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                  Market Assertions

                  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 & Data

                  Ventana Research offers guidance on analytics to help organizations apply analytics & data 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.

                  AI ML
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                  Through 2026, AI and ML approaches will remain largely independent of business intelligence approaches, requiring three-quarters of enterprises to maintain multiple, separate skill sets.
                  AI ML
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                  Through 2026, model governance will remain a significant concern for more than one-half of enterprises, limiting the deployment, and therefore the realized value, of AI and ML models. 
                  AI ML
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                  Through 2026, almost all software providers will expand the reach of analytics with further investment in both GenAI and ML capabilities. 
                  AI ML
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                  Through 2026, AI and ML software providers will increase investment forging relationships with independent Gen AI model developers to provide enterprises with access to multiple public and private models.
                  AI ML
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                  Through 2027, AI and ML software providers will increase investment in MLOps functionality to facilitate the operationalization of ML models by enterprises.
                  AI ML
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                  Through 2026, more than one-half of enterprises will realize their AI competencies and skills are insufficient and will require new investments to avoid being at a competitive disadvantage.
                  AI ML
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                  Through 2026, three-quarters of enterprises 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 ML
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                  Through 2026, one-third of enterprises will realize that a lack of AI and ML governance has resulted in biased and ethically questionable decisions. 
                  AI ML
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                  By 2026, 8 in 10 AI and ML tools will include bias detection and mitigation capabilities, providing better assurance and governance to enterprises using these products. 
                  ANALYTICS
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                  By 2026, 9 in 10 analytics processes will be enhanced by AI and ML to streamline operations and increase the value that can be derived from data. 
                  ANALYTICS
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                  Through 2026, more than one-third of enterprises will adopt decision intelligence software to assess and improve the effectiveness of business decisions.
                  ANALYTICS
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                  Through 2027, one-half of enterprises will reassess their plans for business intelligence software adoption to reflect increased availability of analytics capabilities in enterprise applications.
                  ANALYTICS
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                  Through 2026, three-quarters of enterprises 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 2026, 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 2026, almost all business intelligence software providers will include augmented intelligence based on GenAI to make analytics easier to use.
                  ANALYTICS
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                  Through 2026, less than one-third of analytics software providers will include driver-based planning capabilities, making decision intelligence more difficult.
                  ANALYTICS
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                  Through 2026, one-half of analytics software providers will incorporate AI and ML to identify the most relevant performance metrics that achieve strategic and operational objectives.
                  ANALYTICS
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                  Through 2026, less than one-half of analytics software providers will offer off-the-shelf analytics that facilitate the use of established environmental metrics to measure and report ESG performance.
                  ANALYTICS
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                  Through 2026, more than one-half of enterprises will deploy chatbots and other conversational experiences as standard BI interfaces, making it easier for line-of-business personnel to derive value from analytics. 
                  ANALYTICS
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                  By 2026, one-third of enterprises will replace legacy business intelligence tools with analytic platforms that are collaborative and utilize GenAI to inform and guide business professionals. 
                  ANALYTICS
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                  By 2026, 8 in 10 BI software platforms will include collaborative capabilities designed to support AnalyticOps initiatives to improve decision-making, task management and compliance. 
                  ANALYTICS
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                  Through 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.
                  ANALYTICS
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                  Through 2026, more than one-half of embedded analytics processes will include AI and ML algorithms to improve line-of-business decision-making. 
                  ANALYTICS
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                  By 2026, one-third of enterprises will adopt embedded analytics to support their CI/CD processes, providing more agility and better governance to their analytics processes.
                  ANALYTICS AND DATA
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                  Through 2026, industry-specific quantum computing applications will begin to be released based on open-source toolkits, functions and patterns that avoid the need for developers to program at the quantum circuit level.
                  ANALYTICS AND DATA
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                  Through 2026, more than one-third of enterprises will realize they must scrap their use of analytics dashboards and visualization due to the failure of these tools to provide actionable recommendations. 
                  ANALYTICS AND DATA
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                  By 2026, three-quarters of enterprises will realize their analytics are ineffective without GenAI capabilities to guide the workforce with personalized recommended actions necessary to improve outcomes. 
                  ANALYTICS AND DATA
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                  Through 2026, two-thirds of enterprises will have established a Center of Excellence (CoE) to guide the transformation and effective application of analytics and ensure the delivery of optimal value. 
                  ANALYTICS AND DATA
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                  By 2026, two-thirds of enterprises will have established a Center 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 2026, the digital experiences in analytics and data will be found ineffective in more than one-half of enterprises, leading to re-evaluation of their analytics strategy. 
                  ANALYTICS AND DATA
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                  Through 2027, analytics and data software providers will continue to adapt their software development practices to support continuous development and delivery via managed cloud services.
                  ANALYTICS AND DATA
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                  Through 2026, analytics and data software providers will prioritize the delivery of automated code and query generation and conversion capabilities based on GenAI.
                  ANALYTICS AND DATA
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                  By 2027, three-quarters of all data processes will use AI and ML to accelerate the realization of value from the data. 
                  ANALYTICS AND DATA
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                  Through 2026, 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.  
                  ANALYTICS AND DATA
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                  Through 2027, the intersection of security and data sovereignty will require more than one-half of enterprises to increase investment in technology and expertise to enable the realization of enterprise data-driven agendas. 
                  ANALYTICS AND DATA
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                  Through 2026, 8 in 10 enterprises will migrate on-premises analytics and data workloads to cloud environments, shifting focus to improving innovation and efficiency rather than maintaining existing systems. 
                  ANALYTICS AND DATA
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                  Through 2027, nearly all multinational enterprises will invest in local data processing infrastructure and services to mitigate against the risks associated with data transfer and to satisfy regional regulatory requirements. 
                  ANALYTICS AND DATA
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                  Through 2027, three-quarters of enterprises will invest in organizational and leadership changes, leveraging executive support to accelerate data-driven business culture.
                  ANALYTICS AND DATA
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                  Through 2027, 9 in 10 enterprises will increase investment in training and the use of natural language interfaces to accelerate data literacy and facilitate self-service analytics.
                  ANALYTICS AND DATA
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                  Through 2027, more than three-quarters of enterprises will invest in greater experimentation and exploration, utilizing data science to identify new business challenges and opportunities.
                  DATA INTELLIGENCE
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                  Through 2026, data intelligence software providers will accelerate the delivery of native MLOps and AI governance functionality to better support the deployment, monitoring and management of AI and ML models.
                  DATA INTELLIGENCE
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                  Through 2027, almost all enterprises using data catalog products will increase business user access, facilitating self-service data discovery and accelerating data intelligence and democratization initiatives.
                  DATA INTELLIGENCE
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                  Through 2027, three-quarters of enterprises will be engaged in data intelligence initiatives to increase trust in their data by leveraging metadata to understand how, when and where data is used in their organization, and by whom. 
                  DATA INTELLIGENCE
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                  By 2026, one-half of enterprises will adopt an AnalyticOps approach similar to, and integrated with, their DataOps processes to enhance responsiveness and agility. 
                  DATA INTELLIGENCE
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                  Through 2026, more than one-half of all enterprises will continue to utilize multiple data catalog technologies, running the risk of creating silos of information knowledge. 
                  DATA INTELLIGENCE
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                  Through 2026, more than three-quarters of enterprises will use data catalog technologies to improve data governance and accelerate data-driven decision-making. 
                  DATA INTELLIGENCE
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                  Through 2026, one-half of enterprises will continue to use spreadsheets in data governance, jeopardizing the robustness of operational effectiveness.  
                  DATA INTELLIGENCE
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                  Through 2027, data intelligence software providers will increase investment in functionality that enables enterprises to take a holistic view of data production and data consumption, improving the realization of expected business outcomes.
                  DATA INTELLIGENCE
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                  Through 2027, data intelligence software providers will increase investment in AnalyticOps functionality that facilitates the continuous integration and deployment of analytics as well as automated analyses and insights using AI and ML.
                  DATA INTELLIGENCE
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                  Through 2027, regional regulations and cultural attitudes will continue to shape organizational priorities toward the adoption of data governance technologies and processes.
                  DATA INTELLIGENCE
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                  Through 2026, more than three-quarters of enterprises’ data management processes will be enhanced with AI and ML to increase automation, accuracy, agility and speed. 
                  DATA INTELLIGENCE
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                  By 2026, more than three-quarters of enterprises’ information architectures will support ELT (extract, load, transform) patterns to accelerate data processing and maximize the value of large volumes of data. 
                  DATA INTELLIGENCE
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                  By 2026, 8 in 10 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 INTELLIGENCE
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                  Through 2026, three-quarters of enterprises will be engaged in data integrity initiatives to increase trust in their data processes using data quality and master data management tools. 
                  DATA INTELLIGENCE
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                  By 2027, three-quarters of enterprises will adopt data fabric technologies to facilitate the management and processing of data across multiple data platforms and cloud environments.
                  DATA INTELLIGENCE
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                  By 2027, more than three-quarters of enterprises will use data virtualization and query federation capabilities to avoid data movement while accessing and querying data outside their primary analytic data platform.
                  DATA INTELLIGENCE
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                  By 2027, more than 6 in 10 enterprises 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. 
                  DATA INTELLIGENCE
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                  Through 2027, enterprises will increase strategic focus on data catalogs as the intersection of data production and data consumption, enabling the self-service creation and sharing of data products based on trusted and governed data sources.
                  DATA OPERATIONS
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                  Through 2027, data operations software providers will increase investment in consolidated platforms, addressing a combination of data pipeline development, testing and deployment needs, as well as data orchestration and data observability.
                  DATA OPERATIONS
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                  Through 2026, approaches to data operations will continue to evolve as enterprises adapt their approaches to data processing pipelines to reflect increased adoption of event-driven architecture and microservices. 
                  DATA OPERATIONS
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                  Through 2026, two-thirds of enterprises will invest in initiatives to improve trust in data through automated data observability tools addressing the detection, resolution and prevention of data reliability issues.
                  DATA OPERATIONS
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                  By 2026, three-quarters of enterprises will adopt data engineering processes that span data integration, transformation and preparation producing repeatable data pipelines that create more agile information architectures. 
                  DATA OPERATIONS
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                  By 2027, more than one-half of enterprises will adopt data orchestration technologies to automate and coordinate data workflows and increase efficiency and agility in data and analytics projects.
                  DATA OPERATIONS
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                  By 2027, two-thirds of enterprises will have adopted a DataOps approach to data engineering processes, enabling them to be more flexible and agile. 
                  DATA OPERATIONS
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                  Through 2026, awareness of DataOps will continue to increase as enterprises adapt their data engineering processes to the growing need for continuous and automated data ingestion, transformation and delivery. 
                  DATA OPERATIONS
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                  Through 2026, more than one-half of enterprises will have adopted agile and collaborative data operations practices to facilitate responsiveness, avoid repetitive tasks and deliver measurable data reliability improvements.
                  DATA OPERATIONS
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                  Through 2026, data operations software providers will prioritize the development of data observability functionality to deliver more automated approaches to data engineering and improve trust in enterprise data.
                  DATA PLATFORMS
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                  Through 2027, the development of intelligent applications providing personalized experiences driven by GenAI will increase demand for data platforms capable of supporting hybrid operational and analytic processing. 
                  DATA PLATFORMS
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                  Through 2026, three-quarters of enterprises will be using cloud object stores as the primary persistence store for analytic data platform workloads. 
                  DATA PLATFORMS
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                  Through 2027, 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 PLATFORMS
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                  Through 2026, data platform software providers will continue to prioritize investment in data governance functionality to enable self-service data discovery, analytics and greater business agility. 
                  DATA PLATFORMS
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                  By 2027, more than three-quarters of enterprises will use cloud-based products and services as their primary analytic data platform, making it easier to adopt and scale operations as necessary.
                  DATA PLATFORMS
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                  By 2026, more than three-quarters of enterprises will require unstructured data storage and processing capabilities in their data lakes to maximize the value of audio, video and image data. 
                  DATA PLATFORMS
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                  By 2026, 9 in 10 current data lake adopters will be investing in data lakehouse architecture to improve the business value generated from the accumulated data. 
                  DATA PLATFORMS
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                  Through 2027, data warehouse, data lake and data streaming technologies will converge to create analytic data platforms enabling enterprises to collect and analyze all types of operations-generated information.
                  DATA PLATFORMS
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                  Through 2026, analytic data platform software providers will continue to incorporate native data management, analytics and ML with their data persistence and processing functionality to accelerate actionable insight. 
                  DATA PLATFORMS
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                  Through 2026, analytic data platform software providers will continue to evolve their offerings to deliver data processing and analytics across hybrid environments that span on-premises and multiple cloud providers.
                  DATA PLATFORMS
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                  By 2026, more than one-half of enterprises will adopt specialist real-time analytic data platforms to develop and support data-intensive operational applications.
                  DATA PLATFORMS
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                  Through 2026, requirements for high-performance analytics and GenAI will expedite the adoption of data platforms designed to leverage GPUs and in-memory processing for analytics acceleration.
                  DATA PLATFORMS
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                  By 2026, more 8 in 10 data lake users will adopt emerging table formats to support transactional consistency when inserting, updating and deleting data in data lake environments.
                  DATA PLATFORMS
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                  Through 2026, analytic data platform software providers will increase their native support for AI and ML algorithms, functions and tools to enable in-database data science. 
                  DATA PLATFORMS
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                  Through 2026, one-fifth 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. 
                  DATA PLATFORMS
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                  Through 2025, two-thirds of enterprises will re-examine their current operational database suppliers with a view to improving fault tolerance and supporting the development of new intelligent operational applications.
                  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 software providers deployed for the majority of existing operational workloads.
                  DATA PLATFORMS
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                  Through 2026, operational data platform providers will accelerate investment in hybrid operational and analytic processing capabilities to support growing demand for data-intensive intelligent operational applications. 
                  DATA PLATFORMS
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                  Through 2026, operational data platform software providers will continue to evolve their offerings to deliver elastic scalability and resiliency to support data processing across hybrid environments spanning on-premises and cloud providers.
                  DATA PLATFORMS
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                  By 2027, more than one-half of enterprises will adopt serverless databases to support development and test environments as well as ephemeral workloads with sporadic usage requirements.
                  DATA PLATFORMS
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                  By 2027, more than one-third of enterprises will adopt graph databases to support applications that rely on the identification and navigation of relationships.
                  DATA PLATFORMS
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                  By 2027, more than one-half of enterprises will adopt document databases to store data without fixed schema, facilitating rapid and application development and business agility.
                  DATA PLATFORMS
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                  By 2027, more than one-third of enterprises will adopt data platforms that span distributed architecture, supporting applications that require data processing across geographic and availability zones. 
                  DATA PLATFORMS
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                  By 2026, more than one-half of enterprises will use general-purpose databases to store and process vector embeddings for use with GenAI applications. 
                  DATA PLATFORMS
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                  By 2026, less than one-quarter of enterprises will adopt specialist vector databases to store and process vector embeddings for use with GenAI applications. 
                  DATA PLATFORMS
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                  Through 2026, almost all enterprises developing applications based on GenAI will explore the use of vector search and retrieval-augmented generation to complement foundation models with proprietary data and content.
                  STREAMING AND EVENTS
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                  By 2027, more than one-half of enterprises will adapt their data management and governance processes, taking a holistic approach to managing and governing data in motion alongside data at rest.
                  STREAMING AND EVENTS
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                  By 2026, more than one-half of enterprises will incorporate streaming analytics into their business processes, enabling faster response to opportunities and threats. 
                  STREAMING AND EVENTS
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                  Through 2026, more than one-third of enterprises will advance their streaming analytics to be more real-time through integration of event-processing systems to guide timely interactions. 
                  STREAMING AND EVENTS
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                  By 2027, almost all business intelligence software providers will incorporate streaming analytics to mix historical analyses with real-time or near-real-time analyses. 
                  STREAMING AND EVENTS
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                  Through 2026, alerts and notifications will be the primary action resulting from streaming analytics informing individuals of opportunities and threats in the market.
                  STREAMING AND EVENTS
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                  By 2026, more than three-quarters of enterprises’ standard information architectures will include streaming data and event processing, allowing enterprises to be more responsive and provide better customer experiences.
                  STREAMING AND EVENTS
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                  By 2026, two-thirds of enterprises will require streaming and event data processes with low latency of seconds or sub-seconds to satisfy operational requirements.
                  STREAMING AND EVENTS
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                  Through 2026, data platform and data management software providers will continue to prioritize investment in streaming and event processing functionality as they adapt their products to address growing demand for real-time data processing. 
                  STREAMING AND EVENTS
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                  By 2026, more than one-third of enterprises will investigate the use of streaming database products to develop and support real-time applications based on streaming data and events.
                  STREAMING AND EVENTS
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                  Through 2026, more than one-half of enterprises will invest in functionality to discover, catalog, monitor and govern events and event flows to generate greater business value from event-driven architecture.
                  STREAMING AND EVENTS
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                  Through 2026, more than one-third of enterprises will adopt serverless stream processing products to experiment with the development of new stream processing applications.
                  STREAMING AND EVENTS
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                  Through 2027, streaming and event software providers will increase investment in data quality and data lineage functionality to ensure the integrity of event data as it flows through an organization.
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                  Artificial Intelligence (AI)

                  Ventana Research offers research-based guidance on the use of artificial intelligence to improve operational efficiency and effectiveness. Embracing the changes of this dynamic market segment is required to maintain competitiveness and to achieve performance goals throughout the enterprise.

                  NATURAL LANGUAGE PROCESSING
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                  Through 2026, conversational experiences involving analytics will improve enterprises’ 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 2026, more than one-half of enterprises 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 enterprises’ employees. 
                  NATURAL LANGUAGE PROCESSING
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                  By 2026, more than one-half of enterprises will use search and natural language generation to increase the reach and consistency of their analytics.
                  NATURAL LANGUAGE PROCESSING
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                  By 2028, natural language processing will replace search as the preferred way to access information in the majority of enterprises.
                  NATURAL LANGUAGE PROCESSING
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                  By 2027, 2 in 5 natural language processing applications will incorporate multilingual capabilities based on GenAI.
                  AI
                  Square Rectangle
                  Through 2026, AI and machine learning approaches will remain largely independent of business intelligence approaches, requiring three-quarters of enterprises to maintain multiple, separate skill sets.
                  AI
                  Square Rectangle
                  Through 2026, model governance will remain a significant concern for more than one-half of enterprises, limiting the deployment, and therefore the realized value, of AI and machine learning models. 
                  AI
                  Square Rectangle
                  Through 2026, almost all software providers will expand the reach of analytics with further investment in both GenAI and machine learning capabilities. 
                  AI
                  Square Rectangle
                  Through 2026, more than one-half of enterprises will realize their AI competencies and skills are insufficient and will require new investments to avoid being at a competitive disadvantage.
                  AI
                  Square Rectangle
                  Through 2026, one-half of enterprises 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
                  Square Rectangle
                  Through 2026, one-third of enterprises will realize that a lack of AI and ML governance has resulted in biased and ethically questionable decisions. 
                  AI
                  Square Rectangle
                  By 2026, 9 in 10 AI and ML tools will include bias detection and mitigation capabilities, providing better assurance and governance to enterprises using these products. 
                  AI
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                  By 2026, 9 in 10 AI platforms will incorporate LLM and LLMOps capabilities to support GenAI.
                  AI
                  Square Rectangle
                  Through 2026, one-half of all AI investments will be based on generative AI rather than predictive AI.
                  GENERATIVE AI
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                  Through 2026, almost all enterprises developing applications based on GenAI will use vector search and Retrieval Augmented Generation to complement foundation models with proprietary data and content.
                  GENERATIVE AI
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                  By 2026, one-half of enterprises will use multiple LLMs to fine tune results of their GenAI efforts.
                  GENERATIVE AI
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                  By 2026, more than one-half of enterprises will use governance tools to ensure their GenAI efforts are in compliance with regulations and internal policies.
                  GENERATIVE AI
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                  Through 2026, GenAI will require specialized skills that are in short supply, making it difficult for one-half of enterprises to hire and retain the necessary staff.
                  GENERATIVE AI
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                  By 2026, three-quarters of GenAI tools will support the use of multiple LLMs.
                  COMPUTER VISION
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                  Through 2026, 1 in 5 enterprises will adopt computer vision applications to monitor and improve their operations.
                  COMPUTER VISION
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                  Through 2026, advances in AI processing will result in 1 in 10 computer vision applications running at the edge rather than in the cloud.
                  COMPUTER VISION
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                  Through 2027, the majority of enterprises will lack the skills needed to adopt and deploy computer vision in operational systems.
                  COMPUTER VISION
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                  Through 2027, software providers will be challenged to provide explainability behind computer vision, limiting adoption in regulated industries.
                  DEEP LEARNING
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                  Through 2027, deep learning models will be developed primarily in the cloud due to the large amount of computing resources required.
                  DEEP LEARNING
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                  Through 2026, deep learning algorithms will continue to drive advances in natural language processing and image recognition, enabling new use cases.
                  DEEP LEARNING
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                  Through 2026, detecting and eliminating bias from deep learning training data sets will be a challenge for the majority of enterprises.
                  DEEP LEARNING
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                  By 2026, one-quarter of enterprises will have deep learning applications in production.
                  MLOPS
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                  By 2027, more than three-quarters of enterprises using AI and machine learning will have adopted MLOps to improve success with the operationalization of machine learning models.
                  MLOPS
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                  By 2026, nearly all MLOps software providers will expand their offerings to include LLMOps.
                  MLOPS
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                  By 2026, LLMOps will be as common as MLOps to put LLMs into production effectively and with proper governance.
                  MLOPS
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                  By 2026, 4 in 5 enterprises will use MLOps and LLMOps tools to improve the quality and governance of their AI/ML efforts.
                  MODEL BUILDING AND LLM
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                  By 2026, the majority of enterprises will prefer AI/ML platforms tools that support multiple LLMs.
                  MODEL BUILDING AND LLM
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                  Through 2026, three-quarters of enterprises will use third-party LLMs rather than developing and maintaining their own.
                  MODEL BUILDING AND LLM
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                  By 2027, one-half of enterprises will combine data science and data operations teams to improve the efficiency and governance of data preparation pipelines.
                  MODEL BUILDING AND LLM
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                  By 2027, one-third of model building platforms will use GenAI to assist in training and tuning predictive models.
                  MODEL BUILDING AND LLM
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                  By 2027, the majority of AI/ML software providers will incorporate feature store capabilities to increase reusability and consistency in data science pipelines.
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                  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 2027, more than 80% of customer interactions will be primarily handled using digital channels.
                  CUSTOMER EXPERIENCE
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                  By 2028, automated systems will contain two-thirds of customer interactions within self-service, helping minimize the cost impacts of increasing volume.
                  CUSTOMER EXPERIENCE
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                  By 2026, two-thirds of enterprises will have projects underway to unsilo the sources of customer information, spurring discussions between IT and CX professionals on data management strategies.
                  CUSTOMER EXPERIENCE
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                  Through 2028, 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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                  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 2028, one-half of enterprises 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 conclusive 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 2027, customer experiences will be largely driven by processes controlled by automated GenAI tools.
                  CUSTOMER EXPERIENCE
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                  By 2027, most enterprises will provide personalized customer experiences using AI as part of a broad CX platform.
                  CUSTOMER EXPERIENCE
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                  By 2027, many enterprises that appointed Chief Customer Officers to oversee CX will realize that those executives have not been given enough authority across teams to implement needed changes.
                  CUSTOMER EXPERIENCE
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                  By 2028, CX processes will be largely automated using a combination of AI and no-code manual tools.
                  CUSTOMER EXPERIENCE
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                  By 2028, use of conversational AI for self-service will be nearly universal.
                  CUSTOMER EXPERIENCE
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                  By 2028, software for managing customer experiences will focus on automating cross-departmental processes that touch customers.
                  CUSTOMER EXPERIENCE
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                  By 2027, most large enterprises will use customer experience software to maximize customer value and minimize the expenses associated with service reps.
                  CONTACT CENTER
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                  By 2027, three-quarters of contact centers will have introduced multiple GenAI applications into their service processes for routing, chatbots and agent assistance. 
                  CONTACT CENTER
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                  Through 2026, one-half of enterprises 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 2027, 6 in 10 enterprises 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, 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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                  By 2026, most enterprises will identify digital communications needs as a priority for their contact centers over voice technologies.
                  CONTACT CENTER
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                  By 2028, 80% of contact centers will overhaul their knowledge management tools and processes, largely to serve the requirements of GenAI applications.
                  CONTACT CENTER
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                  By 2027, the voice channel in contact centers will be reserved for specialized customer interactions and high touch situations. Centers will slowly stop focusing purchasing on the voice ACD.
                  CONTACT CENTER
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                  By 2027, quality evaluations of contact center agents will be handled by automated AI systems, freeing managers to provide more targeted coaching and feedback.
                  CONTACT CENTER
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                  By 2028, one-half of the contact centers that replace their core platforms will focus that purchase around data tools like CRM or CXM rather than the voice routing engine.
                  CONTACT CENTER
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                  By 2028, the majority of existing on-premises-based call routing systems will have reached vendor end-of-life status.
                  CONTACT CENTER
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                  By 2028, most customer interactions will be completely contained within an AI-based self-service system.
                  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 2027, one-third of enterprises 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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                  By 2027, 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 2027, GenAI technology will substantially replace manual performance evaluations for contact center agents.
                  AGENT MANAGEMENT
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                  By 2028, contact centers will need to use AI for interviewing and recruiting agents in order to fill ranks across wider geographies.
                  AGENT MANAGEMENT
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                  By 2027, improvements in AI-based agent guidance will enable lower-skilled agents to handle harder problems, reducing overall labor costs.
                  AGENT MANAGEMENT
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                  Through 2026, the contact center agent population will be primarily remote, forcing businesses to adopt new tools for supervisors to maintain visibility into agent activities.
                  AGENT MANAGEMENT
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                  By 2028, nearly all customer interactions will be screened by AI for quality and agent performance.
                  AGENT MANAGEMENT
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                  By 2027, most contact center agents will be assisted in real time by automated AI guidance.
                  VOICE OF THE CUSTOMER
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                  By 2026, one-half of enterprises will have enhanced their Voice of the Customer (VoC) data analytics beyond surveys to GenAI 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 2027, one-half of SMB-sized enterprises 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.
                  VOICE OF THE CUSTOMER
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                  By 2026, more than one-half of enterprises will use customer feedback data to enhance personalization of service and sales.
                  VOICE OF THE CUSTOMER
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                  By 2027, one-third of enterprises will use customer feedback data to create proactive outbound messages for promotions and support.
                  VOICE OF THE CUSTOMER
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                  By 2028, consumers will be more likely to respond to customer feedback requests from GenAI bots than traditional surveys.
                  VOICE OF THE CUSTOMER
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                  By 2027, advanced AI-powered customer feedback tools will allow for the integration of multiple threads of customer data into a holistic view of intent and sentiment.
                  VOICE OF THE CUSTOMER
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                  By 2027, customer feedback data will be used universally throughout enterprises for product development, quality assurance and brand building.
                  VOICE OF THE CUSTOMER
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                  By 2028, every interaction will be automatically scored for customer sentiment in real time.
                  INTELLIGENT SELF SERVICE
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                  By 2027, 90% of 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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                  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 2027, 60% of 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 2027, one-third of mid-sized enterprises 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 2027, AI chatbots will be the default mode of starting service interactions, making it easier for CX teams to derive value from analytics. 
                  INTELLIGENT SELF SERVICE
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                  By 2028, most customer communications, both inbound and outbound, will be created and overseen by conversational AI systems.
                  INTELLIGENT SELF SERVICE
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                  By 2028, the contact center use of AI in self-service and agent guidance applications will transform the role of the agent into a high-touch concierge for valuable interactions.
                  INTELLIGENT SELF SERVICE
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                  By 2027, it will be standard practice for marketing and service teams to collaboratively evaluate whether the design of web resources aid or hinder customers' search for help.
                  INTELLIGENT SELF SERVICE
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                  By 2026, a growing number of enterprises will train GenAI chatbots to respond to customer queries based on real-time analysis of customer sentiment.
                  INTELLIGENT SELF SERVICE
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                  Through 2026, contact center buyers will grow increasingly concerned about the cost impact of embedding AI across the CX application stack.
                  CUSTOMER EXPERIENCE MANAGEMENT
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                  By 2028, 8 in 10 enterprises will recognize the negative impact that siloed customer data has on creating frictionless, unfragmented customer experiences. 
                  CUSTOMER EXPERIENCE MANAGEMENT
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                  Through 2027, 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 2027, one-third of enterprises 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 2027, one-quarter of enterprises will offer some type of video engagement to customers during sales or service contact center interactions.
                  CUSTOMER EXPERIENCE MANAGEMENT
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                  By 2027, three-quarters of enterprises will have expanded the group of 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 2027, two-thirds of enterprises 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 2027, one-quarter of mid-sized enterprises will determine that connecting sales and service processes via outbound and self-service technologies is 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 2027, 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 2026, 6 in 10 enterprises 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 2028, systems of record (CRM and CDPs) and systems of engagement in contact centers will have merged into multi-departmental suites.
                  CUSTOMER EXPERIENCE MANAGEMENT
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                  By 2027, one-half of enterprises will have augmented traditional interaction-handling KPIs with metrics that more accurately reflect customer value, longevity and loyalty.
                  CUSTOMER EXPERIENCE MANAGEMENT
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                  By 2028, enterprises will replace many CX point solutions with broad, interdepartmental, multifunction suites.
                  CUSTOMER EXPERIENCE MANAGEMENT
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                  By 2027, software providers from outside the contact center space will dominate the deployment of customer experience management systems.
                  FIELD SERVICE
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                  Through 2027, one-third of enterprises 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 2026, one-half of enterprises offering B2B field service will find it difficult to meet the demand for sufficient skilled agents and technicians, resulting in fragmented and unsatisfying service outcomes.  
                  FIELD SERVICE
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                  By 2028, technology for field service management will become differentiated based on the varied needs of specific industries, and of B2B and B2C use cases. 
                  FIELD SERVICE
                  Square Rectangle
                  By 2027, 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 2026, 4 in 10 enterprises 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 2027, one-half of enterprises will have enhanced the mobile and location-aware capabilities of their field service teams to reduce costs and provide better outcomes for customers.
                  FIELD SERVICE
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                  By 2027, field service outcomes will be improved by greater use of tools that proactively alert customers to product problems and issues.
                  FIELD SERVICE
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                  By 2026, customer portals will replace the use of voice calls for the majority of B2B field service inquiries.
                  FIELD SERVICE
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                  By 2028, field service operations will be seen as drivers of significant revenue for most enterprises.
                  FIELD SERVICE
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                  By 2027, GenAI applications will be widely used in field service centers for both knowledge transfer and technician scheduling.
                  FIELD SERVICE
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                  By 2028, 70% of enterprises providing B2B field service will have replaced their legacy systems with integrated multipurpose platforms driven by AI.
                  FIELD SERVICE
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                  By 2028, remote sensing and IoT tools will reduce the number of onsite visits and customer calls to service centers, especially in B2B environments.
                  FIELD SERVICE
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                  By 2028, most field service technicians will be using augmented reality to perform on-site service calls.
                  2024_VR_Digital_Business_Expertise_600px

                  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 2026, after decades of investment into digital transformation, two-thirds of enterprises will require a new digital business and technology agenda for modernization to ensure workforce effectiveness.
                  DIGITAL BUSINESS
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                  Through 2027, one-half of enterprises will establish digital business as a priority for an effective workforce that is engaged, satisfied in the work they perform and enabled to meet expected contributions.
                  DIGITAL BUSINESS
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                  By 2027, the requirements for a digital business in three-quarters of enterprises will not be addressed properly and will require the establishment of a Chief Digital Officer to guide modernization and investments. 
                  DIGITAL BUSINESS
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                  By 2027, two-thirds of enterprises’ executive leadership teams will determine that their digital experiences are ineffective and that their software investments have been misappropriated. 
                  DIGITAL BUSINESS
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                  By 2027, two-thirds of enterprises will lack commitment to digital business and effective workforce collaboration, and this will be attributed to leadership culture, leading to continued decay of productivity and profitability. 
                  DIGITAL BUSINESS
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                  Through 2026, one-half of enterprises will remain digitally ineffective in the deployment of automation to achieve the business priorities for customer-, product- and people-related processes. 
                  DIGITAL BUSINESS
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                  Through 2026, over one-half of enterprises will have lost the control in governance and manageability of deployed software required for the business to achieve optimal ROI. 
                  DIGITAL BUSINESS
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                  Through 2026, one-third of enterprises will need to establish a Center of Excellence (CoE) with a digital business team to prioritize collaboration on best practices and software for use across the workforce. 
                  DIGITAL BUSINESS
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                  By 2027, over two-thirds of enterprises will determine the chaos of software for digital business requires rationalization and consolidation of software providers to ensure operational excellence.
                  DIGITAL BUSINESS
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                  By 2027, one-half of enterprises will establish a digital intelligence focus that can sense and engage workers with virtual agents to respond to real-time digital event processing.
                  DIGITAL BUSINESS
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                  Through 2028, one-half of enterprises will have adopted work management methods and tools to realize the necessary productivity and automation to ensure organizational resilience.  
                  DIGITAL BUSINESS
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                  Through 2027, the lack of insight into digital business will lead two-thirds of enterprises to establish a digital intelligence technology strategy and plan.
                  DIGITAL BUSINESS
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                  By 2027, one-third of enterprises will realize the necessity of digital identity as foundational to digital business and will make concerted effort to improve the software and technology utilized to track and secure worker engagement.
                  DIGITAL BUSINESS
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                  Through 2027, the lack of investment into governing sustainability will require one-half of enterprises to apply performance management processes to better plan and govern efforts to reach ESG objectives. 
                  DIGITAL BUSINESS
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                  Through 2027, the software to support digital business will become a focal point for strategic investment to ensure effective digital modernization in two-thirds of enterprises.
                  DIGITAL BUSINESS
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                  Through 2027, one-half of enterprises 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.
                  DIGITAL BUSINESS
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                  Through 2027, the assignment of a Chief Digital Officer will be essential in over one-half of enterprises to lead the assessment of how to utilize GenAI as a key advancement in the adoption of a new digital experience.
                  DIGITAL BUSINESS
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                  By 2028, the use of AI in Digital Business in over one-half of enterprises will require a unified strategy to ensure the effective governance of the software across business processes.
                  DIGITAL BUSINESS
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                  By 2027, one-half of enterprises will identify that the horrific user experiences in their existing software will bring focus to experience management and approaches that use GenAI as the primary method for interactions.
                  DIGITAL BUSINESS
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                  Through 2026, one-quarter of enterprises will require a centralized approach to managing large language models and will establish a "librarian" type approach to properly govern and catalogue essential knowledge assets.
                  DIGITAL BUSINESS
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                  Through 2026, traditional business application software providers will transition to a new generation of applications that utilize GenAI as the standard digital experience for engaging with the application.
                  DIGITAL BUSINESS
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                  By 2027, the disarray of tools for digital business from software providers will invoke a round of software provider consolidation to simplify portfolios.
                  DIGITAL BUSINESS
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                  Through 2027, software providers in digital communications will unify with those in work management to meet the next level of modernization required for workforce effectiveness.
                  DIGITAL BUSINESS
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                  Through 2025, the use of mobile digital wallets will be embraced by consumers and will force one-half of enterprises to provide new digital purchasing experiences.  
                  DIGITAL BUSINESS
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                  By 2027, the necessity of contactless payment throughout the buying processes will force one-half of enterprises to digitally transform and embrace mobile and online technological approaches.
                  DIGITAL BUSINESS
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                  By 2027, one-third of enterprises will establish digital identity technology platforms to streamline the security of digital payment processes with the workforce and customers.  
                  DIGITAL BUSINESS
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                  Through 2027, only one-third of enterprises will have standardized digital payments processes to meet the finance and supplier harmony required to mitigate risk. 
                  DIGITAL BUSINESS
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                  Through 2028, market demand for payment choice will see one-fifth of enterprises broadly adopt digital currencies like Bitcoin for business with customers and workforce. 
                  DIGITAL BUSINESS
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                  By 2027, one-half of digital payment platforms will reinvent themselves by unifying digital identity and security as integral components of the technology offering.
                  DIGITAL BUSINESS
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                  By 2026, one-third of enterprises will ensure workforce readiness by operating a unified governance and risk program to guide workforce compliance to policies and standards.
                  DIGITAL BUSINESS
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                  Through 2026, the lack of policy compliance in business processes will lead one-half of enterprises to establish digital workflows to guide operational excellence and mitigate risk.
                  DIGITAL BUSINESS
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                  In 2027, the absence of risk metrics used in decision-making processes by two-thirds of enterprises will contribute to declined performance and lack of organizational readiness. 
                  DIGITAL BUSINESS
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                  By 2027, a new breed of business process intelligence and process mining software will unify with workflow and robotic process automation technologies to provide operational resilience.
                  DIGITAL BUSINESS
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                  Through 2027, the lack of digital and data governance in two-thirds of enterprises will be a priority for business to ensure effective collaborative decision making.
                  DIGITAL COMMUNICATIONS
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                  By 2027, two-thirds of enterprises will determine existing digital communications software is ineffective to support intelligent and dynamic secured and seamless interactions across devices and people.
                  DIGITAL COMMUNICATIONS
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                  Through 2026, a new breed of digital communications platform will evolve from today’s collaboration and unified communication as-a-service (UCaaS) software to meet modern business requirements. 
                  DIGITAL COMMUNICATIONS
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                  Through 2027, two-thirds of enterprises will realize that enterprise-wide digital communications do not satisfy workforce expectations due to a lack of engaging collaboration and use of AI, resulting in decreased productivity and worker engagement.
                  DIGITAL COMMUNICATIONS
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                  Through 2027, only one-quarter of enterprises will have standardized their digital communications technologies to provide the highest level of resilience and unification for an effective workforce. 
                  DIGITAL COMMUNICATIONS
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                  By 2026, one-quarter of enterprises will prioritize GenAI-supported text and voice as an essential technology for digital communication.
                  DIGITAL COMMUNICATIONS
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                  By 2027, one-third of enterprises will continue to use email for communicating, ignoring collaboration through structured messaging and thus contributing to the ineffective use of workforce time and reducing impact.
                  DIGITAL COMMUNICATIONS
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                  Through 2028, one-quarter of enterprises will use AI to redirect digital communications to intelligent automation methods for response and resolution.
                  DIGITAL COMMUNICATIONS
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                  Through 2026, the overabundance of digital communications software providers will lead to consolidation of choices for enterprises.
                  DIGITAL COMMUNICATIONS
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                  By 2027, the consolidation of software providers in digital communications will bring focus to platforms that enable interactions in any application and device.
                  EXPERIENCE MANAGEMENT
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                  By 2026, one-half of enterprises will realize that digital experiences are neither intelligent nor automated and that they fail to meet the readiness requirements of every worker and business process.  
                  EXPERIENCE MANAGEMENT
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                  Through 2026, one-quarter of enterprises will establish a Center of Excellence (CoE) to assess and optimize digital experiences across all business processes and workflows to ensure optimal interactions. 
                  EXPERIENCE MANAGEMENT
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                  By 2027, one-fifth of enterprises will establish a Chief Experience Officer to guide digital improvements to experience management throughout the enterprise's business processes.  
                  EXPERIENCE MANAGEMENT
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                  Through 2026, two-thirds of enterprises will use AI to optimize the engagement between people and machines to prioritize experience management as a technological precedent for every digital interaction.
                  EXPERIENCE MANAGEMENT
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                  Through 2026, over two-thirds of enterprises will realize that a lack of focus on the feedback from ”Voice of the” programs to support customer, product, supplier and workforce hinders digital effectiveness.
                  EXPERIENCE MANAGEMENT
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                  Through 2027, the experience management software category will help support enterprise requirements to consolidate people and machine feedback using AI, leading to optimized digital interactions.
                  EXPERIENCE MANAGEMENT
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                  Through 2026, the poor performance and effectiveness of digital application experiences will be a contributing factor to workforce attrition in over one-third of enterprises.
                  EXPERIENCE MANAGEMENT
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                  BY 2027, one-fifth of enterprises will use AI to dynamically personalize the digital experiences of interactions and determine where GenAI is an effective engagement method.
                  EXPERIENCE MANAGEMENT
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                  Through 2026, software providers who gather employee and customer feedback will advance to use AI for dynamic engagement with the contact center for resolution and satisfaction.
                  EXPERIENCE MANAGEMENT
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                  By 2027, software providers in experience management will advance to adopt GenAI techniques instead of surveys to garner feedback in a more human and seamless manner.
                  PERFORMANCE MANAGEMENT
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                  Through 2027, one-third of enterprises 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 2027, one-third of enterprises will determine the lack of performance management and supporting software within business units has led to sub-optimization that does not contribute to overall improvement and expected outcomes. 
                  PERFORMANCE MANAGEMENT
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                  By 2027, one-quarter of enterprises 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 2027, four-fifths of enterprises 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 2027, 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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                  Through 2026, one-third of enterprises will evolve from performance management processes based on analytics and planning to ones using AI that maximize to desired outcomes.
                  PERFORMANCE MANAGEMENT
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                  By 2027, 3 in 5 enterprises will include guided analytics processes and storytelling capabilities to help create and deliver insights for line-of-business personnel.
                  PERFORMANCE MANAGEMENT
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                  By 2027, one-third of enterprises will determine the lack of discipline in managing performance to expected outcomes will require investment into digital applications designed to be work companions that can engage through GenAI.
                  PERFORMANCE MANAGEMENT
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                  Through 2027, software providers will use GenAI to develop new methods for performance management that is engaging and can guide actions for improvement.
                  PERFORMANCE MANAGEMENT
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                  Through 2026, software providers will begin to unify performance management tools that span people and reviews with objectives and outcomes that are best fit for the workforce.
                  SUSTAINABILITY AND ESG
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                  Through 2027, one-half of enterprises will receive a vote of no confidence from their workforce for not prioritizing sustainability management and carbon reduction in support of ESG.
                  SUSTAINABILITY AND ESG
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                  By 2027, one-quarter of enterprises will not be able to achieve sustainability management objectives without environmental social governance (ESG) applications required to sustain continuous improvement.
                  SUSTAINABILITY AND ESG
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                  Through 2026, two-thirds of enterprises will recognize they lack the applications and insight to optimize sustainability, requiring AI with analytics and planning-based performance management systems. 
                  SUSTAINABILITY AND ESG
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                  By 2027, one-quarter of enterprises will establish a Chief Sustainability Officer to guide environmental social governance (ESG) efforts to minimize their carbon footprint and demonstrate commitment to the workforce and stakeholders.
                  SUSTAINABILITY AND ESG
                  Square Rectangle
                  Through 2026, one-half of software providers focused on sustainability will incorporate AI/ML to identify the most relevant performance metrics that achieve strategic and operational objectives.
                  SUSTAINABILITY AND ESG
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                  By 2027, a new generation of sustainability technology will evolve to optimize environmental social governance (ESG) requirements for operating across enterprise.
                  SUSTAINABILITY AND ESG
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                  Through 2026, more than one-quarter of enterprises will combine business event data with machine-generated telemetry data to provide context and generate additional business value from observability to support ESG efforts.
                  SUSTAINABILITY AND ESG
                  Square Rectangle
                  By 2027, three-quarters of enterprises will use data virtualization and query federation capabilities to avoid data movement while accessing and querying data for ESG and sustainability efforts through natural language and AI.
                  SUSTAINABILITY AND ESG
                  Square Rectangle
                  Through 2027, two-thirds of enterprises will require investments into dedicated applications to effectively govern sustainability and ESG efforts.
                  SUSTAINABILITY AND ESG
                  Square Rectangle
                  By 2027, software providers for sustainability and ESG will fail as they do not adapt to the use of intelligent automation and GenAI as the methods for engaging with their applications.
                  SUSTAINABILITY AND ESG
                  Square Rectangle
                  Through 2026, the limited set of business planning support in sustainability and ESG software will cause a transition to those that provide critical forward-looking capabilities.
                  WORK MANAGEMENT
                  Square Rectangle
                  Through 2027, one-half of enterprises will invest in work experiences and prioritize work management software that optimizes use of time for task and activity execution.
                  WORK MANAGEMENT
                  Square Rectangle
                  By 2027, one-half of enterprises will deem existing project management approaches ineffective to enable workforce resilience and provide business continuity.
                  WORK MANAGEMENT
                  Square Rectangle
                  Through 2026, the work management applications category will become a critical priority for digital business in order for productive workforce engagement to reach its full potential.
                  WORK MANAGEMENT
                  Square Rectangle
                  By 2026, two-thirds of enterprises will realize the necessity of collaborative, focused and task-oriented work management to ensure their portfolio and resources are utilized effectively.
                  WORK MANAGEMENT
                  Square Rectangle
                  Through 2027, the use of work management software in one-half of enterprises will be identified as an essential investment to increase the effectiveness of the workforce and to reach optimal outcomes.
                  WORK MANAGEMENT
                  Square Rectangle
                  By 2027, the embedding of machine learning and AI will contribute to intelligent work operations that help manage workforce effectiveness.
                  WORK MANAGEMENT
                  Square Rectangle
                  By 2027, one-half of enterprises will find the lack of predictability in portfolio and project management to be a significant flaw in their current approach, requiring new investments.
                  WORK MANAGEMENT
                  Square Rectangle
                  Through 2028, two-thirds of enterprises will invest into software that provides the intelligence in their portfolio of project management to avoid unnecessary risk and produce expected outcomes.
                  WORK MANAGEMENT
                  Square Rectangle
                  Through 2027, the adoption of GenAI in work management software will help provide guidance regarding the effective prioritization of tasks that are essential to work performance.
                  WORK MANAGEMENT
                  Square Rectangle
                  Through 2027, the need to predict potential exceptions and issues in work management will require the application of AI to ensure notification and resolution.
                  WORK MANAGEMENT
                  Square Rectangle
                  By 2027, the software providers in work management will evolve to provide portfolio operations and performance support in their offerings.
                  DIGITAL APPLICATIONS
                  Square Rectangle
                  Through 2027, one-fifth of enterprises will deem the current portfolio of business applications as ineffective in existing business processes and will examine a new generation of digital applications that embed AI and use GenAI.
                  DIGITAL APPLICATIONS
                  Square Rectangle
                  Through 2026, one-third of enterprises will identify intelligent automation as essential to their business processes and prioritize a digital applications approach.
                  DIGITAL APPLICATIONS
                  Square Rectangle
                  By 2028, CIOs in one-quarter of enterprises will modernize their business processes using digital applications designed for engagement and automation.
                  DIGITAL APPLICATIONS
                  Square Rectangle
                  Through 2027, one-fifth of enterprises will require AI-based digital applications that can interconnect the data and transactions from data platforms and operate in hybrid cloud computing environments.
                  DIGITAL APPLICATIONS
                  Square Rectangle
                  By 2026, the use of GenAI software will lead one-quarter of enterprises to reassess their applications and recognize the need for digital renovation of their portfolio.
                  DIGITAL APPLICATIONS
                  Square Rectangle
                  Through 2026, one-quarter of enterprises will require that the use of digital technologies like conversational AI and collaborative technologies be infused in their business applications.
                  DIGITAL APPLICATIONS
                  Square Rectangle
                  By 2027, the advancement of digital platforms to support applications with the use of intelligent automation and AI will modernize the portfolio of software used by the workforce and across business processes.
                  DIGITAL APPLICATIONS
                  Square Rectangle
                  By 2026, the software category of business applications will transition to digital applications to meet the imperative for simplicity and sophistication in enterprise modernization efforts.
                  DIGITAL INTELLIGENCE
                  Square Rectangle
                  By 2027, one-third of enterprises will require a modern generation of digital intelligence tools to automate the generation of insights and supplement interactions with relevant recommendations.
                  DIGITAL INTELLIGENCE
                  Square Rectangle
                  Through 2026, one-fifth of enterprises will determine that a lack of insight on digital activities by customers requires an investment to meet the needs of the business.
                  DIGITAL INTELLIGENCE
                  Square Rectangle
                  Through 2026, one-quarter of enterprises will require digital insights on the interactions with systems to gain intelligence on engagement by the workforce and with external parties.
                  DIGITAL INTELLIGENCE
                  Square Rectangle
                  By 2027, one-quarter of enterprises will require a new platform for applying analytics and using AI to enhance digital interactions while sensing and responding to opportunities and issues in an expedited manner.
                  DIGITAL INTELLIGENCE
                  Square Rectangle
                  Through 2027, one-third of enterprises will need a digital intelligence platform to monitor and act on the interactions of conversational AI systems.
                  DIGITAL INTELLIGENCE
                  Square Rectangle
                  By 2028, one-quarter of enterprises will require real-time event processing that can utilize process mining methods to instrument the intelligent automation of workflows.
                  DIGITAL INTELLIGENCE
                  Square Rectangle
                  By 2028, the necessity of insights on digital activities will require software providers to support the needs of digital intelligence across processes and systems.
                  DIGITAL INTELLIGENCE
                  Square Rectangle
                  Through 2026, the need for digital intelligence will require that software providers look at applying AI to the interactions of any individual or systems operating.
                  DIGITAL OPERATIONS
                  Square Rectangle
                  By 2027, one-half of enterprises will have the majority of their services digitally enabled, requiring operations software that can monitor and act on disruptions.
                  DIGITAL OPERATIONS
                  Square Rectangle
                  Through 2026, one-third of enterprises will embrace the business need for digital operations software that can monitor across all services and interactions with customers.
                  DIGITAL OPERATIONS
                  Square Rectangle
                  By 2026, the need of one-half of enterprises to dynamically support digital incidents will require a modern generation of services for IT and business.
                  DIGITAL OPERATIONS
                  Square Rectangle
                  In 2026, one-quarter of enterprises will have applied GenAI to digital operations to best understand and engage with services that are operated by machines.
                  DIGITAL OPERATIONS
                  Square Rectangle
                  Through 2027, one-third of enterprises will enable digital operations as a focal point of integration for their existing digital processes and systems.
                  DIGITAL OPERATIONS
                  Square Rectangle
                  By 2028, one-quarter of enterprises will orchestrate digital operations through event processing that can process the status of digital services.
                  DIGITAL OPERATIONS
                  Square Rectangle
                  Through 2027, the software category of digital operations management will service enterprises that must monitor and act in real time to support the continuity of business processes.
                  DIGITAL OPERATIONS
                  Square Rectangle
                  Through 2026, the application of GenAI with digital operations will enable a new machine-driven method for engagement with operations teams.
                  GENERATIVE AI
                  Square Rectangle
                  By 2026, three-quarters of enterprises will lack the competencies and skills required for GenAI, creating the need for outsourced governance of deployments.
                  GENERATIVE AI
                  Square Rectangle
                  Through 2027, one-third of enterprises will embrace GenAI as the digital experience for their processes and applications used by the workforce.
                  GENERATIVE AI
                  Square Rectangle
                  By 2027, one-third of enterprises that have deployed GenAI will identify governance and security risks to digital methods of accessing information and acting upon it.
                  GENERATIVE AI
                  Square Rectangle
                  Through 2026, one-quarter of enterprises will adopt packaged LLMs that are governed and secured by business and IT professionals who must train the software to meet specific requirements.
                  GENERATIVE AI
                  Square Rectangle
                  By 2026, one-quarter of enterprises will have deployed GenAI into their digital business to enable a new means for conversation and engagement.
                  GENERATIVE AI
                  Square Rectangle
                  Through 2027, the use of AI platforms will become the standard method for one-third of enterprises to develop and configure their GenAI requirements.
                  GENERATIVE AI
                  Square Rectangle
                  By 2027, software providers will have embraced GenAI as the primary method to incorporate conversational engagement within their applications.
                  GENERATIVE AI
                  Square Rectangle
                  Through 2026, software providers will shift their application development to conversational science and model development to meet GenAI needs.
                  2024_VR_Digital_Tech_Expertise_600px

                  Digital Technology

                  Helps organizations innovate and transform business and IT processes to improve efficiency and effectiveness.

                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  Through 2027, 2 in 5 enterprises will realize that the digital technology used for operating virtually for business continuity is ineffective in supporting organizational resilience. 
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  By 2026, more than one-half of enterprises will have invested into newly formed digital platforms to unify collaborative and conversational technology to simplify the work experience. 
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  Through 2025, 3 in 5 enterprises will prefer modular and customizable SaaS services over all-in-one integrated software platforms to deliver value by adapting to specific business requirements.
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  Through 2025, 70% of enterprises will conclude that data visibility, monitoring and analysis efforts have led to exorbitant costs for cloud computing services, requiring a new strategy for data consumption.
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  By 2026, one-half of enterprises will find they have not embraced digital technology sufficiently to be more intelligent and automated, decreasing workforce satisfaction and increasing employee turnover. 
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  Through 2026, less than one-half of enterprises will have established the Chief Digital Officer as responsible for the processes and technologies that enable digital effectiveness and optimal workforce productivity. 
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  By 2026, more than one-half of enterprises will improve digital effectiveness by deploying virtual agents to conduct work through applied AI and intelligent automation.
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  By 2026, more than one-half of enterprises will have adopted initiatives to transform in-house developed applications to cloud-native architectures.
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  Through 2026, only 1 in 5 enterprises will analyze patterns and generate insights from GenAI software that empower data-driven decision-making and lead to improved business outcomes.
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  By 2026, 25% of enterprises will offer GenAI tools and services for workforce collaboration on brainstorming, content creation and generating diverse recommendations to improve resource allocation and productivity.
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  By 2026, only 40% of enterprises will optimize for operational efficiency using GenAI-powered natural language interfaces to drive cost savings and streamline processes.
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  By 2026, one-third of enterprises will have established governance to mitigate risks associated with GenAI software ensuring ethical considerations, avoiding data and model bias, and safeguarding privacy and data security.
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  Through 2026, more than one-half of enterprises will add personalized experiences to business applications to maximize productivity and effectiveness.
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  Through 2026, nearly one-half of enterprises will deploy GenAI embedded in software applications. 
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  By 2026, the enterprise adoption of Software Bill of Materials will enhance the security of the software supply chain, leading to long-term savings by mitigating security risks and preventing costly breaches.
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  Through 2025, software for digital technologies will empower the enterprise CIO to drive strategic transformation, enabling efficient operations, informed decision-making and a competitive edge in the market.
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  Through 2026, AI technologies will be pivotal in shaping the future of enterprise IT software, driving innovation, enhancing decision-making, optimizing costs and creating competitive advantages for organizations.
                  DIGITAL TECHNOLOGY
                  Square Rectangle
                  Through 2025, enterprise CIOs will rely on digital technologies to transform operations, enable cost optimization, drive business goals, boost efficiency and achieve strategic objectives.
                  BUSINESS CONTINUITY
                  Square Rectangle
                  By 2026, one-quarter of enterprise CIOs will realize that overinvestment and complexity in the business continuity plan hinders rather than enhances operational resilience.
                  BUSINESS CONTINUITY
                  Square Rectangle
                  Through 2025, one-third of enterprises will realize that digital transformation investments have not fulfilled the organizational readiness needs for business continuity, requiring new digital investments.
                  BUSINESS CONTINUITY
                  Square Rectangle
                  By 2026, one-half of enterprises will determine that current business applications for virtualized collaborative and mobile experiences are not suited for business continuity and resilience.
                  BUSINESS CONTINUITY
                  Square Rectangle
                  By 2026, after decades of digital transformation efforts, two-thirds of enterprises will not resource business continuity as an investment priority to reduce operational risk due to black swan events. 
                  BUSINESS CONTINUITY
                  Square Rectangle
                  By 2026, 1 in 3 enterprises will realize that disaster recovery plan investments focused on the software technology rather than the completeness of the plan, leaving the organization at risk from a lack of testing and exercising.
                  BUSINESS CONTINUITY
                  Square Rectangle
                  Through 2026, only 1 in 8 enterprises will invest in cloud data replication to address high availability and reliability during a catastrophic event.
                  BUSINESS CONTINUITY
                  Square Rectangle
                  By 2027, enterprise CIOs will prioritize business continuity software vendors to ensure 24x7 IT operations, mitigating downtime risks and enhancing operational resilience.
                  BUSINESS CONTINUITY
                  Square Rectangle
                  By 2026, disaster recovery and business continuity software vendors will offer comprehensive Disaster-Recovery-as-a-Service platforms, providing flexibility and agility to enterprises.
                  BUSINESS CONTINUITY
                  Square Rectangle
                  By 2026, one-third of enterprises will embrace business continuity planning to align digital technology investments to meet the demand of a virtualized customer, product and workforce environment. 
                  BUSINESS CONTINUITY
                  Square Rectangle
                  By 2026, two-thirds of enterprises' investment into software and cloud computing will not be prepared to ensure continuity of business processes.
                  CLOUD COMPUTING
                  Square Rectangle
                  Through 2026, one-fifth of enterprises will consolidate public cloud computing platforms to a single provider to redirect resource costs and effort from infrastructure to maximize the derived value. 
                  CLOUD COMPUTING
                  Square Rectangle
                  By 2027, over three-quarters of enterprises will operate across multiple public cloud computing environments, necessitating the requirement for a unified data platform to virtualize access for business continuity. 
                  CLOUD COMPUTING
                  Square Rectangle
                  By 2025, only 2 in 5 enterprises will have confidence in fluctuating market conditions to accurately plan and budget for cloud services, impacting cost optimization and transformation programs.
                  CLOUD COMPUTING
                  Square Rectangle
                  Through 2025, the cloud service provider ecosystem will remain largely unchanged except for emerging community, industry and sovereign country providers.
                  CLOUD COMPUTING
                  Square Rectangle
                  Through 2026, ITOps software providers will incorporate AI capabilities in cloud computing services to predict and prevent SLA breaches, ensuring optimal service delivery and improved customer satisfaction to the enterprise.
                  CLOUD COMPUTING
                  Square Rectangle
                  By 2026, nearly one-half of enterprises will have started implementation of a secure access service edge strategy due to increased adoption of hybrid and multi-cloud environments.
                  CLOUD COMPUTING
                  Square Rectangle
                  By 2026, one-half of enterprises 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
                  Square Rectangle
                  Through 2026, two-thirds of enterprises will operate in cloud computing and mobile device operating environments in response to siloed activities from on-premises application and tool deployments. 
                  CLOUD COMPUTING
                  Square Rectangle
                  Through 2026, one-half of enterprises will operate across multiple cloud computing providers to meet data sovereignty requirements.
                  DIGITAL SECURITY
                  Square Rectangle
                  By 2026, over 2 in 5 enterprises will have overlooked information security’s role in evaluating digital technology, introducing unnecessary risk to corporate information assets.  
                  DIGITAL SECURITY
                  Square Rectangle
                  By 2025, 1 in 8 enterprises will deploy GenAI in the security operations center to accelerate threat detection and resolution.
                  DIGITAL SECURITY
                  Square Rectangle
                  By 2026, a push for digital modernization of applications will result in 2 in 5 enterprises adopting secure access service edge software to integrate digital security and networking strategies.
                  DIGITAL SECURITY
                  Square Rectangle
                  Through 2025, the focus of the enterprise CISO must evolve to address secure DevOps, develop a cloud security strategy and implement AI-driven threat prevention.
                  DIGITAL SECURITY
                  Square Rectangle
                  Through 2026, digital security software providers will seek partnerships with other providers to counter the enterprise desire to consolidate suppliers and optimize costs from separate agreements.
                  DIGITAL SECURITY
                  Square Rectangle
                  By 2026, 3 in 5 enterprises will have deployed DNS, DHCP and IPAM (DDI) technologies to thwart attackers from spreading malware and gaining unauthorized access to network resources.
                  DIGITAL SECURITY
                  Square Rectangle
                  By 2026, 7 in 10 enterprises will implement SPF, DKIM and DMARC policies to authenticate email domain senders and reduce email phishing and domain spoofing.
                  DIGITAL SECURITY
                  Square Rectangle
                  Through 2026, the growth of attack surfaces will lead 3 in 10 enterprises to implement attack simulations and continuous threat exposure management to prioritize potential threats and remediation activities.
                  DIGITAL SECURITY
                  Square Rectangle
                  Through 2026, over two-thirds of enterprises will converge cyber and information security efforts into digital security programs for effective governance and the protection of physical and digital assets.
                  DIGITAL SECURITY
                  Square Rectangle
                  By 2026, over one-half of enterprises will require password encryption in digital security to reduce the risk of unauthorized access to corporate systems. 
                  DIGITAL SECURITY
                  Square Rectangle
                  By 2026, over two-thirds of enterprises will have adopted digital identity platforms that unify digital security to protect enterprises’ intellectual assets. 
                  DIGITAL SECURITY
                  Square Rectangle
                  Through 2026, a new generation of digital security technology using AI and virtual agents will be established to interoperate across the enterprise. 
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By 2026, 2 in 5 enterprises will shift from email-focused work experiences to messaging and collaborative environments that capture knowledge and improve organizational effectiveness. 
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  Through 2027, enterprises that have not embraced voice and chat conversational computing to simplify business application interactions will be at a competitive disadvantage. 
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  Through 2026, less than one-half of enterprises will embrace AI-powered intelligent virtual agents (IVA) to mitigate customer dissatisfaction while maximizing operational efficiency. 
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By 2026, only 3 in 10 enterprises will have deployed conversational experiences to the work environment with technology designed to increase productivity. 
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  Through 2026, the majority of voice-based conversational computing experiences will be delivered on mobile devices, limiting the technology's reach and value.
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By 2026, one-half of enterprises will use intelligent automation technologies to interconnect disparate applications and systems across public and private cloud computing environments to optimize digital efficiencies. 
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By the end of 2026, more than 3 in 5 enterprises will have deployed automated virtual agents for efficient customer and worker engagement and operational effectiveness. 
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By 2026, over two-thirds of enterprises will standardize on a single digital platform for workflow automation and will deploy intelligent automation technologies to eliminate redundant manual work. 
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By the end of 2026, intelligent automation and workflow technology will combine into a new digital platform that enables people and machines to create resilience in business processes.  
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By 2026, the need to manage repetitive activities in 3 in 5 enterprises will drive workflow automation to advance efficiency using intelligent automation technologies. 
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By 2026, one-quarter of low-code platforms will incorporate intelligent automation technologies to improve business processes involving legacy applications.
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  Through 2026, 1 in 5 enterprises will look to add process intelligence and streamline operations by exploring process mining to optimize workflow and business processes. 
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By 2026, one-half of enterprises will examine methods to gain intelligence on the events and activities of people and machines, elevating the importance of process mining technology. 
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By 2025, Intelligent Document Processing software providers will be foundational for improving workflow, data entry and data processing in the growth of intelligent automation.
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By 2026, RPA technology will evolve to address the broader needs of intelligent automation and distributed cloud architectures, and will be delivered as a SaaS platform, reducing the need for complex infrastructure setup and maintenance.
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  Through 2026, process mining will remain primarily associated with major software vendor applications requiring customization to mine the preponderance of business processes. 
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By 2026, more than 4 in 5 process mining platforms will incorporate AI and machine learning to examine and improve existing business processes.
                  INTELLIGENT AUTOMATION
                  Square Rectangle
                  By 2026, one-half of enterprises will realize that digital experiences are neither intelligent nor automated, and that they fail to meet the readiness requirements of enterprises.
                  OBSERVABILITY
                  Square Rectangle
                  Through 2026, more than one-half of enterprises will increase investments in observability technology to accelerate the value being generated from telemetry data including logs, traces and metrics.
                  OBSERVABILITY
                  Square Rectangle
                  Through 2026, more than one-quarter of enterprises will combine business event data with machine-generated telemetry data to provide context and generate additional business value from observability.
                  OBSERVABILITY
                  Square Rectangle
                  By 2026, the limitations of data source discovery and the growth of IT blind spots will result in nearly one-half of enterprises investing in new observability platforms and tools to maintain visibility across all systems.
                  OBSERVABILITY
                  Square Rectangle
                  Through 2025, 40% of enterprises will consolidate the tools used for observability in favor of consolidated observability platforms to achieve greater scalability and to optimize costs.
                  OBSERVABILITY
                  Square Rectangle
                  By 2026, the adoption of open source observability tools and standards that foster cultures of transparency and collaboration will lead 1 in 3 enterprises to reduced mean time to resolution for unplanned downtime and performance variations.
                  OBSERVABILITY
                  Square Rectangle
                  By 2026, software providers for enterprise observability platforms and tools must improve growth opportunities and broaden scope beyond DataOps and SecOps to include DevOps, MLOps and AIOps.
                  OBSERVABILITY
                  Square Rectangle
                  By 2025, observability software providers will incorporate GenAI into products and services to improve the accessibility and usability of data analysis by enterprise IT teams.
                  OBSERVABILITY
                  Square Rectangle
                  By 2026, only 1 in 10 enterprises will have achieved end-to-end observability due to data silos, application complexity and volume of data, limiting the potential for resilience and growth.
                  OBSERVABILITY
                  Square Rectangle
                  Through 2026, three-quarters of enterprises utilizing telemetry data will have invested in observability pipelines to improve time-to-detection and time-to-resolution based on machine logs, traces and metrics.
                  IT SERVICE MANAGEMENT
                  Square Rectangle
                  By 2026, the complexity of IT Service Management frameworks and lack of infrastructure knowledge will convince 4 in 5 enterprises to investigate AI technologies including machine learning, NLP and GenAI to improve efficiency.
                  IT SERVICE MANAGEMENT
                  Square Rectangle
                  Through 2026, 75% of enterprises will rely on software and managed service providers to overcome the challenges of integrating data and systems within IT Service Management due to disparate and legacy systems.
                  IT SERVICE MANAGEMENT
                  Square Rectangle
                  Through 2025, the creation and maintenance of digital workflows will remain the leading transformative activity for enterprises to create new business processes, culture and customer experiences.
                  IT SERVICE MANAGEMENT
                  Square Rectangle
                  By 2026, IT Service Management software providers must evolve product offerings beyond transactional ticketing to initiate workflow for work orders, support articles or marketing content.
                  IT SERVICE MANAGEMENT
                  Square Rectangle
                  By 2026, IT Service Management software providers will integrate conversational AI to improve user workflow engagement, understand queries and accelerate ticket resolution.
                  IT SERVICE MANAGEMENT
                  Square Rectangle
                  By 2026, 85% of enterprises will rely on IT Service Management application marketplaces to connect software platforms across line-of-business groups.
                  DEVOPS AND PLATFORMS
                  Square Rectangle
                  Through 2026, over one-half of enterprises will face challenges developing and rolling out AI capabilities in DevOps programs that are necessary to use data-driven insights and gain operational efficiency.
                  DEVOPS AND PLATFORMS
                  Square Rectangle
                  By 2026, nearly one-third of enterprise DevOps teams will utilize GenAI in the design, development and maintenance of applications that conform to industry and business standards for quality and security.
                  DEVOPS AND PLATFORMS
                  Square Rectangle
                  By 2026, DevOps software providers must enhance products and services to incorporate AI platforms, such as pre-built models and infrastructure, AI-capable workflows and GenAI support.
                  DEVOPS AND PLATFORMS
                  Square Rectangle
                  By 2026, software providers that combine predictive analytics and AI into release management tools will help DevOps teams achieve quality and issue resolution goals in response to calls for streamlining the enterprise process.
                  DEVOPS AND PLATFORMS
                  Square Rectangle
                  By 2027, 1 in 6 enterprises will fail to implement secure application development forcing a strategy change to integrate security into DevOps pipelines or adopt infrastructure as code.
                  DEVOPS AND PLATFORMS
                  Square Rectangle
                  Through 2025, a lack of qualified developers to maintain legacy applications will lead to software vulnerabilities that require enterprises to prioritize transformational programs to control maintenance costs and remain competitive.
                  DEVOPS AND PLATFORMS
                  Square Rectangle
                  Through 2026, 4 in 5 enterprises will adopt low-code or no-code platforms for applications development, reducing IT complexity and improving the agility to adapt to changes.
                  DEVOPS AND PLATFORMS
                  Square Rectangle
                  Through 2025, 1 in 7 enterprises will invest in DevOps to improve the customer experience, increasing the adoption rate of applications and enhancing workforce efficiency.
                  ITOPS
                  Square Rectangle
                  By 2026, software providers for ITOps must reduce the complexity of designing, configuring and maintaining IT systems in order to remain relevant in the next generation of transformational enterprise activities.
                  ITOPS
                  Square Rectangle
                  By 2026, ITOps software providers must modernize and enhance product offerings to support data lakes, AI technologies and advanced analytics necessary for AIOps to reduce monitoring and increase automation.
                  ITOPS
                  Square Rectangle
                  By 2026, the proliferation of hybrid digital infrastructure will require that enterprises invest in management skills, tools and processes to address emerging ITOps challenges.
                  ITOPS
                  Square Rectangle
                  Through 2025, demand for real-time insights into the health and performance of IT systems will result in 40% of enterprises funding AIOps strategies to streamline operations and optimize resources.
                  ITOPS
                  Square Rectangle
                  By 2025, the desire for a holistic view of IT operations will lead 60% of CIOs to include AIOps on technology priorities to help manage hybrid infrastructure and optimized workloads.
                  ITOPS
                  Square Rectangle
                  Through 2026, 4 in 7 enterprises will encounter challenges managing the current ITOps environment and investigate new approaches for data infrastructure, DevOps, hybrid cloud management and observability.
                  IOT AND EDGE COMPUTING
                  Square Rectangle
                  Through 2026, one-half of enterprises 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. 
                  IOT AND EDGE COMPUTING
                  Square Rectangle
                  Through 2025, the zettabytes of data generated by IoT devices will motivate software providers to offer data management tools incorporating machine learning and GenAI capabilities that help enterprises extract meaningful insights.
                  IOT AND EDGE COMPUTING
                  Square Rectangle
                  Through 2026, 1 in 5 enterprises will find they lack distributed and secure architecture to support the event streams required to efficiently operate IoT devices. 
                  IOT AND EDGE COMPUTING
                  Square Rectangle
                  By 2026, one-third of enterprises will unify edge computing to process events using machine learning and analytics to increase the intelligence in IoT. 
                  IOT AND EDGE COMPUTING
                  Square Rectangle
                  Through 2026, three-quarters of IoT platforms will incorporate edge processing as well as AI and machine learning to increase the intelligence in IoT. 
                  IOT AND EDGE COMPUTING
                  Square Rectangle
                  Through 2026, edge computing software providers will focus on digital security development that leads to enhanced booting security and executing only trusted firmware. 
                  IOT AND EDGE COMPUTING
                  Square Rectangle
                  By 2025, edge computing software providers will introduce Edge-as-a-Service platforms enabling enterprises to address tracking, predictive analysis and edge automation.
                  IOT AND EDGE COMPUTING
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                  Through 2026, three-quarters of industrial IoT applications will require low-latency processing to satisfy operational requirements.
                  DIGITAL TECHNOLOGY
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                  Through 2026, only 1 in 5 CIOs will effectively communicate how technology programs relate to business goals, leaving the C-suite and board unable to perform their duties.
                  DIGITAL TECHNOLOGY
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                  By 2026, more than 20% of IT departments will continue to support legacy systems and practices, leading to increased tech debt and a reduction in operational efficiency and productivity.
                  DIGITAL TECHNOLOGY
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                  Through 2025, CIOs seeking to improve the enterprise's customer experience and engagement levels will have implemented digital modernization initiatives, though only 1 in 8 will have aligned the programs with business goals and objectives.
                  DIGITAL TECHNOLOGY
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                  By 2026, 55% of CIOs and IT leaders will have put digital modernization programs into action, giving them the agility and flexibility to adapt to evolving market demands.
                  DIGITAL SECURITY
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                  Through 2026, ineffective relationships between the IT and security teams will contribute to 3 in 5 organizations experiencing access and authentication vulnerabilities.
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                  Human Capital Mangement

                  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 2027, three-quarters of enterprises will have identified GenAI use cases that specify HCM system requirements for optimum organizational agility.
                  HUMAN CAPITAL MANAGEMENT
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                  By 2026, one-half of enterprises will expect their HCM software to be utilizing AI for personalization in the interactions between employees and HR.
                  HUMAN CAPITAL MANAGEMENT
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                  By 2027, three-quarters of enterprises that deploy HR help desk-focused intelligent virtual assistants (IVAs) will benefit from new levels of auto-resolution through the use of AI. 
                  HUMAN CAPITAL MANAGEMENT
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                  By 2026, one-third of global 2000 CHROs will partner with CIO and technology leaders in sponsoring ethical AI initiatives for augmenting workforce talent. 
                  HUMAN CAPITAL MANAGEMENT
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                  By 2027, one-half of enterprises will enable workforce readiness through HCM and skills development to optimize employee potential and performance. 
                  HUMAN CAPITAL MANAGEMENT
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                  Through 2026, one-third of enterprises will use HCM as the foundation to provide visibility in workforce engagement and will use people analytics to alert management on exceptions and risks.
                  HUMAN CAPITAL MANAGEMENT
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                  By 2027, two-thirds of enterprises evaluating people analytics offerings will require prescriptive guidance with actionable insights that can be read and heard rather than just visualized in dashboards.
                  HUMAN CAPITAL MANAGEMENT
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                  Through 2026, comprehensive approaches to both employee well-being and diversity, equity, inclusion and belonging (DEI&B) will become a required component of HCM systems by CHRO leaders. 
                  HUMAN CAPITAL MANAGEMENT
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                  By 2027, one-half of enterprises will transform the social governance in ESG to include fairness in compensation and workplace equity for global operations and the supply chain.
                  HUMAN CAPITAL MANAGEMENT
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                  By 2026, one-half of enterprises will deploy conversational and GenAI as a standard requirement for HCM to enable workplace effectiveness.
                  HUMAN CAPITAL MANAGEMENT
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                  Through 2027, 8 in 10 enterprises will utilize HCM systems in the cloud, and transition to focus on GenAI effectiveness and worker machine clones that support work.
                  HUMAN CAPITAL MANAGEMENT
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                  By 2028, more than one-half of enterprises will formally tie DEI and belonging initiatives to their ESG strategy as a measure of workforce sustainability.
                  HUMAN CAPITAL MANAGEMENT
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                  By 2028, three-quarters of enterprises will abandon their existing recruitment processes as they determine that their antiquated methods and supporting CRM systems detract from gaining quality candidates for the workforce.
                  HUMAN CAPITAL MANAGEMENT
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                  By 2027, HCM software providers will offer governed and secured HR large language models (LLM) to support CHRO needs for knowledge management in GenAI.
                  HUMAN CAPITAL MANAGEMENT
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                  Through 2026, one-third of enterprises will find that the limitations of HCM applications prevent HR processes from achieving the required level efficiency and should be replaced.
                  HUMAN CAPITAL MANAGEMENT
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                  By 2027, HCM software providers will realize the limitations of their application suites and will transition to focus on GenAI and worker twins to engage HR and managers for requests and notifications.
                  TALENT MANAGEMENT
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                  By 2027, three-quarters of HR leaders will expect recruitment and CRM software to amplify corporate values and extend into the on-boarding process to compress time to productivity and impact.
                  TALENT MANAGEMENT
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                  By 2026, three-quarters of HR teams will embrace workforce platforms that support the procurement of gig and temporary workers with the required skills for corporate outcomes.
                  TALENT MANAGEMENT
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                  By 2028, one-half of all enterprises will be taking advantage of programmatic recruiting capabilities that support sourcing channels for gaining candidates within cost structure requirements.
                  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 enterprises.
                  TALENT MANAGEMENT
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                  By 2027, the majority of enterprises 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 2028, one-half of enterprises will deem that the submission of resumes is a waste of time and do not represent the candidate and will shift to video and AI summaries to present individual candidates to the hiring manager.
                  TALENT MANAGEMENT
                  Square Rectangle
                  By 2027, one-third of enterprises will find that the lack of performance management alignment to work objectives and goals presents an opportunity to reinvest into software that meets their daily needs.
                  TALENT MANAGEMENT
                  Square Rectangle
                  By 2026, software providers in talent management will determine the lack of skills specialization information about candidates and workers will require a transition to new applications to meet enterprise requirements.
                  TALENT MANAGEMENT
                  Square Rectangle
                  Through 2027, the lack of software provider innovation in performance management capabilities representing the performance of talent will require a new generation of AI-focused software.
                  LEARNING MANAGEMENT
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                  By 2027, self-directed career pathing will be utilized by one-third of enterprises using digital learning through LMS or LXP, supporting the need to dynamically identify skill gaps and learning plans to ensure worker retention and trust.
                  LEARNING MANAGEMENT
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                  By 2026, LMS and LXP platforms with embedded skill and job ontologies that recommend optimal learning paths will guide one-quarter of enterprises to elevate employee engagement and retention.
                  LEARNING MANAGEMENT
                  Square Rectangle
                  By 2027, one-third of enterprises 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-third of all enterprises 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 2027, the need 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 enterprises. 
                  LEARNING MANAGEMENT
                  Square Rectangle
                  By 2028, one-quarter of enterprises will require that learning is experienced through GenAI that can provide intelligent guidance on the skills that should be improved for a worker to be effective.
                  LEARNING MANAGEMENT
                  Square Rectangle
                  By 2027, the transition of learning systems to engage workers in a more consumer-like 'binge-watching' experience will cause one-third of enterprises to re-examine their software providers.
                  LEARNING MANAGEMENT
                  Square Rectangle
                  Through 2028, the software category of learning management will have been absorbed into HCM, requiring remaining software providers to further specialize their offerings.
                  LEARNING MANAGEMENT
                  Square Rectangle
                  By 2027, digital learning software providers will need to embed AI and provide GenAI capabilities to support required employee experiences.
                  PAYROLL MANAGEMENT
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                  By 2027, one-third of all payroll systems will improve the accuracy of—and minimize the need for—manual adjustments by adopting AI-infused platforms that predict and guide for resolving issues in processing.
                  PAYROLL MANAGEMENT
                  Square Rectangle
                  By 2026, one-third of enterprises will offer earned wage access (EWA) to their workforce as on-demand payroll offerings become available for workers who desire and demand pay flexibility.
                  PAYROLL MANAGEMENT
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                  By 2027, one-quarter of enterprises will offer their workers financial wellness support such as personal budgeting and planning tools and services and earned wage access offerings at no cost to employees.
                  PAYROLL MANAGEMENT
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                  By 2028, one-fifth of enterprises will benefit from payroll platforms that use AI to detect errors and omissions that would prohibit the payroll run, like missed punches, and nudge managers to take action and resolve.
                  PAYROLL MANAGEMENT
                  Square Rectangle
                  Through 2026, one-quarter of enterprises will look to have a secured conversational and GenAI experience for employees to understand and learn more about the pay and benefits provided by the employer.
                  PAYROLL MANAGEMENT
                  Square Rectangle
                  Through 2026, one-third of enterprises using payroll management software will deem the paystub as a critical method for communicating information and benefits to the worker.
                  PAYROLL MANAGEMENT
                  Square Rectangle
                  By 2027, the need for managing payroll globally will require software providers to have a unified offering for enterprises.
                  PAYROLL MANAGEMENT
                  Square Rectangle
                  Through 2026, payroll management software providers will be expected to provide more flexible means to communicate benefits through pay by providing or integrating with document design tools.
                  TOTAL COMPENSATION MANAGEMENT
                  Square Rectangle
                  By 2027, compensation market pricing processes deployed in one-half of enterprises will include the benchmarking of skills, not just jobs.
                  TOTAL COMPENSATION MANAGEMENT
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                  By 2026, one-third of enterprises 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 2028, one-quarter of enterprises 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 2026, over one-third of enterprises 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 2026, 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 2027, one-half 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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                  Through 2026, one-quarter of enterprises will require that industry benchmarking of compensation is easily integrated to their compensation software to ensure effective pay insights on a continuous basis.
                  TOTAL COMPENSATION MANAGEMENT
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                  By 2026, the majority of enterprises evaluating compensation management software will list automated pay equity modeling and anomaly detection as required system functionality.
                  TOTAL COMPENSATION MANAGEMENT
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                  By 2027, the compensation processes in one-quarter of enterprises will be deemed ineffective and require a strategic assessment on whether the methods and systems are aligned to desired priorities and values.
                  TOTAL COMPENSATION MANAGEMENT
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                  Through 2026, the software category for total compensation management will require re-imagining to support GenAI for the entire workforce.
                  TOTAL COMPENSATION MANAGEMENT
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                  Through 2027, the blending of all pay and worker types in an entire workforce will become the focal point of compensation software.
                  WORKFORCE MANAGEMENT
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                  By 2026, scheduling within one-half of enterprises using workforce management systems will integrate gig workers and engage agencies to procure these workers when employees are not available. 
                  WORKFORCE MANAGEMENT
                  Square Rectangle
                  By 2027, two-thirds of enterprises using workforce management systems will benefit from having real-time visibility into the cost of schedules, including rates and worker types. 
                  WORKFORCE MANAGEMENT
                  Square Rectangle
                  By 2026, one-third of enterprises 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
                  Square Rectangle
                  By 2027, over one-third of enterprises will require that WFM systems include an integrated HR service delivery through the use of conversational AI methods.
                  WORKFORCE MANAGEMENT
                  Square Rectangle
                  By 2026, one-quarter of enterprises will require workforce management systems to automatically compare job skill requirements and worker skills alongside availability during the schedule generation process.
                  WORKFORCE MANAGEMENT
                  Square Rectangle
                  By 2026, the integration of earned daily pay using workforce management software will help provide the insight for enabling workers to determine payment methods.
                  WORKFORCE MANAGEMENT
                  Square Rectangle
                  By 2027, the software category of workforce management will become a standard application for all HCM application suite offerings.
                  WORKFORCE MANAGEMENT
                  Square Rectangle
                  Through 2027, the needs for managing time worked will include using AI and sensors to provide knowledge of when worker activity is detected.
                  EMPLOYEE EXPERIENCE
                  Square Rectangle
                  By 2027, the personalization of HCM systems through use of AI will allow three-quarters of enterprises to benefit from recommendations that make the employee experience more impactful and satisfying.
                  EMPLOYEE EXPERIENCE
                  Square Rectangle
                  By 2026, over one-quarter of enterprises using HCM platforms will observe demonstrable improvement to the use of workers due to platform guidance that helps employees and managers overcome skill and experience gaps.
                  EMPLOYEE EXPERIENCE
                  Square Rectangle
                  By 2027, intelligent virtual assistants using GenAI will be able to discern intentions to address employee issues and questions without time-consuming HR help desks, benefiting over one-quarter of enterprises.
                  EMPLOYEE EXPERIENCE
                  Square Rectangle
                  By 2027, one-third of enterprises will expect their HCM platform to provide career and skill growth opportunities to system-matched employees for the maximization of opportunity and potential.
                  EMPLOYEE EXPERIENCE
                  Square Rectangle
                  By 2028, one-quarter of enterprises will have created pools of potential coaches, mentors and external experts like corporate alumni to enable self-directed career management and elevate the employee experience. 
                  EMPLOYEE EXPERIENCE
                  Square Rectangle
                  By 2026, one-half of enterprises will require AI in all HCM and adjacent systems to curate personalized experiences for all workers to enable engagement for productivity and retention.
                  EMPLOYEE EXPERIENCE
                  Square Rectangle
                  By 2027, the focus on employee experience will cause HCM software providers to adapt and redesign their approach to emphasize the employee journey, not just the application.
                  EMPLOYEE EXPERIENCE
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                  By 2026, the use of GenAI in HCM platforms will become a standard requirement for supporting every application need for employee engagement.
                  2024_VR_Marketing_Expertise_600px

                  Marketing

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

                  MARKETING
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                  Through 2026, one-half of enterprises will deem existing marketing technologies ineffective to intelligently engage buyers in personalized digital experiences.  
                  MARKETING
                  Square Rectangle
                  By 2026, one-half of all marketing teams’ account-based marketing (ABM) efforts will fail due to lack of confidence in the software and processes, leading to inconsistent customer interactions.
                  MARKETING
                  Square Rectangle
                  By 2026, three-quarters of CMOs will realize that marketing the customer experience is their responsibility and that a lack of effort in this area will contribute to limited revenue growth.
                  MARKETING
                  Square Rectangle
                  Through 2026, one-half of marketing teams will lack Voice of the Customer (VoC) insights to guide improvement throughout the enterprise, leading to increased customer churn and lack of confidence in the department.
                  MARKETING
                  Square Rectangle
                  Through 2026, one-half of enterprises will determine they need to be more effective at digitally targeting consumers and will seek out digital intelligence platforms that help marketing reach its potential.
                  MARKETING
                  Square Rectangle
                  By 2026, the need for unified marketing technology to identify, locate and target buyers will contribute to the rise of a digital intelligence platform to enable marketing effectiveness. 
                  MARKETING
                  Square Rectangle
                  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
                  Square Rectangle
                  Through 2026, marketing leadership across two-thirds of enterprises will continue to be plagued with silos of tools that impede the effectiveness of processes and performance to digitally engage buyers.
                  MARKETING
                  Square Rectangle
                  By 2025, 6 in 10 marketing teams will require guided analytics processes and storytelling capabilities to help understand and act on insights.
                  MARKETING
                  Square Rectangle
                  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
                  Square Rectangle
                  By 2025, three-quarters of marketing platforms will include GenAI based on AI and machine learning, which helps make these platforms easier to use and more effective.
                  MARKETING
                  Square Rectangle
                  By 2026, the lack of insights on products and experiences will require new technology investments that can meet the needs of marketing teams that desire to optimize their digital merchandising efforts.
                  MARKETING
                  Square Rectangle
                  By 2025, over one-third of marketing teams will realize the customer and digital experiences are not meeting desired results, requiring new technology investments designed for this purpose.
                  MARKETING
                  Square Rectangle
                  By 2028, one-quarter of CMOs will look to scrap the portfolio of marketing technologies for new digital platforms that can engage and interact more intelligently with visitors and customers.
                  MARKETING
                  Square Rectangle
                  Through 2027, the category of marketing applications will transform to become more intelligent through the infusion of AI and GenAI to meet the next generation of requirements.
                  MARKETING
                  Square Rectangle
                  Through 2026, the category of product experience management will become an essential component for marketing applications that will need to interconnect with product information for digital marketing across channels.
                  MARKETING
                  Square Rectangle
                  By 2027, one-half of marketing teams will rationalize their technology portfolio with a centralized data tool like a CDP to streamline operations. 
                  MARKETING
                  Square Rectangle
                  Through 2027, one-half of marketing teams will embrace revenue management objectives to ensure that customer engagement translates into increased customer lifetime value and satisfaction.  
                  MARKETING
                  Square Rectangle
                  By 2028, 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
                  Square Rectangle
                  By 2028, marketers will be able to generate video content on-the-fly using AI tools, allowing them to respond ultra-quickly to customer behavior.
                  CUSTOMER DATA PLATFORM
                  Square Rectangle
                  By 2026, one-third of enterprises will realize the need to engage customers in real-time requires that enterprises embrace customer data platforms (CDP) to ensure effective engagement.
                  CUSTOMER DATA PLATFORM
                  Square Rectangle
                  Through 2025, one-fifth of enterprises will determine that the lack of insight on intent and interactions prevents intelligent interactions with consumers, thus also preventing engagement.
                  CUSTOMER DATA PLATFORM
                  Square Rectangle
                  By 2026, the software category of Customer Data Platform will become a feature of the Data Platform and Digital Experience Platforms framework to meet the unified needs of marketing and IT.
                  CUSTOMER DATA PLATFORM
                  Square Rectangle
                  By 2026, one-third of enterprises that have not consolidated to a unified customer data platform (CDP) will diminish the digital potential of their marketing efforts. 
                  CUSTOMER DATA PLATFORM
                  Square Rectangle
                  Through 2027, consolidation of the CDP technology market will be the catalyst for marketing teams to adopt new digital engagement and experience platforms.
                  CUSTOMER DATA PLATFORM
                  Square Rectangle
                  By 2028, marketing technology software apps will evolve into platforms that allow campaign management across email, voice, chat and SMS.
                  CUSTOMER DATA PLATFORM
                  Square Rectangle
                  By 2027, marketing leaders will insist that CRM tools more effectively connect their operations to sales and service processes, including integration of customer data resources.
                  DIGITAL MARKETING
                  Square Rectangle
                  By 2026, one-third of marketing teams will abandon legacy marketing technologies for improved frictionless interactions and digital experiences across all channels and devices.
                  DIGITAL MARKETING
                  Square Rectangle
                  Through 2026, one-half of marketing teams will eliminate use of Adobe Acrobat in order to better engage audiences due to its detraction from effective digital experiences and its negative impact on corporate brand and mobile engagement.
                  DIGITAL MARKETING
                  Square Rectangle
                  Through 2025, one-third of enterprises will require consumer insights and investments into marketing-focused data intelligence technology to maximize the value of investments.
                  DIGITAL MARKETING
                  Square Rectangle
                  By 2026, demand from buyers and customers will cause one-third of marketing teams to prioritize engagement across social media channels rather than email in order to reach digitally targeted audiences.
                  DIGITAL MARKETING
                  Square Rectangle
                  Through 2026, over one-third of marketing teams will examine their digital insights and realize they need to invest into analytics that are designed to guide future advancements.
                  DIGITAL MARKETING
                  Square Rectangle
                  By 2027, the scope of digital marketing will expand to include the requirement that product experience management becomes integrated with the processes that support merchandising and product marketing.
                  DIGITAL MARKETING
                  Square Rectangle
                  Through 2026, digital marketing software will embrace GenAI to improve engagement with prospects and customers in a unified manner.
                  DIGITAL MARKETING
                  Square Rectangle
                  Through 2027, marketers will rely on integrated customer experience management tools to orchestrate and measure seamless omnichannel experiences.
                  DIGITAL MARKETING
                  Square Rectangle
                  By 2027, advances in GenAI will force marketing teams to rethink SEO strategies for their brands.
                  INTELLIGENT MARKETING
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                  By 2026, intelligent marketing software will advance to not just utilize AI but also to provide generative interactions with customers in a proactive manner.
                  INTELLIGENT MARKETING
                  Square Rectangle
                  Through 2026, more than one-half of marketing teams will embrace marketing-focused digital technologies that incorporate virtual agents powered by machine learning to facilitate engagement and interactions. 
                  INTELLIGENT MARKETING
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                  By 2027, more than one-half of marketing teams 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 teams 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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                  By 2027, intelligent marketing software will be the dominant technology investment for one-third of marketing leaders who wish to streamline processes and performance.
                  INTELLIGENT MARKETING
                  Square Rectangle
                  By 2025, one-quarter of marketing teams will embrace conversational experiences as the priority for self-service digital interactions using natural language. 
                  INTELLIGENT MARKETING
                  Square Rectangle
                  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
                  Square Rectangle
                  By 2026, 70% of marketing teams will infuse AI into their tech stacks to ensure an effective context for engagement conversations with buyers and customers.
                  INTELLIGENT MARKETING
                  Square Rectangle
                  Through 2026, more than one-third of enterprises will shift from conversational marketing efforts to the use of intelligent self-service in order to streamline customer and digital experiences.
                  INTELLIGENT MARKETING
                  Square Rectangle
                  By 2028, Gen AI will allow marketers to refine personalized marketing to very narrow niches of customers.
                  INTELLIGENT MARKETING
                  Square Rectangle
                  By 2027, marketing teams will rely on low-code/no-code development to provide speedy deployment and revision of applications and to quickly respond to revenue opportunities.
                  DIGITAL EXPERIENCE PLATFORM
                  Square Rectangle
                  Through 2026, the Digital Experience platform will consume and integrate with product experience management to better meet the needs of marketing and commerce systems.
                  DIGITAL EXPERIENCE PLATFORM
                  Square Rectangle
                  By 2026, the Digital Experience Platform software category will provide conversational-focused GenAI to engage website visitors more intelligently.
                  DIGITAL EXPERIENCE PLATFORM
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                  By 2027, one-half of marketing teams, especially in large enterprises, will adopt digital experience platforms (DXP) for orchestrating engagement to achieve desired outcomes.
                  DIGITAL EXPERIENCE PLATFORM
                  Square Rectangle
                  Through 2027, two-fifths 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.
                  DIGITAL EXPERIENCE PLATFORM
                  Square Rectangle
                  By 2027, more than one-half of marketing teams will rely on GenAI to create and manage content for websites, promotions and customer-facing materials.
                  DIGITAL EXPERIENCE PLATFORM
                  Square Rectangle
                  By 2028, AI will allow marketers to create highly targeted, personalized campaigns that feature content tailored to real-time customer contexts.
                  MARKETING PERFORMANCE MANAGEMENT
                  Square Rectangle
                  Through 2026, one-third of marketing teams will establish marketing performance management (MPM) disciplines to ensure digital investments achieve brand and business effectiveness.
                  MARKETING PERFORMANCE MANAGEMENT
                  Square Rectangle
                  By 2026, one-half of marketing teams will find that marketing performance management (MPM) requires continuous planning and near real-time insights for goals achievement and marketing readiness.
                  MARKETING PERFORMANCE MANAGEMENT
                  Square Rectangle
                  By 2026, one-half of marketing teams will lack the competencies and skills to utilize available data and analytics, leading to low confidence in the team's ability to deliver fact-based insights. 
                  MARKETING PERFORMANCE MANAGEMENT
                  Square Rectangle
                  Through 2026, the lack of marketing performance management offerings will force one-half of CMO and marketing teams to adopt planning and analytics platforms to meet their needs. 
                  MARKETING PERFORMANCE MANAGEMENT
                  Square Rectangle
                  Through 2026, the requirement for managing marketing performance will lead to new applications designed to guide plans and investments to ensure the desired ROI. 
                  MARKETING PERFORMANCE MANAGEMENT
                  Square Rectangle
                  Through 2025, the lack of discipline in planning and analytics in marketing will lead to one-third of leaders establishing a sole leader to manage marketing performance.
                  MARKETING PERFORMANCE MANAGEMENT
                  Square Rectangle
                  By 2027, the lack of software for marketing performance management will lead to a new generation of applications designed to meet the needs of effective CMOs.
                  MARKETING PERFORMANCE MANAGEMENT
                  Square Rectangle
                  Through 2026, the need for better marketing planning will lead to a unification of project work management focus with the analytics required to understand progress to goals.
                  MARKETING PERFORMANCE MANAGEMENT
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                  By 2027, GenAI will be almost universally used for lead scoring, redefining the meaning and value of "marketing qualified leads."
                  PRODUCT EXPERIENCE MANAGEMENT
                  Square Rectangle
                  Through 2025, one-half of marketing teams 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
                  Square Rectangle
                  By 2026, one-third of marketing teams will use a new generation of PIM focused on experiences and merchandising across any channel. 
                  PRODUCT EXPERIENCE MANAGEMENT
                  Square Rectangle
                  Through 2027, one-half of enterprises will embrace a modern, dedicated PIM environment to optimize product experiences across marketing and sales channels, thus accelerating digital effectiveness. 
                  PRODUCT EXPERIENCE MANAGEMENT
                  Square Rectangle
                  Through 2025, two-thirds of enterprises will have established a digital shelf and merchandising priority for their product experiences to enhance consumer and customer engagement.
                  PRODUCT EXPERIENCE MANAGEMENT
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                  By 2026, one-third of marketing teams 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 enterprises investing in product activation processes.
                  PRODUCT EXPERIENCE MANAGEMENT
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                  Through 2026, one-half of enterprises 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 2026, the adoption of new PIM software providers that focus on 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 streamlining demand and supply chain effectiveness.
                  PRODUCT EXPERIENCE MANAGEMENT
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                  By 2025, 6 in 10 enterprises will require product analytics processes and storytelling capabilities to help create and deliver insights for line-of-business personnel. 
                  PRODUCT EXPERIENCE MANAGEMENT
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                  By 2026, over one-half of enterprises will realize the lack of accurate product information in GenAI deployments will require investments into product experience management software.
                  PRODUCT EXPERIENCE MANAGEMENT
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                  By 2026, the lack of collaboration and task management support in product experience management software will lead to a new generation of software equipped to meet enterprise needs.
                  PRODUCT EXPERIENCE MANAGEMENT
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                  By 2027, the necessity of operating across disparate applications on multiple cloud platforms will require the unification of product and data platforms to provide information.
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                  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 2027, more than one-half of corporations required to comply with ESG reporting will centralize reporting and filings with FP&A to achieve accuracy, control and efficiency objectives. 
                  OFFICE OF FINANCE
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                  By 2027, all providers of software aimed at the office of finance will differentiate their offerings by the capabilities and accuracy of their AI functionality.  
                  OFFICE OF FINANCE
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                  By 2027, one-fifth of enterprises with 10,000 or more employees will have implemented intercompany financial management (IFM) software to achieve tax, risk management and financial close benefits.
                  OFFICE OF FINANCE
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                  By 2027, 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 2027, 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 2027, the number of enterprises 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 2027, fewer than one-third will evolve into this role, limiting company performance. 
                  OFFICE OF FINANCE
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                  Through 2026, 1 in 5 enterprises will look to streamline operations by exploring process mining to optimize workflow and business processes. 
                  OFFICE OF FINANCE
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                  By 2027, one-half of FP&A organizations will utilize guided analytics processes and storytelling capabilities to help create and deliver actionable insights to executives and managers. 
                  OFFICE OF FINANCE
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                  By 2027, a majority of finance and accounting departments will use GenAI to facilitate the creation of documents and communications to improve productivity.
                  OFFICE OF FINANCE
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                  By 2027, fewer than one-third of finance departments will use process mining to improve productivity, giving those that do a business advantage. 
                  BUSINESS PLANNING
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                  By 2027, all providers of business planning software will use GenAI to streamline commenting and annotations in tables and exhibits to boost productivity.
                  BUSINESS PLANNING
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                  By 2027, just 1 in 4 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 2027 almost all providers of planning and budgeting software will have incorporated AI to reduce workloads and improve accuracy. 
                  BUSINESS PLANNING
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                  By 2027, 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 2027, fewer than one-third of enterprises 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 2027, fewer than one-third of enterprises will incorporate comprehensive external measures in performance reviews and benchmarking to improve performance. 
                  BUSINESS PLANNING
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                  By 2027, only 20% of enterprises will have all the data they need to understand trade-offs in their scenario planning to improve agility, up from 12% today. 
                  BUSINESS PLANNING
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                  By 2027, fewer than 25% of enterprises 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 2027, 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. 
                  BUSINESS PLANNING
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                  Through 2026, one-half of enterprises will deploy dedicated business planning software that use NLP chatbots to reduce workloads and accelerate planning cycles.
                  BUSINESS PLANNING
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                  Through 2026, one-half of enterprises will employ data mesh architecture to support more robust and predictive planning models.
                  BUSINESS PLANNING
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                  By 2027, almost all providers of business 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.
                  CONSOLIDATE AND CLOSE MANAGEMENT
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                  By 2027, almost all providers of consolidation software will have incorporated AI to accelerate the accounting close, reduce errors and cut staff workloads. 
                  CONSOLIDATE AND CLOSE MANAGEMENT
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                  By 2027, 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 AND CLOSE MANAGEMENT
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                  By 2027, one-half of midsize and larger enterprises will use close management software to speed their close and achieve greater control of the process.
                  CONSOLIDATE AND CLOSE MANAGEMENT
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                  By 2027, only 15% of companies will be using a virtual close, enabling them to monitor their financial position in near real time and accelerate their monthly and quarterly process. 
                  CONSOLIDATE AND CLOSE MANAGEMENT
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                  By 2027, almost all providers of consolidate, close and report software will offer a data pantry to facilitate the integration of operational and external data with financials.
                  CONSOLIDATE AND CLOSE MANAGEMENT
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                  By 2027, all providers of close management and reporting software will use GenAI to streamline commenting and annotations in tables and exhibits to boost productivity.
                  DIGITAL FINANCE
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                  By 2027, almost all providers 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 2027, 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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                  Through 2027, one-third of enterprises will look to streamline finance department processes using process mining to streamline and standardize workflows.
                  DIGITAL FINANCE
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                  By 2027, digital finance technologies will significantly reduce employee training requirements and boost productivity by 25%.
                  DIGITAL FINANCE
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                  By 2027, more than one-half of enterprises will have adopted some form of a virtual audit, saving staff time and cutting departmental costs. 
                  DIGITAL FINANCE
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                  By 2027, one-fifth of 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 2027, almost all multinational enterprises 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 2027, 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 2027, almost all providers 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 2027, 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 2026, just 35% of enterprise FP&A teams 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 2027, 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 2027, one-third of enterprises will have implemented a profitability management initiative to achieve a sustainable competitive advantage. 
                  DIGITAL FINANCE
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                  By 2027, 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 2027, 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 2027, a majority of European and North American countries will employ analytics to target multinational corporation transfer pricing compliance. 
                  DIGITAL FINANCE
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                  By 2027, more than 6 in 10 enterprises will adopt data mesh technologies, enabling finance and accounting departments to easily support increasingly sophisticated AI use cases.
                  ERP AND CONTINUOUS ACCOUNTING
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                  By 2027, more than 6 in 10 enterprises will adopt data mesh, enabling finance departments to support continuous machine learning applied to accounting processes.
                  ERP AND CONTINUOUS ACCOUNTING
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                  By 2027, almost all ERP software providers will use GenAI to facilitate training and provide in-context help to boost productivity in finance and accounting departments.
                  ERP AND CONTINUOUS ACCOUNTING
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                  By 2027, a majority of ERP software providers targeting larger enterprises will incorporate process mining to boost productivity, reduce costs and improve customer satisfaction.
                  ERP AND CONTINUOUS ACCOUNTING
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                  By 2027, more than one-half of enterprises will have digitized their accounts payable function to increase staff efficiency and take advantage of early payment discounts. 
                  ERP AND CONTINUOUS ACCOUNTING
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                  By 2027, 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 AND CONTINUOUS ACCOUNTING
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                  By 2027, 1 in 5 enterprises with 1,000 or more employees will have a central ledger accounting architecture, enabling them to do a continuous virtual close.
                  ERP AND CONTINUOUS ACCOUNTING
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                  By 2027, fewer than one-third of subscription companies will have adopted continuous accounting, giving those that do a business advantage. 
                  ERP AND CONTINUOUS ACCOUNTING
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                  By 2027, two-thirds of enterprises will have applied continuous accounting principles to close the books within one business week, up from 50% today.
                  ERP AND CONTINUOUS ACCOUNTING
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                  By 2027, almost all providers of ERP software will have incorporated AI to reduce workloads and speed processes and reduce errors. 
                  ERP AND CONTINUOUS ACCOUNTING
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                  By 2027, more than one-half of manufacturing organizations will use a cloud-based core ERP system to promote continuity, improve performance and lower costs. 
                  ERP AND CONTINUOUS ACCOUNTING
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                  By 2027, 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 AND CONTINUOUS ACCOUNTING
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                  Through 2027, almost all ERP providers will evolve to support ESG processes, but only one-third of enterprises will have made the required investments in them to achieve their stated objectives and legal and regulatory compliance.
                  ERP AND CONTINUOUS ACCOUNTING
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                  Through 2027, 1 in 5 enterprises will look to streamline operations by exploring process mining to optimize workflow and business processes in ERP systems. 
                  ERP AND CONTINUOUS ACCOUNTING
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                  Through 2027, professional services automation suite providers will continue to displace ad hoc software and spreadsheet use, reflecting increasing affordability and capabilities to improve an organization's performance.
                  ERP AND CONTINUOUS ACCOUNTING
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                  Through 2027, enterprises 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.
                  ORDER TO CASH
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                  Through 2027, at least three-fourths of B2B payments will be handled digitally to lower transactions costs, reduce back office workloads and enhance control.
                  ORDER TO CASH
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                  Through 2027, almost all enterprises will adopt a digital-payments-first approach to differentiate their customer experience and to increase revenues and market share.
                  ORDER TO CASH
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                  By 2027, digital wallets will account for 4 in 10 purchases to facilitate consumer payments and increase convenience.
                  ORDER TO CASH
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                  By 2027, only one-third of larger enterprises will consistently manage order-to-cash end to end, but those that do will outperform competitors. 
                  ORDER TO CASH
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                  By 2027, almost all order-to-cash software providers will use GenAI to facilitate training and provide in-context help to boost productivity in finance and accounting departments.
                  PROCURE TO PAY
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                  By 2027, fewer than one-third of purchasing departments will have established cross-functional ties to improve resiliency, competitiveness and profitability.
                  PROCURE TO PAY
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                  By 2027, three-fourths of enterprises will have implemented spend management to control outlays while reducing administrative burdens on employees.
                  PROCURE TO PAY
                  Square Rectangle
                  By 2027, only one-fourth of larger enterprises will consistently manage procure-to-pay end to end, but those that do will outperform competitors.
                  PROCURE TO PAY
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                  By 2028, one-half of all buying will involve payments made on high-efficiency platforms, reducing frictions and overhead to speed purchases and cut costs.
                  PROCURE TO PAY
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                  By 2027, one-quarter of purchasing and sourcing organizations will adopt natural language processing to improve digital experiences and promote efficiency. 
                  PROCURE TO PAY
                  Square Rectangle
                  By 2027, more than two-thirds of enterprises will be using spend management software and corporate cards to achieve greater control and increased efficiency.
                  PROCURE TO PAY
                  Square Rectangle
                  By 2027, almost all procure-to-pay software suites will use AI and OCR to automate data ingestion from external documents and emails, saving time and ensuring all necessary information is captured accurately at the source.
                  PROCURE TO PAY
                  Square Rectangle
                  By 2027, all P2P software providers will use AI and highly curated GenAI to offer buyers a substantial increase in productivity by automating steps, guiding actions and creating first-draft documentation for review.
                  PROCURE TO PAY
                  Square Rectangle
                  By 2027, almost all procure-to-pay software providers will use GenAI to facilitate training and provide in-context help to boost productivity in finance and accounting departments.
                  DIGITAL FINANCE
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                  By 2027, two-thirds of companies with multinational operations will use software to manage transfer pricing to govern tax compliance consistently and reduce risk. 
                  DIGITAL FINANCE
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                  By 2027, 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. 
                  DIGITAL FINANCE
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                  By 2027, one-half of enterprises with even moderately complex legal structures will use dedicated tax provision software to streamline their close and reduce risk. 
                  DIGITAL FINANCE
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                  By 2027, a majority of midsize and larger enterprises will have digitized their indirect tax compliance to ensure accuracy as jurisdictions step up audits to increase revenues.
                  DIGITAL FINANCE
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                  By 2027, 4 in 10 enterprises will use a dedicated third-party tax provision software to accelerate the tax provision process, ensure accuracy and enhance transparency.
                  DIGITAL FINANCE
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                  By 2027, two-thirds of companies will digitize indirect tax management to comply with increasing e-invoicing and real-time filing mandates by governments.
                  2024_VR_OoR_Expertise_600px

                  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 2026, one-quarter of sales organizations will replace current applications with those that use AI to optimize sales and revenue performance to maximize outcomes. 
                  OFFICE OF REVENUE
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                  By 2026, over one-half of enterprises will establish a Chief Revenue Officer leadership role, focusing on all channels and sources of revenue, not just direct sales. 
                  OFFICE OF REVENUE
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                  Through 2026, more than one-quarter of enterprises will improve revenue performance by unifying Lead to Order motions that track a customer’s journey through lead, engagement, purchasing, onboarding, renewal and expansion.
                  OFFICE OF REVENUE
                  Square Rectangle
                  Through 2026, fewer than 3 in 10 enterprises will replace disparate marketing, sales and customer operations teams with a unified revenue operations approach, thus lowering their revenue growth.
                  OFFICE OF REVENUE
                  Square Rectangle
                  Through 2026, one-third of enterprises will deploy AI-assisted sales productivity tools to reduce admin tasks and free more time for buyer engagement.
                  OFFICE OF REVENUE
                  Square Rectangle
                  By 2026, AI-assisted market segmentation and GenAI personalized content creation will require the merger of demand generation and selling skills, reducing the cost of customer acquisition.
                  OFFICE OF REVENUE
                  Square Rectangle
                  By 2025, over 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
                  Square Rectangle
                  By 2026, two-thirds of revenue leaders will begin deploying AI-assisted sales and revenue planning to enable effective omni-channel selling strategies.
                  OFFICE OF REVENUE
                  Square Rectangle
                  By 2027, one-quarter of enterprises will invest in new skills for sellers to better utilize data and AI to improve revenue outcomes.
                  OFFICE OF REVENUE
                  Square Rectangle
                  By 2026, CRM software providers will look to GenAI interfaces to make new technologies available for a wider range of revenue supporting staff.
                  OFFICE OF REVENUE
                  Square Rectangle
                  Through 2026, more than one-third of sales and revenue organizations will deploy co-pilots, improving sales productivity by linking data insights to suggested actions and content creation.
                  OFFICE OF REVENUE
                  Square Rectangle
                  By 2027, one-quarter of software providers listed on CRM app exchanges will either have been acquired or have failed, as CRM vendors extend similar functionality thus eliminating the partner's necessity.
                  OFFICE OF REVENUE
                  Square Rectangle
                  By 2026, the category of sales performance management will evolve to become revenue performance management and help one-third of enterprises focus on supporting the CRO efforts across all channels. 
                  OFFICE OF REVENUE
                  Square Rectangle
                  Through 2026, more than one-half of enterprises, due to outdated CRM and SFA processes and system design, will be unable to deploy the latest AI technology to assist sales, partners and customer service thus limiting revenue growth.
                  OFFICE OF REVENUE
                  Square Rectangle
                  By 2026, less than one-quarter of enterprises will improve competitiveness by using AI and analytics to identify continuous improvements that enhance the customer experience.
                  DIGITAL COMMERCE
                  Square Rectangle
                  Through 2026, two-thirds of enterprises will conclude they need to supplement or replace their existing digital commerce technology with GenAI-enabled interfaces to aid customer product and service navigation and selection.
                  DIGITAL COMMERCE
                  Square Rectangle
                  By 2026, one-half of enterprises will conclude that they need to heavily invest in first- and third-party data to provide a unified view of individual customer behavior—including propensity to buy—to retain customers.
                  DIGITAL COMMERCE
                  Square Rectangle
                  By 2026, more than one-third of all digital commerce sites will use AI to provide a personalized experience for buyers, thus gaining a competitive advantage.
                  DIGITAL COMMERCE
                  Square Rectangle
                  By 2026, 2 in 5 B2B enterprises will have deployed digital commerce for delivery of products and services to reduce cost of sales as part of an omnichannel engagement model.
                  DIGITAL COMMERCE
                  Square Rectangle
                  By 2027, 1 in 5 digital commerce software providers will use augmented and virtual reality technology to enrich the buying process and to help maximize successful buying engagements.
                  DIGITAL COMMERCE
                  Square Rectangle
                  By 2026, 3 in 5 digital commerce software providers will use GenAI to enhance the UX in searching for relevant products and services to maximize successful buying engagements. 
                  DIGITAL COMMERCE
                  Square Rectangle
                  By 2026, less than one-half of enterprises will have a unified approach to data integration in support of customer journeys across all sales channels, including digital, reducing the likelihood of sustained engagement. 
                  DIGITAL COMMERCE
                  Square Rectangle
                  Through 2026, enterprises will continue to invest in consumer behavior and purchasing data to aid in demand forecasting and optimizing inventory for a better customer experience.
                  PARTNER MANAGEMENT
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                  By 2026, fewer than 1 in 10 enterprises 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
                  Square Rectangle
                  By 2027, 1 in 5 enterprises 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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                  By 2027, 1 in 5 enterprises will develop both technical and commercial ecosystems with third parties in an effort to compete with large software providers.
                  PARTNER MANAGEMENT
                  Square Rectangle
                  Through 2026, a new generation of partner management applications for onboarding, SLA management, and origination and partner payments will replace existing ones that only focus on indirect channel selling. 
                  PARTNER MANAGEMENT
                  Square Rectangle
                  Through 2026, less than 1 in 5 enterprises will brand and market a superior partner experience as a strategic advantage to attract and retain partners for revenue optimization. 
                  PARTNER MANAGEMENT
                  Square Rectangle
                  Through 2026, only one-third of enterprises will reconsider how they manage partners, how they align incentives and rebates, and how to improve a partner’s knowledge and operational effectiveness. 
                  PARTNER MANAGEMENT
                  Square Rectangle
                  Through 2027, only one-third of enterprises will focus on the partner experience and a Voice of the Partner (VoP) program, leading to a lack of feedback on optimization efforts that impact the customer experience. 
                  PARTNER MANAGEMENT
                  Square Rectangle
                  By 2026, over one-half of Chief Revenue Officers will find existing technology inadequate to balance and optimize partner territories and accounts to meet the quotas required to achieve maximum channel revenue potential. 
                  PARTNER MANAGEMENT
                  Square Rectangle
                  Through 2025, two-thirds of marketing leaders will conclude they need to deploy new technologies to improve partner marketing experiences and ensure integrated engagement across all channels. 
                  PARTNER MANAGEMENT
                  Square Rectangle
                  By 2026, less than one-quarter of all B2C commerce sites will utilize AI and vendor data to recommend which third-party digital products and services to bundle for customer experience optimization. 
                  PARTNER MANAGEMENT
                  Square Rectangle
                  By 2026, two-thirds of vendors who use distributors will use AI to improve direct knowledge of the customer and to balance revenues across D2C and partners.
                  REVENUE MANAGEMENT
                  Square Rectangle
                  By 2026, over one-half of enterprises will have a non-spreadsheet-based standard pricing application to provide a uniform approach to support all revenue channels. 
                  REVENUE MANAGEMENT
                  Square Rectangle
                  Through 2026, fewer than 1 in 5 enterprises will utilize AI and data to align incentives that ensure the right balance between direct, indirect, partner and digital commerce channels to achieve revenue targets.
                  REVENUE MANAGEMENT
                  Square Rectangle
                  Through 2026, the CRM software category will evolve from a system of record to one of engagement so as to effectively optimize revenue across all channels. 
                  REVENUE MANAGEMENT
                  Square Rectangle
                  By 2027, 1 in 5 enterprises will deploy a dedicated pricing application to analyze, create and operationalize optimized pricing to reduce leakage and maximize revenues.
                  REVENUE MANAGEMENT
                  Square Rectangle
                  Through 2026, fewer than 1 in 5 enterprises 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
                  Square Rectangle
                  Through 2026, fewer than 1 in 10 enterprises will deploy advanced CPQ applications that move pricing and margin guardrails to the point of sale, reducing target attainment.
                  REVENUE MANAGEMENT
                  Square Rectangle
                  Through 2026, over one-half of enterprises 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
                  Square Rectangle
                  By 2026, less than one-quarter of enterprises will have a unified technology approach to revenue planning for the performance of revenue professionals across territories, accounts, quotas and incentives. 
                  SALES AND REVENUE PERFORMANCE MANAGEMENT
                  Square Rectangle
                  By 2026, less than 3 in 10 enterprises will have embraced a 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
                  Square Rectangle
                  Through 2026, fewer than 2 in 5 enterprises will develop incentive compensation plans for everyone on revenue-supporting teams, thus impacting the enterprise's ability to hit new, expansion and retention revenue targets. 
                  SALES AND REVENUE PERFORMANCE MANAGEMENT
                  Square Rectangle
                  By 2026, fewer than 1 in 5 enterprises will utilize AI-assisted account segmentation linked to territory planning, reducing their ability to meet revenue targets.
                  SALES AND REVENUE PERFORMANCE MANAGEMENT
                  Square Rectangle
                  By 2027, more than 1 in 5 enterprises will deploy dedicated sales and revenue performance management in response to the changing business economics of subscription models and omnichannel selling to consistently achieve revenue targets.
                  SALES AND REVENUE PERFORMANCE MANAGEMENT
                  Square Rectangle
                  Through 2026, more than one-half of enterprises will continue to use spreadsheets to create sales and revenue forecasts, resulting in a lack of confidence from the rest of the company. 
                  SALES AND REVENUE PERFORMANCE MANAGEMENT
                  Square Rectangle
                  By 2025, less than 2 in 5 enterprises 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
                  Square Rectangle
                  Through 2026, less than 1 in 5 enterprises will utilize SKU-level sales and revenue forecasts, hindering more accurate margin forecasts and internal resource needs.
                  SALES AND REVENUE PERFORMANCE MANAGEMENT
                  Square Rectangle
                  By 2026, over one-half of all enterprises will still rely on spreadsheets to compute sales commissions leading to a lack of transparency, errors and delay, all causing dissatisfaction among crucial sales staff. 
                  SALES AND REVENUE PERFORMANCE MANAGEMENT
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                  Through 2025, less than 1 in 10 enterprises will be using AI and advanced analytics to improve balanced and optimized territory planning, reducing the attainment of individual and team targets.
                  SALES AND REVENUE PERFORMANCE MANAGEMENT
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                  Through 2026, software providers will be utilizing AI to provide plan templates and optimization to both speed time-to-value and help enterprises deploy performance plans using best practices.
                  SALES AND REVENUE PERFORMANCE MANAGEMENT
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                  Through 2026, 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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                  By 2026, fewer than 1 in 5 enterprises will recognize that they will create additional value by building processes around data analytics and forecasts to adjust and enhance incentives, territories and quotas to achieve revenue objectives.
                  SALES AND REVENUE PERFORMANCE MANAGEMENT
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                  By 2026, less than one-quarter of sales and revenue operations teams will utilize lifetime value to create balanced territories in an effort to retain sales talent, thus hindering the achievement of revenue targets.
                  SALES ENGAGEMENT
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                  By 2026, more than one-half of enterprises will recognize that modernizing processes and SFA systems will be needed to enable new data-driven features that aid in maximizing sales effectiveness to achieve revenue targets.
                  SALES ENGAGEMENT
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                  By 2026, more than one-half of sales enterprises will need new data-driven AI 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 2026, less than 2 in 5 enterprises 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 2026, the category of sales enablement technology will evolve into sales engagement and focus on digital selling effectiveness to optimize revenue potential.
                  SALES ENGAGEMENT
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                  Through 2026, CPQ software providers will introduce GenAI to improve implementation and administration of applications as well as to enhance the buyer experience.
                  SALES ENGAGEMENT
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                  By 2026, more than one-quarter of enterprises will have deployed a new configure, price, quote (CPQ) application to aid in compliance, reduce mistakes and to improve the buyer and customer experiences.
                  SALES ENGAGEMENT
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                  By 2025, less than one-quarter of enterprises will deploy GenAI-assisted technology to help navigate buyer enterprises and improve effectiveness in sales engagement. 
                  SALES ENGAGEMENT
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                  Through 2026, to effectively manage critical presales staff, enterprises will look to vendors to provide data-driven technologies to help optimize resource allocation, or risk creating bottlenecks in the sales process.
                  SALES ENGAGEMENT
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                  By 2026, less than one-quarter of selling enterprises will look to use online collaborative CPQ and mutual account plans to reduce sales cycles and maximize outcomes.
                  SALES ENGAGEMENT
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                  By 2026, one-half of sales enterprises will lack an effective, unified omnichannel selling environment to engage and motivate buyers purchasing products and services, resulting in unrealized sales opportunities.
                  SALES ENGAGEMENT
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                  By 2027, less than one-half of selling enterprises will have deployed a sales and revenue engagement platform that utilizes data and AI to lessen seller admin and manual tasks, reducing opportunities for sellers to achieve targets.
                  SUBSCRIPTION MANAGEMENT
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                  Through 2026, more than one-half of enterprises will have dedicated technology that effectively and profitably supports subscription management processes and the subscriber life cycle.
                  SUBSCRIPTION MANAGEMENT
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                  By 2027, over one-half of all enterprises will deploy a mixed revenue model that includes subscriptions and usage pricing in addition to one-time sales as enterprises make adjustments to remain competitive. 
                  SUBSCRIPTION MANAGEMENT
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                  By 2026, one-quarter of B2B subscription model enterprises will examine usage-based pricing to preserve competitiveness and enhance the customer experience.
                  SUBSCRIPTION MANAGEMENT
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                  Through 2026, less than one-quarter of enterprises will deploy an integrated Configure, Price, Quote (CPQ) and contract life cycle management (CLM) application within billing systems, leading to a degraded customer experience.
                  SUBSCRIPTION MANAGEMENT
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                  Through 2026, more than one-half of enterprises will still be using manual processes to integrate quotes and contracts, leading to billing and delivery errors and a poor customer experience.
                  SUBSCRIPTION MANAGEMENT
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                  Through 2025, the convergence of one-time, subscription and usage pricing models will result in software providers developing platforms that can provide for all types of revenue models.
                  SUBSCRIPTION MANAGEMENT
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                  Through 2026, only one-third of enterprises will optimize the customer engagement experience and Voice of the Subscriber (VoS) program, reducing the ability to monitor and optimize experiences across channels of interaction.
                  SUBSCRIPTION MANAGEMENT
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                  By 2026, driven by customer demand, more than one-half of enterprises will have adopted the subscription model in addition to one-time, resulting in a need to overcome fractured processes to avoid poor customer experiences.
                  SUBSCRIPTION MANAGEMENT
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                  By 2026, increased adoption of the subscription business model will lead to more complex pricing, rating and billing and if not successfully addressed, will diminish the customer experience and restrict growth.
                  SUBSCRIPTION MANAGEMENT
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                  Through 2026, less than 1 in 10 of all enterprises will have integrated monetization testing capabilities as part of their revenue management systems delaying the time-to-value for product innovation.
                  SUBSCRIPTION MANAGEMENT
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                  Through 2027, 1 in 4 enterprises will look to streamline subscription, revenue and billing operations by exploring AI-based process mining to optimize workflows and enhance the customer experience.
                  SUBSCRIPTION MANAGEMENT
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                  Through 2027, one-quarter of enterprises will adopt AI-based solutions that help preempt and resolve failed payments, improving customer and business profitability.
                  SUBSCRIPTION MANAGEMENT
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                  Through 2027, less than 1 in 5 enterprises will adopt AI-based forecasting for usage- and consumption-based pricing models, reducing predictability for customers and vendors.
                  2024_VR_OaSC_Expertise_600px

                  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 2025, over three-quarters of enterprises will deem operational effectiveness and performance a strategic investment priority, requiring new digital technology. 
                  OPERATIONS AND SUPPLY CHAIN
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                  By 2026, one-third of enterprises 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 2026, one-third of enterprises will deem the 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 2026, four-fifths of enterprises will use digital technologies to streamline processes and align strategy to operational objectives. 
                  OPERATIONS AND SUPPLY CHAIN
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                  By 2026, over one-half of enterprises will rationalize 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 enterprises 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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                  Through 2027, the necessity of a product information network will transition one-quarter of enterprises to focus on product experiences that are enriched and collaborated upon across the supply chain.
                  OPERATIONS AND SUPPLY CHAIN
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                  In 2026, one-quarter of enterprises will re-activate a new product information management software investment to meet GenAI requirements to have an ingestible product catalogue for interactions across the supply chain.
                  OPERATIONS AND SUPPLY CHAIN
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                  By 2026, the supply chain management software category, after years of languishing, will be re-established as relevant with a dramatic overhaul of the platform to be digital and AI-enabled.
                  OPERATIONS AND SUPPLY CHAIN
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                  Through 2026, supply and demand chain management in over one-half of enterprises will remain inadequate to ensure resilience and business continuity, requiring aggressive digital innovation.
                  OPERATIONS AND SUPPLY CHAIN
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                  By 2026, one-half of COOs 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 2027, over two-thirds of enterprises 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 teams 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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                  Through 2026, only one-third of enterprises 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 2026, more than three-fourths of supply chain management software providers 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 teams 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 enterprises 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 enterprises 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 enterprises 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 providers will offer a data pantry to facilitate the integration of operational and financial data, making actionable information available to support data-driven decision making.
                  OPERATIONS AND SUPPLY CHAIN
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                  Through 2026, less than one-third of trade documentation will be managed digitally, contributing to higher costs and less resiliency in supply chains.
                  OPERATIONS AND SUPPLY CHAIN
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                  By 2027, all providers of supply chain management software aimed at the office of finance will differentiate their offerings by the capabilities and accuracy of their AI functionality.  
                  CONTINUOUS PLANNING
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                  By 2026, just one-fifth of enterprises 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 2026, over one-half of enterprises will adopt continuous planning applications to achieve operational excellence. 
                  CONTINUOUS PLANNING
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                  By 2026, fewer than one-third of enterprises will coordinate sales and operations planning with financial budgeting, contributing to supply chain inefficiencies and lower profitability.
                  CONTINUOUS PLANNING
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                  By 2027, one-half of enterprises 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 2027, all providers of sales and operations software will offer AI-assisted predictive analytics capabilities to streamline planning cycles and improve forecast accuracy.
                  CONTINUOUS PLANNING
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                  By 2027, all providers of sales and operations software will offer GenAI-assisted capabilities for documentation, reporting and communications creation to increase productivity and shorten planning cycles.
                  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 software providers 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 2026, only one-quarter of enterprises will have deployed continuous business planning processes on a common platform to support a collaborative and agile process across the enterprise.
                  CONTINUOUS PLANNING
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                  By 2027, almost all providers of business planning software will offer a data pantry to facilitate the integration of external data to improve the speed and accuracy of forecasts and plans.
                  CONTINUOUS PLANNING
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                  By 2027, almost all providers of business planning software will offer sustainability measurement and reporting features to facilitate accurate analysis and reporting of environmental data.
                  CONTINUOUS PLANNING
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                  By 2027, all providers of sales and operations planning software will differentiate their offerings by the capabilities and accuracy of their GenAI functionality.  
                  CONTINUOUS PLANNING
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                  By 2027, most providers of sales and operations software will use natural language processing to speed planning cycles and streamline analysis and reporting.  
                  CONTINUOUS SUPPLY CHAIN AND ERP
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                  By 2027, one-third of enterprises will be using a cloud-based ERP platform to optimize market share and profitability objectives through superior supply chain management.
                  CONTINUOUS SUPPLY CHAIN AND ERP
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                  Through 2026, one-half of enterprises 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 AND ERP
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                  Through 2026, streamlining operational workflows across the supply chain in over one-half of enterprises will require a new strategic digital technology approach to how and where ERP should contribute. 
                  CONTINUOUS SUPPLY CHAIN AND ERP
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                  By 2026, over two-thirds of enterprises will augment their ERP systems with order and inventory execution technology to enhance supply chain effectiveness. 
                  CONTINUOUS SUPPLY CHAIN AND ERP
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                  Through 2026, ERP systems will evolve to support ESG processes but only one-third of enterprises will have made the required investments to achieve the stated objectives and legal and regulatory compliance.
                  CONTINUOUS SUPPLY CHAIN AND 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 AND ERP
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                  By the end of 2026, one-third of enterprises will find their supply chain applications ineffective in providing intelligence to support demand chain planning and execution.
                  CONTINUOUS SUPPLY CHAIN AND ERP
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                  By 2026, one-third of enterprises will augment their supply chain management expertise with AI/ML technology to drive automation and operational workflows to guide optimization.
                  CONTINUOUS SUPPLY CHAIN AND ERP
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                  Through 2026, increased focus on inventory optimization throughout an enterprise’s global supply chain will require digital investment to align management systems with operational processes.
                  CONTINUOUS SUPPLY CHAIN AND ERP
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                  Through 2026, over one-half of manufacturing companies will recognize that existing supply chain applications lack sufficient automation and intelligence for competitive effectiveness.
                  CONTINUOUS SUPPLY CHAIN AND ERP
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                  By 2027, more than 7 in 10 enterprises’ standard information architectures will include streaming data and event processing, allowing more responsive and agile sales and operations planning.
                  CONTINUOUS SUPPLY CHAIN AND ERP
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                  By 2027, almost all SCM software providers will incorporate GenAI for classifying and summarizing textual data to boost productivity and speed response times.
                  CONTINUOUS SUPPLY CHAIN AND ERP
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                  By 2027, almost all SCM software providers will incorporate AI for automating ingestion of supply chain documentation to increase accuracy and productivity while accelerating response times.
                  PRODUCT INFORMATION MANAGEMENT
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                  Through 2024, one-half of enterprises will recognize that 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 enterprises 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 enterprises will have cloud-based product information management (PIM) systems that facilitate product information networks for operational and digital effectiveness.
                  PRODUCT INFORMATION MANAGEMENT
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                  Through 2026, one-fifth of enterprises 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 enterprises 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 2026, the product information management (PIM) category will standardize as product experience management (PXM) where the value from the technology is focused on digital experiences.
                  PRODUCT INFORMATION MANAGEMENT
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                  Though 2026, the adoption of Product Information Management (PIM) platforms in one-third of enterprises will energize a new focus on the value of products that are easy to share and collaborate on across the supply chain.
                  PRODUCT INFORMATION MANAGEMENT
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                  By 2026, one-quarter of enterprises will demand GenAI capabilities on their product information management platform to ensure the simplicity of answering specific questions.
                  PRODUCT INFORMATION MANAGEMENT
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                  By 2026, one-third of enterprises will invest in product information management (PIM) platforms that capitalize on the opportunity available as PIM shifts from catalogues to analytics and intelligence in product processes.
                  PRODUCT INFORMATION MANAGEMENT
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                  By 2026, the lack of collaboration and task management in product information management will become an opportunity that software providers begin to address via innovation and integration with existing offerings.
                  PROPERTY TECHNOLOGY
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                  Through 2026, over two-thirds of landlord-tenant relationships will be ineffective and lack digital technology to engage and restore mutually beneficial outcomes.
                  PROPERTY TECHNOLOGY
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                  By 2027, one-third of enterprises 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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                  Through 2026, fewer than one-third of lessees of commercial real estate will receive carbon-impact documentation with their invoices to facilitate their ESG measurement and reporting efforts.
                  PROPERTY TECHNOLOGY
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                  By 2026, digital innovation in the property technology category will invigorate a new operations priority ensuring that the work environment and resource utilization are effectively managed.
                  PROPERTY TECHNOLOGY
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                  Through 2026, one-half of enterprises 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 2026, the financial management of property will be found to be ineffective by over two-thirds of enterprises, requiring digital investments for the planning and accounting of leases and property.
                  SUPPLIER RELATIONSHIP MANAGEMENT
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                  By 2026, one-half of enterprises 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 2026, 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 2026, over one-half of enterprises 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 2026, one-half of enterprises will abandon intelligence-lacking supplier management applications in favor of collaboration and virtual agents for digitally effective supplier operations.
                  SUPPLIER RELATIONSHIP MANAGEMENT
                  Square Rectangle
                  By 2026, one-third of enterprises will realize the lack of a unified set of supplier analytics for planning and reporting will require new investments to ensure consistent metrics.
                  SUPPLIER RELATIONSHIP MANAGEMENT
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                  By 2026, the category of supplier relationship management will advance and integrate into intelligent automation software that will provide substantive improvement across enterprises.
                  SUPPLIER RELATIONSHIP MANAGEMENT
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                  By 2026, the category of supplier relationship management will adopt AI to best identify exceptions and opportunities to improve the satisfaction and value of suppliers.
                  SUSTAINABILITY MANAGEMENT
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                  Through 2026, one-half of enterprises will have insufficient data and software to adequately measure their environmental, social and governance (ESG) metrics to inform their governance, strategy, risk management and targets.
                  SUSTAINABILITY MANAGEMENT
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                  Through 2026, two-thirds of enterprises 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 enterprises 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 2026, a new generation of sustainability technology will evolve to enable enterprises to achieve supply chain-related environmental social governance (ESG) objectives.
                  SUSTAINABILITY MANAGEMENT
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                  Through 2026, more than one-quarter of enterprises 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 2026, one-half of enterprises will receive a vote of no confidence from their workforce for not prioritizing carbon reduction in their sustainability management.
                  SUSTAINABILITY MANAGEMENT
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                  By 2026, the category of sustainability management will embed AI to more readily identify the risk points of an enterprise to the ethics and policies that should guide decision making.
                  SUSTAINABILITY MANAGEMENT
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                  By 2026, the category of sustainability management will embrace continuous planning software to better guide future actions and plans using analytics.