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        Kugel.Robert Pic.Sq

        About Robert Kugel

        Executive Director, Business Research

        Rob leads and manages the business software research and advisory team focusing on the intersection of information technology and applications across front and back-office areas of enterprises. Rob leads the Office of Finance practice and the AI for Business efforts and is a book author and thought leader on integrated business planning (IBP). Prior to ISG and two decades at Ventana Research, he was an equity research analyst at several firms including Credit Suisse, Morgan Stanley, and Drexel Burnham, and a consultant with McKinsey and Company. Rob was an Institutional Investor All-American Team member and on the Wall Street Journal All-Star list. Rob earned his BA in Economics/Finance at Hampshire College, an MBA in Finance/Accounting at Columbia University, and is a CFA charter holder.

        Rob Kugel's Presentations

        Rob Kugel's Market Assertions

        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. 
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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.  
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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.
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        By 2027, only one-third of finance departments will have achieved a level of technology competence to be described as
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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. 
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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. 
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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. 
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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. 
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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. 
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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.
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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. 
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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.
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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. 
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        By 2027 almost all providers of planning and budgeting software will have incorporated AI to reduce workloads and improve accuracy. 
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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. 
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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. 
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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. 
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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. 
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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. 
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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. 
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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.
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        Through 2026, one-half of enterprises will employ data mesh architecture to support more robust and predictive planning models.
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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.
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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. 
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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. 
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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.
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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. 
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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.
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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.
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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. 
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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. 
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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.
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        By 2027, digital finance technologies will significantly reduce employee training requirements and boost productivity by 25%.
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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. 
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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. 
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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. 
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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. 
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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.
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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. 
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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. 
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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. 
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        By 2027, one-third of enterprises will have implemented a profitability management initiative to achieve a sustainable competitive advantage. 
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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. 
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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. 
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        By 2027, a majority of European and North American countries will employ analytics to target multinational corporation transfer pricing compliance. 
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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.
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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.
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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.
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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.
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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. 
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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. 
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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.
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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. 
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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.
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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. 
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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. 
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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. 
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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.
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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. 
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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.
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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.
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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.
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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.
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        By 2027, digital wallets will account for 4 in 10 purchases to facilitate consumer payments and increase convenience.
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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. 
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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.
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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.
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        By 2027, three-fourths of enterprises will have implemented spend management to control outlays while reducing administrative burdens on employees.
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        By 2027, only one-fourth of larger enterprises will consistently manage procure-to-pay end to end, but those that do will outperform competitors.
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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.
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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. 
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        By 2027, more than two-thirds of enterprises will be using spend management software and corporate cards to achieve greater control and increased efficiency.
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        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.
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        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.
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        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.
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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. 
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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. 
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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. 
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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.
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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.
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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.
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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.
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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. 
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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.
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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.
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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. 
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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.  
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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. 
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        By 2026, only one-third of enterprises will have used digital process reengineering to innovate their supply chain management.
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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.
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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.
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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.
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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.
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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.  
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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.
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        Through 2026, over one-half of enterprises will adopt continuous planning applications to achieve operational excellence. 
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.  
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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.  
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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.
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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. 
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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. 
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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. 
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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. 
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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.
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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.
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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.
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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.
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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.
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        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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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