Robert Kugel's Analyst Perspectives | Business Performance Management (BPM)

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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/robert-kugel/2016/09/25/erp-can-help-transform-finance">ERP Can Help Transform Finance</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">25 September 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-9.png?width=200&name=vr_office_of_finance_05_finance_should_take_strategic_role-9.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-9.png?width=100&name=vr_office_of_finance_05_finance_should_take_strategic_role-9.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role-9.png?width=200&name=vr_office_of_finance_05_finance_should_take_strategic_role-9.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role-9.png?width=300&name=vr_office_of_finance_05_finance_should_take_strategic_role-9.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role-9.png?width=400&name=vr_office_of_finance_05_finance_should_take_strategic_role-9.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role-9.png?width=500&name=vr_office_of_finance_05_finance_should_take_strategic_role-9.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role-9.png?width=600&name=vr_office_of_finance_05_finance_should_take_strategic_role-9.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Like many other industry observers I’ve heard overblown claims for information technology for decades. However, I’ve also observed that – eventually – reality catches up with vision. Finance and accounting departments are particularly resistant to change, yet because almost no corporations use adding machines or typewriters any more, it’s clear that transformative change can happen. Nonetheless, because users of business computing systems are inundated with “it’s better than ever” promotions by...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2016/09/25/erp-can-help-transform-finance"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/social-media">Social Media</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/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-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/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/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/2016/09/25/get-to-know-enterprise-spreadsheets-to-improve-business-effectiveness">Get to Know Enterprise Spreadsheets to Improve Business Effectiveness</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">25 September 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_ss21_combining_spreadsheets_is_a_chore_updated-1.png?width=200&name=vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png?width=100&name=vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png?width=200&name=vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png?width=300&name=vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png?width=400&name=vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png?width=500&name=vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png?width=600&name=vr_ss21_combining_spreadsheets_is_a_chore_updated-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research coined the term “enterprise spreadsheet” in 2004 to describe a variety of software applications that add a desktop spreadsheet’s user interface (usually that of Microsoft Excel) to components that address the issues that arise when desktop spreadsheets are used in repetitive, collaborative enterprise processes. Enterprise spreadsheets are designed to provide the best of both worlds in that they offer the ease of use and flexibility of desktop spreadsheets while overcoming their...</p> </div> <a href="https://robertkugel.isg-research.net/2016/09/25/get-to-know-enterprise-spreadsheets-to-improve-business-effectiveness"><span class="readmore"> Read More </span></a><br><br> Topics: <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/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/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/information-management-im">Information Management (IM)</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/2016/09/09/corporate-controllers-always-be-closing">Corporate Controllers: Always Be Closing!</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">09 September 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_09_fast_closers_have_more_timely_information-4.png?width=200&name=vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png?width=100&name=vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png?width=200&name=vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png?width=300&name=vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png?width=400&name=vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png?width=500&name=vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png?width=600&name=vr_office_of_finance_09_fast_closers_have_more_timely_information-4.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>It strikes me that the motto of successful salespeople – “ABC: Always Be Closing!” – could apply equally to corporate controllers, albeit in the accounting sense. For a while now <u><a href="https://robertkugel.ventanaresearch.com/2015/10/30/continuous-accounting-enables-a-strategic-finance-department/" target="_blank">I’ve been advocating continuous accounting</a></u>, a holistic approach to managing the finance and accounting function that, in part, emphasizes using technology to distribute workloads more evenly over an accounting period – in effect to always be closing rather than waiting until the end of the month or quarter. Continuous...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2016/09/09/corporate-controllers-always-be-closing"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</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> <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/2016/09/01/vendavo-builds-price-and-revenue-optimization-into-business-processes">Vendavo Builds Price and Revenue Optimization into Business Processes</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">01 September 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_23_adoption_of_advanced_analytics.png?width=200&name=vr_office_of_finance_23_adoption_of_advanced_analytics.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_23_adoption_of_advanced_analytics.png?width=100&name=vr_office_of_finance_23_adoption_of_advanced_analytics.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_23_adoption_of_advanced_analytics.png?width=200&name=vr_office_of_finance_23_adoption_of_advanced_analytics.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_23_adoption_of_advanced_analytics.png?width=300&name=vr_office_of_finance_23_adoption_of_advanced_analytics.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_23_adoption_of_advanced_analytics.png?width=400&name=vr_office_of_finance_23_adoption_of_advanced_analytics.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_23_adoption_of_advanced_analytics.png?width=500&name=vr_office_of_finance_23_adoption_of_advanced_analytics.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_office_of_finance_23_adoption_of_advanced_analytics.png?width=600&name=vr_office_of_finance_23_adoption_of_advanced_analytics.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><a href="http://www.vendavo.com/" target="_blank">Vendavo</a> is a vendor of business-to-business (B2B) price and revenue optimization software, which <u><a href="https://robertkugel.ventanaresearch.com/2016/06/25/big-data-drives-price-and-revenue-optimization/" target="_blank">I have written about</a></u>. A major focus of the conference sessions this year at the company’s annual user group meeting was on practical approaches to successful price optimization initiatives. While this category of software has been achieving increasing acceptance, penetration is still limited in the B2B segment, which includes, for example, industrial goods and services.</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2016/09/01/vendavo-builds-price-and-revenue-optimization-into-business-processes"><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/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</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/vendavo-price-pricing-optimization-revenue-custome">Vendavo, price, pricing, optimization, revenue, cu</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/2016/08/23/unit4-adds-financial-performance-management-with-prevero-acquisition">Unit4 Adds Financial Performance Management with Prevero Acquisition</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">23 August 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_12_timely_data_supports_agility-2.png?width=200&name=vr_ng_finance_analytics_12_timely_data_supports_agility-2.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility-2.png?width=100&name=vr_ng_finance_analytics_12_timely_data_supports_agility-2.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility-2.png?width=200&name=vr_ng_finance_analytics_12_timely_data_supports_agility-2.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility-2.png?width=300&name=vr_ng_finance_analytics_12_timely_data_supports_agility-2.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility-2.png?width=400&name=vr_ng_finance_analytics_12_timely_data_supports_agility-2.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility-2.png?width=500&name=vr_ng_finance_analytics_12_timely_data_supports_agility-2.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility-2.png?width=600&name=vr_ng_finance_analytics_12_timely_data_supports_agility-2.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><u><a href="http://www.unit4.com/us" target="_blank">Unit4</a></u>, a Netherlands-based vendor of financial management software focused mainly on midsize companies, <u><a href="http://www.prevero.com/en/company/news-stories/668-unit4-acquires-prevero-powerful-cpm-and-bi-supports-smart-decision-making-in-every-part-of-the-business.html" target="_blank">recently acquired prevero</a></u>, a German vendor of performance management and business intelligence software. The acquisition reflects a convergence of transactional and analytic business applications, which <u><a href="https://robertkugel.ventanaresearch.com/2015/12/21/erp-and-financial-performance-management-begin-to-overlap/" target="_blank">I have written about</a></u>. ERP and financial management software vendors increasingly are adding analytic capabilities – especially in financial performance management (FPM) – to the core functions...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2016/08/23/unit4-adds-financial-performance-management-with-prevero-acquisition"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/business-analytics">Business Analytics</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> <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/2016/08/18/recurring-revenue-billing-where-back-office-meets-front-office">Recurring Revenue Billing: Where Back Office Meets Front Office</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 August 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_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png?width=200&name=vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png?width=100&name=vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png?width=200&name=vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png?width=300&name=vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png?width=400&name=vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png?width=500&name=vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png?width=600&name=vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Invoicing and billing are mundane business activities that hardly anyone outside of the accounting department cares about, but they are where the back office meets the front office. How well a company handles the process of getting paid by its customers can have an impact on its relationships with them. Like most of the details of business process execution, the impact of substandard invoicing and billing is rarely obvious or even of interest to senior management. That said, like trimming scrap...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2016/08/18/recurring-revenue-billing-where-back-office-meets-front-office"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-research.net/topic/cloud-computing">Cloud Computing</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> <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/2016/08/05/ibm-watson-and-cognitive-computing-to-streamline-compliance">IBM Watson and Cognitive Computing to Streamline Compliance</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 August 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_grc_reasons_for_grc_initiatives.png?width=200&name=vr_grc_reasons_for_grc_initiatives.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_grc_reasons_for_grc_initiatives.png?width=100&name=vr_grc_reasons_for_grc_initiatives.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_grc_reasons_for_grc_initiatives.png?width=200&name=vr_grc_reasons_for_grc_initiatives.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_grc_reasons_for_grc_initiatives.png?width=300&name=vr_grc_reasons_for_grc_initiatives.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_grc_reasons_for_grc_initiatives.png?width=400&name=vr_grc_reasons_for_grc_initiatives.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_grc_reasons_for_grc_initiatives.png?width=500&name=vr_grc_reasons_for_grc_initiatives.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_grc_reasons_for_grc_initiatives.png?width=600&name=vr_grc_reasons_for_grc_initiatives.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Today’s proponents of artificial intelligence (AI) tend to focus on its spectacular uses such as self-driving cars and uplifting ones such as medical treatment. AI also has the potential to aid humanity in more modest ways such as eliminating the need for individuals to do tedious repetitive work in white-collar areas. Along these lines, at its recent Vision users conference, IBM displayed an application of its <u><a href="http://www.ibm.com/watson/" target="_blank">Watson cognitive computing technology</a></u> designed to automate important aspects of...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2016/08/05/ibm-watson-and-cognitive-computing-to-streamline-compliance"><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/operational-performance-management-opm">Operational Performance Management (OPM)</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/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/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-research.net/topic/grc-governance-risk-compliance-risk-management-wat">GRC, governance, risk, compliance, risk 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/2016/07/28/distributed-ledgers-have-business-value-beyond-bitcoin">Distributed Ledgers Have Business Value beyond Bitcoin</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">28 July 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=200&name=RobertKugel-AnalystPerspective-BG.jpg" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=100&name=RobertKugel-AnalystPerspective-BG.jpg 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=200&name=RobertKugel-AnalystPerspective-BG.jpg 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=300&name=RobertKugel-AnalystPerspective-BG.jpg 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=400&name=RobertKugel-AnalystPerspective-BG.jpg 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=500&name=RobertKugel-AnalystPerspective-BG.jpg 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=600&name=RobertKugel-AnalystPerspective-BG.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The blockchain distributed database was invented to create the peer-to-peer digital cash called <a href="https://en.wikipedia.org/wiki/Bitcoin" target="_blank">bitcoin</a> in 2008. Although the future potential of bitcoin and other cryptocurrencies has been debated, the distributed ledger structure using a blockchain database that supports bitcoin is likely to be adopted for a range of commercial and governmental purposes. Distributed ledgers are a secure and transparent way to digitally track the ownership of assets while enabling faster transaction speeds and...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2016/07/28/distributed-ledgers-have-business-value-beyond-bitcoin"><span class="readmore"> Read More </span></a><br><br> Topics: <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/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>, <a href="https://robertkugel.isg-research.net/topic/blockchain-distributed-ledger-dlt-erp-scm-supply-c">blockchain, distributed ledger, DLT, ERP, SCM, sup</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/2016/07/22/modeling-revenue-recognition-for-contracts-to-meet-new-regulations">Modeling Revenue Recognition for Contracts to Meet New Regulations</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">22 July 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_ngbp_09_spreadsheets_dominant_in_planning_software-14.png?width=200&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png?width=100&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png?width=200&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png?width=300&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png?width=400&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png?width=500&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png?width=600&name=vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><u><a href="https://robertkugel.ventanaresearch.com/2016/05/27/planning-is-necessary-for-revenue-recognition-under-asc-606-and-ifrs-15/" target="_blank">I recently wrote</a></u> about the challenge some companies will face in planning and budgeting when new revenue recognition rules go into effect in most countries in 2018. It’s important for companies that will be affected to be sure they have the appropriate systems, processes and training to handle the more difficult demands imposed by the new rules. With the change in accounting, the time lag between when a contract is signed and when a company recognizes revenue from it may be more variable and...</p> </div> <a href="https://robertkugel.isg-research.net/robert-kugel/2016/07/22/modeling-revenue-recognition-for-contracts-to-meet-new-regulations"><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/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/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> <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/2016/07/13/accounting-for-sales-compensation-faces-challenges-under-asc-606-and-ifrs-15-1">Accounting for Sales Compensation Faces Challenges under ASC 606 and IFRS 15</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">13 July 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_scm14_05_spreadsheets_dominate_process.png?width=200&name=vr_scm14_05_spreadsheets_dominate_process.png" width="200" !important: srcset="https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_05_spreadsheets_dominate_process.png?width=100&name=vr_scm14_05_spreadsheets_dominate_process.png 100w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_05_spreadsheets_dominate_process.png?width=200&name=vr_scm14_05_spreadsheets_dominate_process.png 200w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_05_spreadsheets_dominate_process.png?width=300&name=vr_scm14_05_spreadsheets_dominate_process.png 300w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_05_spreadsheets_dominate_process.png?width=400&name=vr_scm14_05_spreadsheets_dominate_process.png 400w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_05_spreadsheets_dominate_process.png?width=500&name=vr_scm14_05_spreadsheets_dominate_process.png 500w, https://robertkugel.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_05_spreadsheets_dominate_process.png?width=600&name=vr_scm14_05_spreadsheets_dominate_process.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>New standards governing accounting for contracts will go into effect for most companies in 2018. The Financial Accounting Standards Board (FASB), which administers Generally Accepted Accounting Principles in the U.S. (US-GAAP), has issued ASC 606, and the International Accounting Standards Board (IASB), which administers International Financial Reporting Standards (IFRS) used in most other countries, has issued IFRS 15. The two are very similar, and both will enforce fundamental changes in this...</p> </div> <a href="https://robertkugel.isg-research.net/2016/07/13/accounting-for-sales-compensation-faces-challenges-under-asc-606-and-ifrs-15-1"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-research.net/topic/sales">Sales</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/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> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); } }; // Category filters $('.all').click( function() { checkClass(); 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</script></span> <span id="hs_cos_wrapper_module_1495215326694198" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_rich_text" style="" data-hs-cos-general-type="widget" data-hs-cos-type="rich_text"><h3 style="color: var(--light_blue);">Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> <p>Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@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;" 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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 style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/07">July 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/05">May 2018 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/04">April 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/03">March 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2018/02">February 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/12">December 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-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 style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/05">May 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/04">April 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/03">March 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/02">February 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2017/01">January 2017 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/12">December 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/11">November 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/10">October 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/09">September 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/08">August 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/07">July 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/06">June 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/05">May 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/04">April 2016 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/03">March 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2016/02">February 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/12">December 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/11">November 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/10">October 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/09">September 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/08">August 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/07">July 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/06">June 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/05">May 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/04">April 2015 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/03">March 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/02">February 2015 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2015/01">January 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/12">December 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/11">November 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/10">October 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/09">September 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/08">August 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/07">July 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/06">June 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/05">May 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/04">April 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/03">March 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/02">February 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2014/01">January 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/12">December 2013 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/11">November 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/10">October 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/09">September 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/08">August 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/07">July 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/06">June 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/05">May 2013 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/04">April 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/03">March 2013 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/02">February 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2013/01">January 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/12">December 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-research.net/archive/2012/11">November 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-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 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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": "ERP Can Help Transform Finance", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2016/09/25/erp-can-help-transform-finance", "datePublished": "25/09/2016", "dateModified": "25/09/2016", "articleBody": "Like many other industry observers I’ve heard overblown claims for information technology for decades. However, I’ve also observed that – eventually – reality catches up with vision. Finance and accounting departments are particularly resistant to change, yet because almost no corporations use adding machines or typewriters any more, it’s clear that transformative change can happen. Nonetheless, because users of business computing systems are inundated with “it’s better than ever” promotions by vendors, journalists and industry analysts, may have grown jaded and disbelieving. In the case of ERP systems that help run many organizations, that is too bad because we are finally at the point of a fundamental change in this business-critical software category. ERP systems themselves have been undergoing transformation, enabled by the growing availability of technologies that can address the shortcomings of established systems and an increasing appetite for multitenant, cloud-based ERP systems. As I noted in my research agenda for the Office of Finance, the demographic shift taking place in the ranks of senior executives and managers – from the baby-boom generation to those who grew up with computer technology – will create demand for more capable software. ERP systems are evolving to deliver a better user experience, greater flexibility and agility, as well as an optimized mobile experience and lower total cost of ownership. The transformation has already started for some vendors and to some degree. The pace of change will increase over the next two years as new releases become available. However, I don’t expect companies to buy a brand-new ERP system just to acquire next-generation features. Our Office of Finance benchmark research finds that on average companies replace their ERP systems only every 6.4 years, mainly because of the cost and difficulty of implementing the software. Moreover, many of these capabilities will be available under maintenance contracts for on-premises systems and incorporated automatically in upgrades of cloud-based systems. The new generation of ERP systems will be able to support a more effective approach to managing the functions I call continuous accounting that will benefit finance and accounting departments. By eliminating batch data processing and by supporting analytic as well as transactional operations in a unified system, the next generation of ERP systems will enable companies to provide executives and managers with immediate information, alerts and guidance. It will enable departments to spread workloads more evenly across months and quarters, rather than having to wait until the end of the period. In so doing, many companies will be able to accelerate their close, as I have discussed. Continuous accounting can contribute to providing a strategic focus for the finance organization – a change that organizations will welcome. In our research on finance innovation, nine out of 10 participants said that it’s important or very important for finance departments to take a strategic role in running their company. In many respects, today’s ERP systems are exactly what people don’t want any more. They are notoriously time-consuming and expensive to set up, maintain and modify. In our ERP research only 21 percent of larger companies said that implementing new capabilities in ERP systems is easy or very easy while one-third characterized it as difficult. For this and other reasons, the current generation of ERP software acts a barrier to innovation and improvement. To be sure, more than any other type of enterprise software, ERP systems are a challenge because of the complexities of business organizations. This isn’t going to change. I’ve spent decades examining all sorts of businesses from multiple perspectives – from strategic, high-level business models to footnotes in financial statements and the execution of specific manufacturing and financial processes. To the uninitiated, everything about business appears simple until they get into the details. Then, even when you strip out inessential elements, it’s still complicated. ERP is complicated because the underlying business requirements are complicated. For example, in any organization there are competing demands and priorities at work when an ERP system is set up. Although some aspects of ERP will always be complex and require experienced assistance to design and maintain, techniques for mass customization can make it easier to implement and change, thereby eliminating a significant portion of the cost of ownership. To be sure, software companies have tried to minimize deployment costs. For a couple of decades, ERP vendors have offered packages aimed at specific industries such as aerospace and pharmaceuticals. Those addressing midsize companies, which have tighter budgets than large ones, offer out-of-the-box configurations aimed at even more specific types of business, such as steel service centers, manufacturing job shops or brewers. For more generic businesses, today’s cloud-based ERP systems are one solution to the problem of costly updates and reconfiguration. However, this option still may not be attractive if an organization is in a business that has very specific customization requirements that more generic ERP systems cannot support well (for instance, process-manufacturing industries such as specialty chemicals manufacturing). One positive development in the ERP category is the increasing attention vendors have been paying to the user experience in the design of screens and workflows. The dull, cluttered and difficult-to-navigate interfaces that have been the norm up to now were the result of inexperience in design and constrained computing resources. The next generation of ERP systems is being designed with decades of experience and far more powerful computing platforms and tools than the current ones. In the 1930s, Raymond Loewy and others revolutionized the design of everyday objects, from soda fountains to locomotives and automobiles so that form and function combined to produce a better product. Today, it’s even more important to apply basic concepts of industrial design and ergonomics to creating user interfaces. This goes beyond making old code bases pretty. Largely because of tablets and mobile computing platforms, people now work with multiple types of interfaces and use a wider range of methods and gestures to interact with their devices. The next generation of ERP software must incorporate these advances and ensure that the screens and their flows are optimized for the device. The emerging generation of finance executives and ERP users won’t put up with the inconveniences and awkwardness that their predecessors reconciled themselves to. It’s also clear that ERP systems will be faster in the future, as redesigning the software’s underlying data structure and utilizing technology such as in-memory processing will eliminate nearly all batch routines. Faster systems enable shorter cycle times, which promote corporate agility because up-to-date information is available sooner. Another important change that is already under way is the ability to do analytics in real time or near real time on data held in an ERP system. The business intelligence (BI) software category was invented two decades ago to enable companies to get useful information from newly implemented ERP software. While BI addressed this shortcoming, it also added to the cost and complexity of a company’s IT operations. Another focus of new ERP systems will be collaboration. In-context collaboration provides an important set of capabilities that can improve performance. Rather than following a general broadcast model, social collaboration capabilities in ERP and other business applications understand that individuals belong to multiple groups. For example, people in a company typically have a general role (“I’m in Finance”) and one or more task-specific ones (“I’m the director of financial planning and analysis”). Some relationships are persistent while others begin and end with a project. Issues that arise may be open to all or confined to specific groups, subsets of groups or a private dialogue. Queries or comments may be general, specific or anywhere in between. Some conversations, especially in finance and tax departments, must be tightly controlled. Software that understands the context of the work performed and automates the process of managing the who, what and when of communications will support more effective collaboration, faster completion of tasks, greater situational awareness within the organization and as a result better decision-making. Over the past three years, ERP vendors have been introducing more in-context collaboration capabilities in their software. Mobile enablement is already an important capability of some ERP systems. However, it’s important that ERP vendors focus on those elements where mobility is important and optimize the user experience for the task and platform. Unlike CRM and sales force automation systems, where sales and service information must be accessible anytime and anywhere, mobility’s importance in ERP depends on who uses it and why. Certain tasks such as data entry are not well suited to mobile devices, while routine reviews and approvals are. These must be simple to configure and deploy as well as use. More generally I am convinced that the worst aspect of today’s ERP systems is that they inhibit change in corporations. The lack of adaptability in these systems has infused a “set it and forget it” mindset that inhibits companies from making necessary changes in processes and stifles innovation. The inability to make changes easily to an ERP system inhibits improvements in corporate functions that run on ERP. This is ironic, since one of the factors driving corporations to buy the first ERP systems in the 1990s was their desire to do business process re-engineering, a business strategy of the time. More useful is developing a culture of continuous process improvement, one of the pillars of continuous accounting, in the finance organization. Making ERP more easily configurable by business users supports continuous process improvement efforts. As the business software market, including ERP, increasingly moves to the cloud, a major challenge facing software vendors is designing their applications for maximum configurability. By this I don’t mean offering the ability to select modules from a menu, but enabling only moderately trained line-of-business users to make granular adjustments to process flow and data structures in a multitenant setting. This lack of flexibility is an important barrier inhibiting adoption of cloud-based ERP. Although user organizations that are more able to adapt to an as-is version of an ERP system are more likely to take the cloud-based option, this covers only some of the potential market. The cloud ERP vendors that offer greater flexibility in allowing individual customers to modify their implementation to suit their specific needs will have a competitive advantage. Multitenant cloud ERP vendors already have had to pay attention to configurability, and on-premises ERP vendors also would benefit from enhancing the configurability of their systems. Today’s corporations have been willing to put up with the deficiencies in their ERP systems because everyone was in the same boat. That won’t be the case much longer. The cost and complexity of ERP systems has meant that IT departments, not business users, have had the fullest involvement in managing them. This, too, will change. Business users and finance departments in particular will need to be involved in periodic assessments of how well their ERP system supports their responsibilities and objectives. Finance executives in particular should begin this process now by understanding how the application of new technologies can drive fundamental changes in the way they manage their department. Vendors that offer ERP systems that are much easier to configure, use and update, support in-context collaboration and mobility and provide timely, reliable analysis and reporting will survive. Those that excel in these areas will win market share. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter @rdkugelVR and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_office_of_finance_05_finance_should_take_strategic_role-9.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": "Get to Know Enterprise Spreadsheets to Improve Business Effectiveness", "mainEntityOfPage": "https://robertkugel.isg-research.net/2016/09/25/get-to-know-enterprise-spreadsheets-to-improve-business-effectiveness", "datePublished": "25/09/2016", "dateModified": "25/09/2016", "articleBody": "Ventana Research coined the term “enterprise spreadsheet” in 2004 to describe a variety of software applications that add a desktop spreadsheet’s user interface (usually that of Microsoft Excel) to components that address the issues that arise when desktop spreadsheets are used in repetitive, collaborative enterprise processes. Enterprise spreadsheets are designed to provide the best of both worlds in that they offer the ease of use and flexibility of desktop spreadsheets while overcoming their defects – chiefly inability to maintain data integrity, lack of referential integrity and dimensionality, absence of workflow and process controls, limited security and access controls as well as poor auditability. All of these issues can cause serious problems for business use, which I’ll discuss below. Companies should investigate enterprise spreadsheet applications that can address desktop spreadsheet issues because they can provide better results, save an organization substantial amounts of time and provide greater accuracy and security. Most products are designed to be a cost-effective replacement for the desktop variety. Enterprise spreadsheets fill various roles to suit specific business needs. Some take the form of a simple data collection program that maps the spreadsheet’s two-dimensional grid to a relational or multidimensional data store. Others offer business intelligence software capabilities that enable self-service automated reporting from enterprise data sources. Still others may be relatively elaborate applications that incorporate programmed workflows, access controls, audit trails and more sophisticated visualization methods than are available in Excel and utilize a relational or multidimensional data store. Dozens of applications that incorporate enterprise spreadsheets are available today. Enterprise spreadsheets fill an important role in corporate computing environments. For example, the spreadsheet interface has become common in business planning applications because companies find it easier to train people to use this software when it has a familiar look and feel. It might serve as an alternative user interface to an ERP system for specific tasks, where the object is to simplify and shorten data input or facilitate some analytical interaction (such as comparing two columns of numbers to spot matches or data inconsistencies). An enterprise spreadsheet also may serve as an automated conduit for moving data from one enterprise system to another, using macros to automate actions on the data as it moves between systems. Using macros makes it easier for business people, not IT specialists, to program these actions because far more people understand how to use them than are able to program applications or data connectors. These spreadsheets may serve as a data on-ramp or off-ramp to some process handled in an enterprise system such as ERP or CRM that requires human intervention. In this role, an enterprise spreadsheet provides the programmed workflows, security and referential integrity to fill a process gap that an enterprise system cannot address or is too expensive to implement and maintain in that core system. In addition to collecting data, enterprise spreadsheets may enrich data from an enterprise source in a controlled environment, federate data from multiple systems, perform checks or reconciliations before data enters an enterprise system or perform some analysis for decision support. I regard the electronic spreadsheet as among the top five most important advances in business management to come along in the last 100 years. It revolutionized almost all aspects of running an organization. It was the original “killer app” that made it necessary for people to go out and buy a personal computer. Yet it has inherent technological defects when used in repetitive, collaborative enterprise processes. One is a lack of data integrity, which maintains the accuracy and consistency of data – spreadsheets are notoriously error-prone. More than one-third (35%) of participants in our benchmark research on spreadsheets said that data errors are common in the most important spreadsheet they use in their job, and another 26 percent said errors in formulas are common. A related drawback is that desktop spreadsheets lack referential integrity; that is, the meaning and context of an individual cell is defined by row and column headers rather than being defined within the individual cell. This creates the familiar problem when a group of spreadsheets supposedly containing the same data are combined, but someone has added or deleted a row or column: The result is inaccurate. In our spreadsheet research more than half (56%) of spreadsheet users – even those who have been using them for more than a decade – said that they find it usually or always time-consuming to combine data from multiple spreadsheets. Another problem is that desktop spreadsheets, being two-dimensional grids, have limited ability to manipulate and report data having three or more dimensions. While accountants can work around this limit, it’s a problem for most business users because businesses work in multiple dimensions such as organizational structures (regions or divisions, for example), products (from families down to individual stock keeping units), customers (national accounts down to drop-ship locations), dimensionality and time. They also lack programmed workflow: People attach spreadsheets to email messages, making it difficult to keep track of the latest versions. More than one-fourth (28%) of research participants said that processes that run on desktop spreadsheets frequently break down because people using them don’t know what to do next or forget to pass them along. Likewise, they lack process controls to ensure that they are reviewed properly and that any deficiencies found in the spreadsheet are noted and automatically returned to the preparer for correction. Finally, desktop spreadsheets have limited security, access controls and audit functions as well as poor auditability. To address these deficiencies, people – especially those in finance organizations – have to spend a great deal of time reviewing and correcting spreadsheets. So while our Office of Finance research finds that the accuracy of information gleaned in desktop spreadsheet processes is acceptable, fewer than one-third of organizations said that the information the finance department provides is timely. Because enterprise spreadsheets address these issues, they can reduce the incidence of errors and malfeasance that make using spreadsheets in repetitive, collaborative enterprise processes problematic. In many cases, enterprise spreadsheets support what we call “continuous accounting” in that they ensure data quality from end to end in financial processes. Of course, not every enterprise spreadsheet product addresses all the issues I’ve mentioned. But often this doesn’t matter if, for example, the offering is designed to perform a limited set of functions such as reporting or acting as a data conduit connecting two systems in an otherwise controlled environment. Businesses should recognize that they no longer have to put up with the shortcomings of desktop spreadsheets. They have options to have the best of both worlds, allowing people to continue working in a familiar environment but without the drawbacks that spreadsheets impose when they are used improperly. There is no good reason not to consider adopting such an application. After all, people routinely spend time exploring application options for their smartphones but rarely spend any time getting to know business software that can increase their productivity. There are many forms of enterprise spreadsheet applications to solve a range of business issues. I recommend that businesses investigate options that give users the ease, convenience and familiarity of spreadsheets without the hassle and risk that often goes with them. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter @rdkugelVR and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ss21_combining_spreadsheets_is_a_chore_updated-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": "Corporate Controllers: Always Be Closing!", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2016/09/09/corporate-controllers-always-be-closing", "datePublished": "09/09/2016", "dateModified": "09/09/2016", "articleBody": "It strikes me that the motto of successful salespeople – “ABC: Always Be Closing!” – could apply equally to corporate controllers, albeit in the accounting sense. For a while now I’ve been advocating continuous accounting, a holistic approach to managing the finance and accounting function that, in part, emphasizes using technology to distribute workloads more evenly over an accounting period – in effect to always be closing rather than waiting until the end of the month or quarter. Continuous accounting also stresses improving efficiency by automating repetitive processes and enhancing organizational effectiveness by improving data integrity in finance processes. By consensus, companies should close their books within one business week, yet our benchmark research on the Office of Finance finds that only 40 percent of them are able to meet that goal in their quarterly close. This is not a trivial matter – there are solid business reasons for closing within a week. An important one is that a fast close enables company executives and managers to access essential performance metrics quickly and to take action sooner to address an opportunity or issue. Our research confirms this correlation. Three-fourths (75%) of companies that close their books in one or two business days said they have timely information available to run the company, compared to just 10 percent of those that take more than two business weeks to complete the process. However, despite nearly universal agreement (among 83% of companies in our research on developing a fast close) that it’s important or very important to accelerate their company’s close, we also find that companies on average are taking a day longer to close their quarterly books than they did a decade ago. Using ineffective technology certainly plays a role, as I’ve discussed, and a poorly designed or badly executed process is also a barrier to closing quickly. Conversely a well-designed, well-executed process that uses the right technology opens an avenue to accelerating a company’s close. Closing the books is a highly definable, repetitive procedure, similar in that way to a manufacturing process. In both cases, attention must be paid to the design of the process. It must be examined step by step to determine, for example, whether there are unnecessary or redundant steps and whether the steps are in the most efficient sequence. The execution of the process must be evaluated to confirm that handoffs between individuals are always crisp and that exceptions are handled quickly. As in manufacturing, it’s important to take a total quality management approach – one in which design of the process and related methods eliminates as many sources of defects as possible. Building quality into the process minimizes the need to spend time discovering the source of a mistake and then fixing it. On average research participants estimated that they could save one to two days in closing if all errors were eliminated. In the case of the close, the process should be supported by systems designed to prevent errors from occurring. Our fast close research has led us to conclude that having overly manual processes is a major reason why the average time to close increased over the past decade. Our research also finds a correlation between the degree to which companies have automated their close and how soon they’re able to complete the process: 71 percent of companies that have substantially automated the parts of their close that can be automated said they close their books within six business days, compared to only 43 percent of those that have automated some of their close processes and just 23 percent of the companies that apply little or no automation. Technology also supports the objective of distributing workload across periods. Today’s financial software gives companies much more flexibility in how and when they perform their work. However, the classic accounting calendar is so engrained in our minds that almost nobody even thinks about changing it. But it is worth thinking about. The monthly, quarterly and annual cadences of the accounting cycle aren’t set in stone, and adapting them appropriately can make the department and the corporation more efficient and effective. Much of what we think of as “normal” bookkeeping and accounting procedures are actually rooted in the centuries-old limits imposed by paper-based systems and manual calculations. Periodic processes that are performed, say, monthly or quarterly developed as the best approach to organizing, coordinating and executing the calculations that are needed to sum up the debits and credits in journals and ledgers. The pacing of these manual systems represents a trade-off to balance efficiency against control. Their timing is the result of having to wait for there to be a sufficient volume of entries to justify taking accountants off line to perform manual summations, adjustments and consolidations. At the same time, companies need to maintain financial control by regularly checking their books for fraud, procedural issues and errors. In practice, weekly was generally too short a period to be efficient, while quarterly was too long to maintain control. That’s why there are so many monthly tasks. Even when computers began to be used to automate doing the debits and credits, the old accounting calendars persisted. That’s because the limits of technology forced software companies to use batch processing that could be run on only weekly and monthly schedules. But within the past decade or so information technology reached a threshold to support transformation of core finance and accounting processes by enabling a continuous approach to transaction processing. Technology now allows companies much more freedom to schedule their accounting cycle tasks to distribute workloads across the period. For example, it’s not necessary to do all of intercompany reconciliations and eliminations at the end of the month – it can be done more frequently, reducing the end-of-period workloads, shortening the close, reducing the need for temps and destressing the department. Technology, especially as it affects ERP and financial management systems, can also spread workloads more evenly. For instance, in many cases it’s possible for corporations to cross-post intracompany transactions to eliminate discrepancies at their source. Increasingly ERP vendors are adding analytic capabilities, which I’ve commented on, to these transactional systems to enable a weekly (or theoretically even a daily) soft close. That can substantially reduce the amount of period’s-end work that accounting departments must perform. Accounting is a discipline that requires doing things exactly the same way over and over. That provides the necessary consistency. But doing it the same way isn’t necessarily the best way, which is why our definition of continuous accounting includes an emphasis on continuous improvement. “Always be closing” not only suggests spreading workloads more evenly, it also means continually examining the close process, the technology supporting it and human factors for opportunities to shorten it and reduce the time and effort needed for its completion. Controllers who are committed to enabling their finance organization to play a more strategic role in their company should always be closing. With a determined effort, they can reap the benefits of doing that. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter @rdkugelVR and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_office_of_finance_09_fast_closers_have_more_timely_information-4.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": "Vendavo Builds Price and Revenue Optimization into Business Processes", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2016/09/01/vendavo-builds-price-and-revenue-optimization-into-business-processes", "datePublished": "01/09/2016", "dateModified": "01/09/2016", "articleBody": "Vendavo is a vendor of business-to-business (B2B) price and revenue optimization software, which I have written about. A major focus of the conference sessions this year at the company’s annual user group meeting was on practical approaches to successful price optimization initiatives. While this category of software has been achieving increasing acceptance, penetration is still limited in the B2B segment, which includes, for example, industrial goods and services. One reason for the slower uptake in B2B companies is that adoption has been hampered by the need to simultaneously address people, process and data issues that cross organizational silos. By contrast, the transportation and hospitality industries required fewer organizational changes to implement revenue management. In particular, it’s usually necessary to effect change management. This effort aims to bring together several groups within a company (typically some combination of sales, finance, senior executives and operations) to agree on adopting an optimization strategy and developing ways for it to be put into practice. Companies also must be able to manage the process effectively on a daily basis through executive buy-in, ongoing training and having an organizational structure to support a sustained price optimization strategy. And having the right data to be able to price more successfully usually requires a substantial up-front effort and a well-defined ongoing process to ensure the data is clean and relevant. Analytics applied to the data is another important tool, but in general our Office of Finance benchmark research finds that relatively few companies have implemented advanced analytics to manage profitability. Overall, only 29 percent of companies employ analytics for product profitability, 26 percent for customer profitability and just 15 percent for price optimization. The Vendavo conference sessions featured companies that have been able to address these issues. Its software is designed to support an iterative approach to pricing that begins with analyzing prices and the pricing environment, uses the analyses to decide the optimal set of actions and trade-offs to make and then supports execution of these decisions. Since “optimal” choices typically have short life spans in business-to-business dealings, pricing decisions must be reviewed on a regular basis and adapted to changing market conditions. Vendavo’s suite of software manages the iterative pricing process. Its Profit Analyzer application assesses customer and product profitability over time. It is designed to identify the factors that have the greatest impact on profitability (particularly the sources of margin leakage) that managers can address to enhance profit margins while supporting revenue objectives. Customer segmentation is critical to price optimization because not all customers value products and constituent components (such as shipping or adjunct services) equally. Identifying these segments and using that knowledge in price setting and negotiations is crucial to boost profitability. Price Manager facilities the creation and updating of price lists and pricing policies based on the optimization analysis and is especially helpful in evaluating the impacts of potential changes on prices and terms. It’s designed to eliminate the substantial amount of time companies typically waste when they manage the process in spreadsheets. It also supports greater consistency in pricing decisions across a company, which by itself can improve margins. Price Optimization Manager along with Deal Guide and Deal Manager uses the intelligence created in the system to provide sales organizations with optimized target prices and consistent, data-driven pricing guidance to enable them to negotiate more effectively. In addition, Vendavo’s Business Risk Alerts uses predictive analytics to monitor business conditions and identify at-risk customers. Given the cost of acquiring customers, especially in recurring revenue or subscription businesses, a “defector detector” that spots unhappy customers can boost profit margins. The market for price and revenue optimization software in the B2B segment appears to be arriving at an inflection point as the number of customers increase and demonstrate their ability to apply the technology commercially. That it has taken this long is only partly the result of the slow maturation of the technology. It has taken time for software vendors to move beyond merely offering pricing algorithms and make it easier to apply the results of advanced analytics in relevant everyday business activities, such as facilitating its use by deal desks and streamlining market segmentation efforts. Greater emphasis on price and revenue optimization as a management strategy by strategic consultants would help expand demand at a faster pace. Change management initiatives, especially those that require cross-functional collaboration, are most successful when driven by senior executives. In many cases strategy consultants can be more effective in making the case for implementing price and revenue optimization than software companies or internal managers. I recommend that all companies investigate how they can use price and revenue optimization in their business. Especially in slow growth economies, this can be a winning strategy. Vendavo is one of the vendors that they should evaluate in this process. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter @rdkugelVR and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_office_of_finance_23_adoption_of_advanced_analytics.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 Adds Financial Performance Management with Prevero Acquisition", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2016/08/23/unit4-adds-financial-performance-management-with-prevero-acquisition", "datePublished": "23/08/2016", "dateModified": "23/08/2016", "articleBody": "Unit4, a Netherlands-based vendor of financial management software focused mainly on midsize companies, recently acquired prevero, a German vendor of performance management and business intelligence software. The acquisition reflects a convergence of transactional and analytic business applications, which I have written about. ERP and financial management software vendors increasingly are adding analytic capabilities – especially in financial performance management (FPM) – to the core functions of transaction processing and accounting to broaden the scope of their offerings. For users of finance software the addition of analytic capabilities makes it easier to obtain useful information directly from their ERP system. Our Office of Finance benchmark research finds that companies are split on information availability: Half (50%) of participants said that it’s easy or very easy to get information from their ERP system, but nearly as many (48%) said it isn’t easy. One benefit of having analytics built into a transaction system such as ERP or financial management is that it automates and therefore often speeds up the transformation of data that’s collected into useful, digestible information. Our next-generation finance analytics research finds a tangible business benefit in doing this. Nearly all (86%) companies that said they have up-to-date data also said they are able to respond to changes in business conditions in a coordinated fashion, compared to 38 percent in companies that said that most (but not all) data is current and just 19 percent of those whose data is less than up-to-date. From the vendors’ perspective, the integration of the two categories helps them increase revenue from customers, differentiate their offerings in a highly commoditized market and enhance the “stickiness” of the software by increasing the number of process and user touch points in customer organizations. Midsize companies have essentially the same capability requirements as larger enterprises, but they typically have less money and fewer IT resources to acquire and maintain business software. Vendors that focus on this market segment have sought to respond to this situation by enabling specific types of businesses to cut implementation times and simplify maintenance. In Unit4’s case these categories include business and professional services, higher education, nonprofit and government. Cloud-based applications sold as a service address the cost and IT resource challenges better than on-premises systems by cutting the initial investment and eliminating the need for internal staff to manage the software. Integrating FPM software adds substantial value because it greatly simplifies the process of getting useful information out of the ERP system (in the forms of reports, up-to-the-minute dashboards and scorecards) as well as planning, budgeting and statutory consolidations that interact with the transactions systems. This is important for business and professional services companies, which need to minimize administrative staff, and to higher education, non-profits and government agencies, which have limited operating budgets and historically have had a hard time attracting IT talent. The Prevero acquisition is a strategic step for Unit4 since it is likely the most cost-effective approach to adding analytics (including purpose-built predictive analytics) and FPM to its financial management offerings. This purchase has the potential of increasing the company’s annual recurring revenue for new and existing customers, and in any case, it will increasingly become necessary for any vendor to be competitive in the ERP and financial management categories. Prevero’s project management capabilities also are a good fit for Unit4’s professional services vertical and a useful feature for bridging annual budgeting and long-term planning, in which projects and major initiatives can span multiple fiscal years. Practically speaking, however, Unit4 faces several challenges in challenges in absorbing prevero, beginning with integration of the software. Initially it can be easier to achieve a workable integration of cloud-based products than on-premises ones, but shortcuts may not eliminate the need for more comprehensive changes over the longer term. This is especially important for creating offerings tailored to the specific needs of targeted industries. For example, Prevero’s user interface is adequate today but will require significant updating to remain competitive. Although the two product lines are a great fit, financial management and FPM have different audiences in the buying process (even if the CFO and the controller are important in making the ultimate decision for both). Additionally, Unit4 will need to devise and implement sales training and marketing programs for effective cross-selling. Furthermore, part of Unit4’s growth strategy is to expand its presence in the North American market, but Prevero’s customers are mainly in Europe, and there are subtle but important cultural differences between the two (for instance, in attitudes toward the budgeting process) that will have to be addressed in localization of the software. Nevertheless, bringing integrated FPM and analytics capabilities to Unit4’s financial management software can benefit both current and potential customers. I recommend that they monitor the product roadmap closely to understand when specific capabilities will become available. Prevero’s customers are likely to benefit from the investments that Unit4 will make in the software generally and the user experience in particular. At the same time, there are always uncertainties when any software company is acquired. Interested parties should watch how Unit4 addresses them over the coming year by clearly communicating its intentions and progress to these objectives. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter @rdkugelVR and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ng_finance_analytics_12_timely_data_supports_agility-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": "Recurring Revenue Billing: Where Back Office Meets Front Office", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2016/08/18/recurring-revenue-billing-where-back-office-meets-front-office", "datePublished": "18/08/2016", "dateModified": "18/08/2016", "articleBody": "Invoicing and billing are mundane business activities that hardly anyone outside of the accounting department cares about, but they are where the back office meets the front office. How well a company handles the process of getting paid by its customers can have an impact on its relationships with them. Like most of the details of business process execution, the impact of substandard invoicing and billing is rarely obvious or even of interest to senior management. That said, like trimming scrap rates or increasing sales pipeline conversion rates by a couple of percentage points, achieving consistent incremental gains in the “little stuff” of business usually translates into greater competitiveness and better financial performance. Conversely, when invoicing and billing are not properly managed they can diminish the performance of a company in two respects. This is especially important for companies that use a recurring revenue business model. The most obvious is that inaccurate bills annoy customers when they’re overcharged and lead to revenue leakage when they are undercharged. Especially in recurring revenue businesses, invoicing and billing can be complicated. Unless a company utilizes software designed specifically for managing recurring revenue, these complications (such as ongoing changes to the customer’s service and promotional pricing periods) can increase accounting department workloads or constrain the ability of marketing and sales to create offers and subscription plans because of those workload concerns. The recurring revenue model has grown in popularity with providers of services or products because it establishes a regular, predictable income stream as long as the business retains the customer. There are three basic types of selling and billing structures in recurring revenue business model: a one-time transaction plus a periodic service charge; subscription-based services involving periodic charges; or a contractual relationship that charges periodically for goods and services. Companies that bill annually for a simple subscription is likely to find that they don’t need dedicated recurring revenue billing software because their ERP system can meet its requirements. On the other hand, companies that bill monthly and have any sort of complexity in how they bill for services should look into using a dedicated application designed to handle more demanding requirements. Our recurring revenue benchmark research finds that complexity is relatively common. Half (52%) of companies that use a recurring revenue business model employ four or more types of billing methods. At least one-third use methods that are time-consuming to handle manually (such as an introductory free or discounted period or one-off charges) or that are usage-based (35% have usage-based charges, and 49% have charges based on hours worked). Quality of service is a metric that companies use to assess how well they meet the needs and expectations of their customers. Achieving a high quality of service in invoicing and billing is essential for recurring revenue businesses to acquire and retain customers, so it’s necessary to handle interactions smoothly. Software designed specifically to handle invoicing and billing for recurring revenue businesses can help ensure high-quality service because it has a direct impact on customer experience. In our research on recurring revenue, improving customer experience was the second-most often cited objective in using the recurring revenue model (by 68% of participants) after increasing revenue (80%). Having repeated positive interactions can be an important determinant of renewal rates. Renewals in turn are a key driver of profitability for subscription-type business because of the relatively high cost of replacing a lost customer. Moreover, since a company’s costs related to its recurring revenue business are relatively fixed in the short term, almost all the impact of lost revenue drops to the bottom line, depressing profits. Adding to the challenge posed by multiple types of billing arrangements is that historically execution of the order-to-cash process has been fragmented, with each part of the business doing its own thing and managing its activities. This leads to fragmented data as information is entered manually in multiple systems. When data is entered multiple times, inconsistencies and errors are almost inevitable. Last-minute changes in the contract or a purchase order may not be entered everywhere or at the same time. After a couple of months, customers may add or subtract services, and these changes may not be reflected accurately in every system at the same time. For some types of services, data needed for usage-based billing is created in some physical device (such as counting the number of CPU cores used by each customer per unit of time, the minutes of connection time to a call center or the volume of data processed in a billing period). All these complexities and changes can create billing errors. A dedicated invoicing and billing system is particularly useful for companies that have usage-based billing, especially if customers are utilizing a physical device. Some systems can be set up to collect usage data automatically from that hardware, ensuring accuracy and eliminating several steps necessary to pull data from the system and re-enter it into the invoicing system. When data from one system is re-entered manually into another, it usually requires checking to ensure that the data in the invoicing system is accurate and complete. In situations such as these, finance departments wind up bearing the brunt of data fragmentation, a fact that is rarely appreciated by the rest of the company. Since finance professionals can’t take for granted that the billing data is utterly reliable, they have to construct enormous spreadsheets to reconcile information about the customers’ services, pricing, the contract terms, usage and other aspects that are stored in each of the systems. It takes time and experience to work through the reconciliation spreadsheets. The more variations in the services and products offered, the more complicated and time-consuming the reconciliation process becomes. Therefore, it shouldn’t be a surprise that our research reveals that those working in finance and accounting organizations are far less happy with their company’s invoicing process than everyone else: Only 29 percent of them said they are satisfied with it, compared to nearly half (47%) of people working in other parts of the company. One way of dealing with complexities is to put tight controls on what sales people can offer and what product managers can introduce, but this isn’t a good solution. It might save time spent by the accounting department, but it can make the company less competitive. Moreover, it’s unnecessary when capable software is on hand. Dedicated billing systems designed for companies that offer recurring or subscription services make it easier to give finance and accounting departments tools they need to perform their jobs well without diminishing the company’s ability to introduce new products or features quickly and without severely limiting sales teams’ flexibility in negotiating pricing, terms and conditions. These dedicated billing systems provide finance and accounting groups with controlled, accurate and up-to-date billing information so that invoicing becomes easier and more reliable. They can substantially reduce or even eliminate errors, which speeds up collections, and they enable companies to handle customer billing inquiries quickly. Automating the process reduces the need for administrative or operational overhead, thereby cutting costs. This facility probably accounts for the research finding that almost all (86%) of users of dedicated billing systems said they are satisfied or somewhat satisfied with them, more often than those who rely on their ERP system (70%) and far more so than those who use spreadsheets to support their process (50%). A well-designed and -implemented recurring revenue billing system usually will automate the revenue recognition process to make it completely reliable and easier to audit. Companies that try to manage revenue recognition in desktop spreadsheets almost certainly will find that keeping track of even slightly complex services is difficult and time-consuming. It’s even more difficult in recurring revenue businesses because customers frequently modify or change their contracted services or products. Keeping track of what revenue can be recognized and when is even more difficult to do in a spreadsheet when new users sign on or customers decide to add or drop features, or respond to a new marketing offer. Companies that have even moderately complex recurring revenue business models should investigate using dedicated invoicing and billing software. Before investing in such software, though, they should think ahead about how it will be implemented – especially how the system will capture contract data, contract changes and usage data – to be sure of making the most appropriate choice of product. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter @rdkugelVR and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_recurring_revenue_06_finance_less_satisfied_with_invoicing-6.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": "IBM Watson and Cognitive Computing to Streamline Compliance", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2016/08/05/ibm-watson-and-cognitive-computing-to-streamline-compliance", "datePublished": "05/08/2016", "dateModified": "05/08/2016", "articleBody": "Today’s proponents of artificial intelligence (AI) tend to focus on its spectacular uses such as self-driving cars and uplifting ones such as medical treatment. AI also has the potential to aid humanity in more modest ways such as eliminating the need for individuals to do tedious repetitive work in white-collar areas. Along these lines, at its recent Vision users conference, IBM displayed an application of its Watson cognitive computing technology designed to automate important aspects of regulatory and legal compliance. Should it prove workable, the application of cognitive computing to compliance could be the first step in achieving what various “Paperwork Reduction Act” legislation has failed to do: substantially cutting the time needed to comply with rules imposed by government entities. Regulatory compliance requires plenty of effort, especially in heavily regulated industries and especially during periods of rapid change in rules. Regulatory burdens on business in the United States have been increasing and growing more complex. For example, the number of pages added to the U.S. Federal Register, a rough measure of rule-making, grew 38 percent, from 529,223 pages in the 1980s to 730,176 in the 2000s, and that growth is on pace to reach 800,000 for the decade ending in 2019. Not all of these additions apply to a specific company’s business, and not all changes are relevant. But poring through pages of laws, rules and judicial rulings to identify relevant new requirements or changes to existing ones requires expertise and often considerable effort. Determining how to address regulatory changes and ensuring that these requirements are being met also entails knowledge and experience and consumes time. While necessary virtually none of all this work adds to the bottom line (except to the extent that it avoids fines or penalties) or improves a company’s competitiveness. In concept, cognitive computing is well suited to help manage compliance because it has the ability to continuously scan all sources of rule-making, identify those that may be relevant to an organization, and provide suggestions on how best to comply with rules and oversee the compliance program. It can improve the effectiveness of the compliance process by reducing the risk that a company will overlook regulations that apply to it or will implement a compliance program that does not adequately address requirements. In short, by using automation, cognitive computing can increase the efficiency with which a company addresses its compliance requirements. Our benchmark research on governance, risk and compliance (GRC) finds that this is important: Companies most often focus on GRC to contain overall risk and the risk of failure to comply with regulations (77% and 74%, respectively) and much less often to cut costs (31%). The primary steps any company faces in addressing regulatory compliance are identifying and understanding regulations that apply to it; determining how to address each of them; creating the appropriate measures and governance to achieve compliance; ensuring that the necessary documentation is created to confirm conformance; and guaranteeing that issues that arise are handled properly. Companies face challenges in doing this correctly and in a timely fashion. The process of interpreting the regulations and linking them to the appropriate controls is difficult and costly. Expertise is necessary, on the part of internal staff, external consultants or legal counsel. Historically companies have devolved responsibility for regulatory compliance to the individual business units most closely affected because it was the practical approach. However, decentralized approaches make it difficult to gauge overall compliance, and as the scope of regulation increases over time they lead to duplicate controls and increased costs of compliance. IBM Watson is potentially a good fit for managing regulatory compliance because it pools knowledge of a topic. As in the case of medicine, the collective efforts of all companies using Watson to assist in managing regulation help all of the participants. Because their combined learning processes are cumulative, Watson can build a knowledge base fast and absorb new facts and conditions quickly. It’s to all participants’ advantage to expand the capabilities of the system cooperatively. In both disciplines, learning involves mastering a technical language and syntax and being able to link their meaning to specific recommended actions. Watson’s approach to cognitive compliance starts by parsing the body of regulations in a fashion similar to the work it has done in consuming the scientific literature in the field of medicine. It then would identify all compliance requirements that may be relevant to a specific financial institution. The company would vet the list it produces to arrive at a list of validated compliance requirements. The cognitive compliance system would then use Watson to generate a recommended set of controls and procedures based on accepted practices (which may be rooted in anything from black-letter law to actions taken by similar companies). The user company would select those that it deems appropriate. These decisions would be made by trained individuals – for example, those with compliance responsibilities in a particular area, internal counsel or attorneys specializing in a relevant practice area. Once established, a cognitive compliance system could automate the process of monitoring regulatory actions and rule-making that is relevant to the company and flagging anything that requires review. IBM intends to focus Watson’s cognitive compliance efforts initially on the financial services sector. In part this is because the company already has a significant presence in this market segment, but the main reason is because in the United States the complexity of the rules governing this industry has mushroomed since the financial crisis of the past decade. For example, the so-called Volcker Rule, intended to prevent banks from engaging in speculations that put government deposit insurance and the financial system at risk, was spelled out in just 165 words in the 2010 Dodd-Frank Act. However, translating that concept into practice required the collaboration of five regulatory agencies: The Federal Reserve, the Securities and Exchange Commission (SEC), the Commodity Futures Trading Commission (CFTC), the Federal Deposit Insurance Corporation (FDIC) and the Office of the Comptroller of the Currency (OCC). It took about five years for this group to assemble a 71-page rule (not written in plain English) that has an 891-page preamble. As to cost of dealing with this complexity, in 2015, the OCC estimated that the cost of complying with Dodd-Frank for the seven largest U.S. banks in 2014 was US$400 million. In another example, 13 Europe-based banks spent between $100 million and $500 million each to achieve compliance with a rule requiring them to create umbrella legal structures for their local operations and take part in the Fed’s annual stress tests. To be sure, the current regulatory conditions affecting banks is an extreme example. However, for that reason it’s an attractive potential market. If applying cognitive computing to regulatory compliance works for financial services, there are likely to be many other industries in which the regulatory requirements are demanding enough to track and implement to make its use worthwhile. One intriguing possibility for the longer term is Watson’s potential to identify duplicate or conflicting regulations and laws and enable legislators and regulatory bodies to streamline or rationalize them. We recommend that financial services organizations and perhaps others look into this intriguing possibility. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter @rdkugelVR and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_grc_reasons_for_grc_initiatives.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": "Distributed Ledgers Have Business Value beyond Bitcoin", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2016/07/28/distributed-ledgers-have-business-value-beyond-bitcoin", "datePublished": "28/07/2016", "dateModified": "28/07/2016", "articleBody": "The blockchain distributed database was invented to create the peer-to-peer digital cash called bitcoin in 2008. Although the future potential of bitcoin and other cryptocurrencies has been debated, the distributed ledger structure using a blockchain database that supports bitcoin is likely to be adopted for a range of commercial and governmental purposes. Distributed ledgers are a secure and transparent way to digitally track the ownership of assets while enabling faster transaction speeds and reducing potential for fraud. How quickly companies, governments and individuals start using distributed ledgers and for what specific purposes remain to be seen, but their use will be independent of cryptocurrencies’ fortunes. Expansion in the use of distributed ledgers will depend heavily on the success of the initial applications and whether there are major hiccups in their use. To the extent that people have even heard of distributed ledgers, most associate the technology with bitcoin or some sort of payment system. However, it can do more than that. The technology can complement and enhance a variety of enterprise applications, facilitate commercial transactions of all types and provide governments with the ability to streamline interactions with the public. Here’s a summary of the technologies involved: A distributed ledger is a shared database of assets and their owners located on multiple nodes (sites) on a network. All nodes have an identical copy of the ledger, and any changes to the ledger are incorporated rapidly (at a maximum within minutes; ideally within seconds) in all copies. Distributed ledgers’ distinct value is their ability to securely identify ownership of any form of asset – physical, financial, legal or virtual – and faithfully record all transactions involving these assets. The security of the validity and dependability of the distributed ledger depend on several factors: its blockchain construction, decentralized ownership of identical copies of a ledger, the use of public key encryption of the entries in the database and the use of digital signatures for access control. An important advantage of it lies in moving much of the complexity of managing security onto the structure of the system itself, making such systems easier and less expensive to manage and use than conventional on-premises and cloud-based applications. Blockchain algorithms enable transactions to be aggregated in blocks that are added sequentially to a chain of existing blocks using a cryptographic signature. A transaction may be, for example, the sale and purchase of an asset or the addition of a health record or a patent filing. When someone wants to add to the database, each owner of the distributed ledger runs a set of algorithms to evaluate and then verify the proposed transaction. If a consensus (usually a majority of participants) agrees that the transaction looks valid – that is, the identifying information matches the blockchain’s history – then the new transaction will be approved and a new block added to the chain in that ledger. If the participants deciding on the validity of the transactions are preselected, the ledger is said to be “permissioned.” If the process is open to everyone (like bitcoin), the ledger is “unpermissioned.” The advantage of an unpermissioned ledger is that it evades control by authorities. This may be to achieve ethical objectives (for instance, overcoming censorship or theft by autocratic or kleptocratic governments) or for nefarious purposes (money laundering or trade in contraband). Permissioned ledgers can have an advantage if managed by actors (such as self-regulated commercial body or governments) that have the trust of the participants. Permissioned blockchains provide highly verifiable data sets because the consensus process creates a digital signature visible to all parties. The cryptographic signature using public key encryption can provide individual privacy while validating the identity of the individual making the change. Already in wide use public key encryption enables anyone to encrypt a message using the public key of the receiver, but such a message can be decrypted only with the receiver's private key. Public key encryption is often compared to a locked mail box with a mail slot. The mail slot is accessible to the public, and its location – the street address – is the public key. Anyone can drop a message through the slot, but only the individual who has the private key can open the mailbox and read the message. The blockchain structure provides a permanent audit trail since no records can be deleted without collusion on a massive scale. Distributed mirrored databases substantially reduce the ability of anyone to tamper with data since each instance would have to be altered in an identical fashion almost simultaneously. A cryptographic hash function provides a fast and highly efficient means of detecting if a blockchain has been tampered with and for assuring the integrity of transmitted data. That said, distributed ledgers are not invulnerable to attack. Anyone who can find a way to modify one copy legitimately might be able to modify all copies of the ledger. This will happen if systems can be compromised through, for example, phishing or pretexting. How a given distributed ledger is controlled can vary. Although the ledgers are distributed, there can be varying degrees of centralized control to suit the specific purpose of the ledger. Unpermissioned ledgers (such as bitcoin) are not owned by any individual or entity and anyone can contribute data to the ledger. At the other end of the spectrum, permissioned ledgers may have one or many owners and only they can determine who can add records and verify the contents of the ledger. In practice, the latter can only be considered a distributed ledger (in the definition I’m using) if the number of owners and their independence are sufficient to ensure that the possibility of successful collusion to alter the database is sufficiently low to achieve public confidence. I’ll leave it to others to decide for themselves if a distributed ledger organized and controlled solely by a single organization such as the financial network SWIFT should be regarded as a “true” distributed ledger. By my definition it is. It’s likely that some existing single-entity controlled networks (such as those that manage supply chains) will adopt the distributed ledger structure for all or part of their operations to provide new services or to modify their existing architecture to reduce costs, enhance performance or gain flexibility. There is no shortage of potential uses of distributed ledgers. There are so many that they – and the underlying blockchain methodology – can appear to be another example of a new technology in search of a mission. Distributed ledgers are not an application but a facility that can support application functions. They can, for example, record the basics of a transaction (such as the details of the item that has been exchanged and the corresponding payment) or serve to signal events (such as accepting a shipment). Distributed ledgers could serve as a secure platform for all forms of contracts; potentially they could make it easier to enforce contracts of all types in parts of the world where the rule of law is weak because the platform could ban all participants that renege. Distributed ledgers also could be used in settling securities trades of all types – this is more of an evolutionary improvement over today’s systems. In concept, a distributed ledger could cut reconciliation costs by more fully automating the trade settlement process and substantially improving the quality of data, as well as enabling financial institutions to make more efficient use of collateral and regulatory capital by limiting the volume of trades in limbo because they failed to settle. In commerce, distributed ledgers have the potential to substantially enhance visibility in multitier supply chains and multistep distribution, increase traceability of materials and combat drug counterfeiting. They can provide accurate and immediate customer records or immediately reflect changes to the properties in product life-cycle management and product information management. Networks for connecting members of a value chain have been difficult to establish because typically they have been set up by one of the major players. Competitors of that major player cannot (will not) participate in that network, blunting its effectiveness and leading to network fragmentation. Distributed ledgers might be less prone to this defect because they provide a secure, auditable mechanism for data capture and exchange that can complement but not replace the functionality of a value-added network. Companies therefore would be able to operate on different value-added networks that all use the same transaction data. In the public sector there are many ways in which governments can use distributed ledgers including property record-keeping, healthcare data, a digital notary system, recording government contracts and handling tax and other payments. Despite these potential uses it’s not clear how quickly distributed ledgers will gain traction and profitability in the commercial realm. In developed economies, there already are many trusted networks and methods for transacting business governed by commercial codes. Ultimately they may adopt a distributed ledger structure because it’s superior to the technology they are currently using in terms of speed and robustness. Some observers estimate that banks collectively could save billions of dollars in IT infrastructure costs by employing them for payments across borders, securities trading and regulatory compliance. Beyond savings, the desire to improve service or the threat of competition from an upstart will drive the process. There are many opportunities to create permissionless networks in less developed economies, but it may be difficult to make them more than marginally profitable initially until some combination is achieved of their networks becoming large enough and their costs getting small enough. Much work still needs to be done to make distributed ledgers a reality. One serious issue for distributed ledgers is the large amounts of computing (and electrical) power required to make them work. Another issue to be addressed is auditing. Accountants will need to be able to audit records on permissioned ledgers. Then, too, there is the matter of governance structures. This is less of an issue in largely free-market jurisdictions with solid rules of law. Rules established by the owners and participants of a ledger that safeguard their private interests must be supported by legislation and regulation consistent with existing commercial codes. In turn legislation and regulation must balance public and private interests without being so rigid as to stifle innovation and growth. For the time being, it’s not clear that distributed ledgers will displace trusted networks such as those offered by ERP vendors because it won’t have the functionality and process control that are part of those products. Those running trusted networks probably will not be in a hurry to open up their management to others since all have some value associated with being in charge. And the security issues that SWIFT has encountered (hackers managed to steal $US 81 million from Bangladesh’s central bank) would not have been prevented through the use of blockchain. It’s likely that there are scores of opportunities to create blockchain networks that are economically workable, but it’s not clear how soon these will become economically significant. I’ll leave it to others to comment on the future of cryptocurrencies. I’m fairly certain that their impact on the adoption of blockchain technology is neutral. All the attention that bitcoin and others have showered on blockchain is fully offset by entities that hold a negative view on cryptocurrencies because of their association with illegal commerce and theft. Nevertheless it is likely to have an impact someday, and software executives and information technology service providers would be well-advised to familiarize themselves with the technology and its potential. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "", "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": "Modeling Revenue Recognition for Contracts to Meet New Regulations", "mainEntityOfPage": "https://robertkugel.isg-research.net/robert-kugel/2016/07/22/modeling-revenue-recognition-for-contracts-to-meet-new-regulations", "datePublished": "22/07/2016", "dateModified": "22/07/2016", "articleBody": "I recently wrote about the challenge some companies will face in planning and budgeting when new revenue recognition rules go into effect in most countries in 2018. It’s important for companies that will be affected to be sure they have the appropriate systems, processes and training to handle the more difficult demands imposed by the new rules. With the change in accounting, the time lag between when a contract is signed and when a company recognizes revenue from it may be more variable and less predictable than in the past. In extreme cases, performance measured by financial accounting will diverge materially from the “real” economic performance of the organization. Consequently, executives – especially those leading publicly listed companies – will need the ability to look at their plans from both perspectives and be able to distinguish between the two in assessing their company’s performance. In companies where the timing of revenue recognition can diverge substantially from current methods, financial planning and analysis (FP&A) groups will need to be able plan using models that incorporate financial and managerial accounting methods in parallel. They will need to be able to identify actual-to-plan variances caused by differences in contract values booked in a period and differences between the expected and actual timing of revenue recognized from contracts signed in a period. I don’t want to overemphasize the impact the new revenue recognition rules will have on companies’ planning. While some companies need to understand that they will have to alter their planning and review processes, I expect that most will be unaffected by the new accounting for contracts, for at least one of three reasons: A majority of their revenue does not come from contracts. (Retailing is one industry in which many companies do not transact business using contracts.) No single contract or type of contract is large enough to have a material impact on reported revenue. The time lag between signing a contract and fulfilling the contract is short (a month or less) or the time lag between booking a contract and fulfilling it is reliably consistent from month to month or quarter to quarter. For many companies, tracking individual contracts will be unnecessary, impractical or both. It may be unnecessary because the relative size of contracts matters. Even if an organization’s individual contracts differ significantly in terms of the interval between signing it and recognizing revenue from the transaction, if there are enough of and even the largest represents an insignificant percentage of total revenue, the difference won’t matter. That is, in most cases the difference between expected and actual timing of revenue recognition of individual contracts is likely to be cancelled out. Moreover, tracking individual contracts will be impractical for many organizations because their volume will make it is too expensive and time-consuming to capture the relevant terms and conditions for each contract, which is necessary to be able to isolate the factors driving actual to forecast or budget variances. For FP&A groups the challenge will be in creating models that accurately forecast the average lag between contract signing and when revenue is recognized. Analysts also should confirm that the standard deviation of this lag under the new rules will be small enough to avoid the need to segment contracts into major types. (I’ll return to this point shortly.) Nonetheless, a significant number of organizations – either entire corporations or business units with revenue responsibility – will need to change their approaches to creating and using planning models in order to accurately measure variances between their plans or budgets and their actual results. This means developing models that enable them to separate variances that are the result of differences in when business was booked and those in which the timing of the revenue recognition process turned out to be longer or shorter than expected. Certain types of businesses that have large, complex contracts with their customers, such as aerospace, construction and engineering, are likely to find that they need to plan and track results by contract – at the very least the 20 percent of their contracts that account for 80 percent of their revenues. Another type of company or business unit that will need to adopt a more granular approach to tracking contracts under the new rules is one in which there are significant differences between the timing of revenue recognition for different types of contracts. Even though the value of individual contracts booked in a period is an insignificant percentage of the total, it may be necessary for organizations to segment contract bookings and revenue recognized for each major type of contract. This would be the case if there are significant differences in the timing of revenue between types of contracts and the mix of contract types varies from one month to the next. For example, imagine that Company X has contracts that have three distinct revenue recognition profiles. In one of them, which accounts for one-quarter of annual bookings, there is a consistent one-month interval between when the contract is signed and when revenue is recognized. For a second type of contract (representing 40 percent of annual bookings) it can take up to several months before revenue can be recognized, and then it happens all at once. The remaining contracts are recognized over a year after a contract is signed. Any significant differences in the mix of contract types signed from month to month will make it difficult to reconcile variances and accurately identify differences caused by better than expected or inadequate contract bookings and those caused by timing differences. So it’s necessary to create and use models that segment revenue by mix of contract types. It is time for companies to get serious about adapting their business to the new revenue recognition rules. They will have to cut over to new processes and systems in 2017 to comply with the new standards and be able to make year-on-year comparisons when the new methods go into effect in 2018. Financial planning and analysis groups should be considering whether their forecasting, planning, budgeting and reporting models and processes will need to change under the new accounting standards. Those that will have to change should look into acquiring a dedicated planning and budgeting application if they (or affected business units) are currently using spreadsheets for planning. That will include many organizations: Our next-generation business planning research finds that two-thirds (65%) of companies use spreadsheets to manage their budget process. A dedicated planning application will help them prepare better to understand whether a difference was due to the new accounting rules or poor performance using actual data rather than opinions. FP&A groups should be aware of their company’s exposure to new revenue recognition rules. If the rules will have a material impact on how the company accounts for contracts, they should determine whether it will be necessary to plan and budget for “real” and accounting data in parallel. If so, and if their company currently plans and budgets using desktop spreadsheets, I strongly recommend that they look into acquiring a dedicated planning application. In addition to dealing with increased complexity, this type of software can improve the budgeting and planning processes, making them more efficient. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ngbp_09_spreadsheets_dominant_in_planning_software-14.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": "Accounting for Sales Compensation Faces Challenges under ASC 606 and IFRS 15", "mainEntityOfPage": "https://robertkugel.isg-research.net/2016/07/13/accounting-for-sales-compensation-faces-challenges-under-asc-606-and-ifrs-15-1", "datePublished": "13/07/2016", "dateModified": "13/07/2016", "articleBody": "New standards governing accounting for contracts will go into effect for most companies in 2018. The Financial Accounting Standards Board (FASB), which administers Generally Accepted Accounting Principles in the U.S. (US-GAAP), has issued ASC 606, and the International Accounting Standards Board (IASB), which administers International Financial Reporting Standards (IFRS) used in most other countries, has issued IFRS 15. The two are very similar, and both will enforce fundamental changes in this area of accounting. Under the new approach to accounting for contracts, revenue (and some corresponding expense) is recognized only when customers are satisfied. In contrast, until now revenue was recognized when internally measurable events occurred, such as on delivery to the customer, the completion of milestones or the passage of time. In addition to dealing with an impact on accounting and planning, which I have discussed, companies may need to examine how the rules will affect how they account for commissions and other contract acquisition expenses. The new accounting rules will affect all companies that enter into contracts with customers. For some (maybe a majority), the change will be more of form than substance. For them, the change can be handled readily by ERP and other accounting software that has been designed specifically to handle the new requirements. For instance, ASC 606 and IFRS 15 spell out a more elaborate, multistep process for booking contract revenue, but as I have noted, companies that design their contracting processes to facilitate accounting for them and use an application that automates the steps in the process will be able to substantially eliminate what otherwise would be an administrative burden. On the other hand, the new accounting rules will have a significant impact on some corporations that use even moderately complex contracts in dealings with customers. They include, for example, contracts that are use tiered pricing or volume discounts, others that routinely involve modifications, such as adding or dropping services, or projects that require modifications in scope or term. Examples of the types of businesses most likely to be affected in this way include those in engineering and construction, ones that augment their products with recurring services as part of an ongoing relationship with customers (such as maintenance or consumable parts) and companies that offer subscription services that involve deliverables that can vary over time (such as units consumed or service levels). The new standards also may affect how companies account for commissions. The new rules require companies to capitalize the incremental costs of obtaining a contract (such as sales commissions) at inception if the contract’s duration exceeds one year. This deferred expense is then amortized over the term of the contract so as to better match specific expenses to related revenues. However, not all expenses can be capitalized. For instance, compensation paid to supervisors, even when tied to sales volume, is expensed in the period incurred. For contracts covering a year or less, companies will have to expense commissions immediately. It’s likely that auditors also will allow companies to immediately expense commissions and other contract acquisition costs even for contracts that extend beyond one year as an accounting policy election. However, this will be allowed only if a company applies this treatment consistently to all contracts with a term of one year or more and if the impact does not materially distort the financial statements. Some companies may elect to expense all sales commissions immediately to keep things simple. This is more likely if a large majority of business done with contracts is fulfilled in one year or less; if commissions and other contract acquisition costs are relatively small; or if the company is closely held. However, others – especially publicly listed companies – may decide that capitalizing sales expense provides a more accurate picture of their financial performance, especially if comparable companies take this approach to their accounting. Under these circumstances, I recommend using sales compensation management software to track sales commissions. This type of application already offers considerable value to sales organizations. For companies that will capitalize commissions, sales compensation management software is likely to reduce accounting and auditing workloads substantially for those that have used spreadsheets to do it. Our sales compensation management benchmark research finds that a large majority (71%) of companies use spreadsheets universally or regularly to manage their sales compensation process. Yet 61 percent of participants said that spreadsheets make it difficult to manage sales commissions, and nearly two-thirds (65%) said that the commission calculation process is too slow. Moreover, companies that capitalize sales expense and enter into even moderately complex contracts with customers are likely to find that using spreadsheets to manage sales compensation will multiply the workload of the accounting department. Under ASC 606 and IFRS 15, managing sales compensation in spreadsheets will increase the burden of accounting departments in several respects. Because spreadsheets are error-prone, accountants will need to check all of them to ensure that amounts and calculations are correct. Even assuming that the sales organization will attempt to be diligent in allocating commission and other direct contract acquisition costs appropriately between those that are to be capitalized and those that are to be expensed, accountants will still have to check the work to be certain that no mistakes were made. In the event that changes to a contract affect the commissions paid, ensuring that this information is captured accurately in a spreadsheet and in a fashion that facilitates accounting can be a challenge. Manually posting transaction data taken from a spreadsheet is time-consuming and almost guaranteed to contain errors that will require a reconciliation process to identify. Even if the accounting system has the ability to automate posting transactions using data contained in spreadsheets, checks and reconciliations may be necessary to ensure the process was handled accurately. Moreover, because spreadsheet-based systems are inherently less controlled, they require greater scrutiny by internal and external auditors. In contrast, sales compensation management software can prevent such issues from occurring. It can simplify tracking of the exact amount of commissions paid on contracts that extend past one year and reliably distinguish between amounts paid to supervisory personnel and commissions paid on contracts with a term of one year or less. The system can be programmed to capture all relevant characteristics of the transaction, automatically calculate commissions and incentive payments, and allocate amounts according to the required accounting treatment. In some companies, complications to accounting for commissions can arise when, say, area managers collect both direct sales commissions (which may be capitalized) and when they receive incentive compensation based on the performance of their direct reports (which must be expensed). Compensation management systems can easily keep these two types of payments separate. Complications can also arise if a contract is extended or modified in a way that will affect the amount and treatment of commission payments. Here also sales compensation management systems can track these changes in a way that facilitates accounting for them. Moreover, having a dedicated system makes it possible to fully automate the posting of all relevant information into the company’s accounting system on whatever schedule, form and format the accounting department prefers. This eliminates the need for manual data entry and ensures accuracy and timeliness. Facilitating the accounting for capitalized commissions under the new revenue recognition rules is just one reason why we recommend that companies evaluate sales compensation management software. Our research finds that 38 percent of those that use dedicated sales compensation software said they have significantly improved the outcomes of their sales activities and processes. Another 30 percent said they have improved them to some degree. A dedicated application also processes commissions faster and more accurately, which can help retain productive sales people: More than half (57%) of companies said they can handle them in less than a week. Another, more sophisticated benefit is that the sales force is aligned to business strategy and goals, which 43 percent ranked first, more than any other benefit of such software. Other benefits cited are better management and tracking of the progress of product and sales initiatives (by 30%), improved communications to Sales on the status of compensation (26%) and improved auditing and compliance of sales forecasts to goals and targets (25%). Among those planning to adopt dedicated sales compensation management. the highest-ranked expected benefits are to increase revenue and grow the business in terms of net new customers. We recommend that companies that use spreadsheets to manage sales compensation investigate the benefits of using a dedicated application. The potential impact of the new rules for recognizing revenue from contracts adds another reason why a dedicated application can improve the productivity and performance of both the sales and accounting organizations. As for corporations that already use sales compensation management software and will be affected by the new accounting rules, ensure that the systems are set up to facilitate handling accounting tasks in this new environment. 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Robert Kugel's Analyst Perspectives | Business Performance Management (BPM)