Robert Kugel's Analyst Perspectives

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class="minimal-mobile-menu-link"><span>Natural Language Processing</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/customerexperience" class="minimal-mobile-menu-link"><span>Customer Experience</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/agentmanagement" class="minimal-mobile-menu-link"><span>Agent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/contactcenter" class="minimal-mobile-menu-link"><span>Contact Center</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/customerexperiencemanagement" class="minimal-mobile-menu-link"><span>Customer Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/fieldservice" class="minimal-mobile-menu-link"><span>Field Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/intelligentselfservice" class="minimal-mobile-menu-link"><span>Intelligent Self-Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/voiceofthecustomer" class="minimal-mobile-menu-link"><span>Voice of the Customer</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitalbusiness" class="minimal-mobile-menu-link"><span>Digital Business</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-applications" class="minimal-mobile-menu-link"><span>Digital Applications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digitalcommunications" class="minimal-mobile-menu-link"><span>Digital Communications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-intelligence" class="minimal-mobile-menu-link"><span>Digital Intelligence</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-operations" class="minimal-mobile-menu-link"><span>Digital Operations</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/experiencemanagement" class="minimal-mobile-menu-link"><span>Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/generative-ai" class="minimal-mobile-menu-link"><span>Generative AI</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/performancemanagement" class="minimal-mobile-menu-link"><span>Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/sustainabilityandesg" class="minimal-mobile-menu-link"><span>Sustainability & ESG</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/workmanagement" class="minimal-mobile-menu-link"><span>Work Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitaltechnology" class="minimal-mobile-menu-link"><span>Digital Technology</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/businesscontinuity" class="minimal-mobile-menu-link"><span>Business Continuity</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/cloudcomputing" class="minimal-mobile-menu-link"><span>Cloud Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/devops" class="minimal-mobile-menu-link"><span>DevOps and Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/digitalsecurity" class="minimal-mobile-menu-link"><span>Digital Security</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/intelligentautomation" class="minimal-mobile-menu-link"><span>Intelligent Automation</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/internetofthings" class="minimal-mobile-menu-link"><span>IoT and Edge Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/itops" class="minimal-mobile-menu-link"><span>ITOps</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/it-service-management" class="minimal-mobile-menu-link"><span>IT Service Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/observability" class="minimal-mobile-menu-link"><span>Observability</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/humancapitalmanagement" class="minimal-mobile-menu-link"><span>Human Capital Management</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/employeeexperience" class="minimal-mobile-menu-link"><span>Employee Experience</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/learningmanagement" class="minimal-mobile-menu-link"><span>Learning Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/payrollmanagement" class="minimal-mobile-menu-link"><span>Payroll Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/talentmanagement" class="minimal-mobile-menu-link"><span>Talent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/totalcompensationmanagement" class="minimal-mobile-menu-link"><span>Total Compensation Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/workforcemanagement" class="minimal-mobile-menu-link"><span>Workforce Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/marketing" class="minimal-mobile-menu-link"><span>Marketing</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/customerdataplatforms" class="minimal-mobile-menu-link"><span>Customer Data Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalexperienceplatforms" class="minimal-mobile-menu-link"><span>Digital Experience Platform</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalmarketing" class="minimal-mobile-menu-link"><span>Digital Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/intelligentmarketing" class="minimal-mobile-menu-link"><span>Intelligent Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/marketingperformancemanagement" class="minimal-mobile-menu-link"><span>Marketing Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/productexperiencemanagement" class="minimal-mobile-menu-link"><span>Product Experience Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeoffinance" class="minimal-mobile-menu-link"><span>Office of Finance</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/businessplanning" class="minimal-mobile-menu-link"><span>Business Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/digitalfinance" class="minimal-mobile-menu-link"><span>Digital Finance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/erpandcontinuousaccounting" class="minimal-mobile-menu-link"><span>ERP & Continuous Accounting</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/consolidate-and-close-management" class="minimal-mobile-menu-link"><span>Consolidate & Close Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/procure-to-pay" class="minimal-mobile-menu-link"><span>Procure-to-Pay</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/order-to-cash" class="minimal-mobile-menu-link"><span>Order-to-Cash</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeofrevenue" class="minimal-mobile-menu-link"><span>Office of Revenue</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/digitalcommerce" class="minimal-mobile-menu-link"><span>Digital Commerce</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/partnermanagement" class="minimal-mobile-menu-link"><span>Partner Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenuemanagement" class="minimal-mobile-menu-link"><span>Revenue Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenueperformancemanagement" class="minimal-mobile-menu-link"><span>Revenue Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/salesengagement" class="minimal-mobile-menu-link"><span>Sales Engagement</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/subscriptionmanagement" class="minimal-mobile-menu-link"><span>Subscription Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/operationsandsupplychain" class="minimal-mobile-menu-link"><span>Operations & Supply Chain</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousplanning" class="minimal-mobile-menu-link"><span>Continuous Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousupplychainanderp" class="minimal-mobile-menu-link"><span>Continuous Supply Chain & ERP</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/productinformationmanagement" class="minimal-mobile-menu-link"><span>Product Information Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/propertytechnology" class="minimal-mobile-menu-link"><span>Property Technology</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/supplierrelationshipmanagement" class="minimal-mobile-menu-link"><span>Supplier Relationship Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/sustainabilitymanagement" class="minimal-mobile-menu-link"><span>Sustainability Management</span></a></span> </li> </ul> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industries" class="minimal-mobile-menu-link"><span>Industries</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/automotive" class="minimal-mobile-menu-link"><span>Automotive</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/banking" class="minimal-mobile-menu-link"><span>Banking</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/consumer-products" class="minimal-mobile-menu-link"><span>Consumer Products</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/financial-services" class="minimal-mobile-menu-link"><span>Financial Services</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/food-beverage" class="minimal-mobile-menu-link"><span>Food & Beverage</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/healthcare" class="minimal-mobile-menu-link"><span>Healthcare</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/hospitality" class="minimal-mobile-menu-link"><span>Hospitality</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/insurance" class="minimal-mobile-menu-link"><span>Insurance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/manufacturing" class="minimal-mobile-menu-link"><span>Manufacturing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/media-entertainment" class="minimal-mobile-menu-link"><span>Media & Entertainment</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/real-estate" class="minimal-mobile-menu-link"><span>Real Estate</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/retail" class="minimal-mobile-menu-link"><span>Retail</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/research" class="minimal-mobile-menu-link"><span>Research</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/research/market-agendas" class="minimal-mobile-menu-link"><span>Market Agendas</span></a></span> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://blog.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Analyst Perspectives</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://davidmenninger.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>David Menninger</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://jefforr.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Jeff Orr</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://keithdawson.isg-research.net" class="minimal-mobile-menu-link"><span>Keith Dawson</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://marksmith.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Mark Smith</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://mattaslett.isg-research.net" class="minimal-mobile-menu-link"><span>Matt Aslett</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://matthewbrown.isg-research.net" class="minimal-mobile-menu-link"><span>Matthew Brown</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://robertkugel.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Robert Kugel</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://stephenhurrell.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Stephen Hurrell</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a 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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.</p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a></strong><br><br><br></p></div> <span id="hs_cos_wrapper_dnd_area-module-2_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_simple_menu" style="" data-hs-cos-general-type="widget" data-hs-cos-type="simple_menu"><ul></ul></span> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://robertkugel.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/90531223305/1725882478811/Ventana_Research_2023/js/mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style=" background-size:cover; background-position:50%; background-repeat:no-repeat; background-image:url(https://robertkugel.isg-research.net/hubfs/_images/_backgrounds_expertise/2024_VR_Office_of_Finance_Expertise_Image_AdobeStock_268736974_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://robertkugel.isg-research.net/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Robert Kugel's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/ibm-planning-analytics-enables-agility-based-on-insight">IBM Planning Analytics Enables Agility Based on Insight</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">18 November 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png?width=200&name=AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png?width=100&name=AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png?width=200&name=AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png?width=300&name=AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png?width=400&name=AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png?width=500&name=AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png?width=600&name=AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>IBM Planning Analytics with Watson is a comprehensive, cloud-based business planning application that supports what Ventana Research calls integrated business planning. We coined this term in 2007 to describe a high-participation approach to business planning that integrates strategy, operations and finance. Our Next Generation Business Planning Benchmark Research demonstrated the value of IBP: Organizations that link planning processes get better results. Sixty-six percent of organizations...</p> </div> <a href="https://robertkugel.isg-research.net/ibm-planning-analytics-enables-agility-based-on-insight"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/business-intelligence-2">business intelligence</a>, <a href="https://robertkugel.isg-research.net/topic/embedded-analytics">embedded analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-research.net/topic/watson">Watson</a>, <a href="https://robertkugel.isg-research.net/topic/digital-transformation">Digital transformation</a>, <a href="https://robertkugel.isg-research.net/topic/profitability-management">profitability management</a>, <a href="">AI and Machine Learning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/self-describing-data-powers-b2b-blockchain-distributed-ledgers-1">Self-Describing Data Powers B2B Blockchain Distributed Ledgers</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">15 February 2018 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg?width=200&name=AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg?width=100&name=AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg?width=200&name=AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg?width=300&name=AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg?width=400&name=AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg?width=500&name=AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg?width=600&name=AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>The use of blockchain distributed ledgers in business processes is now a common theme in many business software vendors’ presentations. The technology has a multitude of potential uses. However, presentations about the opportunities for digital transformation always leave me wondering: How is this magic going to happen? I wonder this because the details about how data flows from point A to point B via a blockchain are critically important to blockchain utility and therefore the pace of its...</span></p> </div> <a href="https://robertkugel.isg-research.net/self-describing-data-powers-b2b-blockchain-distributed-ledgers-1"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/planning">Planning</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/forecast">Forecast</a>, <a href="https://robertkugel.isg-research.net/topic/fpa">FP&A</a>, <a href="https://robertkugel.isg-research.net/topic/machine-learning">Machine Learning</a>, <a href="https://robertkugel.isg-research.net/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-research.net/topic/budget">budget</a>, <a href="https://robertkugel.isg-research.net/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-research.net/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/data-management">Data Management</a>, <a href="https://robertkugel.isg-research.net/topic/cognitive-computing">Cognitive Computing</a>, <a href="https://robertkugel.isg-research.net/topic/integrated-business-planning">Integrated Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/ai">AI</a>, <a href="https://robertkugel.isg-research.net/topic/forecasting">forecasting</a>, <a href="https://robertkugel.isg-research.net/topic/consolidating">consolidating</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/predictive-finance-organizations-are-more-valuable">Predictive Finance Organizations Are More Valuable</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">12 February 2018 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg?width=200&name=AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg?width=100&name=AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg?width=200&name=AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg?width=300&name=AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg?width=400&name=AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg?width=500&name=AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg?width=600&name=AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Ventana Research uses the term “predictive finance” to describe a forward-looking, action-oriented finance organization that places emphasis on advising its company rather than fulfilling the traditional roles of a transactions processor and reporter. Technology is driving the shift away from the traditional bean-counting role. The cumulative evolution of software advances will substantially reduce finance and accounting workloads by automating most of the mechanical, rote functions in...</span></p> </div> <a href="https://robertkugel.isg-research.net/predictive-finance-organizations-are-more-valuable"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/planning">Planning</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/forecast">Forecast</a>, <a href="https://robertkugel.isg-research.net/topic/fpa">FP&A</a>, <a href="https://robertkugel.isg-research.net/topic/machine-learning">Machine Learning</a>, <a href="https://robertkugel.isg-research.net/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-research.net/topic/budget">budget</a>, <a href="https://robertkugel.isg-research.net/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-research.net/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/data-management">Data Management</a>, <a href="https://robertkugel.isg-research.net/topic/cognitive-computing">Cognitive Computing</a>, <a href="https://robertkugel.isg-research.net/topic/integrated-business-planning">Integrated Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/ai">AI</a>, <a href="https://robertkugel.isg-research.net/topic/forecasting">forecasting</a>, <a href="https://robertkugel.isg-research.net/topic/consolidating">consolidating</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/treasury-is-more-effective-with-technology-1">Treasury is More Effective with Technology</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">02 January 2017 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg?width=200&name=AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg?width=100&name=AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg?width=200&name=AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg?width=300&name=AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg?width=400&name=AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg?width=500&name=AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg?width=600&name=AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>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...</p> </div> <a href="https://robertkugel.isg-research.net/treasury-is-more-effective-with-technology-1"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/credit">credit</a>, <a href="https://robertkugel.isg-research.net/topic/debt">debt</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-research.net/topic/cash-management">cash management</a>, <a href="https://robertkugel.isg-research.net/topic/controller-2">controller</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management">Financial Performance Management</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2016/06/18/sap-faces-challenges-with-customer-assurance-and-digital-boardroom">SAP Faces Challenges with Customer Assurance and Digital Boardroom</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">18 June 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=200&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=100&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=200&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=300&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=400&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=500&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png?width=600&name=vr_office_of_finance_06_information_isnt_timely_enough-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>There were two noteworthy themes in SAP CEO Bill McDermott’s keynote at this year’s Sapphire conference. One was customer assurance; that is, placing greater emphasis on making the implementation of even complex business software more predictable and less of an effort. This theme reflects the maturing of the enterprise applications business as it transitions from producing highly customized software to providing configurable, off-the-rack purchases. Implementing ERP will never be simple, as <u><a href="https://robertkugel.ventanaresearch.com/2014/06/09/sap-sets-course-for-simple-erp/" target="_blank">I...</a></u></p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2016/06/18/sap-faces-challenges-with-customer-assurance-and-digital-boardroom"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/sap">SAP</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2016/02/19/cryptic-data-challenges-and-rewards-in-finding-and-using-it">Cryptic Data: Challenges and Rewards in Finding and Using It</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">18 February 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=200&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=100&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=200&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=300&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=400&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=500&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=600&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Using information technology to make data useful is as old as the Information Age. The difference today is that the volume and variety of available data has grown enormously. Big data gets almost all of the attention, but there’s also cryptic data. Both are difficult to harness using basic tools and require new technology to help organizations glean actionable information from the large and chaotic mass of data. “Big data” refers to extremely large data sets that may be analyzed computationally...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2016/02/19/cryptic-data-challenges-and-rewards-in-finding-and-using-it"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-research.net/topic/data-science">Data Science</a>, <a href="https://robertkugel.isg-research.net/topic/planning">Planning</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/social-media">Social Media</a>, <a href="https://robertkugel.isg-research.net/topic/fpa">FP&A</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-research.net/topic/connotate">Connotate</a>, <a href="https://robertkugel.isg-research.net/topic/cryptic">cryptic</a>, <a href="https://robertkugel.isg-research.net/topic/equity-research">equity research</a>, <a href="https://robertkugel.isg-research.net/topic/finance-analytics">Finance Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/human-capital-2">Human Capital</a>, <a href="https://robertkugel.isg-research.net/topic/kofax">Kofax</a>, <a href="https://robertkugel.isg-research.net/topic/statistics">Statistics</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/data">Data</a>, <a href="https://robertkugel.isg-research.net/topic/datawatch">Datawatch</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/kapow">Kapow</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://robertkugel.isg-research.net/topic/stratahadoop">Strata+Hadoop</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2016/02/14/the-office-of-finance-in-2016">The Office of Finance in 2016</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">14 February 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role.png?width=200&name=vr_office_of_finance_05_finance_should_take_strategic_role.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role.png?width=100&name=vr_office_of_finance_05_finance_should_take_strategic_role.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role.png?width=200&name=vr_office_of_finance_05_finance_should_take_strategic_role.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role.png?width=300&name=vr_office_of_finance_05_finance_should_take_strategic_role.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role.png?width=400&name=vr_office_of_finance_05_finance_should_take_strategic_role.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role.png?width=500&name=vr_office_of_finance_05_finance_should_take_strategic_role.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role.png?width=600&name=vr_office_of_finance_05_finance_should_take_strategic_role.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The imperative to transform the finance department to function in a more strategic, forward-looking and action-oriented fashion has been a consistent theme of practitioners, consultants and business journalists for two decades. In all that time, however, most finance and accounting departments have not changed much. In <u><a href="//www.ventanaresearch.com/OfficeOfFinance/" target="_blank">our benchmark research on the Office of Finance</a></u>, nine out of 10 participants said that it’s important or very important for finance departments totake a strategic role in running...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2016/02/14/the-office-of-finance-in-2016"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-research.net/topic/planning">Planning</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/social-media">Social Media</a>, <a href="https://robertkugel.isg-research.net/topic/governance">Governance</a>, <a href="https://robertkugel.isg-research.net/topic/grc">GRC</a>, <a href="https://robertkugel.isg-research.net/topic/mobile-technology">Mobile Technology</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-research.net/topic/close">close</a>, <a href="https://robertkugel.isg-research.net/topic/continuous-accounting">Continuous Accounting</a>, <a href="https://robertkugel.isg-research.net/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-research.net/topic/end-to-end">end-to-end</a>, <a href="https://robertkugel.isg-research.net/topic/human-capital-2">Human Capital</a>, <a href="https://robertkugel.isg-research.net/topic/tax">Tax</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://robertkugel.isg-research.net/topic/cio">CIO</a>, <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-research.net/topic/in-memory">In-memory</a>, <a href="https://robertkugel.isg-research.net/topic/uncategorized">Uncategorized</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-research.net/topic/cpq">CPQ</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/risk">Risk</a>, <a href="https://robertkugel.isg-research.net/topic/ceo">CEO</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-research.net/topic/fpm">FPM</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/2015/11/12/tidemark-enables-more-effective-business-planning">Tidemark Enables More Effective Business Planning</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">12 November 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better.png?width=200&name=vr_ngbp_02_integrated_planning_works_better.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better.png?width=100&name=vr_ngbp_02_integrated_planning_works_better.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better.png?width=200&name=vr_ngbp_02_integrated_planning_works_better.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better.png?width=300&name=vr_ngbp_02_integrated_planning_works_better.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better.png?width=400&name=vr_ngbp_02_integrated_planning_works_better.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better.png?width=500&name=vr_ngbp_02_integrated_planning_works_better.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better.png?width=600&name=vr_ngbp_02_integrated_planning_works_better.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><u><a href="http://tidemark.com/">Tidemark Systems</a></u> offers a suite of business planning applications that enable corporations to plan more effectively. The software facilitates rapid creation and frequent updating of integrated company plans by making it easy for individual business functions to create their own plans while allowing headquarters to connect them to create a unified view. I coined the term “integrated business planning” a decade ago to highlight the potential for technology to substantially improve the...</p> </div> <a href="https://robertkugel.isg-research.net/2015/11/12/tidemark-enables-more-effective-business-planning"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/planning">Planning</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://robertkugel.isg-research.net/topic/marketing-planning">Marketing Planning</a>, <a href="https://robertkugel.isg-research.net/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-research.net/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-research.net/topic/human-capital-2">Human Capital</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://robertkugel.isg-research.net/topic/business-mobility">Business Mobility</a>, <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://robertkugel.isg-research.net/topic/tidemark">Tidemark</a>, <a href="https://robertkugel.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://robertkugel.isg-research.net/topic/demand-planning">Demand Planning</a>, <a href="https://robertkugel.isg-research.net/topic/integrated-business-planning">Integrated Business Planning</a>, <a href="https://robertkugel.isg-research.net/topic/project-planning">Project Planning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2015/11/06/oracle-must-pivot-to-business-applications">Oracle Must Pivot to Business Applications</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">05 November 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_20_finance_prefers_on-premises-2.png?width=200&name=vr_office_of_finance_20_finance_prefers_on-premises-2.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_20_finance_prefers_on-premises-2.png?width=100&name=vr_office_of_finance_20_finance_prefers_on-premises-2.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_20_finance_prefers_on-premises-2.png?width=200&name=vr_office_of_finance_20_finance_prefers_on-premises-2.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_20_finance_prefers_on-premises-2.png?width=300&name=vr_office_of_finance_20_finance_prefers_on-premises-2.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_20_finance_prefers_on-premises-2.png?width=400&name=vr_office_of_finance_20_finance_prefers_on-premises-2.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_20_finance_prefers_on-premises-2.png?width=500&name=vr_office_of_finance_20_finance_prefers_on-premises-2.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_20_finance_prefers_on-premises-2.png?width=600&name=vr_office_of_finance_20_finance_prefers_on-premises-2.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Whatever Oracle’s cloud strategy had been the past, this year’s OpenWorld conference and trade show made it clear that the company is now all in. In his keynote address, co-CEO Mark Hurd presented predictions for the world of information technology in 2025, when the cloud will be central to companies’ IT environments. While his forecast that two (unnamed) companies will account for 80 percent of the cloud software market 10 years from now is highly improbable, it’s likely that there will be...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2015/11/06/oracle-must-pivot-to-business-applications"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/microsoft">Microsoft</a>, <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/sap">SAP</a>, <a href="https://robertkugel.isg-research.net/topic/erp">ERP</a>, <a href="https://robertkugel.isg-research.net/topic/fpa">FP&A</a>, <a href="https://robertkugel.isg-research.net/topic/mobile-technology">Mobile Technology</a>, <a href="https://robertkugel.isg-research.net/topic/netsuite">NetSuite</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/reporting">Reporting</a>, <a href="https://robertkugel.isg-research.net/topic/close">close</a>, <a href="https://robertkugel.isg-research.net/topic/closing">closing</a>, <a href="https://robertkugel.isg-research.net/topic/controller">Controller</a>, <a href="https://robertkugel.isg-research.net/topic/dashboard">dashboard</a>, <a href="https://robertkugel.isg-research.net/topic/human-capital-2">Human Capital</a>, <a href="https://robertkugel.isg-research.net/topic/tax">Tax</a>, <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://robertkugel.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-research.net/topic/ibm">IBM</a>, <a href="https://robertkugel.isg-research.net/topic/oracle">Oracle</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/cfo">CFO</a>, <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-research.net/topic/data">Data</a>, <a href="https://robertkugel.isg-research.net/topic/finance">finance</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-research.net/topic/fpm">FPM</a>, <a href="https://robertkugel.isg-research.net/topic/intacct">Intacct</a>, <a href="https://robertkugel.isg-research.net/topic/spreadsheets">Spreadsheets</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-research.net/robert-kugel/2015/06/29/unit4-defines-strategy-to-disrupt-erp-market">Unit4 Defines Strategy to Disrupt ERP Market</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">29 June 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_bti_br_technology_innovation_priorities-33.png?width=200&name=vr_bti_br_technology_innovation_priorities-33.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_bti_br_technology_innovation_priorities-33.png?width=100&name=vr_bti_br_technology_innovation_priorities-33.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_bti_br_technology_innovation_priorities-33.png?width=200&name=vr_bti_br_technology_innovation_priorities-33.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_bti_br_technology_innovation_priorities-33.png?width=300&name=vr_bti_br_technology_innovation_priorities-33.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_bti_br_technology_innovation_priorities-33.png?width=400&name=vr_bti_br_technology_innovation_priorities-33.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_bti_br_technology_innovation_priorities-33.png?width=500&name=vr_bti_br_technology_innovation_priorities-33.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_bti_br_technology_innovation_priorities-33.png?width=600&name=vr_bti_br_technology_innovation_priorities-33.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><u><a href="http://www.unit4.com/" target="_blank">Unit4</a></u> is a global business software vendor focused on business and professional services, the public sector and higher education. Recently company executives met with industry analysts to provide an update of its strategic roadmap and to recap its accomplishments since being acquired by a private equity firm in 2014. Unit4 is the result of successive mergers of ERP and business software companies, notably CODA and Agresso. The company is also a part-owner (with salesforce.com and others) of...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2015/06/29/unit4-defines-strategy-to-disrupt-erp-market"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/human-capital-2">Human Capital</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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Each Analyst Perspective presents the view of the analyst who is an established subject matter expert on new developments, business and technology trends, findings from our research, or best practice insights.</p> <p>Each is prepared and reviewed in accordance with Ventana Research’s strict standards for accuracy and objectivity and reviewed to ensure it delivers reliable and actionable insights. It is reviewed and edited by research management and is approved by the Chief Research Officer; no individual or organization outside of Ventana Research reviews any Analyst Perspective before it is published. If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://robertkugel.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://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://robertkugel.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://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://robertkugel.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://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://robertkugel.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://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://robertkugel.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://robertkugel.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://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://robertkugel.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://robertkugel.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" srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://robertkugel.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://robertkugel.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, 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style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2023/05">May 2023 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2023/04">April 2023 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2023/03">March 2023 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2023/02">February 2023 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2023/01">January 2023 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2022/12">December 2022 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2022/11">November 2022 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2022/10">October 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2022/09">September 2022 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2022/08">August 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2022/07">July 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2022/06">June 2022 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2022/05">May 2022 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2022/04">April 2022 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2022/03">March 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2022/02">February 2022 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2022/01">January 2022 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/12">December 2021 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/11">November 2021 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/10">October 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/09">September 2021 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/08">August 2021 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/06">June 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/05">May 2021 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/04">April 2021 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/03">March 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2021/02">February 2021 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/12">December 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/11">November 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/10">October 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/09">September 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/08">August 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/07">July 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/06">June 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/05">May 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/04">April 2020 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/03">March 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/02">February 2020 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2020/01">January 2020 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/12">December 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/11">November 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/10">October 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/09">September 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/08">August 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/05">May 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/04">April 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/03">March 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/02">February 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2019/01">January 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/12">December 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/11">November 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/10">October 2018 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/09">September 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/08">August 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li 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style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/11">November 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/10">October 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/09">September 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/08">August 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/07">July 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/06">June 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li 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style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/10">October 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/09">September 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/08">August 2012 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/07">July 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/06">June 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/05">May 2012 <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/04">April 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/03">March 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/02">February 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/01">January 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/12">December 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/11">November 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/10">October 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/09">September 2011 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/07">July 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/06">June 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/05">May 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/04">April 2011 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/03">March 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/02">February 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2011/01">January 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2010/12">December 2010 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2010/11">November 2010 <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2010/06">June 2010 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <span id="hs_cos_wrapper_post_filter" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_post_filter" style="" data-hs-cos-general-type="widget" data-hs-cos-type="post_filter"><div class="block"> <h3>Posts by Topic</h3> <div class="widget-module"> <ul> <li> <a href="https://robertkugel.isg-research.net/topic/10k">10K <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li> <a href="https://robertkugel.isg-research.net/topic/accounting">Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li> <a href="https://robertkugel.isg-research.net/topic/accounting-close">accounting close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li> <a href="https://robertkugel.isg-research.net/topic/accounting-software">accounting software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li> <a href="https://robertkugel.isg-research.net/topic/accounting-analytics-erp-eam-crm-hcm-innovation-cl">accounting, analytics, ERP, EAM, CRM, HCM, innovat <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/accounts-payable">Accounts Payable <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/accounts-receivable">Accounts Receivable <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/acquisition">acquisition <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/agent-management">agent management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/agile">agile <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ai">AI <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ai-machine-learning">AI & Machine Learning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ai-and-machine-learning">AI and Machine Learning <span class="filter-link-count" dir="ltr">(48)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/aicpa">AICPA <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analysis">analysis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytic-data-platforms">Analytic Data Platforms <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytical-application">analytical application <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytics">Analytics <span class="filter-link-count" dir="ltr">(177)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytics-data">Analytics & Data <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/analytics-and-data">Analytics and Data <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/application">application <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/artificial-intelligence">Artificial intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/asc-606">asc 606 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/asc842">ASC842 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/assets">assets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/audit">audit <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/automation">automation <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/balanced-scorecard">balanced scorecard <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/bank">bank <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/banking">banking <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/benchmark">benchmark <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/best-pracices">best pracices <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/big-data">Big Data <span class="filter-link-count" dir="ltr">(106)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/billing-and-recurring-revenue">Billing and Recurring Revenue <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/billing-software">billing software <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/blockchain">blockchain <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/blockchain-distributed-ledger-dlt-erp-scm-supply-c">blockchain, distributed ledger, DLT, ERP, SCM, sup <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/board-of-directors">board of directors <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/bots">bots <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/bribery">bribery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/budget">budget <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/budgeting">Budgeting <span class="filter-link-count" dir="ltr">(75)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/budgeting-and-planning">budgeting and planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/budgeting-software">budgeting software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business">Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics <span class="filter-link-count" dir="ltr">(160)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-applications">Business Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-collaboration">Business Collaboration <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-intelligence">Business Intelligence <span class="filter-link-count" dir="ltr">(79)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-intelligence-2">business intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-intelligence-3">business intelligence <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-mobility">Business Mobility <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-model">business model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM) <span class="filter-link-count" dir="ltr">(278)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-plan">business plan <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-planning">Business Planning <span class="filter-link-count" dir="ltr">(85)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-process">business process <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-process-execution">business process execution <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-process-management">Business Process Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-suite">Business Suite <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-technology">Business Technology <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/business-value">business value <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/candidate-engagement">candidate engagement <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/capital-adequacy">capital adequacy <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/capital-budget">capital budget <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/capital-markets">capital markets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/capital-spending">capital spending <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cash-management">cash management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ceo">CEO <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ceo-cfo-financial-performance-management-forecasti">CEO, CFO, Financial Performance Management, Foreca <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cfo">CFO <span class="filter-link-count" dir="ltr">(141)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/challenge">challenge <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/channel">channel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/chargebacks">chargebacks <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/chart-of-accounts">chart of accounts <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/chatter">Chatter <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/chief-risk-officer">Chief Risk Officer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cio">CIO <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/clarity-systems">Clarity Systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/close">close <span class="filter-link-count" dir="ltr">(43)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/closed-loop">closed loop <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/closing">closing <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing <span class="filter-link-count" dir="ltr">(122)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cloud-erp">cloud ERP <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/coda">CODA <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cognitive-computing">Cognitive Computing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cognos">Cognos <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/collaboration">Collaboration <span class="filter-link-count" dir="ltr">(32)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/collaborative-conversational-computing">Collaborative & Conversational Computing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/collaborative-computing">collaborative computing <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/commission">commission <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/communications">communications <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/compensation">Compensation <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/competition">competition <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/complex-event-processing">Complex Event Processing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/compliance">compliance <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/composite-document">Composite document <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/composite-software">Composite Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/computing">computing <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/concur">Concur <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/connectwise">ConnectWise <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/connotate">Connotate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consolidate-and-close-management">Consolidate and Close Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consolidate-close-report">Consolidate/Close/Report <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consolidating">consolidating <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consolidation">Consolidation <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/consulting">Consulting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contact-center">Contact Center <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/container">container <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/content-management">Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contingency">contingency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contingency-planning">contingency planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-accounting">Continuous Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-improvement">continuous improvement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-payroll">Continuous Payroll <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-planning">Continuous Planning <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-supply-chain">continuous supply chain <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/continuous-supply-chain-erp">Continuous Supply Chain & ERP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contract">contract <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/contract-management">contract management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/control">control <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/controller">Controller <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/controller-2">controller <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/controls">controls <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/conversational-computing">Conversational Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/coo">COO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/corporate-finance">Corporate Finance <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/corporate-governance">Corporate Governance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cost-management">Cost Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/costing">costing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cpq">CPQ <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/credit">credit <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/crisis">crisis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/crm">CRM <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/crm-customer-service">CRM customer service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cro">CRO <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/cryptic">cryptic <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/currency">currency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer">Customer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-analytics">Customer Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-engagement">Customer Engagement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-experience">Customer Experience <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-experience-management">Customer Experience Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-life-cycle">customer life cycle <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM) <span class="filter-link-count" dir="ltr">(87)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/customer-service">Customer Service <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dashboard">dashboard <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dashboards">Dashboards <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data">Data <span class="filter-link-count" dir="ltr">(39)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-governance">Data Governance <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-integration">Data Integration <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-lake">Data Lake <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-management">Data Management <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-operations">data operations <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-preparation">Data Preparation <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-science">Data Science <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/data-warehousing">Data Warehousing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/database">Database <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/datawatch">Datawatch <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/debt">debt <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/decision">decision <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/decision-hub">Decision Hub <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/demand-chain">Demand Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/demand-management">demand management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/demand-planning">Demand Planning <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/design">design <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/development">development <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-applications">Digital Applications <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-business">Digital Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-commerce">Digital Commerce <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-finance">digital finance <span class="filter-link-count" dir="ltr">(101)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-marketing">Digital Marketing <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-technology">Digital Technology <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/digital-transformation">Digital transformation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/distribution">distribution <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/document-management">Document Management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dodd-frank">Dodd-Frank <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dreamforce">Dreamforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/driver-based">driver-based <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/driver-based-planning">driver-based planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dynamics">Dynamics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dynamics-ax">Dynamics AX <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dynamics-gp">Dynamics GP <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/e-discovery">e-discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/edi">EDI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ediscovery">eDiscovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/effectiveness">effectiveness <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/embedded-analytics">embedded analytics <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/end-to-end">end-to-end <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-content-management">Enterprise Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-profitability-management">enterprise profitability management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning <span class="filter-link-count" dir="ltr">(42)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-risk-management">enterprise risk management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-software">Enterprise Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-spreadsheet">enterprise spreadsheet <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/enterprise-tax">Enterprise Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/environment-management">Environment Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/environmental">Environmental <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/epicor">Epicor <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/epiphany">Epiphany <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/equity-research">equity research <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/erm">ERM <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/erp">ERP <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting <span class="filter-link-count" dir="ltr">(140)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/error">error <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/esg">ESG <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/essbase">Essbase <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/excel">Excel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/executive">executive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/expense">expense <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/expense-management">expense management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/extended-close">extended close <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/extended-reality">extended reality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/exterro">Exterro <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fasb">FASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fast-close">Fast close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fei">FEI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ferf-ceo">FERF CEO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance">finance <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance-analytics">Finance Analytics <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance-cloud">finance cloud <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/finance-transformation">finance transformation <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial">financial <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-analytics">financial analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-applications">Financial Applications <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-close">Financial Close <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-consolidation-and-close-management">Financial Consolidation and Close Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-governance">Financial Governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-management">Financial Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-model">financial model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-performance">Financial Performance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-performance-2">financial performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-performance-management">Financial Performance Management <span class="filter-link-count" dir="ltr">(224)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM) <span class="filter-link-count" dir="ltr">(287)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-planning">financial planning <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-regulation">financial regulation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-reporting">financial reporting <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-risk-management">financial risk management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-services">Financial Services <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-software">financial software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-standards">financial standards <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-statement">financial statement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financial-systems">financial systems <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financialforce">FinancialForce <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financialforce-com">FinancialForce.com <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/financials">financials <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fms">FMS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/forecast">Forecast <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/forecasting">forecasting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fpa">FP&A <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fpm">FPM <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fraud">Fraud <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/fusion-applications">Fusion Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/gaap">GAAP <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/generative-ai">Generative AI <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/governance">Governance <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/governance-risk-and-compliance">Governance Risk and Compliance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC) <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/grc">GRC <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/grc-governance-risk-compliance-risk-management-wat">GRC, governance, risk, compliance, risk management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/green">Green <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/gui">GUI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hana">HANA <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hcm">HCM <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hewlett-packard">Hewlett Packard <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hospitality">Hospitality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/host-analytics">Host Analytics <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hr">HR <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hrms">HRMS <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/human-capital-2">Human Capital <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/human-capital">Human Capital <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/human-capital-management">Human Capital Management <span class="filter-link-count" dir="ltr">(45)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/hyperion">Hyperion <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/iasb">IASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ibm">IBM <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ibm-business-analytics">IBM Business Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ibm-regulatory-compliance-analytics">IBM Regulatory Compliance Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ibp">IBP <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ifrs">IFRS <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ifrs16">IFRS16 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/in-memory">In-memory <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/in-memory-computing">In-Memory Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/infor">Infor <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/informatica">Informatica <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information">Information <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information-applications-ia">Information Applications (IA) <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information-management">Information Management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information-management-im">Information Management (IM) <span class="filter-link-count" dir="ltr">(50)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/information-technology">Information Technology <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/innovation-awards">Innovation Awards <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/intacct">Intacct <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/integrated-business-planning">Integrated Business Planning <span class="filter-link-count" dir="ltr">(38)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/intelligent-cx">Intelligent CX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/intelligent-marketing">intelligent marketing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/intelligent-sales">intelligent sales <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/internal-audit">Internal Audit <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/international-finance">International Finance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/international-tax">international tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/internet-of-things">Internet of Things <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/inventory-optimization">Inventory Optimization <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it">IT <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-controls">IT controls <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-cost">IT cost <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-governance">IT governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-performance-management-itpm">IT Performance Management (ITPM) <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/it-risk-management">IT Risk Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/jd-edwards">JD Edwards <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/jda-software">JDA Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/jonova">Jonova <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kapow">Kapow <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kenandy">Kenandy <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kinaxis">Kinaxis <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kofax">Kofax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kri">KRI <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/kyriba-financial-performance-management">Kyriba Financial Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lan">LAN <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lawson">Lawson <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lawson-software">Lawson Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/learning-management">Learning Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lease-accounting">Lease Accounting <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lease-and-tax-accounting">lease and tax accounting <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/lease-management">Lease Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/leasing">leasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/legacy-systems">legacy systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/legal">legal <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/local-ly">Local.ly <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/longview">LongView <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/machine-learning">Machine Learning <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/management">Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/manufacturing">Manufacturing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/marketing">Marketing <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/marketing-performance-management">Marketing Performance Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/marketing-planning">Marketing Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/master-data-management">Master Data Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/maxager">Maxager <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/maximo">Maximo <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/meg-whitman">Meg Whitman <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/microsoft">Microsoft <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/microsoft-excel">Microsoft Excel <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/midsize">Midsize <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobile">Mobile <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobile-computing">mobile computing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobile-marketing-digital-commerce">Mobile Marketing Digital Commerce <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobile-technology">Mobile Technology <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mobility">Mobility <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/model-building-and-large-language-models">Model Building and Large Language Models <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/model-n">Model N <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/modeling">Modeling <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/mro">MRO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/natural-language-processing">natural language processing <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/navetti">Navetti <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/netsuite">NetSuite <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/netsuite-openai">NetSuite OpenAi <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/nomis-solutions">Nomis Solutions <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance <span class="filter-link-count" dir="ltr">(426)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/open-source-software">Open Source Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/open-world">Open World <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/openpages">OpenPages <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/openworld">OpenWorld <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operational-data-platforms">operational data platforms <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operational-intelligence">Operational Intelligence <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM) <span class="filter-link-count" dir="ltr">(172)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operations">Operations <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/oracle">Oracle <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/order-to-cash">Order-to-Cash <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/oversight-systems">Oversight Systems <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/paas">PaaS <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/payments">Payments <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/peoplesoft">PeopleSoft <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/performance">Performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(54)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/perillon">Perillon <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/planmill">PlanMill <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/planning">Planning <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/planview">Planview <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/plex">Plex <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/portfolio-management">Portfolio Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/predictive-analytics">Predictive Analytics <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/price-optimization">Price Optimization <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pricing-and-promotion-management">Pricing and Promotion Management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pro">PRO <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/procure-to-pay">Procure-to-Pay <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/procurement">procurement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/product-information-management">Product Information Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/professional-services">Professional Services <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/professional-services-automation">Professional Services Automation <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/profit-velocity">Profit Velocity <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/profitability">Profitability <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/profitability-management">profitability management <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/project-management">Project Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/project-planning">Project Planning <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/projecthelp">ProjectHelp <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/projector">Projector <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/property-technology">Property Technology <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pros">PROS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pros-pricing">PROS Pricing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/psa">PSA <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/purchasing">purchasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments <span class="filter-link-count" dir="ltr">(16)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/pv-accelerator">PV Accelerator <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/qad">QAD <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/quantrix">Quantrix <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/real-estate">real estate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/real-time">Real-time <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/reconcile">reconcile <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/reconciliation">Reconciliation <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/recurring-revenue">Recurring Revenue <span class="filter-link-count" dir="ltr">(16)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/reporting">Reporting <span class="filter-link-count" dir="ltr">(74)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/reporting-xbrl-ixbrl-document-management">Reporting, XBRL, iXBRL, document management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/research">Research <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue">Revenue <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-and-lease-accounting">revenue and lease accounting <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-management">Revenue Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-performance">Revenue Performance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-performance-management">Revenue Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-recognition">revenue recognition <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/revenue-lease-and-tax-accounting">Revenue, Lease and Tax Accounting <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/risk">Risk <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/risk-analytics">Risk Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/robotic-automation">robotic automation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/robotic-finance">robotic finance <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/robotic-process-automation">Robotic Process Automation <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/roi">ROI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sop">S&OP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/saas">SaaS <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sage">Sage <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sage-software">Sage Software <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales">Sales <span class="filter-link-count" dir="ltr">(49)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-and-forecasting">Sales and Forecasting <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-and-operations-planning">Sales and Operations Planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-enablement">sales enablement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-enablement-and-execution">Sales Enablement and Execution <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-engagement">Sales Engagement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-forecasting">Sales Forecasting <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-operations">Sales Operations <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-performance-management">Sales Performance Management <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM) <span class="filter-link-count" dir="ltr">(131)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-planning">Sales Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-planning-and-analytics">Sales Planning and Analytics <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sales-tax">Sales Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/salesforce-com">Salesforce.com <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sap">SAP <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sarbanes-oxley">Sarbanes Oxley <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sas">SAS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sasb">SASB <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/scm">SCM <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/scm-demand-planning">SCM Demand Planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/scout-rfp">Scout RFP <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sec">SEC <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sec-software">SEC Software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/security">Security <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/self-service">Self-service <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/seperation-of-duties">Seperation of Duties <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/servigistics">Servigistics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sharepoint">SharePoint <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/signal-demand">Signal Demand <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/smart-financial-close">Smart Financial Close <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/smart-manufacturing">Smart Manufacturing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/smb">SMB <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/social">Social <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/social-collaboration">Social Collaboration <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/social-media">Social Media <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/software">Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sourcing">sourcing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sox">SOX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/spm">SPM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/spreadsheets">Spreadsheets <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/spss">SPSS <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/star-analytics">Star Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/statistics">Statistics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/stratahadoop">Strata+Hadoop <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/streaming-data-events">Streaming Data & Events <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/subscription-management">Subscription Management <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sungard">Sungard <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sunsystems">Sunsystems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/supplier-relationship-management">supplier relationship management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/supply-chain">Supply Chain <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/supply-chain-management">supply chain management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM) <span class="filter-link-count" dir="ltr">(92)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/supply-chain-planning">Supply Chain Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sustainability">Sustainability <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/sustainability-management">Sustainability Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tagetik">Tagetik <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/talent-management">Talent Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax">Tax <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-compliance">tax compliance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-data-warehouse-thomson-reuters-multinational">tax data warehouse Thomson-Reuters multinational <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-optimization">tax optimization <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-planning">tax planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-software">Tax Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-datawarehouse">Tax-Datawarehouse <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tax-tax-provision-transfer-pricing">tax; tax provision; transfer pricing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/thomson-reuters-multinational">Thomson-Reuters multinational <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tidemark">Tidemark <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/tm1">TM1 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/total-compensation-management">Total Compensation Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/training">Training <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/treasury">Treasury <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ui">UI <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/unanet-technologies">Unanet Technologies <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/uncategorized">Uncategorized <span class="filter-link-count" dir="ltr">(27)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/unit4">Unit4 <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/us-gaap">US-GAAP <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/us-gaap-accounting">US-GAAP accounting <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/ux">UX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/value-index">Value Index <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/value-added-tax">Value-Added Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/vat">VAT <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/vendavo">Vendavo <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/vendavo-price-pricing-optimization-revenue-custome">Vendavo, price, pricing, optimization, revenue, cu <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/vertex">Vertex <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/virtual-audit">virtual audit <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/virtual-close">virtual close <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/vistaar-technologies">Vistaar Technologies <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/visualization">Visualization <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/voice-of-the-customer">Voice of the Customer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/wan">WAN <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/watson">Watson <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/wearable-computing">Wearable Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/web-crawler">web crawler <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/work-and-resource-management">Work and Resource Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/work-experience-management">work experience management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/work-management">Work Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/workday">Workday <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/workday-collaboration">Workday Collaboration <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/workforce-management">Workforce Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/workforce-performance">Workforce Performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM) <span class="filter-link-count" dir="ltr">(87)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/working-capital">Working Capital <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/xbrl">XBRL <span class="filter-link-count" dir="ltr">(31)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/zilliant">Zilliant <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/zuora">Zuora <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/topic/zyme-solutions">Zyme Solutions <span class="filter-link-count" dir="ltr">(1)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <br><br> <h3 style="color: var(--light_blue);padding-top:40px;">Analyst Perspectives Archive</h3> <p><a class="btn-secondary" href="https://robertkugel.isg-research.net/all">See All</a></p>   </div> </div> </div> <div id="hs_cos_wrapper_Footer" 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"> <footer class="tf-footer Footer tf-footer-04 bg-dark tf-padding-half ventana-footer text-white Footer" id="ventana-footer"> <div 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</ul> </div> </div> </div> </div> </div> </div> <a href="javascript:" id="return-to-top"> </a> </footer> </div>  <script defer src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://robertkugel.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://robertkugel.isg-research.net/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "IBM Planning Analytics Enables Agility Based on Insight", "mainEntityOfPage": "https://robertkugel.isg-research.net/ibm-planning-analytics-enables-agility-based-on-insight", "datePublished": "18/11/2022", "dateModified": "18/11/2022", "articleBody": "IBM Planning Analytics with Watson is a comprehensive, cloud-based business planning application that supports what Ventana Research calls integrated business planning. We coined this term in 2007 to describe a high-participation approach to business planning that integrates strategy, operations and finance. Our Next Generation Business Planning Benchmark Research demonstrated the value of IBP: Organizations that link planning processes get better results. Sixty-six percent of organizations that have an integrated method say it works well or very well, compared to only 25% that have little or no connection between plans. While the annual budget focuses on financial planning, IBP gives executives and managers operational tools to manage business planning in a more holistic, robust way than just budgeting. It can be the foundation for building a more predictive finance organization, and for implementing AI-based methods for planning as well as predictive and prescriptive analytics. A platform is essential for IBP because it makes it possible for all participants in every planning unit to have access to the same data. This ensures consistency while making it possible to automate the movement of data from authoritative sources, such as ERP, warehouse management, human capital management and customer resource management systems. Users can be assured they are working with timely and accurate data while minimizing workloads. A platform structure facilitates the use of external data that can improve forecast accuracy and is essential for the creation and management of artificial intelligence models. Integrated business planning is supported by a platform that enables organizations to plan, budget, report and analyze faster and more accurately. It uses technology to connect financial planning and budgeting with the parts of the organization that plan sales, supply chain, workforce, marketing and IT activities. Technology is essential because it enables each business unit to plan the way that best suits their specific needs while streamlining the integration of these individual plans into an overall picture. It enables organizations to collaborate more consistently and effectively in planning processes. Our Business Planning Benchmark Research found that 85% of organizations that collaborate effectively have a planning process that is managed well, compared to just 11% that do not. Software makes it possible to substantially cut planning cycle times by reducing the individual business unit’s planning workload, and increasingly by applying AI to assist individuals in creating statistically valid plans. I expect that by 2025, one-fourth of financial planning and analysis groups will implement IBP. IBM was categorized as an Exemplary Vendor, ranking first overall in our Business Planning Value Index evaluation, and highlighted in our Market Perspective on the products and customer experience provided. At the heart of IBM Planning Analytics is the ability to enable financial planning and analysis groups to quickly create forecasts, budgets and financial plans that are easily updated to provide senior executives with a full set of projected income statements, balance sheet and cash flow statements to ensure financial control. Beyond these basics, it facilitates the use of scenario testing so individuals, using their personal sandbox, can compare the impact of different detailed scenarios and test underlying assumptions to better understand potential outcomes and risks. Over the past three years, organizations have been challenged by episodes of highly uncertain economic and market conditions and have found that what-if planning is essential so executives can quickly understand the impact of different decisions under alternative scenarios. In this environment, being able to rapidly pivot and address changing conditions enhances competitiveness, so FP&A groups no longer have the luxury of responding to a question with, “I’ll get back to you with that answer.” The software enables users to apply constraint-based planning. This allows organizations to consider how best to utilize resources in a given set of conditions to achieve a desired result, such as designing sales incentives to achieve the mix of products and services that can maximize profitability or market share in a specific category or geography. People working in accounting and finance live in spreadsheets, so Planning Analytics allows them to use Excel as their interface. But the technology also addresses desktop spreadsheets’ shortcomings with a database that meets the multidimensional requirements of business planning. Planning Analytics almost instantaneously automates the consolidation of all of the plans of an organization’s various business units, uses workflows to reduce administrative workloads, supports collaboration in the process and simplifies as well as automates reporting and analytics that are an essential ingredient in business planning and budgeting. Interactive dashboards allow self-service exploration of trends and the ability to drill down into data. As the product’s name suggests, IBM’s technology is firmly rooted in analytics and increasingly in the use of AI for forecasting and predictive analytics. All vendors of software aimed at the office of finance continue to differentiate offerings by the capabilities and accuracy of AI functionality. Over the remainder of the decade, it will be the most consequential technology for business computing. Ventana Research asserts that by 2025, almost all vendors of software designed for finance organizations will have incorporated some AI capabilities to reduce workloads and improve performance. The technology can improve the effectiveness of planning and forecasting by marrying financial and operational planning, including sales and constrained-demand forecasting. It also can reduce the impact of bias in such projections, increasing accuracy and supporting better business decisions by assessing operational and financial options in tandem. Instead of playing a relatively narrow role in orchestrating the organizational budget and periodic analyses and reforecasts, FP&A groups should redefine their mission to support the rest of the organization in making business planning more effective, providing more insight into performance. To facilitate the planning process, support high participation and shorten planning and budgeting cycles, FP&A must design and implement streamlined processes that reduce the time required to create and update plans and budgets. They must also enable a structured dialog about plans and budgets as well as facilitating analysis and reporting of results. To make this sort of process transformation practical, they need a planning platform. I recommend that organizations using stand-alone spreadsheets for business planning or that are looking to replace existing, on-premises planning software assess IBM Planning Analytics. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_IBM_Planning_Analytics_Enables_Agility_Based_on_Insight.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "Self-Describing Data Powers B2B Blockchain Distributed Ledgers", "mainEntityOfPage": "https://robertkugel.isg-research.net/self-describing-data-powers-b2b-blockchain-distributed-ledgers-1", "datePublished": "15/02/2018", "dateModified": "15/02/2018", "articleBody": "The use of blockchain distributed ledgers in business processes is now a common theme in many business software vendors’ presentations. The technology has a multitude of potential uses. However, presentations about the opportunities for digital transformation always leave me wondering: How is this magic going to happen? I wonder this because the details about how data flows from point A to point B via a blockchain are critically important to blockchain utility and therefore the pace of its adoption. At this stage in the evolution of blockchain use it’s still necessary to mention at the outset that while all cryptocurrencies such as bitcoin operate on blockchains, most blockchains in use today aren’t associated with cryptocurrencies. Moreover, while cryptocurrencies operate in an unpermissioned environment, I expect almost all B2B interactions will occur in a permissioned blockchain environment. This discussion of developing blockchain technology has nothing to do with cryptocurrencies. I’ve written about using blockchain distributed ledgers as a machine-to-machine universal data connector for business-to-business transactions. Tim Berners-Lee, the creator of the World Wide Web, anticipated that the internet would evolve to support a web of data, not just documents. He used the term “linked data.” Blockchains’ ability to serve as a universal data connector, however, depends on their ability to connect disparate systems with a “loosely-coupled” architecture that supports many-to-many relationships. In computing, a loosely coupled system is one in which each of its components has little or no knowledge of the details of other components. When two such systems connect, the sender communicates a message in its native form and format in the expectation that the receiver will be able to fully and accurately understand the content of that message. To do so, however, requires some form of semantic standardization. This is achieved when the data format and the protocol used to structure the data makes it possible for disparate systems to correctly process the data. Semantic standardization is not especially difficult to achieve in a narrowly defined task with a limited number of participants. In this arrangement, it’s relatively easy for the participants to agree on data structures and protocols. Specialized forms of semantic standardization can be useful for defined groups, especially those that exchange high volumes of relatively standard messages, such as in securities trading and interbank payment systems. This sort of specialized blockchain is useful and will be an important part of the landscape, but for broader utility a more generalized semantic standardization is necessary. Establishing semantic standardization in a general-purpose, machine-to-machine universal data connector isn’t straightforward. To make this workable will require what I call “self-describing data.” Self-describing data “tells” any system reading it the form, meaning and context of the data. To do this will require the development of a syntactical system with dynamic extensibility for general business transactions. This would be similar to BLONDiE, which was developed for cryptocurrencies like bitcoin. This sort of syntactical system is a set of formal specifications that defines the data-related classes and concepts, their properties and roles. “Dynamic extensibility” means the system is structured to enable ongoing modifications and additions, a feature necessary for business-to-business commercial communication. An existing example of dynamic extensibility is eXtensible Business Reporting Language (XBRL), which is used to make listed companies’ U.S. Securities and Exchange Commission (SEC) filings machine-readable by the SEC and investors. The systems that are used to report companies’ financial results are entirely independent of those used to “read” those reports. In between is XBRL, a taxonomy that all systems use to make the information in the filing understandable. Semantic standardization in a general-purpose, machine-to-machine universal data connector needs an architecture to ensure self-describing data is always understandable. This must not be an afterthought but a part of the current efforts if blockchain technology is to be made useful for commercial purposes. Considering this issue now should limit the damage caused by ad-hoc efforts that result in unwieldy and duplicative approaches to data interchange. As a starting point I suggest the creation of an initial taxonomy designed for organizing more task-specific approaches to semantic standardization. I’ll leave it to others to decide whether there needs to be some sort of open-source group to curate the structure and how the process of creating and updating entries would work. This effort is similar to and would likely build on the semantic-web initiative but would be more narrowly focused so that a minimally viable result is available in a relatively short period to facilitate adoption. Here are a couple of use cases that demonstrate how a general-purpose, semantic-standardization approach can be applied to a specific B2B interaction. One is the creation of open business networks that support the purchase and sale of materials and services using smart contracts. The other is cross-posting intra-company transactions to the other party’s general ledger. Blockchains – permissioned ones in almost all cases – will serve as an open but secure platform for all forms of smart contracts that automate the B2B buying and selling process. Business networks for purchasing and sales already exist in the form of proprietary electronic data interchange (EDI) networks, which provide secure machine-to-machine connections to exchange documents. Open networks are likely to be available at little or no cost to participants because providers will use different business models to defray the cost of the service, for instance, as part of a broader or complementary service such as freight transportation or business-credit scoring or supported by advertising. In a low- or no-cost environment, buyers and sellers will want to belong to multiple permissioned blockchains. Publish-and-subscribe messaging will enable either or both sides of a transaction to post sales offers and tender offers to the blockchains and their enterprise software or some service that will interact with the blockchains. Software will either receive and filter responses for human intervention or automatically purchase items. Both will reduce the cost of buying and selling standard commercial products and services that lend themselves to this type of commerce. The second example of a use of blockchains as a universal data connector is cross-posting accounting transactions. In contrast to the many eye-catching use cases for blockchains – global trade payments, securities trading, food provenance and medical health records, to name just four – this activity probably seems trivial but it can have an outsized impact on finance department operations. Cross-posting would eliminate at the source virtually all the issues that create the need for intra-company reconciliations. For example, today when ABC Corporation’s legal entity Q sells a case of widgets to ABC Corporation’s legal entity R, the sale and purchase are recorded separately in the two accounting departments. Because the data is entered twice by two different people, it can give rise to inconsistencies. The price charged and paid for the quantities might be recorded differently. If the two operate with different functional currencies there can be a foreign exchange discrepancy. In some cases, there may be time stamps that fall in different accounting periods. When ABC consolidates its books at the end of the month, any discrepancy will cause the books to be out of balance. The cause of this imbalance then must be identified and reconciled. Reconciliation management software can reduce this tedious, time-consuming process. But cross-posting would go even further and make remediating inconsistencies a trivial task, especially for companies that operate globally and with extended or complex supply chains. Note that I’m suggesting the use of blockchains to complement, not replace, the ERP system. Although associated with the word “ledger,” blockchains are data repositories, not transaction-management systems. Moreover, their strength as data repositories does not mean they should serve as the system of record for an organization because their structure is not optimized for transactions processing or the type of reporting and analysis that modern ERP systems can provide. Blockchain distributed ledgers are best employed as a universal accounting data connector. In this role, the blockchain distributed ledger would function as a publish-and-subscribe structure, with the lead publishing entity posting the entry to the blockchain. Every subscribing general ledger within the corporation would periodically “scan” the blockchain for posts made since its previous scan and use that data addressed to it to generate its own journal entry that faithfully mirrors the lead accounting entry. Cross-posting would shorten a company’s close process by eliminating the need to remediate almost all unbalanced transactions. The advantage of the publish-and-subscribe model is that it could significantly reduce the time and cost of integrating systems, especially after acquisitions. There’s been a great deal of progress in underlying blockchain technology over the past year. Yet there’s a gaping hole in the development process: the lack of the architecture necessary for self-describing data in general-purpose blockchains. There’s still a great deal of work that must be accomplished to make blockchain a mainstream technology for businesses, so it may be jumping the gun to focus on the now-non-existent challenge of architecting blockchains to efficiently handle self-describing data. However, I’m raising the issue because decades of experience with IT-related matters makes it easy to foresee a data management issue. If we don’t deal with this issue in parallel with the development of basic blockchain technology, the mess that likely will ensue will impede adoption of blockchain and unnecessarily raise the costs of using them. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Self-Describing_Data_Powers_B2B_Blockchain_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "Predictive Finance Organizations Are More Valuable", "mainEntityOfPage": "https://robertkugel.isg-research.net/predictive-finance-organizations-are-more-valuable", "datePublished": "12/02/2018", "dateModified": "12/02/2018", "articleBody": "Ventana Research uses the term “predictive finance” to describe a forward-looking, action-oriented finance organization that places emphasis on advising its company rather than fulfilling the traditional roles of a transactions processor and reporter. Technology is driving the shift away from the traditional bean-counting role. The cumulative evolution of software advances will substantially reduce finance and accounting workloads by automating most of the mechanical, rote functions in accounting, data preparation and reporting. (I recently summarized these in a “Robotic Finance”) More than just automating rote tasks, technology also is facilitating a shift to a predictive finance organization. Greater amounts of information, now available in almost-real-time, demand more immediate analyses and assessments of possible courses of action. Increasingly, accounting and operational information is available almost immediately with the reduction in the need for batch processing. This change already can enhance the effectiveness of the department by enabling a continuous accounting approach. This approach supports more rapid and accurate transaction processing, spreading tasks more evenly over accounting periods (which can accelerate the accounting close) and mitigating organizational inertia. As accounting workloads are reduced, the CFO, the CEO and the board of directors of a corporation must reconsider the role of the department. At one extreme, they can increase the efficiency of the department by reducing its headcount while the department maintains its limited role as a transactions processor and reactive bean counter. Alternatively, though, the productivity gains and new capabilities that technology affords can free up resources that allow the department to take on a more strategic role, one that provides more analytical and advisory services, facilitates planning and promotes agility. But just buying technology won’t be enough. A finance organization can achieve this sort of transformation only if it uses the right technology. Furthermore, changing the focus of the finance and accounting department requires a change management effort, rethinking and redesigning processes to best utilize technology and using technology to address the data issues that limit the scope of analytic work and forecasting. Here are four technologies that finance organizations will need to support these changes: Dedicated Planning Software: Planning, forecasting and budgeting are core competencies of the predictive finance organization. An application that supports our continuous planning approach can strengthen a corporation’s performance by enabling high-participation, collaborative, action-oriented planning built on frequent short planning sprints. Our Next Generation Planning research confirms that organizations that use integrated planning technology have planning processes that work better: Two-thirds (66%) of those that directly link all planning information from business units have a planning process that works well or very well, compared to 40 percent that copy planning data and just one-fourth that have little or no connection. A continuous planning approach built on integrated planning technology enables organizations to create more accurate plans because refinements are made at shorter intervals. Short planning cycles enable companies to achieve greater agility in responding to market or competitive changes. Planning across the entire organization in a coordinated fashion (rather than as individual functional silos) in an ongoing collaborative dialogue that brings together finance, line-of-business managers and executives delivers better results. And because it’s high-participation planning and not silo-based, companies can plan with greater accountability and coordination in their operations. This ongoing dialogue tracks current conditions as well as changes in objectives and priorities that are driven by markets and the business climate. Continuous planning promotes a forward-looking mindset in planning and reviewing that’s focused on performance improvement. It's not feasible for all but the smallest organizations to practice continuous planning with desktop spreadsheets. The inherent technological limitations imposed by them make continuous planning undoable. For instance, short planning cycles are almost impossible because consolidating spreadsheets is so time-consuming. Predictive Analytics is a key discipline necessary for the predictive finance organization. Although the technology has been available for decades, our Office of Finance research finds that just 9 percent of finance organizations use it extensively in their daily operations. Predictive analytics is a technique that companies can utilize to achieve better results. It can be used to create more accurate and nuanced projections of future outcomes and is especially useful in quickly finding divergences from expectations to create more timely alerts. For instance, rather than having to wait until the end of a month to review results and initiate a course of action, early in the month a corporation could use predictive analytics to spot and address a probable revenue shortfall in a specific product line, or to change production rates or shipments to avoid a likely regional stock-out caused by unexpected demand. Predictive analytics increasingly are embedded in planning applications. However, the capabilities alone are not enough; one barrier to the successful adoption of predictive analytics is the timely availability of accurate and relevant data. More on data availability below. Artificial Intelligence and Machine Learning: Machine learning involves the application of data-science-derived algorithms that include the capability to “learn” and therefore change to achieve better results as more data and more outcomes are observed. Artificial intelligence applies machine learning algorithms, often in a way that mimics how a human might respond to or manage a process. Combined, the two make it possible to have computer systems that adapt to the needs of an organization without requiring a custom deployment process that results in a rigid implementation. Cognitive computing or cognitive systems are related to AI and ML but include the ability to work with a wider variety of unstructured data types such as text, speech, audio, static images and video. AI and machine learning will have a profound impact on white collar professions, especially in heavily rules-based functions such as accounting, as I’ve noted. Machine learning also can drive relevant prescriptive analytics. These present executives and managers with a range of possible responses to a specific business condition along with potential outcomes and an assessment of their probability. Because of their transformational potential, software vendors are giving AI and ML a significant amount of attention. It’s important, though, to recognize that while some applications of the technologies are already in use, others are a decade or more away from replacing or significantly augmenting human tasks. It’s also important to understand that any practical application of these technologies requires the timely availability of large quantities of accurate and relevant data. Yet, as a measure of data accessibility, our Internet of Things and Operational Intelligence research found that fewer than half (49%) of organizations rate their ability to track events and trends in their systems as either excellent or good. Which brings me to the fourth essential technology. Data Management is a fourth essential technology necessary for a predictive finance organization. The usefulness of predictive analytics and machine learning depend on being able to access and use large amounts of data. Moreover, FP&A organizations increasingly want access to a wider range of operational data, not just accounting numbers, to provide more insightful analyses for both finance and operations. External data related to markets and competitors can be useful for forecasting, planning and performance assessments. The quality and timeliness of analyses, reporting and planning is a function of the quality and timeliness of the available data. In many companies today, finance organizations trade timeliness for accuracy and completeness. Our Office of Finance research finds that only 31 percent of organizations said that the information that the department provides the rest of the organization is timely. At the same time, a majority (59%) claimed that the information the department provides the company supports their company’s performance, yet only 24 percent said that the information is useful enough to enhance its performance – a key objective for the predictive finance organization. Today, finance organizations struggle handling just their basic data requirements. Our Next Generation Finance Analytics research reveals that in performing analytical processes, two-thirds (68%) of companies spend the bulk of their time on data-related tasks such as assembling and validating data sets compared to 28 percent that spend most of their time analyzing data. Data management has been a challenge in business computing for decades. Increasingly, tools are available to streamline the process of gathering, validating and preparing data. There haven’t been any breakthroughs yet, but it’s likely that incremental progress in enhancing the capabilities of data management tools will make it much easier for finance departments to have the data they need to enable a predictive finance organization. For decades, there’s been a great deal of discussion about transforming the role of the finance organization, shifting its focus from transactions processing and reporting to analyses and advising. And for decades this shift has been stymied, in part by technology advances that have provided only incremental gains in effectiveness. However, information technology has now advanced to the point where many of the unfulfilled promises will finally be met. As noted, though, while technology makes the predictive finance organization possible, achieving a successful transformation of the department’s role requires a change management effort as well as process optimization. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Predictive_Finance_Org_More_Valuable_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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://robertkugel.isg-research.net/treasury-is-more-effective-with-technology-1", "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": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Treasury_More_Effective_Tech_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "SAP Faces Challenges with Customer Assurance and Digital Boardroom", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2016/06/18/sap-faces-challenges-with-customer-assurance-and-digital-boardroom", "datePublished": "18/06/2016", "dateModified": "18/06/2016", "articleBody": "There were two noteworthy themes in SAP CEO Bill McDermott’s keynote at this year’s Sapphire conference. One was customer assurance; that is, placing greater emphasis on making the implementation of even complex business software more predictable and less of an effort. This theme reflects the maturing of the enterprise applications business as it transitions from producing highly customized software to providing configurable, off-the-rack purchases. Implementing ERP will never be simple, as I have noted, but as companies increasingly adopt multitenant software as a service (SaaS), vendors will need to make their implementations as repeatable as possible and enable flexible configuration of parameters and processes that substantially reduce the billable hours required to complete a deployment. “Customer assurance” is an important stake in the ground, but it will be an empty concept unless there is complete overhaul of the entire value chain to take it beyond good intentions. Otherwise, customer assurance will be an ongoing rearguard action to overcome technology-driven challenges and disincentives for improvement. Business applications must be re-engineered to facilitate implementation, substantially reduce the likelihood of implementation errors and facilitate subsequent changes to adapt to changing business conditions. Moreover, software vendors’ partners will need to demonstrate that they can reliably cut a substantial number of billable hours per implementation engagement. This will require partners to restructure their business models. Neither of these changes will be easy to accomplish. To its credit SAP has set a course for increasing the simplicity of using its core ERP and financial management software. Getting there soon would greatly enhance its ability to retain if not gain customers in these mature markets. McDermott’s second notable touch point was the “digital boardroom,” a wall-size set of monitors displaying a broad array of current company data (including some in real time) in easy-to-understand visualizations and in alphanumeric format. The digital boardroom demonstration contained not just the standard set of drill-down and drill-around capabilities but also the ability to work interactively with data to do what-if scenario planning and analysis. While some might view it as only eye candy, the immediacy of the data and the ability explore potential outcomes based on different conditions or actions would represent a substantial breakthrough in the use of data and analytics by senior executives. The idea behind the digital boardroom is sound: Boards of directors, executives and management need up-to-date information to help them understand the current state of the business, its opportunities and challenges. However, in our benchmark research on the Office of Finance fewer than one-third of companies said that the information they receive is timely. In the past, somewhat timely information might have been the best one could expect but no longer. Analyses and plans based on out-of-date information may not be actionable. However, the business value of the digital boardroom will be an empty promise unless companies address the root causes of the timeliness issue. They include scattered information, a heavy dependence on desktop spreadsheets for aggregating and analyzing data, and limited penetration of advanced analytics. Our research also shows that fewer than half of finance departments use relatively straightforward analytic techniques such as product and customer profitability, only 22 percent employ economic and market data and trends in their analysis, and just 12 percent use predictive analytics. SAP’s existing and planned software can help address these shortcomings, but it cannot overcome the data management issues that prevent companies from having timely information or the lack of analytical skills and training that also hamper a company’s ability to present incisive, action-oriented analyses and prescriptive models in a digital boardroom. One of SAP’s objectives in demonstrating the digital boardroom is to make senior executives aware of what’s possible. Ideally this would be a potent source of “demand pull” – directives from the top to enhance a company’s systems and modeling capabilities by addressing data, training, process and systems requirements. SAP’s enterprise software generally and its Universal Journal in particular can begin to address the technology and some of the data issues. But experience makes me reluctant to assume the best. It seems likely that for the time being the numbers and analyses that wind up being displayed in a digital boardroom will be created using the same crude, time-consuming methods. Our next-generation finance analytics research finds that two-thirds (68%) of individuals spend the greatest amount of their time on data-related tasks in preparing for analysis while only 28 percent are able to focus on the analysis itself. One can hope that data environments will improve and that users will switch to dedicated analytic software from desktop spreadsheets, but applications vendors should focus on adapting to shoddy IT environments rather than hoping that customers will change their behavior. SAP also will need to ensure that the full range of its analytics and business intelligence software is readily integrated with the digital boardroom. Doing this must include its newly acquired technology from Roambi, which provides mobile support for smartphones and tablets. The ERP and financial management software categories are currently in a process of transformation, as I have written, one that will be as sweeping as the shift to client/server applications in the 1990s. The trend to cloud-based multitenant architectures gets the most attention, but real-time information availability, a more productive and pleasant user experience, improved in-context collaboration and a lower total lifetime cost of ownership will be key factors in determining winners and losers. Aware that they are vulnerable to disruption, established vendors – including SAP – have been adapting. Statements of direction are useful for communicating with customers and the market generally. However, SAP needs to accelerate its pace of development to arrive at the transformed state it promises if it is to remain competitive. Regards, Robert Kugel Senior Vice President Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_office_of_finance_06_information_isnt_timely_enough-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "Cryptic Data: Challenges and Rewards in Finding and Using It", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2016/02/19/cryptic-data-challenges-and-rewards-in-finding-and-using-it", "datePublished": "18/02/2016", "dateModified": "18/02/2016", "articleBody": "Using information technology to make data useful is as old as the Information Age. The difference today is that the volume and variety of available data has grown enormously. Big data gets almost all of the attention, but there’s also cryptic data. Both are difficult to harness using basic tools and require new technology to help organizations glean actionable information from the large and chaotic mass of data. “Big data” refers to extremely large data sets that may be analyzed computationally to reveal patterns, trends and associations, especially those related to human behavior and interaction. The challenges in dealing with big data include having the computational power that can scale to the processing requirements for the volumes involved; analytical tools to work with the large data sets; and governance necessary to manage the large data sets to ensure that the results of the analysis are accurate and meaningful. But that’s not all organizations have to deal with now. I’ve coined the term “cryptic data” to focus on a different, less well known sort of data challenge that many companies and individuals face. Cryptic data sets aren’t easy to find or aren’t easily accessed by people who could make use of them. Why “cryptic?” As a scuba diver, I donate time to Reef Check by doing scientific species counts in and around Monterey Bay, Calif. Cryptic organisms are ones that hide out deep in the cracks and crevices of our rocky reefs. Finding and counting them accurately is time-consuming and requires skill. Similarly, it’s difficult to locate, access and collect cryptic data routinely. Because it’s difficult to locate or access routinely, those who have it can gain a competitive advantage over those who don’t. The main reason cryptic data is largely untapped is cost vs. benefits: The time, effort, money and other resources required to manually retrieve it and get it into usable form may be greater than the value of having that information. By automating the process of routinely collecting information and transforming it into a usable form and format, technology can expand the range of data available by lowering the cost side of the equation. So far, most tools, such as Web crawlers, have been designed to be used by IT professionals. Data integration software, also mainly used by IT departments, helps transform the data collected into a form and format where it can be used by analysts to create mashups or build data tables for analysis to support operational processes. Data integration tools mainly work with internal, structured data and a majority have little or no capability to support data acquisition in the Web. Tools designed for IT professionals are a constraint in making better use of cryptic data because business users are subject matter experts. They have a better idea of the information they need and are in a better position to understand the subtleties and ambiguities in the information they collect. To address this constraint, Web scraping tools (what I call “data drones”) have appeared that are designed for business users. They use a more visual user interface design and hide some of the complexity inherent in the process. They can automate the process of collecting cryptic data and expand the scope and depth of data used for analysis, alerting and decision support. Cryptic data can be valuable because when collected, aggregated and analyzed, it provides companies and individuals with information and insight that were unavailable. This is particularly true of data sets gathered over time from a source or combination of sources that can reveal trends and relationships that otherwise would be difficult to spot. Cryptic data can exist within a company’s firewall (typically held in desktop spreadsheets or other files maintained by an individual as well as in “dark” operational data sets), but usually it is somewhere in the Internet cloud. For example, it may be Industry data collected by some group that is only available to members A composite list of products from gathered from competitors’ websites Data contained in footnotes in financial filings that are not collected in tabular form by data aggregators Tables of related data assembled through repetitive queries of a free or paid data source (such as patents, real estate ownership or uniform commercial code filings). Along these lines, our next-generation finance analytics benchmark research shows that companies have limited access to information about markets, industries and- economies.Only 14 percent of participants said they have access all the external data they need. Most (63%) said they can access only some of it, and another 14 percent said they can’t access any such data. In the past, this lack of access was even more common, but the Internet changed that. And this type of external data is worth going after, as it can help organizations build better models, perform deeper analysis or do better in assessing performance, forecasting or gauging threats and opportunities. Cryptic data poses a different set of challenges than big data. Making big data usable requires the ability to manage large volumes of data. This includes processing large volumes, transforming data sets into usable forms, filtering extraneous data and code data for relevance or reliability, to name some of more common tasks. To be useful big data also requires powerful analytic tools that handle masses of structured and unstructured data and the talent to understand it. By contrast, the challenge of cryptic data lies in identifying and locating useful sources of information and having the ability to collect it efficiently. Both pose difficulties. Whereas making big data useful requires boiling the ocean of data, cryptic data involves collecting samples from widely distributed ponds of data. In the case of cryptic data, automating data collection makes it feasible to assemble a mosaic of data points that improves situational awareness. Big data typically uses data scientists to tease out meaning from the masses of data (although analytics software vendors have been working on making this process simpler for business users). Cryptic data analysis is built on individual experience and insight. Often, the starting point is a straightforward hypothesis or a question in the mind of a business user. It can stem from the need to periodically access the same pools of data to better understand the current state of markets, competitors, suppliers or customers. Subject matter expertise, an analytical mind and a researcher’s experience are necessary starting capabilities for those analyzing cryptic data. These skills facilitate knowing what data to look for, how to look for it and where to look for it. Although these qualities are essential, they not sufficient. Automating the process of retrieving data from sources in a reliable fashion is a must because, as noted above, the time and expense required to acquire the data manually are greater than its value to the individual or organization. Almost from the dawn of the Internet, Web robots (or crawlers) have been used to automate the collection of information from Web pages. Search engines, for example, use them to index Internet pages while spammers use them to collect email addresses. These robots are designed and managed by information technology professionals. Automating the process of collecting cryptic data requires software that business people can use. To make accessing cryptic data feasible, they need “data drones” that can be programmed by users with limited training to fetch information from specific Web pages. Tools available from Astera ReportMiner, Connotate, Datawatch, import.io, Kofax Kapow and Mozenda are great examples on where you can get started for leveraging cryptic data. I recommend that everyone who has to routinely collect information from Internet sites or from internal data stores that are hard to access or who thinks that they could benefit from using cryptic data investigate tools available for collecting it. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Office of Finance in 2016", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2016/02/14/the-office-of-finance-in-2016", "datePublished": "14/02/2016", "dateModified": "14/02/2016", "articleBody": "The imperative to transform the finance department to function in a more strategic, forward-looking and action-oriented fashion has been a consistent theme of practitioners, consultants and business journalists for two decades. In all that time, however, most finance and accounting departments have not changed much. In our benchmark research on the Office of Finance, nine out of 10 participants said that it’s important or very important for finance departments totake a strategic role in running their company. The research also shows a significant gap between this objective and how well most departments perform. A large majority (83%) said they perform the core finance functions of accounting, fiscal control, transaction management, financial reporting and internal auditing, but only 41 percent said they play an active role in their company’s management. Even fewer (25%) have implemented a high degree of automation in their core finance functions and actively promote process and analytical excellence. Despite these findings, we believe that today finance transformation is both necessary and achievable. Practical, affordable technology is available to enhance productivity in order to de-emphasize the department’s “bean counting” role and promote its ability to enhance the performance of the entire corporation. Technology enables Finance to be more proactive and more strategic in providing analyses and methods that enhance its capabilities and improve the performance of the entire corporation. Of course, technology by itself will not transform a finance organization, but most of the longstanding issues that it must address to improve performance can be fixed using information technology to address interrelated people, process and data issues in a comprehensive fashion. Our Office of Finance research agenda for 2016 emphasizes three broad technology-related themes serving the goal of finance transformation: Applying a continuous accounting approach to promote greater departmental efficiency and effectiveness Adopting technology that promotes action-oriented continuous planning, using rapid, short planning cycles to promote agility, coordination and accountability Using software and other information technologies to achieve continuous optimization to promote ongoing organizational alignment across departments and business units. Continuous Accounting We introduced the term “continuous accounting” last year to identify the three areas where our research consistently finds tactical roadblocks to achieving a more strategic finance organization. By focusing on these three areas, finance executives can achieve steady gains in effectiveness. The first area concerns how the organization uses technology and manages information. To enhance effectiveness, finance departments must use software to automate all mechanical, repetitive accounting processes in a continuous, end-to-end fashion. Automation improves efficiency by eliminating the need to have people perform repetitive tasks. For example, we find that most (71%) companies that automate substantially all of their financial close complete it within six business days of the end of the quarter, compared to 43 percent that automate some of the process and just 23 percent that have automated little or none of it. Using software enables the department to manage the flow of data through its processes in a continuous, end-to-end fashion. This ensures data integrity, which in turn eliminates the need for checks and reconciliations that can consume time that could be spent more productively. Data integrity is undermined every time data is re-entered manually or when a spreadsheet is used in a process: for example, when data from one system is manually transferred to another; when the same information is entered twice in two different systems; or when a spreadsheet is used to perform an allocation or a set of calculations. The second aspect of continuous accounting involves optimizing scheduling of tasks. Continuous accounting incorporates a process management approach that, wherever possible, distributes workloads continuously to flatten spikes of activities, whether in the month, quarter, half-year or year. This approach eliminates bottlenecks and optimizes when tasks are executed. It reduces stress on the department and can eliminate the need for temporary help and its associated expense. Much of the traditional accounting cycle and related departmental practices are artifacts of paper-based bookkeeping systems. These methods dictated the need to wait until the end the month, quarter or year to take accountants off line to perform aggregations, allocations, checks and reconciliations; that rhythm represented the best trade-off of efficiency and control in such antiquated approaches. Today’s systems offer far more flexibility that enables departments to spread workloads more evenly over time and complete them more expeditiously. The third aspect of continuous accounting is the need to instill continuous improvement in the departmental culture. This steps counters tendency of any organization – but especially finance – to embrace a “we’ve always done it this way” mindset that resists needed change. Continuous improvement acts as a mission statement that sets increasingly rigorous objectives. To achieve those objectives it’s necessary to have regular reviews of performance toward those objectives and make addressing shortcomings a priority. For departmental executives, communicating the need for continuous improvement is an essential element to achieving finance transformation. Used as an organizing principle for the department, continuous accounting frees up time and therefore the resources needed to implement changes that result in performance improvements in a sustained and steady fashion. Adopting a continuous accounting approach enables CFOs and finance executives to reduce the amount of time spent “fighting fires,” many of which are the result of not using capable technology. The Transformation of ERP In most companies, ERP systems are the backbone of the accounting function, and this software category will continue to be an important focus of our research in 2016. The ERP software market is set to undergo a significant transformation over the next five years. At the heart of this transformation is the decade-long evolution of a set of technologies that enable a major shift in the design of these systems – and it amounts to the most significant change since the introduction of client/server technology in the 1990s. Vendors are seizing on technologies such as in-memory computing, improving the user interface and user experience, adding more in-context collaboration and extending the use of mobility to differentiate their applications from rivals. Those with software-as-a-service (SaaS) subscription offerings are investing to make their software suitable for a broader variety of users in multitenant clouds. These and other topics will be addressed in the results of our next-generation ERP benchmark research, which we will release in 2016. We’ll also continue to look at the application of financial performance management (FPM) to improve results. Ventana Research defines FPM as the process of addressing the often overlapping issues that affect how well finance organizations support the activities and strategic objectives of their companies and manage their own operations. FPM deals with the full cycle of the finance department’s functions, including corporate and strategic finance, planning, budgeting, forecasting, analysis, closing reporting and statutory filing. In each of these areas, using inappropriate technology has a negative impact on how well a company performs. We will continue to highlight the importance of improving the creation and use of analytics. For example, our Office of Finance research finds that on average, companies that are heavy users of spreadsheets in their closing process take longer to close their books than those that limit them or don’t use them at all. Elsewhere, our next-generation finance analytics research finds a high degree of dissatisfaction with finance analytics in the company: 58 percent said that significant or major changes are necessary while just 7 percent stated no improvements are necessary. The research also shows that heavy use of spreadsheets for all forms of analysis is at the heart of this dissatisfaction. In 2016 also we’ll publish the next installment of our Financial Performance Management Value Index, which assesses vendors and products in this software market. Financial Performance Management As noted above, we recommend that finance organizations that want to play a more strategic role in the management of their corporation should adopt a continuous planning methodology for their financial planning and analysis function. A continuous planning approach uses frequent, short planning cycles to promote agility, coordination and accountability in operations. It includes establishing an ongoing dialogue among finance and line-of-business managers and executives to track current conditions as well as changes in objectives and priorities driven by markets and the business climate. To manage planning in such a comprehensive way requires dedicated software that enables members of the FP&A organization to focus more of their time on analysis and modeling. Technology also enhances the quality of plans, forecasts and budgets. In particular, in-memory computing makes it feasible to rapidly process computation of even complex models with large data sets. Consequently, it can expand the range of planning, budgeting, forecasting and reviewing performed in rapid cycles. It enables organizations to run more simulations to understand trade-offs and the consequences of specific events, as well as change the focus of reviews from what just happened to what to do next. For these reasons, in-memory computing also may encourage more companies to replace spreadsheets (which have practical limits to the size, complexity and adaptability of the models that are created in them) with dedicated planning applications that can harness the power of in-memory processing. Sales and Operations Planning for Finance Companies that deal in physical goods that are manufactured or sourced and then sold direct or into distribution channels often benefit from using sales and operations planning (S&OP). The process of orchestrating the flow of parts and materials through the production process to meet expected customer demand involves many functional units, each of which make plans, as well as the finance organization, which assesses the financial impact. Sales and operations planning is a discipline aimed at aligning and optimizing the plans of several business units. There are sales plans, product plans, demand plans and supply chain plans. Within a corporation, the performance of each of the functional units that produce these plans is assessed using different, often conflicting metrics. Information technology enables corporations to manage their inventories more skillfully and minimize their working capital investment while maximizing their ability to fulfill demand. S&OP is designed to align a company strategically so that it can execute tactically in more effective fashion. The ultimate goal is to determine how best to manage company resources, especially inventory and cash, to be able to profitably satisfy customer demand with the lowest incidence of stock-outs. The output of an S&OP group is a SKU-level demand forecast that is used to create a detailed inventory plan. This quantitative plan is a major driver of a process that guides the purchasing an optimal amount of inventory (the one that best balances desired fulfillment rates while minimizing the investment in inventory) from the best set of suppliers (balancing a range of considerations including goods availability, pricing, discounts, economic order quantities and supply chain constraints). To enhance their strategic value, the financial planning and analysis group should play an integral role in the sales and operations planning process. Advanced Analytics We also will monitor the ongoing development of advanced analytics for business users. Using technology to make better use of data through advanced analytics can provide companies with breakthrough results. Often that’s because using capable information technology can provide insights and visibility that are unavailable by eyeballing data or using spreadsheets. Advanced techniques such as predictive analytics provide companies with more nuanced forecasts as well as the ability to spot deviations from expected results and thus address problems or seize opportunities sooner. For example, price and revenue optimization is rapidly developing applied analytic techniques that enable businesses to achieve higher profitability, increased sales or some combination. Software that helps manage pricing and profitability is spreading from hospitality, transportation, retailing to consumer financial services and other areas, especially business-to-business verticals. Used properly, this type of software enables a company to tailor its control of individual decisions regarding pricing, discounts and other terms to achieve the results best suited to its strategy. It can continuously make adjustments consistent with longer-term objectives in response to market conditions. Price and revenue optimization is impossible to achieve without using software and analytics that can deal with the huge volumes of today’s data. Tools for Promoting Productivity and Effectiveness There are a range of specialized software tools also can promote a more effective finance function, and executives must focus on acquiring and using those that enable the department to take a more active role in improving performance in the company’s operations. Finance has the necessary analytical talent and is positioned to be a neutral party in balancing the requirements of different functional groups or where issues cross business units or geographic boundaries. The Office of Finance practice will continue to focus on software categories that can improve corporate efficiency, increase visibility and enhance agility. Our main objective is to enable finance organizations to be more effective by eliminating the root causes of time-wasting, low-value activities. For example, more companies are adopting a subscription or recurring revenue business model. This model isn’t always handled well by ERP systems, especially if a company is selling something more complex than simple subscriptions. These companies need to automate their quote-to-cash process from end to end, with the objective of controlling the flow of data, from configuring, quoting and pricing all the way to billing. Using this type of automation to ensure data quality enables companies to achieve two usually conflicting goals: substantially reducing finance and accounting department workloads while still allowing sales and marketing to offer customers flexibility in how they buy their services or products. Expense management is another classic time-waster poorly executed in most companies. Automation not only can save the finance department time, it also can reduce the “administrivia” workload for employees who have to submit expense reports. The cost of these expense management systems is typically less than one full-time equivalent employee, but it can save a multiple of that amount of time. Managing Taxes More Intelligently Taxes are one of the biggest expenses corporations face. There are two basic types of taxes: direct or income taxes and indirect taxes, which include sales and use tax and value taxes. Managing direct tax provision and analysis is still in the dark ages in most companies. We recommend to corporations that operate in multiple countries and that have even a moderately complex legal entity structure that they consider tax provision software that is supported by what we call a tax data warehouse of record. Taxes operate in a parallel universe from business management. Our research confirms that most companies use spreadsheets to manage their tax provision and analysis: Half (52%) rely solely on spreadsheets, and another 38 percent mainly use them. Several issues arise in using spreadsheets in the tax function: They are time-consuming, provide limited visibility to senior executives and pose unnecessary risks through errors. International companies are facing increasing scrutiny of their tax positions and can benefit from using dedicated software to manage their direct taxes more intelligently. Among the indirect taxes, in the United States, sales taxes are notoriously complex to administer. We recommend that any company with 100 or more employees doing business in more than a handful of states adopt a sales tax service for the same reason that they use a payroll service: It’s not worth the time, hassle and potential liability to do it in house. The Impact of Changes to Accounting Rules The Office of Finance practice at Ventana invests a great deal of time in researching software applications and related information technology. Uniquely, though, we also read accounting bulletins. The world of accounting is undergoing a substantial change now and over the next three years as a result of the adoption of accounting rule changes for revenue recognition and, to a lesser extent, lease accounting. The impact of revenue recognition changes will be profound because it is built on a fundamentally different conceptual framework than classical accounting. The upshot of this framework is that systems must account for revenues and expenses in a parallel fashion rather than in a balancing one. This type of approach would have been extremely problematic in paper-based systems. It’s feasible only because of the nearly universal use of computer-based accounting systems. Almost all ERP vendors are gearing up to support the new accounting rules, but it’s important for companies to plan ahead to make the transition as smooth as possible. And it’s important to be sure that sales contracts and documentation are designed to make accounting for them as efficient as possible. Technology’s Role in the Office of Finance One major reason for investing in technology is to help senior executives achieve better results by supporting more effective business management techniques. For example, our benchmark research on long-range planning demonstrates that better management of technology and information can improve alignment between strategy and execution. And when it comes to cloud computing, far from simply being a technology concern, cloud computing enables corporations to cut costs and gain access to more sophisticated technology than they could feasibly support in an on-premises deployment. Using technology can boost performance. The improper use of spreadsheets as seen in our research continues be an unseen killer of corporate productivity because these tools have inherent defects that significantly reduce users’ efficiency. Relying on spreadsheets makes it impossible to find the time to improve performance. Increasingly companies have inexpensive options that are easier to use and enable more advanced, reliable modeling, analysis and reporting. Information technology is an essential element of business management and promotes a discipline of continuous optimization, a term we use to emphasize the importance of achieving better alignment of organizations to a company’s strategy. Yet many senior executives and managers have too narrow and too limited an understanding of IT’s full potential, much as those managing corporate information technology usually don’t appreciate business issues and how IT can address them. The business/IT divide is a barrier that prevents many companies from achieving their performance potential. The divide need not exist. Business executives don’t have to be able to write Java code or master the intricacies of an ERP or sales compensation application. However, they should master the basics of IT just as they must understand the fundamentals of corporate finance, the production process and – at least at a high level – the technologies that support that process. Our research practice addresses the significant business issues where technology plays an important role in addressing those issues. Because business is dynamic, optimization must be continuous to adapt to changes in markets, the competitive landscape and customer demands. Continuous optimization requires companies to operate in faster cycles and have real-time visibility to improve responsiveness and agility. Information technology can remove the barriers that prevent them from achieving more optimal results. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "Tidemark Enables More Effective Business Planning", "mainEntityOfPage": "https://robertkugel.isg-research.net/2015/11/12/tidemark-enables-more-effective-business-planning", "datePublished": "12/11/2015", "dateModified": "12/11/2015", "articleBody": "Tidemark Systems offers a suite of business planning applications that enable corporations to plan more effectively. The software facilitates rapid creation and frequent updating of integrated company plans by making it easy for individual business functions to create their own plans while allowing headquarters to connect them to create a unified view. I coined the term “integrated business planning” a decade ago to highlight the potential for technology to substantially improve the effectiveness of planning and budgeting in corporations, and it remains true that integrating business planning can produce superior results. Companies that maintain direct links between functional or departmental plans more often have a planning process that works well than others. Our next-generation business planning benchmark research shows that two-thirds (66%) of those that maintain such links have a planning process that works well or very well, compared to 40 percent that copy information from individual plans into an overall plan and just 25 percent in which plans have little or no connection. Businesses commonly do a lot of planning within individual silos: There are sales plans, marketing plans, manufacturing plans, R&D plans and various others. However, in most companies the only unified plan is the corporate budget, which is a financial plan used mainly for allocating resources and controlling spending. Because they are focused almost exclusively on monetary consequences, budgets are not especially useful for planning the operations of a company, which requires attention to the things of a business (such as head count, numbers of purchased parts and tons of materials). Tidemark has made significant progress with its software that I have previously assessed with how it unifies business planning and the company’s Fall 2015 release includes a new feature, Tidemark Complete, that enables companies to benchmark their performance against that of competitors. In almost all organizations, performance reviews compare results against the current plan or the previous quarter or year. While this is essential, it’s insufficient because business is not an “us-vs.-us” game; it’s an us-vs.-them competition. Even so, most companies don’t assess their results against the market because they find it too difficult and time-consuming to assemble the data. Tidemark Complete addresses this issue. The latest release also adds packaged configurations and metrics tailored for the insurance, hospitality and retail industries that enable such companies to accelerate their implementation of Tidemark. In the Spring 2015 release the company introduced packages for higher education and subscription commerce. The subscription commerce app is especially useful for companies with recurring revenue businesses for two reasons. One is that managing these types of businesses requires using metrics that are not directly available from the accounting process. These include the annual recurring revenue (ARR) and annual and total contract value (ACV and TCV). Typically, the finance staff assembles data from one or more sources in desktop spreadsheets to do the calculations, analyze the results and create reports. As well as time-consuming, this method is prone to errors and incompleteness in the data. The second reason is that revenue recognition in subscription businesses is often complex. For planning purposes, it’s useful to be able to automate the translation of booking events into reported revenue because it saves time and results in more accurate projections of future financial statements. Ventana Research rated Tidemark a Hot Vendor in our 2015 Business Planning Value Index. Tidemark’s software offers all of the capabilities necessary to support state-of-the-art planning. That is, it offers engaging visualization and reporting functionality that enhances understanding and insight in developing plans as well as communicating results. It has workflows to manage plan creation and periodic updates that cut the time and effort required to supervise the process and thus shorten planning cycles. It offers integrated analytics to support the planning and review phases of the process as well as Storylines and Playbooks, methods that present an organization’s performance in narrative form with engaging data visualizations. An important reason why companies invest time in creating plans is to set objectives so they can periodically review their performance to those objectives. By organizing all business planning on a single platform, Tidemark allows each planning unit to review its results faster and headquarters to review the overall financial and operational performance sooner. Our research finds that companies that use a dedicated third-party planning application such as Tidemark are more able to uncover details during a review meeting because they can drill down to uncover underlying details while the meeting is under way. This enables managers and executives to get to information that can promote agility and provides an environment that encourages action in the whole organization. Tidemark also offers built-in social collaboration capabilities in context. Collaboration is essential in the process of planning in corporations because it helps ensure that activities are coordinated. Companies have multiple objectives for their planning processes. Chief among these is accuracy. But since things don’t always go to plan, companies need agility in responding to changes in a timely and coordinated fashion, and collaboration facilitates this also. In a small business, planning can be informal because of the ease of communications between all members and the ease with which plans can be modified in response to changing conditions. In larger organizations the planning process becomes increasingly difficult because communications become compartmentalized locally and diffused across the enterprise. Facilitating collaboration across geographies or business silos addresses the communications issues. Tidemark’s collaboration capabilities address this issue more readily and completely than email or instant messaging. Setting and changing the company’s course require coordination to ensure that the actions of one part of the organization complement (or at least don’t impede) the actions of others. Better communication across the organization promotes coordination because it enables better understanding of the impact of policies and actions in one part of the company on the rest of it. Yet only 14 percent of companies are able to accurately measure that impact, and fewer than half (47%) have even a general idea. Integrated business planning coupled with a collaboration capabilities addresses that issue. Using the most capable technology also helps. Using limited tools is a major barrier preventing companies from integrating their planning efforts; spreadsheets in particular are a major culprit. Our research reveals that across the spectrum of corporate planning activities, seven out of 10 organizations use spreadsheets to manage their planning processes. Tidemark’s common planning platform for individual departmental and functional plans, plus built-in analytics and reporting and its focus on ease of use, provides a compelling reason to switch from spreadsheets. Also, compared to using spreadsheets, Tidemark’s applications can make the planning process far more interactive by utilizing in-memory processing to speed calculations. When even complex planning models with large data sets can be run in seconds or less, senior executives and managers can quickly assess the impact of alternative courses of action in terms of their impacts on key operating metrics, not just revenue and income. Furthermore, having the means to engage in a structured conversation with direct reports can help executives implement strategy and manage their organization more effectively. Integrated business planning applications are changing the conversation from a finance-centric approach to one that supports planning operations and finance in parallel. Companies that are dissatisfied with their current approach to business planning and are looking to improve important aspects of it including accuracy, insight, speed and alignment should consider dedicated business planning tools. When they do that, they should consider the kind of software that will enable them to support a better process. We recommend that they include Tidemark in their evaluation. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ngbp_02_integrated_planning_works_better.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-research.net/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "Oracle Must Pivot to Business Applications", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2015/11/06/oracle-must-pivot-to-business-applications", "datePublished": "05/11/2015", "dateModified": "05/11/2015", "articleBody": "Whatever Oracle’s cloud strategy had been the past, this year’s OpenWorld conference and trade show made it clear that the company is now all in. In his keynote address, co-CEO Mark Hurd presented predictions for the world of information technology in 2025, when the cloud will be central to companies’ IT environments. While his forecast that two (unnamed) companies will account for 80 percent of the cloud software market 10 years from now is highly improbable, it’s likely that there will be relentless consolidation, marginalization and extinction within the IT industry sector driven by cloud disruptions and the maturing of the software business. In practice, though, we expect the transition to the cloud to be slow and uneven. Our Office of Finance benchmark research finds that nearly half (46%) of companies prefer an on-premises deployment for their ERP system, as do almost as many (44%) for their statutory consolidation system. The rest mainly had no preference. In contrast, only 29 percent said they prefer in-house deployment for their sales tax management software, a category well suited to cloud deployment because it rarely requires customization but does require ongoing updates to tax rates, which are done automatically as part of the service. Our research also found that companies are keeping their ERP systems longer than they did a decade ago – on average 6.4 years vs. 5.1 years. The longevity of on-premises core finance applications means that the major players in today’s software market are well positioned to remain leaders over the next decade (if only because the transition will be slow), but their future market positions are far from certain. For Oracle, evolution to the cloud poses fundamental challenges by undercutting some of the pillars of its existing market strength. A defining, ongoing trend in business computing over the coming decade will be the disintermediation of IT departments and systems integrators (the consultants who install software packages), as customization gives way to off-the-rack approaches. Both of these groups have been important to Oracle’s market position and pricing power. I estimate that the share of corporate IT budgets that go to IT departments and systems integrators today will be cut by at least half, and some of the savings will accrue to companies in the form of lower total cost of ownership (and therefore permanently lower IT budgets) and some will be captured by cloud service providers, which will assume responsibilities for work now performed in-house. The shift to the cloud is likely to hollow out IT departments as, over the next 10 years, companies phase out most of the “keep the lights on” activities that consume a large percentage of their IT budgets as they shift their application software deployments to the cloud. Except in companies where IT is a strategic competence, most will resize the group to focus mainly on what’s essential. As usual, IT professionals made up the vast majority of attendees to this year’s OpenWorld. It’s likely that substantially fewer of them will be in those roles a decade from now. Oracle stands to lose significant revenue from its highly profitable database business as existing database customers shift to software-as-a-service (SaaS) offerings that use open source databases. In the cloud, nobody cares what database you’re running. Some of the superior operating economics of cloud solutions rests on the service providers’ ability to utilize the less expensive open source software. Some of this loss will be offset by Oracle’s emerging set of cloud services (including, for instance, the platform as a service and private cloud hosting) that were highlighted in the keynote sessions. Oracle is well positioned to become the market leader in the private cloud services segment by dint of customer loyalty and its historical ability to drive down its operating costs faster and further than others. But it’s unlikely that the company as a whole will sustain its current margins because in the more competitive cloud services markets it will not have the same pricing power it enjoys today in the database business. So it’s critical for Oracle to pivot toward business applications because higher revenues in this part of the business can offset the negative impact the cloud will have on its on-premises database and middleware businesses. There are abundant opportunities for a company as diverse in its offerings as Oracle to increase its revenue stream from business application customers by some multiple of their current maintenance charges (on the order of one-and-a-half to two times) and still cut the customer’s total cost of ownership. Controlling the migration of existing on-premises customers to its cloud offerings, adding additional applications and services, and attracting new business application customers all are essential to the company. The shift to deploying business applications in the cloud will be driven by three main factors. One is eliminating the need – or the perceived need – for customization. Over the next decade vendors’ offerings will evolve to be more readily configurable, as I have discussed, and corporations will be less willing to pay for customization if there is a reasonable alternative. The second is the persuasive economics of letting a third party – not an internal IT group – handle the day-to-day operations of all but the most strategic aspects of their business computing environment. Together the two will convince most companies to eliminate all but the essential custom code in their business computing environment. Seven-figure projects will get far greater scrutiny by company boards. The third is a recognition that for all but the largest companies, service providers can deliver better security and higher-quality infrastructure than internal IT groups can. In this environment, IT organizations will avoid oblivion only to the extent that they can provide differentiated, strategically valuable capabilities. This disintermediation will produce a relentless decline in the number of people employed in corporate IT departments and a diminishing influence in business application purchase decisions. As IT departments shrink and continue to lose influence in selecting business application vendors, Oracle faces a diminishing advantage from this constituency. The cloud allows line-of-business and finance executives to gain increasing influence on buying and operating the software their organizations use to run the business, analyze and communicate results and plan its future. So it’s essential that Oracle shift its attention to business users. This will not be easy for an organization that historically has treated business applications as a sideshow and has an ingrained cultural bias that regards this software as technologically trivial. Several years ago, in his opening OpenWorld keynote, Larry Ellison was part of the way into the second slide in the section covering the applications business (which was about the 127th of his keynote), when he stopped, scanned the rest of the bullet points and then, looking back at the audience said, “Yadda, yadda, yadda.” He skipped the rest of the applications slides and moved on to next section. Going forward the company needs a change in the tone from the top. Oracle has substantive advantages that it can exploit to gain share in the business applications markets. As a result of its participation in the consolidation of those markets over the past 15 years, its portfolio covers a broad swath of business functions with mature offerings that have an exceptionally rich set of functionality. Rewriting on-premises software for the cloud (already under way but not yet complete) isn’t easy, but the necessary intellectual property (that is, subject matter expertise) is already there and so is an existing installed base that can be farmed to migrate to cloud services. Moreover, for at least a decade, most companies are likely to maintain a hybrid computing environment that combines cloud and on-premises deployments. For example, this will be true for ERP systems, as I’ve noted. If Oracle can cut its cost of providing private cloud services, it should be able to make this an attractive offering to companies that need their customized code and cannot make a multitenant SaaS application work for them. Similarly, some organizations will be able to accept a multitenant application for some functions in a software suite (such as core financial management) but maintain a customized code base for others. Oracle’s full-service approach to applications in the cloud will be appealing to organizations that are not turned off by the risk of being locked in and even to those that want to choose from a menu of cloud and on-premises services and software. Even with these strengths Oracle faces three main challenges in business applications: modernization, customer engagement and operational execution. The company is heading in the right direction in each of these areas, but much is left to be done and success is far from assured. Today’s business software in general needs a design overhaul that is more than a change in motif. Regardless of how business software is deployed, vendors will have to focus development efforts on improving the user experience to enhance productivity and organizational effectiveness. They will have to consider the mental ergonomics of performing work, which I have written about. They must adapt business applications to utilize the expanding interface modes (for instance, touch screens and glasses) along with an expanding syntax of interactions (such as gestures). With so many aspects of business applications becoming a commodity (in which all the core features and functions are essentially the same), vendors need to rethink how users work with their software with the objective of simplifying and streamlining user interfaces. Of course, aesthetic qualities also count, which is why so many business software vendors are now touting their “consumerized” designs. Modern business applications also need collaboration–in-context capabilities to replace email and attachments. “In context” here means that the software understands what the user is doing at that moment and facilitates conversations with one, several or all of the people with whom that individual would interact in performing that task. Such conversations should offer the flexibility of occurring in the moment or over time. Another key will be the ability to easily reference documents, line items in a database, journal entries and spreadsheets as part of that conversation and to apply access rules to each participant in the conversation. Oracle has a deep connection with its IT audience but much less of one with business users. This year, Oracle built a Modern Finance Experience event into OpenWorld, which is a great start to deeper engagement with these customers. Unfortunately, OpenWorld is not the venue for finance organizations because it usually falls at a time when finance professionals need to be in the office to handle period’s end processes. It’s also important for the company to infuse its business applications events with the same enthusiasm and support that prevailed in the PeopleSoft and Hyperion gatherings before Oracle acquired and absorbed them. Sustaining high levels of customer satisfaction and customer engagement are key objectives for software-as-a-service vendors. Our recurring revenue benchmark research shows that for a majority (55%) of companies sustaining customer engagement is a challenge. Very likely for that reason 46 percent of participants said that cross-selling and up-selling (to add incremental revenue streams) is a concern. How well a SaaS vendor delivers its service is less difficult for relatively simple applications (such as expense management or even business planning) than for something as complex as ERP. Because it is positioning its cloud offerings to appeal to organizations that want to attempt more complex cloud deployments, Oracle is likely to find maintaining satisfaction more difficult. Reputations will be made or lost over the next five years. Oracle is in position for a world heading for a hybrid cloud and on-premises IT environment. However, there are significant changes that the company must implement over the coming decade to retain its leadership position. Chief among these will be a pivot to emphasize business applications and spur greater engagement with line-of-business and finance department customers. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_office_of_finance_20_finance_prefers_on-premises-2.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://robertkugel.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.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": "Unit4 Defines Strategy to Disrupt ERP Market", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2015/06/29/unit4-defines-strategy-to-disrupt-erp-market", "datePublished": "29/06/2015", "dateModified": "29/06/2015", "articleBody": "Unit4 is a global business software vendor focused on business and professional services, the public sector and higher education. Recently company executives met with industry analysts to provide an update of its strategic roadmap and to recap its accomplishments since being acquired by a private equity firm in 2014. Unit4 is the result of successive mergers of ERP and business software companies, notably CODA and Agresso. The company is also a part-owner (with salesforce.com and others) of independently run FinancialForce, which sells a cloud-based ERP system built on the Force.com platform. All vendors of business applications – especially ERP – are challenged today by a more disruptive technology environment than they have faced over the past 15 years. Unit4 is in the beginning phases of a planned evolution of its product and go-to-market strategy designed to gain share in the global ERP market. Parts of what it presented to analysts are already in place while other parts lie ahead still on its multiyear roadmap. From a technology standpoint, the ERP software market has been in period of relative stasis since the Y2K bubble burst in 2000. Other than the arrival of cloud-based software as a service, the pace of innovation in this category has been relatively slow, especially relative to the pace set in the 1990s. Now this market is in the process of changing and organizations are deciding when to replace their ERP as I have written. The accumulation of more than a decade of small but steady incremental technology advances is giving vendors new possibilities for designing their applications. For its part Unit4 has been evolving the architecture underlying its applications to make them easier to implement (the company calls it “an elastic foundation”). It is also using Microsoft’s Azure platform to enable it to offer, for example, predictive and prescriptive analytics, mobile application functionality and intelligent process automation. Unit4’s product and marketing strategy aims to seize opportunities provided by technology disruptions to gain share in a consolidating market. We see three main sources of technology disruption that increasingly will be driving buyer preferences in the ERP market over the next decade. One is the use of technologies to provide new more valuable capabilities. Here are some examples. User efficiency is increased by greater automation of repetitive tasks (especially in finance and accounting departments). In addition, many legacy ERP systems have gaps in their architecture or their design that require manual process steps, process interventions (that require input rather than requiring it by exception) and manual data transfers. Another aspect of automation is reducing the need for data entry. For instance, an individual’s appointments booked in Microsoft Outlook can be reused for billing. Some of the built-in automation will be designed for vertical industries to reflect their specific requirements. Overall effectiveness can be enhanced by use of more advanced predictive and prescriptive analytics as an integral part of a transaction-processing application such as ERP. These techniques can improve the quality of decisions that individuals make in executing transactions. Unit4’s strategy is to create vertical-specific advanced analytics to address the needs of these businesses. Effectiveness also can be improved by embedding in-context collaboration capabilities, which I have written about. That is, such software is “aware” of what an individual is doing and, for example, provides ready access to the specific colleagues that the user may need to contact at that moment and enables them to share all underlying data and documents that might be relevant under the specific circumstances (such as a master contract or previous instant messages). Our benchmark research on business technology innovation shows that collaboration ranks second in importance behind analytics as a technology innovation priority. Collaborative capabilities in software will multiply over the next several years as software transitions from the rigid constructs established in the client/server days, which force users to adapt to the limitations of the software, to fluid and dynamic designs that mold themselves around the needs of users. Business is an inherently collaborative process anyway, so such capabilities are important to the productivity of business software users. The user experience is improved by rethinking its design and organization of the screens. Unit4 aims to improve the mental ergonomics of working with its applications. The redesign reduces screen clutter, facilitates navigation across screens to complete a task and enhances graphics to make interactions more pleasing and efficient. Unit4 encapsulates these existing and prospective improvements in the slogan “self-driving ERP.” One element of this metaphor is reducing the amount of effort and attention required of individuals to handle mundane repetitive chores. The other is that by using built-in analytics that can spot potential issues and opportunities in the data, individuals will be able to spot and take action on situations that have the highest payoff. The company hopes to extend the capabilities of its ERP software beyond a simple transaction processing engine to include differentiated capabilities to run businesses more -intelligently. In addition to providing scope for product differentiation, offering organizations far more than a like-for-like replacement of their existing software may provide an incentive to replace existing software sooner. One impact of the slow evolution of technology on the ERP market is that, as shown in our Office of Finance research, on average, companies are holding on to their ERP software a year longer than they did a decade ago. A second technology that is already disrupting the market is the increasing adoption of cloud-based or hybrid-cloud-based ERP systems by Unit 4’s key target buyers: larger midsize companies in business and professional services, government and higher education. These sorts of organizations tend to have less capable IT staffs and smaller IT budgets than large public companies. This affects the performance of their systems because the software and hardware are not always kept up to date. For these buyers, a cloud-based product can deliver better performance than they currently have at a lower total cost of ownership. The third disruptive technology approach is permitting end users to configure the ERP application without having to modify its code. Cloud-based applications that are designed to be used in a multitenant environment must be flexible enough to appeal to the widest possible audience. This requires an architecture that enables individual organizations to readily configure processes and make adjustments without altering the underlying code. It also means having industry-specific or even micro-vertical capabilities built into the system. Vendors that want to offer their software in a multitenant environment have to do this, but it is useful even in an on-premises or private cloud deployment because it can reduce the effort and expense of deploying the software. Properly executed, this approach makes the software more adaptable to how a company does business, rather than forcing an organization either to live with the software as is or pay significant fees to modify it to meet specific requirements. Unit4 was already heading in this direction before the change in ownership and management. The management team also has been tackling internal issues and revamping its go-to-market strategy, essentially completing the integration of the various software companies. The company will invest in promoting a single master brand for visibility. Product naming has been simplified to “Unit4” plus a functional label construction (such as “Financials,” “Professional Services” and “Consolidation”). This will apply across the board except for “Business World,” which has good recognition on its own. Some once local or regional products such as Travel and Expenses are now available worldwide. Unit4 is increasing its exposure in North America, increasing its sales coverage where it has had a limited presence, as well as focusing its European sales efforts in the U.K., France and Germany. Technology and innovative software design will drive consolidation of the ERP market over the coming decade. Unit4’s management team has made necessary changes to its sales and marketing management. Its strategies are sound and essential to its long-term success in this market environment. Combined they reflect a formula that successful business applications vendors will use to gain advantage in the newly dynamic ERP market. The company is well-positioned to achieve its objectives from product and market standpoints. At the least, Unit4 has the potential to grow faster in its fragmented markets by taking share from smaller vendors that do not have the critical mass to make the necessary investments in products, sales and marketing. (By analogy, this is similar to what happened with a long list of DOS business applications that did not have a recurring maintenance revenue stream to fund redevelopment on Windows.). However, its strategies are not unique. For that reason (and I hate to state the obvious), Unit4’s management will need to execute its strategy well. To ensure that it gains sufficient market share to sustain a competitive position, it will need to innovate faster than its competitors in shorter product cycles and execute in the field consistently. 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