It has been nearly two and a half years since the world was thrust into one of the most dramatic eras of workforce transformation in the modern era. Organizations have been forced to reevaluate everything about the workforce, from the physical spaces in which work is done, to compensation, to non-traditional benefits and work/life enhancement offerings. Even so, many continue to struggle to attract and retain the right talent to support operational needs. As leaders continue to redesign how they look at their talent pools, they have come to rely on their technology stacks more than ever to inform and enable new processes and experiences for candidates and employees, and recruiters and managers, throughout the entire talent life cycle. We at Ventana Research assert that by 2025, two-thirds of organizations will expect full talent life cycle support from their talent platform to bolster and unify the experience for candidates, recruiters, employees and managers.
When I looked at the state of analytics recently, it was clear that analytics are not as widely deployed within organizations as they should be. Only 23% of participants in our Analytics and Data Benchmark Research reported that more than one-half of their organization’s workforce are using analytics. There are many elements to becoming a data-driven organization, as my colleague Matt Aslett points out, but analytics are a necessary component. Our research shows that organizations recognize the importance of embedded analytics, ranking it the second most important digital technology in their analytics and data efforts behind big data and ahead of artificial intelligence and machine learning (AI/ML).
“Digital finance transformation” became an even more important topic over the past two years as finance and accounting departments have had to cope with an unrelenting set of new challenges that have had a profound impact on business operations, financial markets and regulatory environments. Digital technologies enable organizations to cope with change and improve performance by increasing efficiency, reducing risk, achieving greater visibility into opportunities, shortening process cycles and completing core processes. Digitizing department operations helps attract and retain the best talent because professionals spend less time on mechanical, repetitive tasks. Unfortunately, our research suggests that transformation is more talked about than done. I assert that by 2025, 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.
I recently noted that as demand for real-time interactive applications becomes more pervasive, the use of streaming data is becoming more mainstream. Streaming data and event processing has been part of the data landscape for many decades, but for much of that time, data streaming was a niche activity. Although adopted in industry segments with high-performance, real-time data processing and analytics requirements such as financial services and telecommunications, data streaming was far less common elsewhere. That has changed significantly in recent years, fueled by the proliferation of open-source and cloud-based streaming data and event technologies that have lowered the cost and technical barriers to developing new applications able to take advantage of data in-motion. This is a trend we expect to continue, to the extent that streaming data and event processing becomes an integral part of mainstream data-processing architectures.
The analytics and business intelligence market landscape continues to grow as more organizations seek robust tools and capabilities to visualize and better understand data. BI systems are used to perform data analysis, identify market trends and opportunities and streamline business processes. They can collect and combine data from internal and external systems to present a holistic view.