Market Movements and Trends

Built on our experience, subject-matter expertise and market research, our Market Assertions look at the opportunity and trends, making predictions about business and technology in each vertical industry. These Market Assertions are for use and license to clients and are designed to provoke collaboration and discussion. 

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Analytics

Ventana Research offers guidance on analytics to help organizations apply analytics technology to help derive its optimal value. Going beyond earlier methods of business intelligence, dashboards and reports is essential to ensure that everyone is able to not only access analytics, but act on them to optimize their business.

ANALYTICS
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By 2025, 9 in 10 analytics processes will be enhanced by AI and machine learning to streamline operations and increase the value that can be derived from data. 
ANALYTICS
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By 2026, one-half of organizations will adopt an analytic operations approach similar to, and integrated with, their data operations processes to enhance responsiveness and agility. 
ANALYTICS
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By 2025, 6 in 10 organizations will include guided analytics processes and storytelling capabilities to help create and deliver insights for line of business personnel. 
ANALYTICS
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Through 2025, the majority of the workforce in more than one-half of organizations will still not be using analytics and BI and therefore will not be executing their roles optimally. 
ANALYTICS
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By 2025, 8 in 10 business intelligence vendors will include augmented intelligence to make analytics more robust and easier to use.
ANALYTICS
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Through 2025, less than one-third of analytics vendors will include driver-based planning capabilities making decision intelligence more difficult.
ANALYTICS
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Through 2026, one-half of analytics vendors will incorporate AI/ML to identify the most relevant performance metrics that achieve strategic and operational objectives.
ANALYTICS
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Through 2025, fewer than one-third of analytics vendors will offer off-the-shelf analytics that facilitate the use of established environmental metrics to measure and report ESG performance.
AI AND MACHINE LEARNING
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Through 2025, AI and machine learning approaches will remain largely independent of business intelligence approaches requiring three-quarters of organizations to maintain multiple, separate skill sets. 
AI AND MACHINE LEARNING
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Through 2025, governance issues will remain a significant concern for more than one-half of organizations, limiting the deployment and therefore the realized value of AI and machine learning models. 
AI AND MACHINE LEARNING
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Through 2025, 9 in 10 vendors will expand the reach of analytics with further investment in both natural language processing and embedded analytics capabilities. 
AI AND MACHINE LEARNING
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By 2026, more than one-half of organizations using AI and machine learning will have adopted MLOps.
BUSINESS INTELLIGENCE
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By 2026, one-half of organizations will deploy chatbots and other conversational experiences as a standard BI system capability making it easier for line of business personnel to derive value from analytics. 
BUSINESS INTELLIGENCE
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Through 2025, one-third of organizations will replace legacy business intelligence tools and establish analytic platforms that are collaborative and utilize natural language as the method to inform and guide business professionals. 
BUSINESS INTELLIGENCE
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By 2025, 8 in 10 BI software platforms will include collaborative capabilities designed to support organizations’ decision-making, task management and compliance requirements associated with analytics. 
BUSINESS INTELLIGENCE
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By 2025 three-quarters of BI software platforms will include augmented intelligence capabilities based on AI and machine learning making their products easier to use and more effective.
EMBEDDED ANALYTICS
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By 2026, more than two-thirds of line-of-business personnel will have immediate access to cross-functional analytics embedded in activities and processes helping to make operational decision-making more efficient and effective. 
EMBEDDED ANALYTICS
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By 2026, more than one-half of embedded analytics processes will include artificial intelligence and machine learning algorithms to improve line-of-business decision-making. 
EMBEDDED ANALYTICS
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Through 2025, one-third of organizations will adopt embedded analytics to support their CI/CD processes providing more agility and better governance to their analytics processes.
NATURAL LANGUAGE PROCESSING
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Through 2025, conversational experiences involving analytics will improve organizations’ use of data but for three-quarters these experiences will remain primarily text-based rather than voice-based. 
NATURAL LANGUAGE PROCESSING
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By 2025, one-half of organizations will adopt natural language processing as a component of improving digital experiences for business professionals who desire conversational methods of interaction. 
NATURAL LANGUAGE PROCESSING
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By 2026, one-half of conversational analytics will incorporate multilingual capabilities to support a larger portion of organizations’ employees. 
NATURAL LANGUAGE PROCESSING
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By 2026, more than one-half of organizations will include natural language generation to increase the reach and consistency of their analytics.
PROCESS MINING
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Through 2025, 1 in 4 organizations will look to streamline operations by exploring process mining to optimize workflow and business processes. 
PROCESS MINING
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By 2025, one-half of organizations will examine methods to gain intelligence on the events and activities of people and machines, elevating the importance for process mining technology. 
PROCESS MINING
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Through 2025, process mining will remain primarily associated with major software vendor applications requiring customization to mine the preponderance of business processes. 
PROCESS MINING
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By 2025, 8 in 10 process mining platforms will incorporate AI and machine learning to examine and improve existing business processes.
STREAMING ANALYTICS
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By 2025, one-half of organizations will incorporate streaming analytics into their business processes enabling faster response to opportunities and threats. 
STREAMING ANALYTICS
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Through 2025, one-third of organizations will advance their streaming analytics to be more real-time through integration of event-processing systems to guide timely interactions. 
STREAMING ANALYTICS
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By 2025, 9 in 10 business intelligence platforms will incorporate streaming analytics to mix historical analyses with real-time or near real-time analyses. 
STREAMING ANALYTICS
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Through 2025, alerts and notifications will be the primary action resulting from streaming analytics informing individuals of opportunities and threats in the market.

Customer Experience

Organizations that are passionate about improving the customer experience are choosing to empower their processes and people with intelligence through smart applications that embrace analytics, AI and robotics to personalize and optimize the customer journey whatever the channel of customer choice.

CUSTOMER EXPERIENCE 
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By 2025, AI will have become pervasive in the software stacks used to manage customer experience.
CUSTOMER EXPERIENCE 
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By 2026, a large majority of customer interactions will take place using digital channels instead of traditional voice calls.
CUSTOMER EXPERIENCE 
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By 2026, one-half of all customer interactions will be entirely handled by automated systems, with no human in the loop, helping minimize the cost impacts of increasing volume.
CUSTOMER EXPERIENCE 
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By 2024, one-half of organizations will see the need for a dedicated tool for integrating their siloed stores of customer data, spurring discussions between IT and CX professionals on data management strategies.
CUSTOMER EXPERIENCE 
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By 2026, one-half of organizations will have taken steps to optimize the customer experience with an intelligent and conversational self-service environment.
CUSTOMER EXPERIENCE 
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Through 2026, the establishment of CX application suites on a common platform will become the focal point of the drive to optimize customer and organization engagement.
CUSTOMER EXPERIENCE 
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Through 2025, only one-third of organizations will realize the importance of branding and marketing a superior customer experience as a strategic corporate value that can attract and retain customers.
CUSTOMER EXPERIENCE
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By 2027, one-half of organizations will focus on customer value and loyalty as the key metrics defining success in customer relationships.
CUSTOMER EXPERIENCE
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By 2026, one-third of organizations that elevated CX to the C-level will determine that the initial roles and responsibilities of those executives were not defined clearly enough to demonstrate clear results.
CUSTOMER EXPERIENCE
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Through 2027, AI will have become integrated by default into the base of the CX tech stack, enhancing a wide range of apps including contact center agent management, field service, and marketing (analytics and lead scoring).
CUSTOMER EXPERIENCE
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By 2026, it will become standard practice for organizations to designate a chief customer officer (or similar title) to navigate the conflicting interests of marketing, sales, service, commerce and IT teams.
CUSTOMER EXPERIENCE
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By 2027, most organizations will be automating internal-facing CX processes through low-code/no-code systems. Line-of-business teams will be responsible for most of the work.
CONTACT CENTER 
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By 2026, three-quarters of organizations will have introduced more than one artificial intelligence application into their contact center service processes for predictive routing, chatbots and agent assistance. 
CONTACT CENTER 
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Through 2025, one-half of organizations will still have data silos in their contact centers that prevent them from achieving a complete view of the customer.  
CONTACT CENTER 
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By 2026, 7 in 10 organizations will have moved all or part of their contact center technology into the cloud to attain greater flexibility and scalability.  
CONTACT CENTER 
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By 2026, three-quarters of organizations will apply revenue-centric metrics to contact center operations to better understand how service operations contribute to profitability. 
CONTACT CENTER 
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By 2027, 7 in 10 organizations will conclude that increasing customer acquisition and retention are higher priorities for contact centers than cost control and operational efficiency.  
CONTACT CENTER 
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By 2026, one-quarter of organizations will look to integrated unified communications (UCaaS) and contact center-as-a-service (CCaaS) technology to collaborate in the enterprise and with customers more effectively. 
CONTACT CENTER 
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By 2026, more than one-half of contact centers will capture real-time transcriptions of calls to help with coaching and training, and provide automated agent assistance.  
CONTACT CENTER 
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Through 2025, technology aimed at supporting distributed contact centers will be a key part of vendor roadmaps.  
CONTACT CENTER 
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By 2027, the distinction between on-premises and cloud-based provisioning of contact center resources will be a peripheral concern for most organizations.
CONTACT CENTER 
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Through 2026, most organizations will identify digital communications needs as a priority for their contact centers over voice technologies.
AGENT MANAGEMENT 
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By 2026, two-thirds of contact centers will have increased their budgets for training and coaching due to the rigors of managing work-from-home agents and the increasing complexity of agented interactions. 
AGENT MANAGEMENT 
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Through 2025, one-fifth of organizations will establish a formal Voice of the Agent (VoA) program, letting them see agent satisfaction through analysis of interactions with customers. Many more will do this informally. 
AGENT MANAGEMENT 
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Through 2026, technology for agent management will expand beyond tracking and performance measurement to include a wide array of AI-enhanced tools. 
AGENT MANAGEMENT 
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By 2025, 9 in 10 organizations will have deployed agent management systems with features specifically built to provide supervisors the ability to manage and coach agents working from home.  
AGENT MANAGEMENT 
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By 2025, three-quarters of contact centers will be staffed by agents that have little experience with pre-pandemic workplace norms.
AGENT MANAGEMENT 
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By 2026, agent training and skill development will be primarily self-directed, using automated scheduling and AI assessments.
AGENT MANAGEMENT
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By 2027, three-quarters of organizations will automatically evaluate data to capture all sources of value an employee contributes to customer value and loyalty.
AGENT MANAGEMENT
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By 2025, intelligent virtual assistants using AI will be able to discern intentions and sentiment, enabling organizations to better address employee issues and stem agent burnout and turnover.
VOICE OF THE CUSTOMER 
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By 2025 one-half of organizations will have enhanced their Voice of the Customer (VoC) data analytics beyond surveys, to AI/ML analysis of spoken recordings and text interactions. 
VOICE OF THE CUSTOMER 
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By 2026, one-half of organizations’ marketing departments will be larger users of Voice of the Customer (VoC) analytics than contact centers, using behavioral insights to target customers. 
VOICE OF THE CUSTOMER 
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By 2026, one-third of organizations will rely more on analysis of passively collected data than direct survey feedback for insight into the Voice of the Customer (VoC).  
VOICE OF THE CUSTOMER 
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Through 2025, three-quarters of SMB-sized organizations will not have the ability to monitor and optimize experiences across interaction channels.  
VOICE OF THE CUSTOMER 
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Through 2027, automated analytics technologies will become better at determining customer intent and sentiment than customers’ own reporting through surveys.
INTELLIGENT SELF-SERVICE
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By 2025, 7 in 10 customer interactions will combine automated conversational self-service and live agents, reducing costs, time and enabling agents to focus on high-value interactions. 
INTELLIGENT SELF-SERVICE
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By 2027, 3 in 10 customer interactions will be conducted asynchronously by SMS text messaging, with the majority of those consisting of outbound promotional messaging.  
INTELLIGENT SELF-SERVICE
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By 2024, one-half of organizations will use conversational computing technologies to enable self-service that focuses on engaging and satisfying customers. 
INTELLIGENT SELF-SERVICE
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Through 2025, organizations will work to define and optimize automated workflows for customer experience. This will tie back- and front-office workers together and enhance the service experience. 
INTELLIGENT SELF-SERVICE
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By 2026, one-half of all customer interactions will be fully captured and resolved within automated self-service channels, expanding to three-quarters by 2030.
INTELLIGENT SELF-SERVICE
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Through 2026, one-quarter of organizations will have deployed advanced transaction processing and purchasing systems within their primary customer-facing chat channels.
INTELLIGENT SELF-SERVICE
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By 2025, one-third of small and mid-sized organizations will have deployed AI-based knowledge management systems for the dual purpose of assisting agents in real time and boosting customers’ use of self-service.
INTELLIGENT SELF-SERVICE
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By 2025, three-quarters of organizations that deploy employee-focused intelligent virtual assistants (IVAs) will benefit from new levels of agent engagement and lower attrition.
INTELLIGENT SELF-SERVICE
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By 2026, one-half of organizations will deploy chatbots and other conversational experiences to make it easier for CX teams to derive value from analytics. 
CUSTOMER EXPERIENCE MANAGEMENT 
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By 2025, 7 in 10 organizations will recognize the negative impact that siloed customer data has on creating frictionless, unfragmented customer experiences. 
CUSTOMER EXPERIENCE MANAGEMENT 
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Through 2026, the need for accountability in CX will spur the creation of cross-functional teams reporting to a dedicated CX executive at the C-level. 
CUSTOMER EXPERIENCE MANAGEMENT 
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By 2025, one-third of organizations will have developed initiatives to map and manage customer journeys by integrating sales, service and marketing processes.  
CUSTOMER EXPERIENCE MANAGEMENT 
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By 2026 one-quarter of organizations will offer some type of video engagement to customers during sales or service contact center interactions.
CUSTOMER EXPERIENCE MANAGEMENT 
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By 2026, three-quarters of organizations will have expanded the stakeholders influencing customer experience software buying decisions resulting in greater accountability and better resource allocation.  
CUSTOMER EXPERIENCE MANAGEMENT 
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By 2027, two-thirds of organizations will conclude they lack visibility into customer experiences, leading to initiatives to streamline analytics, performance and customer data integration. 
CUSTOMER EXPERIENCE MANAGEMENT 
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Through 2025, two-thirds of organizations will increase their spending on technology to integrate operations and processes between sales, marketing and service, aligning departments to organizational goals.  
CUSTOMER EXPERIENCE MANAGEMENT 
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By 2025, one-quarter of small and mid-sized organizations will determine that connecting sales and service processes via outbound and self-service technologies will be a useful shortcut to cross-departmental CX programs.
CUSTOMER EXPERIENCE MANAGEMENT 
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By 2027, one-quarter of purchases of contact center communications technologies will be influenced by the needs of marketing and revenue teams.
CUSTOMER EXPERIENCE MANAGEMENT 
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By 2026, customer experience management suites will focus more heavily on their analytic capabilities than their communications tools.
CUSTOMER EXPERIENCE MANAGEMENT 
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By 2026, customer data platforms will be widespread components of CX platforms.
CUSTOMER EXPERIENCE MANAGEMENT 
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BY 2027, CRM will have been effectively replaced by CDP and other specific tools for collecting customer histories.
CUSTOMER EXPERIENCE MANAGEMENT
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By 2025, 6 in 10 organizations will include guided analytics processes and storytelling capabilities to help create and deliver insights for customer experience teams across departments. 
CUSTOMER EXPERIENCE MANAGEMENT
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By 2025, one-half of organizations will adopt natural language processing as a component of improving outcomes in complex customer experiences.
FIELD SERVICE 
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Through 2025, one-third of organizations will find that inadequate scheduling tools for field service operations has a measurable negative effect on customer satisfaction and retention. 
FIELD SERVICE 
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Through 2025, one-half of organizations offering B2B field service will find it difficult to meet demand for sufficient skilled agents and technicians, resulting in fragmented and unsatisfying service outcomes.  
FIELD SERVICE 
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Through 2026, technology for field service management will become differentiated based on the different needs of specific industries, and of B2B and B2C use cases. 
FIELD SERVICE 
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By 2026, one-third of contact centers will have deployed video technology to assist field service technicians, reducing truck rolls and reducing the cost of service.  
FIELD SERVICE 
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By 2025, 4 in 10 organizations offering field service will start AI automation pilot projects to reduce dispatch requirements and proactively engage customers early in the service process.  
FIELD SERVICE 
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Through 2026, field service outcomes will be determined by how well technology integrations deliver consistent information to third-party service or installation partners. 
FIELD SERVICE 
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By 2027, one-third of organizations will try to integrate systems among outside partners to streamline the field service process.
FIELD SERVICE 
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By 2026, 4 in 10 organizations will be using both AI and workflow automation to make field service more efficient and reduce repeat visits.
FIELD SERVICE 
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By 2025, one-half of organizations will have enhanced the mobile and location-aware capabilities of their field service teams to reduce costs and provide better outcomes for customers.

Data

Ventana Research offers guidance on data and information management to help you expand competencies that will enhance the value of information, through smarter storage, compute, integration, virtualization, governance and preparation to uncover and use new methods for using information effectively.

DATA
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By 2026, more than two-thirds of all data processes will use artificial intelligence and machine learning to accelerate the realization of value from the data. 
DATA
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Through 2025, the primary concern for more than three-quarters of Chief Data Officers will be governing the reliability, privacy and security of their organization’s data.  
DATA
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Through 2026, the intersection of security and data sovereignty will require increased investment in technology and expertise to enable the realization of enterprise data-driven agendas. 
DATA
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Through 2025, high-performance data processing requirements will necessitate vendors' continued focus on specialist data platforms with differentiating operational and analytical capabilities. 
DATA
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Through 2026, the development of intelligent applications providing personalized experiences will drive demand for data platforms capable of supporting hybrid operational and analytic processing. 
DATA
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Through 2025, 7 in 10 organizations will be using cloud object stores as the primary persistence store for analytic data platform workloads. 
DATA
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Through 2026, and despite increased demand for hybrid data processing, more than three-quarters of data platform use cases will have functional requirements that encourage the use of specialized analytic or operational data platforms. 
DATA
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Through 2025, 8 in 10 organizations will migrate on-premises workloads to cloud data platforms, shifting focus to improving innovation and efficiency rather than maintaining existing systems. 
DATA
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To satisfy regional regulatory requirements, through 2026, nearly all multinational organizations will invest in local data processing infrastructure and services to mitigate against the risks associated with data transfer. 
DATA
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By 2026, one-half of organizations will adapt their data management and governance processes, taking a holistic approach to managing and governing data in motion alongside data at rest.
DATA
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Through 2026, almost all organizations using data catalog products will increase business user access, facilitating self-service data discovery and accelerating data democratization initiatives.
DATA
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Through 2026, 7 in 10 organizations will invest in organizational and leadership changes, leveraging executive support to accelerate data-driven business culture.
DATA
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Through 2026, 8 in 10 organizations will increase investment in training and the use of natural language interfaces to accelerate data literacy and facilitate self-service data discovery.
DATA
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Through 2026, more than three-quarters of organizations will invest in greater experimentation and exploration, utilizing data science to identify new business challenges and opportunities.
DATA
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Through 2025, 6 in 10 organizations will be engaged in data intelligence initiatives that leverage metadata to understand how, when and where data is used in their organization, and by whom, increasing trust in their data. 
DATA
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Through 2026, more than one-half of organizations will increase their investment in observability technology to accelerate the value being generated from telemetry data including logs, traces and metrics.
DATA
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Through 2026, more than one-quarter of organizations will combine business event data with machine-generated telemetry data to provide context and generate additional business value from observability.
DATA
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Through 2025, three-quarters of organizations utilizing telemetry data will have invested in observability pipelines to improve time to detection and resolution based on machine logs, traces and metrics.
ANALYTIC DATA PLATFORMS
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By 2026, three-quarters of organizations will use cloud-based products and services as their primary analytic data platform, making it easier to adopt and scale operations as necessary.
ANALYTIC DATA PLATFORMS
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By 2025, three-quarters of organizations will require unstructured data storage and processing capabilities in their data lakes to maximize the value of audio, video and image data. 
ANALYTIC DATA PLATFORMS
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By 2025, 8 in 10 current data lake adopters will be investing in data lakehouse architecture to improve the business value generated from the accumulated data. 
ANALYTIC DATA PLATFORMS
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Through 2026, data warehouse, data lake and data streaming technologies will converge to create analytic data platforms enabling organizations to collect and analyze all types of operations-generated information.
ANALYTIC DATA PLATFORMS
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Through 2026, analytic data platform vendors will continue to incorporate native data management, analytics, and machine learning with their data persistence and processing functionality to accelerate the delivery of actionable insight. 
ANALYTIC DATA PLATFORMS
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Through 2026, analytic data platform vendors will continue to evolve their offerings to deliver data processing and analytics across hybrid environments that span on-premises and multiple cloud providers.
ANALYTIC DATA PLATFORMS
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By 2026, more than one-half of organizations will adopt specialist real-time analytic data platforms to develop and support data-intensive operational applications.
ANALYTIC DATA PLATFORMS
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Through 2026, requirements for high-performance analytics will expedite adoption of data platforms designed to leverage GPUs and in-memory processing for analytics acceleration.
ANALYTIC DATA PLATFORMS
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By 2026, three-quarters of data lake users will adopt emerging table formats to support transactional consistency when inserting, updating and deleting data in data lake environments.
ANALYTIC DATA PLATFORMS
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Through 2026, analytic data platform vendors will increase their native support for artificial intelligence and machine learning algorithms, functions and tools to enable in-database data science. 
DATA GOVERNANCE
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Through 2025, more than one-half of all organizations will continue to utilize multiple data catalog technologies, running the risk of creating silos of information knowledge. 
DATA GOVERNANCE
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Through 2025, three-quarters of organizations will use data catalog technologies in order to improve data governance and accelerate data-driven decision-making. 
DATA GOVERNANCE
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Through 2025, more than one-half of organizations will continue to use spreadsheets in data governance, jeopardizing the robustness of operational effectiveness.  
DATA GOVERNANCE
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Through 2026, data governance functionality will continue to be a significant priority for data platforms vendors to enable self-service data discovery, analytics, and greater business agility. 
DATA GOVERNANCE
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Through 2026, regional regulations and cultural attitudes will continue to shape organizational priorities to the adoption of data governance technologies and processes.
DATA MANAGEMENT
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By 2026, more than three-quarters of organizations’ data management processes will be enhanced with artificial intelligence and machine learning to increase automation, accuracy, agility and speed. 
DATA MANAGEMENT
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By 2025, more than three-quarters of organizations’ information architectures will support ELT (extract, load, transform) patterns to accelerate data processing and maximize the value of large volumes of data. 
DATA MANAGEMENT
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By 2026, three-quarters of organizations will adopt data engineering processes that span data integration, transformation and preparation producing repeatable data pipelines that create more agile information architectures. 
DATA MANAGEMENT
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By 2025, more than three-quarters of enterprises will have data spread across multiple cloud providers and on-premises data centers, requiring investment in data management products that span multiple locations. 
DATA MANAGEMENT
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Through 2025, 7 in 10 organizations will be engaged in data integrity initiatives to increase trust in their data processes using data quality and master data management tools. 
DATA MANAGEMENT
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By 2026, more than one-half of organizations will adopt data orchestration technologies to automate and coordinate data workflows and increase efficiency and agility in data and analytics projects.
DATA MANAGEMENT
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By 2025, more than 6 in 10 organizations will adopt data fabric technologies to facilitate the management and processing of data across multiple data platforms and cloud environments.
DATA MANAGEMENT
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Through 2026, data management and analytic data platform vendors accelerate the delivery of native MLOps and AI governance functionality to better support the deployment, monitoring and management of AI and ML models.
DATA MANAGEMENT
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By 2026, three-quarters of organizations will use data virtualization and query federation capabilities to avoid data movement while accessing and querying data outside their primary analytic data platform.
DATA OPERATIONS
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By 2025, one-half of organizations will have adopted a DataOps approach to their data engineering processes enabling them to be more flexible and agile. 
DATA OPERATIONS
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Through 2025, awareness of DataOps will continue to increase as organizations adapt their data integration and engineering processes to the growing need for continuous and automated data ingestion, transformation, and delivery. 
DATA OPERATIONS
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Through 2025, data observability will continue to be a priority for the evolution of data operations products as vendors deliver more automated approaches to data engineering and improving trust in enterprise data.
DATA OPERATIONS
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Through 2026, approaches to data operations will continue to evolve as organizations adapt their approaches to data management and data governance to reflect increased adoption of event-driven architecture and microservices. 
DATA OPERATIONS
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Through 2025, 6 in 10 organizations will invest in data reliability initiatives to improve trust in data through automated data quality monitoring, alerts and resolution.
DATA OPERATIONS
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By 2026, more than one-half of organizations will adopt technologies to facilitate the delivery of data as a product as they adapt their cultural and organizational approaches to data ownership in the context of data mesh. 
OPERATIONAL DATA PLATFORMS
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Through 2025, one-quarter of existing operational database workloads will remain on-premises due in part to security, data sovereignty, and performance reasons, requiring enterprises to explore long-term approaches to hybrid cloud. 
OPERATIONAL DATA PLATFORMS
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Through 2025, two-thirds of organizations will re-examine their current operational database suppliers with a view to improving fault tolerance and supporting the development of new intelligent operational applications.
OPERATIONAL DATA PLATFORMS
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Through 2026, emerging relational and non-relational database providers will primarily be adopted for new applications with incumbent relational database vendors deployed for the majority of existing operational workloads.
OPERATIONAL DATA PLATFORMS
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Through 2026, operational data platform providers will continue to invest in hybrid operational and analytic processing capabilities to support growing demand for data-intensive intelligent operational applications. 
OPERATIONAL DATA PLATFORMS
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Through 2026, operational data platform vendors will continue to evolve their offerings to deliver data processing across hybrid environments that span on-premises and multiple cloud providers.
OPERATIONAL DATA PLATFORMS
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By 2026, more than one-half of organizations will adopt serverless databases to support development and test environments as well as ephemeral workloads with sporadic usage requirements.
OPERATIONAL DATA PLATFORMS
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By 2026, more than one-quarter of organizations will adopt graph databases to support applications that rely on the identification and navigation of relationships.
OPERATIONAL DATA PLATFORMS
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By 2026, more than one-half of organizations will adopt document databases to store data without fixed schema, facilitating rapid and application development and business agility.
OPERATIONAL DATA PLATFORMS
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By 2026, more than one-quarter of organizations will adopt data platforms that span distributed architecture, supporting applications that require data processing across geographic and availability zones. 
STREAMING DATA AND EVENTS
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By 2025, more than 7 in 10 organizations’ standard information architectures will include streaming data and event processing allowing organizations to be more responsive and provide better customer experiences.
STREAMING DATA AND EVENTS
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By 2025, 6 in 10 organizations will require streaming and event data processes with low latency of seconds or sub-seconds to satisfy operational requirements.
STREAMING DATA AND EVENTS
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Through 2025 data platform and data management vendors will continue to prioritize support for data streaming and event processing functionality as they adapt their products to address the growing demand for real-time data processing. 
STREAMING DATA AND EVENTS
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By 2026, more than one-half of organizations will investigate the use of streaming database products to develop and support real-time applications based on streaming data and events.
STREAMING DATA AND EVENTS
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By 2026, more than one-half of organizations will invest in functionality to discover, catalog, monitor and govern events and event flows to generate greater business value from event-driven architecture.

Digital Business

Our business areas of expertise help organizations examine how to maintain business continuity, even in times of upheaval.

DIGITAL BUSINESS
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Through 2025, after concerted investment into digital transformation, two-thirds of organizations will require a new digital business and technology agenda for modernization.
DIGITAL BUSINESS
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Through 2026, two-thirds of organizations will establish digital business as a focal point for an effective workforce that is engaged and satisfied in the work they conduct and their readiness to enable sufficiency business resilience. 
DIGITAL BUSINESS
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By 2027, the requirements for a digital business in two-thirds of organizations will not be addressed properly and require the establishment of a Chief Digital Officer to guide modernization. 
DIGITAL BUSINESS
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By 2025, two-thirds of organizations’ executive leadership teams will determine that the digital experiences are ineffective and ascertain their investments are misappropriated. 
DIGITAL BUSINESS
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By 2026, one-quarter of organizations will lack effective collaboration for digital business and will reassess the communications and interactions with workforce and constituents. 
DIGITAL BUSINESS
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By 2026, one-third of organizations will remain digitally ineffective in achieving the business priorities for customer-, product- and people-related processes. 
DIGITAL BUSINESS
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Through 2025, over one-third of organizations will have common governance and manageability of deployed digital technologies and achieve optimal ROI. 
DIGITAL BUSINESS
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Through 2025, one-third of organizations will establish a Center of Excellence (CoE) with a digital business team to prioritize technology operations for the entire workforce. 
DIGITAL BUSINESS
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By 2025, over one-half of organizations will determine the chaos of digital technology usage requires rationalization and consolidation of vendors to ensure operational excellence.
DIGITAL BUSINESS
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By 2026, one-third of organizations will establish a digital intelligence focus that can sense and engage workers with virtual agents to respond to real-time digital events processing. 
DIGITAL BUSINESS
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Through 2026, one-third of organizations will have adopted work management and realize both improved productivity and organizational resilience.  
DIGITAL BUSINESS
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Through 2026, the lack of insight into digital business will lead two-thirds of organizations to establish a digital intelligence technology strategy and plan. 
DIGITAL BUSINESS
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By 2026, one-fifth of organizations will realize the necessity of digital identity as foundational to digital business and take concerted focus to improve the technology utilized. 
DIGITAL BUSINESS
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Through 2026, the lack of investment into governing sustainability will require one-half of organizations to apply performance management processes to better govern efforts to reach ESG objectives. 
DIGITAL BUSINESS
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Through 2026, the technology to support digital business will become a focal point for strategic investment to ensure effective digital modernization in two-thirds of organizations. 
DIGITAL BUSINESS
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Through 2025, one-third of organizations focused on digital business will scrap their use of analytics with dashboards and visualization due to an ineffective understanding of what actions or decisions are needed. 
BUSINESS CONTINUITY
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Through 2024, one-third of organizations will realize that digital transformation investments have not established the organizational readiness needs for business continuity, requiring new digital investments.
BUSINESS CONTINUITY
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By 2025, one-half of organizations will determine that current business applications for virtualized collaborative and mobile experiences are not suited for business continuity and resilience.
BUSINESS CONTINUITY
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By 2025, after decades of digital transformation efforts, two-thirds of organizations will not resource business continuity as an investment priority to reduce operational risk in black swan events. 
BUSINESS CONTINUITY
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By 2025, one-third of organizations will embrace business continuity planning to align digital technology investments to meet the demand of a virtualized customer, product and workforce environment. 
BUSINESS CONTINUITY
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By 2026, two-thirds of organizations' investment into software and cloud computing will not be prepared to ensure continuity of business processes.
DIGITAL COMMUNICATIONS
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By 2025, two-thirds of organizations will determine existing unified communications is ineffective to support secured and seamless interactions across devices and people. 
DIGITAL COMMUNICATIONS
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Through 2024, a new breed of digital communications platform will evolve from today’s unified communication as-a-service (UCaaS) technology to meet contemporary business requirements. 
DIGITAL COMMUNICATIONS
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Through 2025, two-thirds of organizations will realize that enterprise-wide digital communications do not satisfy workforce expectations, resulting in decreased productivity and worker engagement.
DIGITAL COMMUNICATIONS
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Through 2026, only one-third of organizations will have standardized the digital communications technologies to provide the highest level of resilience for an effective workforce. 
DIGITAL PAYMENTS
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Through 2025, the use of mobile digital wallets will be embraced by consumers and will force one-half of organizations to provide new digital purchasing experiences.  
DIGITAL PAYMENTS
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By 2026, the necessity of contactless payment throughout the buying processes will force one-half of organizations to digitally transform and embrace mobile and online technological approaches. 
DIGITAL PAYMENTS
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By 2026, one-third of organizations will establish digital identity technology platforms to streamline the security of digital payment processes.  
DIGITAL PAYMENTS
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Through 2026, only one-third of organizations will have standardized the digital payments processes to meet the finance and supplier harmony required to mitigate risk. 
DIGITAL PAYMENTS
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Through 2026, market demand for payment choice will see organizations broadly adopt digital currencies for the business with customers and workforce. 
DIGITAL PAYMENTS
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By 2025, one-half of digital payment platforms will reinvent themselves by unifying digital identity and security as integral components of the technology offering. 
DIGITAL SECURITY
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By 2025, over one-half of organizations will have overlooked information security’s role in evaluating digital technology, introducing unnecessary risk to corporate information assets.  
DIGITAL SECURITY
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Through 2025, over two-thirds of organizations will converge their cyber and information security efforts into digital security programs to ensure effective governance and protection of physical and digital assets.
DIGITAL SECURITY
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By 2025, over one-half of organizations will require password encryption in their digital security to reduce the risk of unauthorized access to corporate systems. 
DIGITAL SECURITY
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Through 2025, the use of eye and voice biometrics will evolve to replace facial identification and overcome limitations from mask-wearing pandemic conditions that inhibit digital identity interactions. 
DIGITAL SECURITY
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By 2026, over two-third of organizations will have adopted digital identity platforms that unify digital security to protect organizations’ intellectual assets. 
DIGITAL SECURITY
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Through 2025, a new generation of digital security technology using AI and virtual agents will be established to interoperate across the enterprise. 
EXPERIENCE MANAGEMENT
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By 2025, one-half of organizations will realize that digital experiences are not intelligent or automated and fail to meet the readiness requirements of organizations.  
EXPERIENCE MANAGEMENT
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Through 2026, one-quarter of organizations will establish a Center of Excellence (CoE) to assess and optimize digital experiences across all business workflows and constituent interactions. 
EXPERIENCE MANAGEMENT
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By 2026, one-fifth of organizations will establish a Chief Experience Officer to guide the digital improvements to experience management throughout an organization’s business processes.  
EXPERIENCE MANAGEMENT
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Through 2025, two-thirds of organizations will optimize the engagement between people and machines by prioritizing experience management as a technological precedent for every digital interaction. 
EXPERIENCE MANAGEMENT
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By 2026, over two-thirds of organizations will realize that a lack of focus on the feedback from ”Voice of the” programs to support customer, product, and workforce hinder digital effectiveness. 
EXPERIENCE MANAGEMENT
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Through 2025, the experience management software category will help support the enterprise requirements to consolidate people and machine feedback leading to optimized digital interactions.
EXPERIENCE MANAGEMENT
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Through 2025, the poor performance of digital application experiences and effectiveness will be a contributing factor to workforce attrition.
GOVERNANCE AND RISK
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By 2026, one-third of organizations will ensure workforce readiness by operating a unified governance and risk program to guide workforce compliance to policies and standards.
GOVERNANCE AND RISK
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Through 2025, the lack of policy compliance in business processes will lead one-half of organizations to establish digital workflows to guide operational excellence and mitigate risk. 
GOVERNANCE AND RISK
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In 2025, the lack of risk metrics used in decision-making processes by two-thirds of organizations will contribute to declined performance and lack of organizational readiness. 
GOVERNANCE AND RISK
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By 2025, a new breed of business process intelligence and mining technology will unify with workflow and robotic process automation technologies to provide operational resilience.  
GOVERNANCE AND RISK
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Through 2026, the lack of data governance in two-thirds of organizations will be a priority for business to ensure effective collaborative decision making.
PERFORMANCE MANAGEMENT
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Through 2025, one-half of organizations will realize the lack of focus on performance management across business processes has created unnecessary risk in decision-making efforts. 
PERFORMANCE MANAGEMENT
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Through 2025, one-third of organizations will determine the lack of performance management within business units has led to sub-optimization that does not contribute to overall improvement. 
PERFORMANCE MANAGEMENT
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By 2026, one-quarter of organizations will embrace ”objectives and key results” (OKR) methods in software to guide workforce performance to achieve desired outcomes. 
PERFORMANCE MANAGEMENT
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Through 2026, four-fifths of organizations will realize the lack of a Chief Performance Officer has impacted the ability to reach the performance expectations of the executive team and stakeholders. 
PERFORMANCE MANAGEMENT
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By 2025, a new generation of cloud-based machine learning and AI-based virtual agents for performance management will be recognized as an emergent and innovative technology. 
PERFORMANCE MANAGEMENT
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By 2026, one-third of organizations will evolve from performance management processes based on analytics and planning to ones that maximize to desired outcomes. 
PERFORMANCE MANAGEMENT
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By 2025, 6 in 10 organizations will include guided analytics processes and storytelling capabilities to help create and deliver insights for line of business personnel. 
ENVIRONMENTAL SOCIAL AND GOVERNANCE
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Through 2025, one-half of organizations will receive a vote of no confidence from their workforce for not prioritizing sustainability management to carbon reduction in support of ESG.
ENVIRONMENTAL SOCIAL AND GOVERNANCE
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By 2026, one-quarter of organizations will not be able to achieve sustainability management objectives without environmental social governance (ESG) applications required to sustain continuous improvement.
ENVIRONMENTAL SOCIAL AND GOVERNANCE
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Through 2025, two-thirds of organizations will recognize they lack the applications and insight to optimize sustainability requiring analytics and planning-based performance management systems. 
ENVIRONMENTAL SOCIAL AND GOVERNANCE
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By 2027, one-quarter of organizations will establish a Chief Sustainability Officer to guide environmental social governance (ESG) efforts to minimize carbon footprint and demonstrate commitment to the workforce and stakeholders.
ENVIRONMENTAL SOCIAL AND GOVERNANCE
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Through 2026, one-half of vendors focused on sustainability will incorporate AI/ML to identify the most relevant performance metrics that achieve strategic and operational objectives.
ENVIRONMENTAL SOCIAL AND GOVERNANCE
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By 2025, a new generation of sustainability technology will evolve to be required to optimize environmental social governance (ESG) requirements for operating across enterprise.
ENVIRONMENTAL SOCIAL AND GOVERNANCE
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Through 2026, more than one-quarter of organizations will combine business event data with machine-generated telemetry data to provide context and generate additional business value from observability to support ESG efforts.
ENVIRONMENTAL SOCIAL AND GOVERNANCE
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By 2026, three-quarters of organizations will use data virtualization and query federation capabilities to avoid data movement while accessing and querying data for ESG and sustainability efforts.
WORK MANAGEMENT
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Through 2025, one-half of organizations will invest in work experiences and prioritize work management technologies that optimize use of time for task and activity execution.
WORK MANAGEMENT
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By 2025, one-half of organizations will deem existing project management approaches ineffective to enable workforce resilience and providing business continuity.  
WORK MANAGEMENT
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Through 2024, and for productive workforce engagement to reach its potential, the work management applications category will become a critical priority for digital business. 
WORK MANAGEMENT
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By 2026, two-thirds of organizations will realize the necessity of collaborative, focused and task-oriented work management to ensure their portfolio and resources are utilized effectively. 
WORK MANAGEMENT
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Through 2025, the use of work management is found to be an essential investment to increase the effectiveness of the workforce and to reach optimal outcomes.
WORK MANAGEMENT
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By 2026, the embedding of machine learning and AI will contribute to intelligent work operations that help manage workforce effectiveness.

Digital Technology

Digital Technology helps organizations innovate and transform business and IT processes to improve efficiency and effectiveness.

DIGITAL TECHNOLOGY
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Through 2025, one-half of organizations will realize that the digital technology used for operating virtually for business continuity is ineffective in supporting organizational resilience. 
DIGITAL TECHNOLOGY
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By 2026, more than one-half of organizations will have invested into newly formed digital platforms to unify collaborative and conversational technology to simplify the work experience. 
DIGITAL TECHNOLOGY
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By 2025, one-half of organizations will find they have not embraced digital technology sufficiently to be more intelligent and automated, decreasing workforce satisfaction and increasing employee turnover. 
DIGITAL TECHNOLOGY
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Through 2025, one-half of organizations will have established the Chief Digital Officer as responsible for the processes and technologies that enable digital effectiveness and optimal productivity of the workforce. 
DIGITAL TECHNOLOGY
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By 2026, more than one-half of organizations will improve digital effectiveness by deploying virtual agents to conduct work through applied AI and robotic automation.
DIGITAL TECHNOLOGY
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By 2025, more than one-half of organizations will have adopted intiatives to transform their applications to cloud-native architectures.
ANALYTICS AND DATA
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Through 2025, one-third of organizations will realize they must scrap their use of analytics with dashboards and visualization due to an ineffective understanding of what actions or decisions are needed. 
ANALYTICS AND DATA
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By 2025, one-half of organizations will realize their analytics are ineffective without AI and ML to interpret and guide the workforce with personalized actions necessary to improve outcomes. 
ANALYTICS AND DATA
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Through 2025, two-thirds of organizations will have established a Center of Excellence (CoE) to guide the transformation and effective application of analytics, and ensure optimal results from them. 
ANALYTICS AND DATA
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By 2025, two-thirds of organizations will establish new Centers of Excellence (CoE) focused on the governance and security of analytics and data to reduce risk in organizational decision-making.  
ANALYTICS AND DATA
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Through 2025, the digital experiences in data and analytics will be found ineffective in more than one-half of organizations leading to re-evaluation of their analytics strategy. 
ANALYTICS AND DATA
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Through 2026, two-thirds of organizations will realize that data science and data operations teams require a transformational alignment in the technology for using  data more effectively. 
ANALYTICS AND DATA
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Through 2026, the use of cloud-based data platforms will become the standard technological approach in two-thirds of organizations. 
ANALYTICS AND DATA
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Through 2026, analytic data platforms will be redesigned as the unifying technology to generate insights that guide actions and decisions. 
ANALYTICS AND DATA
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Through 2025, less than one-third of analytics vendors will include driver-based planning capabilities making decision intelligence more difficult.
AI AND MACHINE LEARNING
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Through 2025, one-half of organizations will realize their AI competencies and skills are insufficient and will require new investments to avoid being at a competitive disadvantage.
AI AND MACHINE LEARNING
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By 2025, one-half of organizations will unify their AI and ML teams with data and analytics professionals to ensure centralization of the disciplines and achieve the desired organizational impact. 
AI AND MACHINE LEARNING
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Through 2025, one-third of organizations will realize that a lack of AI and ML governance has resulted in biased and ethically questionable decisions. 
AI AND MACHINE LEARNING
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By 2025, 8 in 10 AI and ML tools will include bias detection and mitigation capabilities providing better assurance and governance to organizations using these products. 
AI AND MACHINE LEARNING
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By 2026, more than one-half of organizations using AI and machine learning will have adopted MLOps.
BLOCKCHAIN
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Through 2025, one-quarter of organizations will deem their blockchain technology skills as ineffective, requiring immediate talent acquisition to adopt and maintain across finance and operational supply chains.
BLOCKCHAIN
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By 2025, one-third of organizations will adopt blockchain for secure distributed computing across business processes to realize efficient and effective governance of digital business.
BLOCKCHAIN
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Through 2025, one-half of organizations will lack the competencies and skills to use blockchain across entities and business processes, leading to ineffectiveness. 
BLOCKCHAIN
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Through 2025 data platform and management vendors will reassess their investments in general purpose blockchain products to focus on industry-specific adoption drivers and use-cases. 
BLOCKCHAIN
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Through 2025, one-third of organizations will reevaluate the potential for adopting blockchain based on improvements related to scalability, security and energy consumption.
CLOUD COMPUTING
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Through 2025, one-fifth of organizations will consolidate public cloud computing platforms to a single provider to redirect resource costs and effort from infrastructure to value derived from them. 
CLOUD COMPUTING
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By 2025, over two-thirds of organizations will operate across multiple public cloud computing environments necessitating the requirement for a unified data platform to virtualize access for business continuity. 
CLOUD COMPUTING
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By 2026, one-half of organizations will be investing in distributed cloud infrastructure to standardize environments used in the public cloud, as well as in on-premises data centers and at the edge. 
CLOUD COMPUTING
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Through 2025, two-thirds of organizations will operate in cloud computing and mobile device operating environments in response to siloed activities from on-premises application and tool deployments. 
CLOUD COMPUTING
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Through 2025 one-half of organizations will operate across multiple cloud computing providers to meet data sovereignty requirements.
COLLABORATIVE AND CONVERSATIONAL COMPUTING
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By 2026, one-half of organizations will shift from email-focused work experiences to messaging and collaborative environments that capture knowledge and improve organizational effectiveness. 
COLLABORATIVE AND CONVERSATIONAL COMPUTING
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Through 2025, organizations that have not embraced voice and chat conversational computing to simplify business application interactions will be at a competitive disadvantage. 
COLLABORATIVE AND CONVERSATIONAL COMPUTING
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Through 2025, one-half of organizations will embrace AI-powered intelligent virtual agents (IVA) to mitigate customer dissatisfaction while maximizing operational efficiency. 
COLLABORATIVE AND CONVERSATIONAL COMPUTING
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By 2025, one-quarter of organizations will have deployed conversational experiences from mobile and desktop environments to their work experiences with technology designed to increase productivity. 
COLLABORATIVE AND CONVERSATIONAL COMPUTING
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Through 2026, the majority of voice-based conversational computing experiences will be delivered on mobile devices limiting their reach and value.
INTERNET OF THINGS
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Through 2025, one-half of organizations using IoT technology will rely on real-time events and messages that stream to cloud-based data warehouse or data lake environments to increase operational insights. 
INTERNET OF THINGS
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Through 2025, one-quarter of organizations will find a lack of distributed and secure architecture to support the event streams required to efficiently operate their IoT devices. 
INTERNET OF THINGS
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By 2026, one-third of organizations will unify edge computing to process events using machine learning and analytics to increase the intelligence in IoT. 
INTERNET OF THINGS
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Through 2026, three-quarters of IoT platforms will incorporate edge processing as well as AI and ML to increase the intelligence in IoT. 
INTERNET OF THINGS
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Through 2026, three-quarters of industrial IoT applications will require low-latency processing to satisfy operational requirements.
MOBILE COMPUTING
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Through 2025, two-thirds of organizations will conclude that mobile business applications are ineffective for the workforce, requiring replacement to gain business effectiveness. 
MOBILE COMPUTING
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Through 2026, mobile devices will be used as the primary device for two-factor authentication.
MOBILE COMPUTING
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Through 2025, one-third of organizations will determine that conversational computing engagement will become a leading priority to ensure an effective digital work experience. 
MOBILE COMPUTING
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By 2025, three-quarters of organizations will realize that mobile devices are the preferred platform for consumers to engage with business to achieve their needs.  
EXTENDED REALITY
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By 2025, one-third of organizations will adopt extended reality (XR) technologies that can augment and virtualize the customer and product experiences for effective work engagement. 
EXTENDED REALITY
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By 2026, one-third of organizations will fail to achieve marketing and field service requirements, realizing the lack of virtualizing product experiences has led to ineffective operations.
EXTENDED REALITY
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Through 2025, one-fifth of organizations will market the usage of extended reality as a business differentiator and strive to materially optimize customer experiences. 
EXTENDED REALITY
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By 2026, the virtualization of engagement by customers and workforce will unify extended reality (XR) technology to customer (CX) and digital (DX) experience platforms. 
EXTENDED REALITY
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Through 2025, one-fifth of extended reality platforms will incorporate computer vision capabilities to improve digital experiences.
ROBOTIC AUTOMATION 
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By 2026, one-half of organizations will use robotic process automation (RPA) to interconnect disparate applications and systems across public and private cloud computing environments to optimize digital efficiencies. 
ROBOTIC AUTOMATION 
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Through 2025, two-thirds of organizations will have deployed RPA-powered virtual agents for efficient customer and worker engagement and operational effectiveness. 
ROBOTIC AUTOMATION 
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By 2025, over two-thirds of organizations will standardize to a single digital platform for intelligent workflow management and will deploy RPA to eliminate redundant manual work. 
ROBOTIC AUTOMATION 
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Through 2025, robotic process automation (RPA) and workflow technology will combine into a new digital platform that enables people and machines to create resilience in business processes.  
ROBOTIC AUTOMATION 
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By 2025, the need to manage repetitive activities in two-thirds of organizations will drive workload automation to advance efficiency through robotic technologies. 
ROBOTIC AUTOMATION 
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By 2025, one-quarter of low-code platorms will incorporate RPA capabilities to improve business processes involving legacy applications.

Human Capital Mangement

Human Capital Management provides organizations the ability to engage their workforce with the applications, processes and programs to optimize the employee experience, value creation and organizational agility.

HUMAN CAPITAL MANAGEMENT
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By 2025, three-quarters of organizations will have identified use cases that specify HCM system requirements for optimum organizational agility.
HUMAN CAPITAL MANAGEMENT
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By 2025, one-half of organizations will expect their HR technology assets to be utilizing AI/ML for personalization in the areas of retention, total rewards and career pathing.
HUMAN CAPITAL MANAGEMENT
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By 2025, three-quarters of organizations that deploy HR help desk-focused intelligent virtual assistants (IVAs) will benefit from new levels of auto-resolution. 
HUMAN CAPITAL MANAGEMENT
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By 2025, and in order to ensure technology deployments comply with corporate values and build organizational confidence in AI/ML, 75% of Fortune 1000 CHROs will have partnered with technology executives in sponsoring ethical AI initiatives. 
HUMAN CAPITAL MANAGEMENT
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By 2025, one-half of organizations will implement a more comprehensive approach to determining organizational readiness, including sentiment analysis, skills gaps identification and adjacencies assessments to optimize employee potential. 
HUMAN CAPITAL MANAGEMENT
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By 2025, one-third of organizations will be using adaptive HCM systems that can respond in real-time to broad-based data signals and triggers by alerting and nudging relevant stakeholders for optimizing HR-related work.
HUMAN CAPITAL MANAGEMENT
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By 2025, two-thirds of organizations evaluating people analytics offerings will require prescriptive guidance with actionable insights for quantifiable HCM impact.  
HUMAN CAPITAL MANAGEMENT
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By 2027, three-quarters of organizations will automatically evaluate data to capture all sources of value an employee delivers irrespective of current job to pinpoint employee ROI and curate career paths.
HUMAN CAPITAL MANAGEMENT
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By 2026, comprehensive approaches to both employee well-being and diversity, equity, inclusion and belonging (DEI&B) will be integral to HR and HCM systems strategic plans in two-thirds of all organizations. 
HUMAN CAPITAL MANAGEMENT
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By 2025, in one-half of organizations the notion of equity will extend beyond regulatory compliance to encompassing the perception of fairness, starting in compensation and branching to other areas of the EX. 
HUMAN CAPITAL MANAGEMENT
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By 2026, one-half of organizations will deploy conversational AI as a standard system capability making it easier for line of business personnel to derive value from people analytics.
HUMAN CAPITAL MANAGEMENT
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Through 2027, 8 in 10 organizations will migrate on-premises HCM systems to cloud data platforms, shifting focus to improving innovation and efficiency rather than maintaining existing systems. 
HUMAN CAPITAL MANAGEMENT
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By 2025, more than one-half of organizations will formally tie DEI&B initiatives to their ESG strategy as a measure of success and sustainability.
TALENT MANAGEMENT
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By 2025, three-quarters of HR leaders will expect technology to also amplify the strategic objectives of their on-boarding process to compress time to productivity, team and cultural immersion. 
TALENT MANAGEMENT
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By 2026, three-quarters of HR departments will be utilizing extended workforce tools and platforms that enable the procurement of gig workers along with guidance as to the best use of their skills and talents. 
TALENT MANAGEMENT
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By 2025, one-half of all organizations will be taking advantage of programmatic recruiting capabilities that ensure optimal sourcing channels are used for each open job, including effective cost management. 
TALENT MANAGEMENT
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By 2028, demonstrable, transferrable skills will overtake prior job titles and education as leading qualifiers in the hiring and promotion processes for one-half of organizations.
TALENT MANAGEMENT
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By 2027, the majority of organizations will abandon the traditional ATS in favor of a talent intelligence platform, combining external and internal talent evaluation, skills matching and people analytics.
TALENT MANAGEMENT
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By 2026, three-quarters of organizations will have migrated from an annual performance management cycle to a continuous one in order to support an agile workplace, improve employee engagement and better manage and measure performance to shifting objectives and key results (OKRs).
LEARNING MANAGEMENT
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By 2025, self-directed career pathing will be utilized by one-half of organizations using an LMS or LXP, supporting employee desires to explore alternative career paths while identifying any skill gaps needing to be addressed.
LEARNING MANAGEMENT
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By 2025, LMS and LXP platforms with embedded skill and job ontologies that recommend optimal learning paths will guide one-half of organizations to elevate employee engagement, retention and productivity. 
LEARNING MANAGEMENT
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By 2025, one-half of organizations will expect their LMS/LXP to support “operational learning in the flow of work” or learning needed immediately to perform a current task. 
LEARNING MANAGEMENT
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By 2026, one-half of all organizations exploring a new LMS/LXP will expect it to leverage mixed reality technologies to “job explore” or simulate the experience of working in a new role. 
LEARNING MANAGEMENT
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By 2025, the ability to manage an ever-increasing library of skills will cause organizations that are evaluating a new LMS/LXP to make “skills management and mapping” a top vendor criteria in one-third of organizations. 
PAYROLL MANAGEMENT
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By 2025, one-half of all payroll systems customers will improve accuracy around – and minimize the need for – manual adjustments by adopting AI-infused platforms that predict payroll transaction volumes by source and type.
PAYROLL MANAGEMENT
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By 2025, one-half of organizations will offer earned wage access (EWA) to their workforce as on-demand payroll offerings gain favor and bolster employee engagement.
PAYROLL MANAGEMENT
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By 2025, one-third of organizations will offer their workers financial wellness support such as personal budgeting and planning tools and services at no cost to employees, often attached to earned wage access offerings.
PAYROLL MANAGEMENT
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By 2025, one-half of organizations will benefit from payroll platforms that use AI to detect errors and omissions that would prohibit the payroll run, like missed punches, and nudge stakeholders to take action.
TOTAL COMPENSATION MANAGEMENT
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By 2025, compensation market pricing processes deployed in three-quarters of organizations will include benchmarking of skills not just jobs. 
TOTAL COMPENSATION MANAGEMENT
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By 2026, one-half of organizations utilizing compensation planning tools will require them to support complex (salary increase and bonus) budget allocation modeling scenarios, rules and guidelines, by both P&L and talent segments. 
TOTAL COMPENSATION MANAGEMENT
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By 2025, one-half of organizations using compensation software will incentivize employees to take more of their compensation in variable pay through the platform’s compensation equivalencies tools.
TOTAL COMPENSATION MANAGEMENT
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By 2025, over one-half of organizations using compensation management and people analytics will gain competitive advantage through effective collaboration between HR and Finance using market pay insights.
TOTAL COMPENSATION MANAGEMENT
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By 2025, there will be clear evidence of a trend in the compensation management and rewards and recognition software markets to merge respective capabilities.
TOTAL COMPENSATION MANAGEMENT
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By 2026, two-thirds of all compensation management systems will offer job matching against market and internal benchmark jobs as a core capability in support of market and internal job pricing.
TOTAL COMPENSATION MANAGEMENT
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By 2025, the majority of organizations evaluating compensation management software will list automated pay equity modeling and anomaly detection as required system functionality.
WORKFORCE MANAGEMENT
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By 2025, scheduling within one-half of organizations using workforce management systems will integrate gig workers and engage agencies to procure these workers when employees are not available. 
WORKFORCE MANAGEMENT
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By 2025, two-thirds of organizations using workforce management systems will benefit from having real-time visibility into the cost of schedules, including rates and worker types. 
WORKFORCE MANAGEMENT
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By 2026, one-third of organizations using workforce management systems will be assigning work or shifts by skills required, not just job type, achieving much greater precision in optimizing resource deployments. 
WORKFORCE MANAGEMENT
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By 2025, the majority of new WFM systems being evaluated by customer organizations will include an integrated HR service delivery as a core capability. 
WORKFORCE MANAGEMENT
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By 2026, one-half of organizations will require workforce management systems to automatically compare job skill requirements and worker skills alongside availability during the schedule generation process.
EMPLOYEE EXPERIENCE
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By 2025, personalization capabilities in HCM systems will allow three-quarters of organizations to benefit from recommendations that make the employee experience more meaningful, satisfying and productive. 
EMPLOYEE EXPERIENCE
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By 2026, the majority of organizations using HCM platforms will enjoy demonstrable improvement in internal worker mobility and retention from systems that guide employees and managers on overcoming skill and experience gaps.
EMPLOYEE EXPERIENCE
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By 2025, intelligent virtual assistants using AI will be able to discern intentions to better address employee issues and answer questions without time consuming rerouting or escalation, benefiting over three-quarters of organizations. 
EMPLOYEE EXPERIENCE
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By 2025, one-third of organizations will expect their HCM platform to suggest jobs, projects and a range of personal or career growth opportunities to system-matched employees. 
EMPLOYEE EXPERIENCE
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By 2025, one-quarter of organizations will have created pools of potential coaches, mentors and experts from corporate alumni to enable self-directed career management and elevate the employee experience. 
EMPLOYEE EXPERIENCE
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By 2025, two-thirds of organizations will require AI in all HCM and adjacent systems to curate personalized experiences for all workers to drive engagement, productivity and retention.

Marketing

Marketing maximizes the value of the brand and demand and reach in its markets through the use of digital technologies.

MARKETING
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Through 2025, one-half of organizations will deem existing marketing technologies ineffective to intelligently engage buyers in personalized digital experiences.  
MARKETING
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By 2025, one-half of all marketing organizations’ account-based marketing (ABM) efforts will fail due to lack of confidence across marketing and sales and will lead to inconsistent cutomer interactions.
MARKETING
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By 2026, two-thirds of CMOs will realize that marketing their customer experience is their responsibility and the lack of it will contribute to limited revenue growth.
MARKETING
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Through 2026, one-half of marketing organizations will lack Voice of the Customer (VoC) insights to guide improvement throughout the organization leading to increased customer churn and lack of confidence in the organization.
MARKETING
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Through 2025, one-half of organizations will find they need to be more effective at digitally targeting consumers and search to find data intelligence platforms that aid marketing to reach its potential.
MARKETING
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By 2026, the need for unified marketing technology to identify, locate and target buyers will contribute to the rise of a data intelligence platform to enable marketing effectiveness. 
MARKETING
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Through 2025, the use of a customer data platform (CDP) can help further validate the need for a personalized digital engagement and experience for buyers. 
MARKETING
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By 2025, one-third of marketing organizations will rationalize their technology portfolio with a centralized data tool like a CDP to streamline operations. 
MARKETING
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Through 2026, one-half of marketing organizations will embrace revenue management objectives to ensure customer engagement translates into increased customer lifetime value and satisfaction.  
MARKETING
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By 2026, the roles of Chief Customer Officer and CMO will begin to merge into a more powerful procurement office that is measurably accountable for outcomes across CX. 
MARKETING
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Through 2026, marketing leadership across two-thirds of organizations will continue to be plagued with silos of tools that impede the effectiveness of processes and performance to digitally engage buyers.
MARKETING
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By 2025, 6 in 10 marketing teams will require guided analytics processes and storytelling capabilities to help understand and act on insights.
MARKETING
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Through 2025, AI and machine learning will remain largely independent of marketing applications requiring three-quarters of marketing teams to depend on separate skill sets. 
MARKETING
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By 2025 three-quarters of marketing platforms will include augmented intelligence capabilities based on AI and machine learning, which make products easier to use and more effective.
MARKETING
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By 2026, the lack of insights on products and experiences will require new technology investments that can meet the needs of marketing teams who desire to optimize their digital merchandising efforts.
MARKETING
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By 2025, over one-third of marketing organizations will realize the customer and digital experiences are not meeting desired results requiring new technology investments designed for this purpose.
CUSTOMER DATA PLATFORM
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By 2026, one-third of organizations that have not consolidated to a unified customer data platform (CDP) will diminish the digital potential of their marketing efforts. 
CUSTOMER DATA PLATFORM
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Through 2025, consolidation of the CDP technology market will be the catalyst for marketing organizations to adopt new digital engagement and experience platforms.
CUSTOMER DATA PLATFORM
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By 2026, one-third of organizations will realize the need to engage customers in real-time requires that organizations embrace customer data platforms (CDP) to ensure effective engagement.
CUSTOMER DATA PLATFORM
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Through 2025, one-fifth of organizations will determine that the lack of insight on intent and interactions prevents intelligent interactions with consumers preventing engagement.
DIGITAL MARKETING
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By 2025, one-third of marketing organizations will abandon legacy marketing technologies for improved frictionless interactions and digital experiences across all channels and devices. 
DIGITAL MARKETING
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Through 2026, one-half of marketing organizations will eliminate use of Adobe Acrobat to better engage audiences due to its detraction from effective digital experiences that detracts from corporate brand and mobile engagement.  
DIGITAL MARKETING
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Through 2025, one-third of organizations will require consumer insights and investments into marketing-focused data intelligence technology to maximizie value of investments.
DIGITAL MARKETING
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By 2026, demand from buyers and customers will have one-third of marketing organizations prioritize engagement across social media channels rather than email in order to reach digitally targeted audiences.
DIGITAL MARKETING
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Through 2026, over one-third of marketing organizations will examine their digital insights and realize they need to invest into analytics that are designed to guide future advancements.
INTELLIGENT MARKETING
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Through 2026, more than one-half of marketing organizations will embrace marketing-focused digital technologies that incorporate machine learning-powered virtual agents to facilitate engagement and interactions. 
INTELLIGENT MARKETING
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By 2027, more than one-half of marketing organizations will be using intelligent automation for marketing processes like lead scoring in order to knit marketing and sales teams closer together.
INTELLIGENT MARKETING
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By 2027, over one-half of marketing organizations will deploy personalization and action-focused interactions as the primary means of engagement in a new generation of intelligent workflows. 
INTELLIGENT MARKETING
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Through 2025, the use of intelligent marketing software will be the top technology invested upon by one-third of marketing leaders who wish to streamline processes and performance.
INTELLIGENT MARKETING
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By 2025, one-quarter of marketing organizations will embrace conversational experiences as the priority for self-service digital interactions using natural language. 
INTELLIGENT MARKETING
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By 2026, the current generation of chatbots will give way to more complex, AI-based virtual agents that incorporate transaction processing and other interactive functions.  
INTELLIGENT MARKETING
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By 2025, one-half of marketing organizations will infuse AI and machine learning to its technologies to ensure an effective context for engagement conversations with buyers and customers.  
INTELLIGENT MARKETING
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Through 2026, more than one-third of organizations will shift from conversational marketing efforts to the use of intelligent self-service in order to streamline customer and digital experiences.
DIGITAL EXPERIENCE PLATFORM
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By 2026, one-half of marketing organizations, especially in large enterprises, will adopt digital experience platforms (DXP) for orchestrating engagement to achieve desired outcomes. 
DIGITAL EXPERIENCE PLATFORM
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By 2024, four-fifths of marketing organizations will find the convergence of content management and digital experience platforms (DXP) an essential step to achieving personalized engagement. 
DIGITAL EXPERIENCE PLATFORM
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Through 2026, one-fifth of very large enterprises will have Chief Digital Officers or similar leaders who re-imagine interactions with consumers and customers to ensure workflow with enterprise is more efficient.
MARKETING PERFORMANCE MANAGEMENT 
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Through 2026, one-third of marketing organizations will establish marketing performance management (MPM) disciplines to ensure digital investments realize their brand and business effectiveness.  
MARKETING PERFORMANCE MANAGEMENT 
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By 2026, one-half of marketing organizations will find the absence of marketing performance management (MPM) requires continuous planning and near real-time insights for goals achievement and marketing readiness. 
MARKETING PERFORMANCE MANAGEMENT 
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By 2026, one-half of marketing organizations will lack the competencies and skills to utilize available data and analytics, leading to low confidence in delivering fact-based insights. 
MARKETING PERFORMANCE MANAGEMENT 
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Through 2026, the lack of marketing performance management offerings will force one-half of CMO and marketing organizations to adopt planning and analytics platforms to meet their needs. 
MARKETING PERFORMANCE MANAGEMENT 
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Through 2026, the requirement for managing marketing performance will introduce new applications designed to guide plans and investments to ensure the desired ROI. 
MARKETING PERFORMANCE MANAGEMENT 
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Through 2025, the lack of discipline in planning and analytics in marketing will lead to one-third of leaders to establish a sole leader to manage marketing performance.
PRODUCT EXPERIENCE MANAGEMENT
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Through 2025, one-half of marketing organizations will lack the competencies and skills in PIM to ensure effective digital experiences, leading marketing leaders to establish new investment and leadership.
PRODUCT EXPERIENCE MANAGEMENT
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By 2026, one-third of marketing organizations will use a new generation of PIM focused on experiences and merchandising across any channel. 
PRODUCT EXPERIENCE MANAGEMENT
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Through 2025, one-quarter of organizations will embrace a modern dedicated PIM environment to optimize product experiences across marketing and sales channels accelerating digital effectiveness. 
PRODUCT EXPERIENCE MANAGEMENT
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Through 2025, two-thirds of organizations will have established a digital shelf and merchandising priority to their product experiences to enhance consumer and customer engagement. 
PRODUCT EXPERIENCE MANAGEMENT
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By 2026, one-third of marketing organizations will have deployed product information management (PIM) to support revenue priorities for effective buyer experiences across digital commerce and buying channels. 
PRODUCT EXPERIENCE MANAGEMENT
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By 2026, the pressure to have consistent information throughout buying and merchandising channels will result in one-third of organizations investing in product activation processes.
PRODUCT EXPERIENCE MANAGEMENT
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Through 2026, one-half of organizations will transform product information management efforts to a merchandising and digital shelf strategy that will require new technology investments. 
PRODUCT EXPERIENCE MANAGEMENT
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By 2025, adoption of new PIM technology vendors that focus of digital commerce platforms to supercharge product experiences will emerge as essential to marketing effectiveness. 
PRODUCT EXPERIENCE MANAGEMENT
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Through 2027, the establishment of product cloud investment to simplify and unify a product information network will be essential to streamline demand and supply chain effectiveness.
PRODUCT EXPERIENCE MANAGEMENT
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By 2025, 6 in 10 organizations will require product analytics processes and storytelling capabilities to help create and deliver insights for line of business personnel. 

Office of Finance

After a decade of limited technology innovation, significant change is underway. Artificial intelligence, machine learning, bots, RPA, enterprise data management, blockchain distributed ledgers, cloud computing and restructured architecture will transform how the office of finance will work, including accounting, planning and analytics, budgeting and closing.

OFFICE OF FINANCE
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By 2026 more than one-half of corporations required to comply with ESG reporting will centralize responsibility for preparing related reports and filings with FP&A to achieve accuracy, control and efficiency objectives. 
OFFICE OF FINANCE
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By 2026, all vendors of software aimed at the office of finance will differentiate their offerings by the capabilities and accuracy of their AI functionality.  
OFFICE OF FINANCE
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By 2026, one-half of organizations with 10,000 or more employees will have implemented intercompany financial management (IFM) to achieve tax, risk management and financial close benefits. 
OFFICE OF FINANCE
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By 2026, only one-third of finance departments will have achieved a level of technology competence to be described as digitally transformed while the CFOs of those that do will have greater influence in their organization's management. 
OFFICE OF FINANCE
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By 2026, one-half of FP&A professionals will have assumed responsibility for routinely measuring customer profitability, up from 36% today, improving returns on assets and equity. 
OFFICE OF FINANCE
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By 2026, the number of organizations with a Finance IT function will grow from 6 in 10 to 9 in 10, enabling them to operate more effectively. 
OFFICE OF FINANCE
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Nine in 10 executives say their finance organization should be a strategic partner to their company, but by 2026 fewer than one-third will evolve into this role, limiting company performance. 
OFFICE OF FINANCE
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Through 2025, 1 in 5 organizations will look to streamline operations by exploring process mining to optimize workflow and business processes. 
OFFICE OF FINANCE
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By 2026, one-half of FP&A organizations will utilize guided analytics processes and storytelling capabilities to help create and deliver actionable insights to exectives and managers. 
BUSINESS PLANNING
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By 2024, just 1 in 5 FP&A organizations will have redefined their mission to make planning easier for business unit leaders. Those that do will be a strategic asset. 
BUSINESS PLANNING
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By 2026 almost all vendors of planning and budgeting software will have incorporated AI to reduce workloads and improve accuracy. 
BUSINESS PLANNING
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By 2026, one-fourth of FP&A organizations will have implemented integrated business planning, bringing together operational and financial planning on a single platform to improve the business value of planning and budgeting. 
BUSINESS PLANNING
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By 2026, fewer than one-third of organizations will have adopted value-based planning, but those that do will outperform peers in achieving objectives and long-term strategy. 
BUSINESS PLANNING
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By 2026, fewer than one-third of organizations will incorporate comprehensive external measures in performance reviews and benchmarking to improve performance. 
BUSINESS PLANNING
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By 2026, only 20% of organizations will have all the data they need to understand trade-offs in their scenario planning to improve agility, up from 12% today. 
BUSINESS PLANNING
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By 2026, fewer than 25% of organizations will be using blockchain payment systems, those that do will speed transactions, reduce administrative overhead and cut costs. 
BUSINESS PLANNING
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By 2026, one-third of FP&A organizations will have integrated HR planning with their budgeting process, simplifying headcount budgeting and improving the accuracy of headcount requirement forecasts. 
CONSOLIDATE, CLOSE AND REPORT
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By 2026, almost all vendors of consolidation software will have incorporated AI to accelerate the accounting close, reduce errors and cut staff workloads. 
CONSOLIDATE, CLOSE AND REPORT
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By 2026, two-thirds of finance and accounting departments will improve their use of readily available technology to close quarterly books within six business days, up from one-half that can do it today. 
CONSOLIDATE, CLOSE AND REPORT
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By 2026, one-half of midsize and larger organizations will use close management software to speed their close and achieve greater control of the process.
CONSOLIDATE, CLOSE AND REPORT
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By 2025, only 15% of companies will be using a virtual close, enabling them to monitor their financial position in near real-time and accelerate their mothly and quarterly process. 
CONSOLIDATE, CLOSE AND REPORT
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By 2026, almost all vendors of consolidate, close and report software will offer a data pantry to facilitate the integration of operational and external data with financials.
DIGITAL FINANCE
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By 2026 almost all vendors of software designed for finance organizations will have incorporated some AI capabilities to reduce workloads and improve performance. 
DIGITAL FINANCE
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By 2026, corporations using intercompany financial management will automatically assemble data from multiple systems to support consistency and accuracy in tax compliance and analysis. 
DIGITAL FINANCE
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By 2026, digital finance technologies will significantly reduce employee training requirements and boost productivity by 25%.
DIGITAL FINANCE
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By 2026, more than one-half of organizations will have adopted some form of a virtual audit, saving staff time and cutting departmental costs. 
DIGITAL FINANCE
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By 2026, one-fifth of organization boards of directors will insist on a virtual audit with their auditor to reduce the annual cost of compliance. 
DIGITAL FINANCE
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Through 2026 almost all multinational organizations that do not adopt intercompany financial management will struggle with profit leakage caused by lapses in handling VAT and income tax and in transfer pricing decisions. 
DIGITAL FINANCE
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By 2026, one-half of finance organizations will adopt natural language processing as a component of improving digital experiences for business professionals who desire conversational methods of interaction. 
DIGITAL FINANCE
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By 2026, almost all vendors of Office of Finance software will offer a data pantry to facilitate the integration of operational and external data with financials to improve the speed and accuracy of forecasts and plans.
DIGITAL FINANCE
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By 2025, competitive pressures will force three-fourths of B2B companies to adopt technology-supported pricing strategies to achieve volume and margin objectives. 
DIGITAL FINANCE
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By 2025, just 35% of FP&A teams in organizations will be able to deliver actionable customer and product profitability analysis. Finance departments that do will be a strategic asset. 
DIGITAL FINANCE
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By 2026, the majority of publicly traded companies will publish sustainability metrics—and will be challenged to quantify their impact on profitability. 
DIGITAL FINANCE
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By 2026, one-third of organizations will have implemented a profitability management initiative to achieve a sustainable competitive advantage. 
DIGITAL FINANCE
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By 2026, only 1 in 3 finance organizations will have the technology to support an effective, compliant and sustainable profitability management strategy. 
DIGITAL FINANCE
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By 2026, more than one-half of B2B businesses will adopt price and revenue optimization to achieve higher sales and optimized margins. Today, the technology is only lightly adopted. 
DIGITAL FINANCE
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By 2026, a majority of European and North American countries will employ analytics to target multinational corporation transfer pricing compliance. 
ERP & CONTINUOUS ACCOUNTING
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By 2026, more than one-half of organizations will have digitized their accounts payable function to increase staff efficiency and take advantage of early payment discounts. 
ERP & CONTINUOUS ACCOUNTING
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By 2025, more than one-third of large enterprises will use software to automate their AR reconciliations process to improve staff productivity and working capital efficiency. 
ERP & CONTINUOUS ACCOUNTING
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By 2026, 1 in 5 organizations with 1,000 or more employees will have a central ledger accounting architecture, enabling them to do a continuous virtual close.
ERP & CONTINUOUS ACCOUNTING
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By 2026, fewer than one-third of subscription companies will have adopted continuous accounting, giving those that do a business advantage. 
ERP & CONTINUOUS ACCOUNTING
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By 2026, two-thirds of organizations will have applied continuous accounting principles to close the books within one business week, up from 50% today.
ERP & CONTINUOUS ACCOUNTING
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By 2026, almost all vendors of ERP software will have incorporated AI to reduce workloads and speed processes and reduce errors. 
ERP & CONTINUOUS ACCOUNTING
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By 2026, more than one-half of manufacturing organizations will use a cloud-based core ERP system to promote continuity, improve performance and lower costs. 
ERP & CONTINUOUS ACCOUNTING
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By 2026, over 80% of ERP systems purchased by non-product companies will be deployed in the cloud to promote continuity, improve performance and lower costs. 
ERP & CONTINUOUS ACCOUNTING
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Through 2026, ERP systems will evolve to support ESG processes but only one-third of organizations will have made the required investments in them to achieve their stated objectives and legal and regulatory compliance.
ERP & CONTINUOUS ACCOUNTING
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Through 2025, 1 in 5 organizations will look to streamline operations by exploring process mining to optimize workflow and business processes in ERP systems. 
ERP & CONTINUOUS ACCOUNTING
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Through 2026, professional services automation suites will continue to displace ad hoc software and spreadsheet use reflecting increasing affordability and capabilities to improve an organization's performance.
ERP & CONTINUOUS ACCOUNTING
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Through 2026, organizations will increasingly adopt cloud-based professional services automation over on-premises deployment because of superior performance, ease of use and lower total cost of ownership.
PURCHASING, SOURCING AND PAYMENTS
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By 2026 at least three-fourths of business-to-business payments will be handled digitally to lower transactions costs, reduce back office workloads and enhance control.
PURCHASING, SOURCING AND PAYMENTS
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By 2026, almost all organizations will adopt a digital-payments-first approach to differentiate their customer experience to increase revenues and market share.
PURCHASING, SOURCING AND PAYMENTS
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By 2026 fewer than one-third of purchasing departments will have established cross-functional ties to improve resiliency, competitiveness and profitability.
PURCHASING, SOURCING AND PAYMENTS
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By 2027, three-fourths of organizations will have implemented spend management to control outlays while reducing administrative burdens on employees.
PURCHASING, SOURCING AND PAYMENTS
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By 2027, only one-fourth of larger organizations will consistently manage source-to-pay end-to-end but those that do will outperform competitors.
PURCHASING, SOURCING AND PAYMENTS
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By 2026, 1 in 5 organizations will employ indexing in pricing to mitigate the impact of price inflation on their margins.
PURCHASING, SOURCING AND PAYMENTS
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By 2028, one-half of all sales will involve payments made on high efficiency platforms, reducing frictions and overhead to speed purchases and cut costs.
PURCHASING, SOURCING AND PAYMENTS
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By 2027, digital wallets will account for 4 in 10 purchases to facilitate consumer payments and increase convenience.
PURCHASING, SOURCING AND PAYMENTS
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By 2026, one-quarter of purchasing and sourcing organizations will adopt natural language processing to improve digital experiences and promote efficiency. 
PURCHASING, SOURCING AND PAYMENTS
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By 2026, more than two-thirds of organizations will be using spend management software and corporate cards to achieve greater control and increased efficiency.
REVENUE, LEASE & TAX ACCOUNTING
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By 2024, more than two-thirds of organizations will utilize technology to simplify accounting for contracts and leases. 
REVENUE, LEASE & TAX ACCOUNTING
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By 2026, two-thirds of product companies with multinational operations will use software to manage transfer pricing to manage compliance consistently and reduce risk. 
REVENUE, LEASE & TAX ACCOUNTING
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By 2026, higher tax rates and complex trade relationships will force two-thirds of multinational companies to manage transfer pricing using software for optimizing tax exposure more consistently and accurately. 
REVENUE, LEASE & TAX ACCOUNTING
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By 2026, one-half of companies with even moderately complex legal structures will use dedicated tax provision software to streamline their close and reduce risk. 
REVENUE, LEASE & TAX ACCOUNTING
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By 2026, a majority of midsize and larger companies will have digitized their indirect tax compliance to ensure accuracy as jurisdictions step up audits to increase revenues.
REVENUE, LEASE & TAX ACCOUNTING
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By 2026, 4 in 10 organizations will use a dedicated third-party tax provision software to accelerate the tax provision process, ensure accuracy and enhance transparency.
REVENUE, LEASE & TAX ACCOUNTING
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By 2026, two-thirds of companies will digitize indirect tax management to comply with increasing e-invoicing and real-time filing mandates by governments.

Office of Revenue

Our business areas of expertise help organizations examine how to innovate and transform their processes and enable their people to effectively execute.

OFFICE OF REVENUE
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By 2025, one-quarter of sales organizations will replace applications with more intelligent ones that focus on optimizing sales performance to guide sales organizations for maximum outcomes. 
OFFICE OF REVENUE
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By 2024, almost one-quarter of organizations will establish a Chief Revenue Officer leadership role, focusing on all channels and departments of revenue, not just direct sales. 
OFFICE OF REVENUE
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Through 2025, more than three-fifths of organizations will limit the effectiveness of revenue management with an incomplete view of a customer’s journey from lead, engagement, purchasing, onboarding, renewal and expansion.
OFFICE OF REVENUE
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Through 2025, fewer than 2 in 10 organizations will replace disparate marketing, sales and customer operations teams with a unified revenue operations approach lowering their revenue growth.
OFFICE OF REVENUE
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Through 2025, one-third of organizations will deploy AI- and machine learning-based technology that will assist sales with next best action recommendations. 
OFFICE OF REVENUE
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By 2025, more than one-half of inside sales organizations will utilize AI to recommend engagement models for prospects using consistent and repeatable playbooks to maximize lead-to-opportunity conversion. 
OFFICE OF REVENUE
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By 2024, one-half of chief revenue officers will find existing SFA technology inadequate to optimize balanced territories, accounts and quotas required to achieve revenue targets. 
OFFICE OF REVENUE
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Through 2025, more than one-third of revenue leaders will invest in conversational analytics to aid in coaching and best practices to maximize revenue.
OFFICE OF REVENUE
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By 2026, two-thirds of revenue leaders will begin considering a new generation of revenue analytics and data-driven applications designed to improve performance and productivity. 
OFFICE OF REVENUE
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By 2025, one-quarter of organizations will have made new investments in data-driven targeted learning management systems (LMS) designed to coach and guide sales professionals.  
OFFICE OF REVENUE
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By 2024, one-half of organizations will adopt conversational computing technologies to improve efficiency across all selling and customer service channels for revenue optimization. 
OFFICE OF REVENUE
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Through 2025, more than one-third of sales organizations will deploy intelligent virtual assistants (IVA) improving sales effectiveness by identifying and prioritizing accounts and opportunities that need engagement. 
OFFICE OF REVENUE
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By 2025, one-quarter of technology providers listed on CRM app exchanges will either have been acquired or failed, as CRM vendors extend similar functionality eliminating the partners’ necessity.
OFFICE OF REVENUE
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By 2024, the category of sales performance management will evolve to revenue performance management and help one-third of organizations focus on supporting the CRO efforts across all channels. 
OFFICE OF REVENUE
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Into 2025, continued adoption of the subscription business model will cause one-quarter of organizations to establish a Chief Revenue Officer to align growth and relationship responsibilities. 
OFFICE OF REVENUE
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Through 2025, two-third of organizations, due to outdated CRM and SFA processes and system design, will be unable to deploy the latest technology to assist sales, partners and customer service limiting revenue growth.
OFFICE OF REVENUE
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By 2025, organizations will recognize that modernizing processes and systems will continue to deliver value if processes are built around utilizing data analytics to identify improvements that enhance the customer experience.
OFFICE OF REVENUE
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Through 2026, 1 in 4 organizations will look to streamline revenue and sales operations by exploring process mining to optimize workflow and business processes to improve revenue outcomes.
DIGITAL COMMERCE
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Through 2024, two-thirds of organizations will conclude they need to supplement or replace their existing digital commerce technology deemed ineffective in supporting an omni channel and personalized customer and product experience. 
DIGITAL COMMERCE
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By 2025, one-half of organizations will conclude that their existing digital commerce investments provide inadequate analytics and will diversify investments to gain improved insights. 
DIGITAL COMMERCE
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By 2024, more than one-quarter of all digital commerce sites will use analytics and AI to provide a personalized experience for buyers providing competitive advantage.
DIGITAL COMMERCE
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By 2025, 1 in 10 B2B organizations will experiment with digital commerce and digital delivery of products and services to reduce cost of sales as part of an omni channel engagement model.
DIGITAL COMMERCE
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By 2026, 1 in 5 digital commerce sites will use augmented and virtual reality technology to enrich the buying process and help to maximize successful buying engagements. 
DIGITAL COMMERCE
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By 2025, one-half of companies will have a unified approach to support customer journeys across all sales channels including digital, improving the likelihood of a successful buying engagement. 
DIGITAL COMMERCE
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Through 2025, organizations will continue to utilize consumer behavior and purchasing data to analyze and predict demand to aid in promotion and optimizing inventory for a better customer experience.
PARTNER MANAGEMENT
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By 2025, fewer than 1 in 10 organizations whose business model uses third-party products and services will have an integrated contract and billing system that also deals with partner settlements. 
PARTNER MANAGEMENT
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By 2025, 1 in 10 organizations will be engaged with a partner ecosystem to deliver bundled products and services to customers, adding customer value to offerings and expanding addressable markets. 
PARTNER MANAGEMENT
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Through 2025, a new generation of partner management applications for onboarding, SLA management, and origination and partner payments will replace existing ones only focused on indirect channel selling. 
PARTNER MANAGEMENT
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Through 2024, only one-third of organizations will brand and market a superior partner experience as a strategic advantage to attract and retain partners for revenue optimization. 
PARTNER MANAGEMENT
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Through 2024, only one-third of organizations will reconsider how they manage partners and align incentives as well as directly addressing how to improve a partner’s knowledge and operational effectiveness. 
PARTNER MANAGEMENT
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Through 2025, only one-third of organizations will focus on the partner experience and Voice of the Partner (VoP) program, lacking the feedback to optimize efforts that impact the customer experience. 
PARTNER MANAGEMENT
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By 2024, one-half of chief revenue officers will find existing technology inadequate to optimize partner territories and accounts to meet the quotas required to achieve maximum channel revenue potential. 
PARTNER MANAGEMENT
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By 2025, one-third of organizations will have made new investments for partner organizations in the use of learning management systems (LMS) designed to coach and guide channel and partner professionals. 
PARTNER MANAGEMENT
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By 2024, two-thirds of marketing leaders will conclude they need to deploy new technologies to improve partner marketing experiences and ensure independent engagement of the channel potential. 
PARTNER MANAGEMENT
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By 2025, less than one-quarter of all B2C commerce sites will utilize vendor data and analytics to recommend which third-party digital products and services to bundle for customer experience optimization. 
PARTNER MANAGEMENT
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By 2026, two-thirds of all partner management data processes will use artificial intelligence and machine learning to improve processes and aid in achieving revenue targets.
REVENUE MANAGEMENT
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By 2025, one-quarter of all organizations will have a non-spreadsheet-based standard pricing application to provide a uniform approach to support all revenue channels. 
REVENUE MANAGEMENT
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Through 2025, fewer than 2 in 10 companies will utilize AI and data to align incentives to ensure the right balance between direct, indirect, partner and digital commerce channels to achieve revenue targets.
REVENUE MANAGEMENT
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Through 2024, the revenue management software category will evolve into the essential suite of applications and platform designed for a CRO and supporting organizations to effectively optimize revenue across all channels. 
REVENUE MANAGEMENT
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By 2026, 1 in 10 organizations will deploy a dedicated pricing application to analyze, create and operationalize optimized pricing to reduce leakage and maximize revenues.
REVENUE MANAGEMENT
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Through 2024, fewer than 1 in 10 organizations will deploy an integrated CPQ and contract management system leading to errors and delays and resulting in lost deals or a poor initial customer experience. 
REVENUE MANAGEMENT
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Through 2025, more than one-half of organizations appointing a CRO will have done so from the sales organization, potentially leading to a focus that is too short-term to be effective. 
SALES AND REVENUE PERFORMANCE MANAGEMENT
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By 2025, less than one-quarter of organizations will have a unified technology approach to manage revenue planning for the performance of revenue professionals across territories, accounts, quotas and incentives. 
SALES AND REVENUE PERFORMANCE MANAGEMENT
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By 2025, only 3 in 10 organizations will have embraced an unified revenue performance management approach to guide leadership and operations; those that do not will fail to reach their revenue potential. 
SALES AND REVENUE PERFORMANCE MANAGEMENT
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Through 2025, fewer than 1 in 5 companies will develop incentive compensation plans that cover all revenue supportimg teams impacting an organization’s ability to hit new, expansion and retention revenue targets. 
SALES AND REVENUE PERFORMANCE MANAGEMENT
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Through 2025, more than one-half of organizations will continue to use spreadsheets to create sales and revenue forecasts resulting in a lack of confidence by the rest of the company. 
SALES AND REVENUE PERFORMANCE MANAGEMENT
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By 2025, less than 2 in 5 organizations will utilize AI-assisted sales and revenue forecasts to help validate bottom-up projections continuing the lack of confidence in sales projections. 
SALES AND REVENUE PERFORMANCE MANAGEMENT
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Through 2025, less than 2 in 10 organizations will utilize SKU-level sales and revenue forecasts, hindering more accurate margin forecasts and internal resource needs.
SALES AND REVENUE PERFORMANCE MANAGEMENT
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By 2025, 2 in 3 organizations will still rely on spreadsheets to compute sales commissions leading to lack of transparency, errors and delays causing dissatisfaction among crucial sales staff. 
SALES AND REVENUE PERFORMANCE MANAGEMENT
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By 2025, less than 1 in 10 organizations will be using AI to improve balanced and optimized territory planning reducing the attainment of individial and team targets.  
SALES AND REVENUE PERFORMANCE MANAGEMENT
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Through 2025, one-third of Chief Revenue Officers will realize that their lack of unified technology to help align revenue supporting teams will hinder the ability to achieve targets and objectives.
SALES AND REVENUE PERFORMANCE MANAGEMENT
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Through 2025, only 1 in 10 organizations will recognize the need to persue a unified approach to plan for omni channel buyers and mixed revenue models, reducing the ability to hit corporate revenue goals.
SALES AND REVENUE PERFORMANCE MANAGEMENT
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By 2025, organizations will recognize that they will create additional value building processes around data analytics and forecast use to adjust and enhance incentives, territories and quotas to achieve revenue objectives.
SALES AND REVENUE PERFORMANCE MANAGEMENT
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By 2024, less than one-quarter of sales and revenue operations team will utilize lifetime value to create balanced territories in an effort to retain sales talent, hindering the achievement of revenue targets.
SALES ENGAGEMENT
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By 2025, organizations will recognize that modernizing processes and SFA systems will be needed to support new data-driven features that aid in maximizing sales effectiveness to achieve revenue targets.
SALES ENGAGEMENT
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By 2025, more than one-half of sales organizations will need new technology to gain market and competitive insights and enable sales professionals to adapt selling motions to engage effectively for optimal outcomes.
SALES ENGAGEMENT
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By 2024, less than 1 in 5 organizations will utilize advanced analytics to aid in both recruiting and identifying coaching and skills development to help individual sales professionals increase quota attainment.
SALES ENGAGEMENT
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Through 2025, the category of sales engagement technology will evolve from sales enablement and focus on digital selling effectiveness to optimize revenue potential.
SALES ENGAGEMENT
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By 2025, more than one-quarter of organizations will have deployed a new configure, price, quote (CPQ) application to aid in compliance, reduce mistakes and to improve buyer and customer experience.
SALES ENGAGEMENT
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By 2025, less than one-quarter of organizations will deploy AI-assisted technology to help navigate buyer organizations and improve effectiveness in the focus on sales engagement. 
SALES ENGAGEMENT
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Through 2024, to effectively manage critical presales staff, organizations will look to vendors to provide data-driven technologies to optimize resource allocation, or risk creating bottlenecks in the sales process.
SALES ENGAGEMENT
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By 2025, less than one-quarter of selling organizations will look to use online collaboration tools to engage with buying teams for optimal outcomes.
SALES ENGAGEMENT
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By 2025, one-half of sales organizations will lack an effective omni channel selling environment to engage and motivate buyers to collaborate on purchasing products and services resulting in unrealized sales opportunities. 
SUBSCRIPTION MANAGEMENT
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Through 2026, one-half of organizations will have dedicated technology that effectively and profitably supports subscription management processes and the subscriber life cycle.
SUBSCRIPTION MANAGEMENT
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By 2026, over one-third of all organizations will deploy a mixed revenue model that includes subscriptions and usage pricing in addtion to one-time sales as companies make adjustments to remain competitive. 
SUBSCRIPTION MANAGEMENT
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By 2025, one-fifth of B2B subscription model organizations will examine usage-based pricing to preserve competitiveness amd enhance the customer experience.
SUBSCRIPTION MANAGEMENT
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Through 2025, less than one-quarter of oganizations will deploy an integrated Configure, Price, Quote (CPQ) and contract life cycle management (CLM) application within billing systems, leading to a reduced customer experience.
SUBSCRIPTION MANAGEMENT
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Through 2025, more than one-half of organizations will still be using a manual quoting and contract process leading to billing and delivery errors, and a poor customer experience.
SUBSCRIPTION MANAGEMENT
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By 2025, the category of revenue management software will emerge with a suite of applications and platform supporting the complete customer life cycle experience to drive operational effectiveness. 
SUBSCRIPTION MANAGEMENT
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By 2024, the division of the market for revenue management software between subscription and one-time sales models will converge to platforms that can provide for all types of revenue models.
SUBSCRIPTION MANAGEMENT
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Through 2024, only one-third of organizations will optimize the customer engagement experience and Voice of the Subscriber (VoS) program, lacking the ability to monitor and optimize experiences across channels of interaction. 
SUBSCRIPTION MANAGEMENT
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By 2025, driven by customer demand, more than one-half of companies will have adopted the subscription in addition to existing business models resulting in a need to overcome fractured processes to avoid poor customer experiences.
SUBSCRIPTION MANAGEMENT
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By 2025, increased adoption of the subscription business model will lead to more complex financial management needs, which if left unaddressed will lead to poor customer experiences and restrictions on growth.
SUBSCRIPTION MANAGEMENT
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Through 2026, less than 1 in 10 of all companies will have integrated monetization testing capabilities as part of their revenue management systems delaying the time to value for service innovation.
SUBSCRIPTION MANAGEMENT
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Through 2026, 1 in 4 organizations will look to streamline subscription, revenue and billing operations by exploring process mining to optimize workflow and business processes to enhance the buying and customer experience.

Operations & Supply Chain

The operations and supply chain of an organization is responsible for the efficient delivery of products and services using the resources of the organization.

OPERATIONS AND SUPPLY CHAIN
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Through 2024, over three-quarters of organizations will deem operational effectiveness and performance a strategic investment priority, requiring new digital technology. 
OPERATIONS AND SUPPLY CHAIN
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By 2025, one-third of organizations will require a center of excellence (CoE) to apply digital technology innovation into product and operational processes to streamline demand and supply chain execution.
OPERATIONS AND SUPPLY CHAIN
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By 2025, one-third of organizations will deem a lack of a product platform that manages data and workflows as a supply chain weakness requiring investment into modern digital technology.
OPERATIONS AND SUPPLY CHAIN
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Through 2025, four-fifths of property management organizations will use digital technologies to streamline processes and align strategy to operational objectives. 
OPERATIONS AND SUPPLY CHAIN
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Through 2025, supply and demand chain management in over one-half of organizations will remain inadequate to ensure resilience and business continuity, requiring aggressive digital innovation.
OPERATIONS AND SUPPLY CHAIN
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By 2025, one-half of COO’s will have a strategic roadmap in place to make digital innovation in revenue management and work engagement a priority. 
OPERATIONS AND SUPPLY CHAIN
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By 2026, over two-thirds of organizations will incorporate sustainability metrics in sourcing and supply chain selection criteria to support environmental social governance (ESG) efforts. 
OPERATIONS AND SUPPLY CHAIN
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By 2026, one-half of supply chain management organizations will have adopted some form of AI/ML to shorten planning and forecasting cycles to promote agility and resilience.
OPERATIONS AND SUPPLY CHAIN
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By 2025, over one-half of organizations will rationalize the data from across the supply chain to provide the information required to support environmental social governance (ESG) efforts.
OPERATIONS AND SUPPLY CHAIN
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By 2026, one-half of organizations will adapt their data management and governance processes, taking a holistic approach to governing data in motion alongside data at rest for examining the performance of the supply chain.
OPERATIONS AND SUPPLY CHAIN
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By 2026 only one-third of organizations will have adequate technology to support sales and operations planning requirements to achieve a competitive advantage. 
OPERATIONS AND SUPPLY CHAIN
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By 2025, more than three-fourths of supply chain management software vendors will have incorporated an initial set of AI capabilities to accelerate planning and promote agility.  
OPERATIONS AND SUPPLY CHAIN
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By 2026, one-half of supply chain organizations will adopt natural language processing as a component of improving digital experiences for business professionals who desire conversational methods of interaction. 
OPERATIONS AND SUPPLY CHAIN
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By 2026 only one-third of organizations will have used digital process reengineering to innovate their supply chain management.
OPERATIONS AND SUPPLY CHAIN
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By 2026 fewer than 1 in 5 organizations will have used IoT technology to support digital process reengineering for supply chain management innovation.
OPERATIONS AND SUPPLY CHAIN
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By 2026 one-fourth of organizations will routinely use AI in accelerating execution of sales and operations planning cycles to improve agility and increase focus on more effective human decision making.
OPERATIONS AND SUPPLY CHAIN
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By 2026, almost all business-focused software vendors will offer a data pantry to facilitate the integration of operational and financial data, making a broader set of actionable information available to support data-driven decision making.
CONTINUOUS PLANNING
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By 2026, just one-fifth of organizations will incorporate economic and market data into continuous planning processes to enhance profitability and improve revenue management effectiveness. 
CONTINUOUS PLANNING
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Through 2025, over one-half of organizations will adopt continuous planning applications to achieve operational excellence. 
CONTINUOUS PLANNING
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By 2026, fewer than one-third of organizations will coordinate sales and operations planning with financial budgeting, contributing to supply chain inefficiencies and lower profitability.
CONTINUOUS PLANNING
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By 2025, one-half of organizations will use continuous planning applications to set ESG objectives, analyze results and report compliance to achieve their carbon reduction goals.
CONTINUOUS PLANNING
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By 2026, almost all users of continuous planning software will use its capabilities to align strategy and objectives to organizational performance across business silos.
CONTINUOUS PLANNING
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By 2026, almost all vendors of planning software will offer a data pantry to facilitate the integration of operational and external data with financials to improve the speed and accuracy of forecasts and plans.
CONTINUOUS PLANNING
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By 2025, only one-quarter of organizations will have deployed continuous business planning process on a common platform to support a collaborative and agile process across the enterprise. 
CONTINUOUS SUPPLY CHAIN & ERP
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By 2026, one-third of organizations will be using a cloud-based ERP platform to optimize market share and profitability objectives through superior supply chain management.  
CONTINUOUS SUPPLY CHAIN & ERP
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Through 2025, one-half of organizations will have applied robotic process automation (RPA) to legacy ERPs to achieve greater operational efficiency and enhance the productivity of the essential workers. 
CONTINUOUS SUPPLY CHAIN & ERP
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Through 2025, streamlining operational workflows across the supply chain in over one-half of organizations will require a new strategic digital technology approach to how and where ERP should contribute. 
CONTINUOUS SUPPLY CHAIN & ERP
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By 2026, over two-thirds of organizations will augment their ERP systems with order and inventory execution technology to enhance supply chain effectiveness. 
CONTINUOUS SUPPLY CHAIN & ERP
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Through 2026, ERP systems will evolve to support ESG processes but only one-third of organizations will have made the required investments to achieve the stated objectives and legal and regulatory compliance.
CONTINUOUS SUPPLY CHAIN & ERP
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By 2026, the category of ERP software will have been established in the cloud computing environment and begin an evolution to best address product and supply chain process requirements.
CONTINUOUS SUPPLY CHAIN & ERP
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By the end of 2025, one-third of organizations will find their supply chain applications ineffective in providing intelligence to support demand chain planning and execution.
CONTINUOUS SUPPLY CHAIN & ERP
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By 2026, one-third of organizations will augment their supply chain managment expertise with AI/ML technology to drive automation and operational workflows to guide optimization.
CONTINUOUS SUPPLY CHAIN & ERP
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Through 2025, increased focus on inventory optimization throughout an organization’s global supply chain will require digital investment to align management systems with operational processes. 
CONTINUOUS SUPPLY CHAIN & ERP
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Through 2026, over one-half of manufacturing organizations will recognize that existing supply chain applications lack sufficient automation and intelligence for competitive effectiveness.
CONTINUOUS SUPPLY CHAIN & ERP
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By 2025, more than 7 in 10 organizations’ standard information architectures will include streaming data and event processing allowing more responsive and agile sales and operations planning.
PRODUCT INFORMATION MANAGEMENT
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Through 2024, one-half of organizations will recognize ineffective product experiences are degrading their demand chain performance and will make new technology investments into PIM.
PRODUCT INFORMATION MANAGEMENT
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In 2024, one-third of organizations will have invested in a common technological approach for product information management that is committed to product experiences and not just digital assets.
PRODUCT INFORMATION MANAGEMENT
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Through 2026, two-thirds of organizations will have cloud-computing based product information management (PIM) systems that facilitate product information networks for operational and digital effectiveness.  
PRODUCT INFORMATION MANAGEMENT
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Through 2025, one-fifth of organizations will have connected a product information network with virtual agents supporting the enterprise and customers’ requirements for responsiveness. 
PRODUCT INFORMATION MANAGEMENT
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By 2026, one-third of organizations using ERP systems will find the lack of effective product information management (PIM) leads to new investments to address this essential need.
PRODUCT INFORMATION MANAGEMENT
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By 2025, the product information management (PIM) category will standardize as product experience management (PXM) where the value from the technology is focused on digital experiences.
PROPERTY TECHNOLOGY
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Through 2024, over two-thirds of the landlord and tenant relationships will be ineffective and lack digital technology to engage and restore mutually beneficial outcomes. 
PROPERTY TECHNOLOGY
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By 2025, one-third of organizations that lease commercial property will find the ability to optimize sustainability priorities as ineffective and will require digital innovation investment.
PROPERTY TECHNOLOGY
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By 2025, the digital innovation in the property technology category will invigorate a new operations priority ensuring the work environment and resource utilization is effectively managed.
PROPERTY TECHNOLOGY
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Through 2025, one-half of organizations will determine the lack of investment into property technology for operations utilization is contributing to unnecessary inefficiency and attributable costs. 
PROPERTY TECHNOLOGY
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By 2024, the financial management of property will be found to be ineffective by over two-thirds of organizations requiring digital investments for the planning and accounting of leases and property. 
SUPPLIER RELATIONSHIP MANAGEMENT
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By 2024, one-half of organizations will realize the experiences in supplier relationships damaged by pandemic- and recession-level communications and policies will continue to detract from operational excellence.  
SUPPLIER RELATIONSHIP MANAGEMENT
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Through 2024, the Chief Procurement Officer’s governance role will shift to include a Voice of the Supplier (VoS) and experience focus to ensure business continuity and sustainable supply chain resilience.
SUPPLIER RELATIONSHIP MANAGEMENT
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By 2025, over one-half of organizations will evaluate a new generation of supplier relationship management applications to balance performance and sustainability in addition to cost and profitability.
SUPPLIER RELATIONSHIP MANAGEMENT
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Through 2025, one-half of organizations will abandon intelligence-lacking supplier management applications in favor of collaboration and virtual agents for digitally effective supplier operations. 
SUPPLIER RELATIONSHIP MANAGEMENT
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By 2025, one-third of organizations will realize the lack of a unified set of supplier analytics for planning and reporting will require new investments to ensure consistent metrics.
SUSTAINABILITY MANAGEMENT
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Through 2026, one-half of organizations will have insufficient data and software to adequately measure their environmental, social and governance (ESG) metrics to inform their governance, strategy, risk management and targets.
SUSTAINABILITY MANAGEMENT
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Through 2025, two-thirds of organizations will lack the ability to optimize sustainability, strategic and financial objectives because of inadequate systems, data, governance and processes.
SUSTAINABILITY MANAGEMENT
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By 2027, one-quarter of organizations will establish a Chief Sustainability Officer to guide the optimization of environmental social governance (ESG) efforts to minimize their carbon footprint across their supply chains.
SUSTAINABILITY MANAGEMENT
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By 2025, a new generation of sustainability technology will evolve to enable organizations to achieve supply chain-related environmental social governance (ESG) objectives.
SUSTAINABILITY MANAGEMENT
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Through 2026, more than one-quarter of organizations will combine business event data with machine-generated telemetry data to provide context and generate additional business value from observability to support sustainability efforts.
SUSTAINABILITY MANAGEMENT 
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Through 2025, one-half of organizations will receive a vote of no confidence from their workforce for not prioritizing carbon reduction in their sustainability management. 

 

 

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