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                  Mark Smith

                  🔽 Download Mark Smith's Media Kit

                  About Mark Smith

                  Partner, Head of Software Research

                  Mark is the leader and responsible for the overall software research and advisory for business and IT at ISG. He is an expert in enterprise software and defines the blueprint for AI software research and for digital modernization across people, processes, information and technology. Mark has held CMO and product roles at software providers and companies like SAP and Oracle. Mark founded Ventana Research over two decades ago and was the CEO and Chief Research Officer and worked in the technology sector for over 30 years leading innovations in research and technology. Mark is an Eagle Scout and volunteers in Scouting enabling youth to reach their full potential.

                  Mark Smith's Market Assertions

                  By 2027, three-quarters of enterprises will have identified GenAI use cases that specify HCM system requirements for optimum organizational agility.
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                  Through 2026, one-half of enterprises will deem existing marketing technologies ineffective to intelligently engage buyers in personalized digital experiences.  
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                  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.
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                  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.
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                  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.
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                  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.
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                  By 2026, the need for unified marketing technology to identify, locate and target buyers will contribute to the rise of a digital intelligence platform to enable marketing effectiveness. 
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                  Through 2025, the use of a customer data platform (CDP) can help further validate the need for a personalized digital engagement and experience for buyers. 
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                  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.
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                  By 2025, 6 in 10 marketing teams will require guided analytics processes and storytelling capabilities to help understand and act on insights.
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                  Through 2025, AI and machine learning will remain largely independent of marketing applications requiring three-quarters of marketing teams to depend on separate skill sets. 
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                  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.
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                  By 2026, the lack of insights on products and experiences will require new technology investments that can meet the needs of marketing teams that desire to optimize their digital merchandising efforts.
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                  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.
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                  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.
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                  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.
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                  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.
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                  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.
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                  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.
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                  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.
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                  By 2026, one-third of marketing teams will abandon legacy marketing technologies for improved frictionless interactions and digital experiences across all channels and devices.
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                  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.
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                  Through 2025, one-third of enterprises will require consumer insights and investments into marketing-focused data intelligence technology to maximize the value of investments.
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                  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.
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                  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.
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                  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.
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                  Through 2026, digital marketing software will embrace GenAI to improve engagement with prospects and customers in a unified manner.
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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.
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                  Through 2026, the Digital Experience platform will consume and integrate with product experience management to better meet the needs of marketing and commerce systems.
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                  By 2026, the Digital Experience Platform software category will provide conversational-focused GenAI to engage website visitors more intelligently.
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                  Through 2026, one-third of marketing teams will establish marketing performance management (MPM) disciplines to ensure digital investments achieve brand and business effectiveness.
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                  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.
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                  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. 
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                  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. 
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                  Through 2026, the requirement for managing marketing performance will lead to new applications designed to guide plans and investments to ensure the desired ROI. 
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                  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.
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                  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.
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                  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.
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                  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.
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                  By 2026, one-third of marketing teams will use a new generation of PIM focused on experiences and merchandising across any channel. 
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                  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. 
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                  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.
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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. 
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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.
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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. 
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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. 
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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.
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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. 
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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.
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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.
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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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                  Through 2025, over three-quarters of enterprises will deem operational effectiveness and performance a strategic investment priority, requiring new digital technology. 
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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.
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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.
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                  Through 2026, four-fifths of enterprises will use digital technologies to streamline processes and align strategy to operational objectives. 
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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. 
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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. 
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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. 
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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. 
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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. 
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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. 
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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. 
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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.
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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.
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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.  
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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.
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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.
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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. 
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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.
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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.
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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.
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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.
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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.
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                  Through 2026, one-quarter of enterprises will require a centralized approach to managing large language models and will establish a
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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.
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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.
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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.
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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.  
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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.
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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.  
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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. 
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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. 
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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.
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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.
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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.
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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. 
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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.
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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.
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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.
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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. 
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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.
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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. 
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                  By 2026, one-quarter of enterprises will prioritize GenAI-supported text and voice as an essential technology for digital communication.
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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.
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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.
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                  Through 2026, the overabundance of digital communications software providers will lead to consolidation of choices for enterprises.
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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.
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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.  
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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. 
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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.  
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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. 
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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. 
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                  By 2027, one-quarter of enterprises will embrace
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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. 
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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.
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                  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.
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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.
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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.
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                  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.
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                  Through 2027, two-thirds of enterprises will require investments into dedicated applications to effectively govern sustainability and ESG efforts.
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                  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.
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                  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.
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                  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.
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                  By 2027, one-half of enterprises will deem existing project management approaches ineffective to enable workforce resilience and provide business continuity.
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                  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.
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                  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.
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                  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.
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                  By 2027, the embedding of machine learning and AI will contribute to intelligent work operations that help manage workforce effectiveness.
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                  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.
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                  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.
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                  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.
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                  Through 2027, the need to predict potential exceptions and issues in work management will require the application of AI to ensure notification and resolution.
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                  By 2027, the software providers in work management will evolve to provide portfolio operations and performance support in their offerings.
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                  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.
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                  Through 2026, one-third of enterprises will identify intelligent automation as essential to their business processes and prioritize a digital applications approach.
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                  By 2028, CIOs in one-quarter of enterprises will modernize their business processes using digital applications designed for engagement and automation.
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                  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.
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                  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.
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                  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.
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                  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.
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                  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.
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                  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.
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                  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.
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                  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.
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                  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.
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                  Through 2027, one-third of enterprises will need a digital intelligence platform to monitor and act on the interactions of conversational AI systems.
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                  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.
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                  By 2028, the necessity of insights on digital activities will require software providers to support the needs of digital intelligence across processes and systems.
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                  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.
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                  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.
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                  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.
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                  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.
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                  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.
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                  Through 2027, one-third of enterprises will enable digital operations as a focal point of integration for their existing digital processes and systems.
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                  By 2028, one-quarter of enterprises will orchestrate digital operations through event processing that can process the status of digital services.
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                  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.
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                  Through 2026, the application of GenAI with digital operations will enable a new machine-driven method for engagement with operations teams.
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                  By 2026, three-quarters of enterprises will lack the competencies and skills required for GenAI, creating the need for outsourced governance of deployments.
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                  Through 2027, one-third of enterprises will embrace GenAI as the digital experience for their processes and applications used by the workforce.
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                  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.
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                  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.
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                  By 2026, one-quarter of enterprises will have deployed GenAI into their digital business to enable a new means for conversation and engagement.
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                  Through 2027, the use of AI platforms will become the standard method for one-third of enterprises to develop and configure their GenAI requirements.
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                  By 2027, software providers will have embraced GenAI as the primary method to incorporate conversational engagement within their applications.
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                  Through 2026, software providers will shift their application development to conversational science and model development to meet GenAI needs.
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                  Mark Smith's Industry Assertions

                  By 2024, over three-quarters of automotive organizations will deem operational effectiveness and performance a strategic investment priority, requiring new digital technology.
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                  By 2024, one-third of automotive organizations will invest in a common technological approach for product information management that is committed to product experiences and not just digital assets. 
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                  By 2025, the requirements for a digital business for over two-thirds of banks will not be addressed and require the establishment of Chief Digital Officers to guide transformation.  
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                  By 2026, one-fifth of banking organizations will establish a Chief Experience Officer to guide the digital improvements to experience management throughout an organization’s business processes.   
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                  Through 2026, four-fifths of banking organizations will realize the lack of a Chief Performance Officer has impacted the ability to reach the performance expectations of the executive team and stakeholders.  
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                  By 2025, one-third of consumer products organizations will find the outdated methods to identify and target consumers will introduce the need for data intelligence platforms.
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                  Through 2024, one-third of consumer products organizations will transform product information management efforts to a merchandising and digital shelf strategy that will require new technology investments.
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                  Through 2025, one-half of consumer products organizations will abandon their intelligence-lacking supplier management applications in favor of collaboration and virtual agents for digitally effective supplier operations.  
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                  By 2024, one-half of consumer products organizations will expect their HR technology assets to utilize AI/ML for personalization in coaching, total rewards and skills and career support. 
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                  By 2024, one-quarter of consumer products organizations will be taking advantage of “programmatic recruiting” capabilities that ensure optimal sourcing channels are used for each open job, including effective cost management.  
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                  Through 2025, one-quarter of organizations in financial services will lack effective collaboration for digital business and will reassess the communications and interactions with workforce and constituents.  
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                  By 2025, two-thirds of financial services organizations will realize that enterprise-wide digital communications do not satisfy workforce expectations, resulting in decreased productivity and worker engagement. 
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                  By 2024, one-third of corporate HR functions in financial services organization will formalize their “hybrid workforce, and workplace” operating practices via company-facing designed to allow business to thrive.  
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                  By 2024, one-third of financial services organizations utilizing compensation planning can support complex budget allocation modeling scenarios, rules and guidelines, by both P&L and talent segment.
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                  By 2025, one-half of food and beverage organizations will implement a more comprehensive approach to determine organizational readiness to optimize employee potential.  
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                  By 2024, three-quarters of food & beverage organizations with a global payroll delivery infrastructure will ensure local and regional compliance by transitioning to technology-intensive vs. labor-intensive operating models.  
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                  Through 2024, over two-thirds of healthcare organizations will deem the lack of common governance and manageability of deployed digital technologies an operational risk.  
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                  By 2025, one-third of healthcare organizations will establish digital identity technology platforms to streamline the security of digital payment processes. 
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                  By 2025, one-half of hospitality CMOs will realize the essential requirement to market their guest experience as part of the brand values that contribute to revenue growth potential.  
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                  By 2024, one-third of marketing organizations in hospitality will abandon marketing technologies in favor of frictionless interactions with digital experience technologies across all channels and devices.  
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                  By 2024, three-quarters of hospitality organizations that deploy HR help desk-focused intelligent virtual assistants (IVAs) will benefit from new levels of auto-resolution.  
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                  By 2024, one-half of organizations in hospitality will expect their LMS/LXP to support “operational learning in the flow of work” or learning needed immediately to perform a current task.  
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                  By 2025, over one-half of insurance organizations will determine the chaos of digital technology usage requires a rationalization of vendors to ensure operational excellence.
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                  By 2024, one-half of insurance organizations will determine that current business applications for virtualized collaborative and mobile experiences are not suited for business continuity and resilience. 
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                  By 2026, one-third of insurance organizations will operate a unified governance and risk program to guide workforce compliance to the policies and standards, and ensure workforce readiness. 
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                  By 2026, one-fifth of insurance organizations will establish a Chief Sustainability Officer to guide the optimization of environmental social governance (ESG) efforts to minimize carbon footprint.  
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                  By 2025, over two-thirds of insurance organizations will standardize to a single digital platform for intelligent workflow management and will deploy RPA to eliminate redundant manual work.
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                  By 2025, the pressure to have consistent information throughout buying and merchandising channels will result in one-half of manufacturing organizations invest into a product information network. 
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                  By 2024, one-third of manufacturing organizations will require a center of excellence (COE) to apply digital technology innovation into product and operational processes to streamline demand and supply chain execution. 
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                  By 2024, comprehensive approaches to diversity, equity and inclusion (DEI) will be integral to HR and HCM systems strategic plans in one-half of manufacturing organizations.  
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                  By 2024, the majority of WFM systems in manufacturing deployed will include a capability to continuously project labor demands and scheduling needs, the cost of schedules, and skills needed. 
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                  Through 2025, one-fifth of real estate organizations will market the usage of extended reality as a business differentiator and strive to materially optimize their customer experiences.  
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                  Through 2024, one-third of real estate organizations will deem existing marketing technologies ineffective to intelligently engage buyers in personalized digital experiences. 
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                  Through 2025, four-fifths of property management organizations in real estate industry will use digital technologies to streamline processes and align strategy to operational objectives.  
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                  By 2024, one-quarter of real estate organizations 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 2024, after concerted investment into digital transformation, one-half of retail organizations will require a new digital business and technology agenda for organizational resilience. 
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                  By 2026, over two-third of retail organizations will have adopted digital identity platforms that unify digital security to protect organizations’ intellectual assets.  
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                  By 2026, two-thirds of retail organizations will realize the necessity of collaborative, focused and task-oriented work management to ensure their portfolio and resources are utilized effectively.  
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                  By 2024, one-half of retail organizations evaluating people analytics offerings will require prescriptive guidance with actionable insights for quantifiable HCM impact. 
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                  By 2025, one-half of retail organizations using HCM will enjoy demonstrable improvement in worker mobility and retention from systems that guide employees and managers to address skill and experience gaps.  
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                  Mark Smith's Perspectives