex that they demand modern accounting information systems to achieve reliable compliance. As a practical matter, spreadsheets cannot adequately handle the process, data management and collaboration requirements. This note focuses on lease accounting but my conclusion applies equally to revenue recognition. To put the relationship between technology and lease accounting standards into a historical perspective (here I’m mainly focusing on U.S. history), it’s useful to recall that the absence of available technology when the issue was first raised a half-century ago was behind the decision not to recognize operating leases as formal obligations on balance sheets. In those days, business computing was in its infancy. Without computers or even inexpensive fax machines, collecting comprehensive data about, say, every leased copying machine or backhoe and then translating that information into a formal liability on the balance sheet would have been a significant burden. The need for a practical expedient along with heavy lobbying of the FASB by industry and commercial leasing companies relegated lease obligations to a company’s financial-statement footnotes. Today’s senior corporate and finance executives have spent most of their careers in an era when spreadsheets could get accounting tasks done, albeit at an increasingly heavy cost in lost productivity as well as limited visibility into processes and data. It’s likely that these executives don’t appreciate that the new standards demand effective information technology for efficient compliance. That’s because the standards bodies didn’t put a warning label on them. What would that warning label say? The new revenue and lease accounting standards require a significantly higher level of data collection and analysis than had been the case up until now. Companies must be able to reliably capture a wide range of financial and non-financial data related to the terms and conditions of the lease. Moreover, the new lease standards often require the use of complex models and formulas to assess the value of lease obligations. These characteristics make spreadsheets the wrong choice for supporting compliance with the new standards. Moreover, I believe the revenue and lease standards aren’t an aberration; they are harbingers of all future accounting standards. Spreadsheets – the mainstay of accounting departments – are no longer a practical option for lease accounting unless an organization only has a handful of leases; most midsize and larger corporations have more than that. Indeed, large companies typically have hundreds and even thousands of property and equipment leases in force at any time. Capturing all these data points accurately in desktop spreadsheets is problematic because of control and accuracy issues. Spreadsheets have numerous inherent defects that make them unsuitable to repetitive collaborative enterprise tasks such as lease accounting. For example, our Spreadsheets in Today’s Enterprise benchmark research finds that more than one-third (35%) of participants have data errors in the most important spreadsheet they use in their work and 26 percent have errors in formulas. More than half (55%) of participants that use spreadsheets all the time in their work find there are multiple, inconsistent versions of the same spreadsheet circulating frequently or all the time. Software designed specifically for lease accounting is the better choice. One important reason that’s easy to overlook is that the standards take a more principles-based approach to accounting. Principles-based accounting puts a premium on the consistency of the accounting and places controls on accounting processes to ensure that consistency. Enterprise computing systems bake in this consistency. Such systems also serve as a high-level control that can reduce audit hours, especially for U.S. companies covered by the Sarbanes-Oxley Act. As companies work to master the complexities of the new lease accounting standards, it’s important for them to focus on having the right systems and software to make operationalizing compliance with the new standards as efficient and easy as possible. Otherwise, three aspects of the new standards are likely to cause burdensome accounting workloads. First, under the new standards leases must be reviewed regularly. Typically, property leases – office space or retail stores, for example – account for the majority of the lease obligation value and almost always have non-standard terms and conditions. Changes in lease terms (such as cancelling the lease or adding options to renew) or even some business circumstances (for instance, losses at a retail location that makes a lease renewal unlikely) require accounting adjustments and remeasurements. So companies need to have systems in place that make it easy to set up and perform periodic review processes, make changes and record those changes in a system of record while providing continuous control and oversight to the process. This means having software to manage the process and a database-of-record to simplify access to and reporting on the relevant information. Second, because separate departments in multiple locations are likely to perform lease management and lease accounting processes, it’s essential to use a dedicated application to tightly integrate these processes so that the accounting department can capture all leasing events and related data as they occur. To manage this integration it would be best to have software that streamlines the process of capturing that data correctly and consistently and provides alerts when some lease-related event requires attention. This ensures accuracy, auditability and compliance. The alternative – using email to transmit the information and spreadsheets to perform the calculations – makes it difficult to ensure accuracy, is likely to be far more time-consuming and will almost certainly require greater (and more expensive) effort by external auditors to confirm that the financial statements are correct. To illustrate why the new standards require a dedicated application, let’s say that one year into a three-year lease the logistics department in the western division of XYZ Company decides to accept a new offer by the lessor for an option to extend the lease on a warehouse by another three years. In the past this would have been a non-event from an accounting perspective. Now, the accounting department must have relevant details of the change in the lease agreement. Even though XYZ hasn’t exercised the renewal option, new standards require the company to immediately recalculate the value of the lease to reflect this option, create a set of journal entries to capture that change and show a higher lease liability on its balance sheet. The remeasurement of the lease requires a set of computations to calculate the present value of future lease payments. These computations can be complex, but even when they’re straightforward they can be difficult to do consistently and accurately using spreadsheets. Centralizing the lease-management function into a “center of excellence” is one approach to dealing with lease management issues but it won’t eliminate the need for dedicated software. In larger organizations a center of excellence can produce operational savings by, for instance, standardizing leased-equipment vendors to take advantage of bulk discounts or establish a better negotiating position. A group focused on lease management often can do a better job than those groups that only occasionally need to handle leases. Yet financial executives should keep in mind that although centralization addresses some of the operational issues and consolidates record keeping, it doesn’t get around the need to have software that holds that consolidated financial and non-financial data, manages processes, enforces compliance reviews, performs calculations accurately and consistently and streamlines financial statement disclosures. Third, as I mentioned earlier, the new standards are designed to be principles-based. This gives businesses greater flexibility than a rules-based approach but it requires enhanced process and calculation controls to ensure consistency of accounting treatments. Accounting that is grounded more on principles and less on rules also requires more detailed disclosures about how the standards have been applied. Companies need a system to manage the process and workflows to ensure proper oversight. In addition, all lease-related data (not just accounting data) should be readily available to make reporting disclosures as simple and easy as possible. Most companies will spend the next year or two using lease-accounting processes that are mostly manual and that are supported by masses of spreadsheets. All corporations must recognize that this approach imposes heavier-than-necessary workloads on their accounting departments. Software is the answer. But selecting the right software to manage leases and handle their accounting is likely to be a challenge. There are many choices already and more will become available. Corporations that have reporting requirements under both US-GAAP and IFRS standards will need software that handles both because they are different. Some will find that the existing lease-management software used by the real estate department doesn’t adequately serve the needs of their accountants. ERP systems may be able to manage the accounting aspects of the process but may not be adequate for lease management or for easily collecting and updating non-financial lease data necessary for measuring the value of the lease. As a starting point, I recommend that corporations focus on two objectives in formulating their approach to lease accounting and the software they use to manage the process. They should ensure that they can easily collect, retain and report all the data necessary for lease accounting. And because the process is cross-functional, they should balance the potentially competing needs of the participants in lease management and accounting processes. Regards, Robert Kugel SVP & Research Director To read more perspectives by Rob, visit https://robertkugel.ventanaresearch.com/", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/vr_ss21_errors_in_spreadsheets_updated2-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Treasury is More Effective with Technology", "mainEntityOfPage": "https://blog.isg-research.net/treasury-is-more-effective-with-technology", "datePublished": "02/01/2017", "dateModified": "02/01/2017", "articleBody": "The treasury function in finance departments doesn’t get a lot of attention, but it’s a fundamentally important one: to ensure that all funds are accounted for and that there is sufficient cash on hand each day to meet operating requirements. Keeping track of and managing cash, especially in larger organizations, can be complicated because of multiple bank accounts, complex financing requirements and various methods of receiving and making payments; the complexity deepens when more than one currency is used across multiple jurisdictions, which also can pose regulatory issues. Basically, treasury management is a challenge because it’s highly detailed and demands complete accuracy. Those of us who struggle to balance a checkbook can appreciate that the requirements at the corporate level are several orders of magnitude more demanding. Beyond enforcing the straightforward requirement that numbers be accurate and available in a timely fashion, controllers and CFOs must have forward visibility into future cash positions at an elemental – not aggregated – level because payments must be made by the right legal entity, not at the corporate level. Thus, cash positions must be forecast at a proper level of granularity to ensure that liquidity requirements can be met. Treasury professionals must perform key analytic tasks accurately to produce a clear picture of cash inflows and cash requirements. Analysis often is challenging because these numbers are constantly changing and because the process of collecting, analyzing and reporting all the data can be excessively time-consuming if it’s done manually. In this environment information technology can enable innovation. Dedicated treasury management applications can automatically manage the data needed to orchestrate treasury processes and provide analysis to inform decisions. Yet our benchmark research on use of spreadsheets in the enterprise finds that more than half (60%) of companies with more than 1,000 employees either use spreadsheets exclusively or employ them heavily in conjunction with a treasury management application. The treasury function is so multifaceted that desktop spreadsheets cannot keep up. When a corporation has excess funds at a business entity or bank account level, it needs to plan for the best way to dispose of them, taking into account all legal requirements (including covenants by lenders, lessors or others that might constrain the disposition of cash by some part of the company). When it has obligations to pay off debt, it must track and prepare for these events. For cash balances and debt, companies must take into account risks in interest rates. Often there are intercompany transfers of cash that must be accounted for in cash-flow planning. As well, companies operating in multiple currencies must have forward visibility to project cash balances and flows by currency to determine the best levels of currencies to be held by each corporate entity, taking into account exchange rate risks. Further complicating matters, in the wake of the recent financial crises, treasuries must be able to manage counterparty risk to avoid losses on liquid or semiliquid balances, or having their funds stranded by regulations that impair their ability to freely transfer money. Processes this complicated typically consume a considerable amount of Treasury’s time if they have little or no automation and rely on spreadsheets. Two basic tasks in particular can eat up lots of time: entering data from multiple systems and reporting accurate and relevant information promptly to executives and managers. In the first instance, time is lost in rekeying data from multiple systems into spreadsheets for analysis and in the second as individuals repeatedly create periodic spreadsheet reports that are distributed (usually by email) to interested parties. As is the case elsewhere in an organization, time spent in handling basic tasks in spreadsheets prevents people – often very skilled people – from performing more valuable work that requires their insight and judgment. To illustrate, let’s consider one area that would benefit from professionals having more available time: cash and credit optimization. Making good decisions consistently requires solid intelligence with which to weigh options in deploying cash balances and managing debt levels (by currency and location) as well as tactical decisions on whether to accelerate payment of invoices to take advantage of discounts. Today, because short-term rates are so low in many parts of the world, companies can, in effect, earn a higher return on cash by having less of it. Having accurate, detailed and up-to-the-minute forward visibility enables finance executives to manage cash and debt more actively to achieve better returns on financial assets and lower costs on debt. As well as handling rote tasks easily, reducing the use of desktop spreadsheets in treasury management diminishes the risks associated with their use. Our research shows that data and formula errors are relatively common. More than one-third (35%) of participants said that errors are common in the most important spreadsheets that they use in their job, and about one-fourth (26%) said that they find errors in formulas. Given the importance of these files it is reasonable to assume that users tend to be cautious in checking for mistakes, which requires more time. Even so there’s always a data integrity issue when desktop spreadsheets are involved, mainly because errors in spreadsheets are common and, in complex ones, difficult to detect until a major problem erupts. When desktop spreadsheets are used in a collaborative process they also create issues of security, auditability and fraud control. Processes can become bogged down because the system has no effective workflow oversight and management. As well as consuming time in checking for errors and resolving the ones that are found, people spend more time in updating, revising, modifying and correcting their spreadsheets. Based on our research we estimate that people spend on average 12 hours per month (equivalent to one-and-a-half eight-hour days or 30 percent of a 40-hour workweek) on these activities. Software to manage the treasury function is more capable and affordable than ever. Corporations that rely entirely or heavily on spreadsheets should investigate how greater automation will enable them to make treasury management more efficient and more reliable and, in the process, more effective by providing greater analytical support and forward visibility into the company’s cash sources and requirements. Follow me on Twitter @rdkugelVR and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://research.ventanaresearch.com/hubfs/vr_ss21_spreadsheets_dominate_functions.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://blog.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "blog.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script>  <script 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: '3661', pageId: '3884418273', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "68ab003a58c27330fea8362cccce2c67", css: '', target: '#hs_form_target_module_1552944263900179', contentType: "listing-page", formsBaseUrl: '/_hcms/forms/', formData: { cssClass: 'hs-form stacked hs-custom-form' } }; 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