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Featured Dresner Research
Research Insight and Wisdom of Crowds® reports offer the most comprehensive and objective insights available for data, analytics, and performance management. Our process is global, encompassing thousands of organizations across all industries, functions, and organization sizes.
Wisdom of Crowds® Market Reports
Wisdom of Crowds® Market Reports offer in-depth research and reporting on key industry and technology topics, including user trends, perceptions, intentions and other drivers. Each report includes a section with objective and inclusive vendor ratings.
Analytical Data Products Report 2025
This report examines a dynamic and increasingly convergent landscape—where organizations weigh the benefits of adopting a single-vendor analytical ecosystem versus assembling a best-of-breed architecture of specialized solutions. As enterprises seek to streamline operations, ensure scalability, and extract greater value from data, this decision has never been more strategic.
Sales Performance Management Market Study 2025
In this eighth edition of this report, the Dresner Advisory community of respondents scores sales performance management use, adoption, budgets, and overall success. We analyze these attributes by organization size, geography, and other attributes.
This year, the community scores the importance of four main areas of sales planning: 1) Features, 2) Integrations, 3) Technologies, 4) Relative importance of SPM initiatives compared to the general population
Financial Consolidation, Close Management and Financial Reporting Market Study 2025
While FCCR can be considered a mature market, it benefits from new technologies. Agentic AI is transforming FCCR and similar enterprise applications by deploying autonomous agents that collect data, reconcile accounts, generate entries, and prepare reports. Unlike basic automation, these agents learn, make decisions, and adapt to context, which speeds up reconciliation and consolidation, boosts accuracy, strengthens compliance through real-time monitoring, and allows finance teams to concentrate on strategic tasks.
Research Insights
Published throughout each month, Research Insights are thought leadership articles, covering important topics and issues, with pointed advice and recommendations for readers.
BICC Success Depends on Engaging More Functions, Roles, and Strategic Business Outcomes
As new data leadership roles emerge and influence broader data and analytics strategies, the business intelligence competency center (BICC) faces increased pressure to justify its impact and value, and demonstrate that it extends beyond BI and reporting. Chief data officers (CDOs), chief analytics officers (CAOs), and various other formal roles focused on overall data strategy are increasingly prevalent. Because of their broader focus and higher-level position, these roles are capturing more executive attention and competing with the BICC for funding of BI- and analytics-related initiatives.
Don’t Spend More on Data and Analytics, AI, or Digital Transformation Without Increasing Governance Investments
For most organizations, the gap between how often they invest more in the top areas of data and analytics and AI, and how frequently they increase spending on governance, represents a potential risk. Proper data governance provides the structure and processes necessary to ensure organizations can derive optimal value from their data. If an organization hasn’t emphasized strong governance while getting its data house “in order,” investments in high-priority areas like AI and data and analytics have a bigger chance of delivering less value than intended. We believe that organizations that fail to spend commensurately on data governance likely will see diminished returns from their investments in data and analytics, AI, and even digital transformation—especially if they are multiplying investments in these areas.
Data Leaders Must Adapt BICC Staffing Levels, Skills, and Activities
The nature of business intelligence (BI)-related initiatives has evolved dramatically over time and continues to change. Different types of data sources, emerging paradigms for integrating and delivering data, new analytical models, and rapidly accelerating artificial intelligence (AI) constructs all introduce new requirements for skills and capabilities in the BI competency center (BICC; which some organizations call a data and analytics center of excellence, or similar). Data leaders that do not adapt their BICCs by modernizing skill sets and refocusing core activities risk falling behind on key trends dependent on optimal BI architectures and will struggle to support contemporary business requirements and use cases.
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