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In an era where the agricultural industry is embracing technological innovation like never before, we present you a list of 20 startups to watch that are at the forefront, revolutionizing the way we farm and manage our food supply. From harnessing the power of agricultural photogrammetry and early-stage plant disease detection for precision farming to ensuring the health of poultry and livestock through cutting-edge biosecurity measures and livestock antibiotics alternatives, these startups are pushing the boundaries of what’s possible. The startups are also utilizing insect farming surveillance to optimize protein production, and employing crop mapping and remote sensors for farm monitoring to enhance crop yields and resource efficiency. Join us as we dive into their groundbreaking work and explore the AgriTech landscape of 2025.

Through the Big Data & Artificial Intelligence (AI)-powered StartUs Insights Discovery Platform, covering over 4.7M+ startups & scaleups globally, we identified 5274 AgriTech startups. The Global Startup Heat Map below highlights the 20 AgriTech startups you should watch in 2025 as well as the geo-distribution of all AgriTech startups & scaleups we analyzed for this research.

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Based on the heat map, we see high startup activity in India and Western Europe, followed by the USA. These AgriTech startups work on solutions ranging from agricultural photogrammetry and barn monitoring to early-stage plant disease detection and sustainable weed management.
As the world’s largest resource for data on emerging companies, the SaaS platform enables you to identify relevant technologies and industry trends quickly & exhaustively. Based on the data from the platform, the Top 5 AgriTech Startup Hubs are in London, Bangalore, Singapore, Hyderabad & New York City.
The 20 hand-picked startups highlighted in this report are chosen from all over the world and develop solutions for early-stage plant disease detection, poultry biosecurity, crop mapping, and more.

Agrobit is an Italian startup that makes a decision support system, iAgro. This mobile app uses agricultural photogrammetry to allow farmers to digitally scan and model portions of their crops using a smartphone. By taking photos of their fields or trees and uploading them to the cloud, farmers view 3D models of the scanned areas. The app then provides height, thickness, canopy volume, leaf area index, leaf wall area, and tree row volume metrics.
Farmers create precision agriculture maps by sampling multiple scattered points within a field. These maps show vegetative vigor and variability, helping farmers optimize inputs and focus resources. Repeated scans build a history of each field to compare crop evolution between seasons. Farmers are thus able to generate prescription maps to variably treat crops based on need in different phenological stages and field areas.

Israeli startup YieldX offers biosecurity solutions that use sensors, machine learning, and IoT to provide real-time biosecurity insights for poultry farms. The startup’s technology leverages vision, sound, and smell to monitor farm environments continuously with no human intervention. YieldX develops RedMiteSense, a smart sensor that uses AI to enable continuous monitoring and early detection of red mites in layer poultry farming.
Its other product, BioCore, positioned in fixed locations, monitors ambient conditions and live inventory movements. Whereas, TrolleyMateTag is attached to an egg/chick trolley or transport and monitors eggs and chicks in motion. The startup’s AI-based platform analyzes the data collected from these devices and alerts the farm owners about potential threats. So, by detecting disease outbreaks and pest infestations early on, YieldX enables farmers to proactively address poultry farming issues and maximize yield.

Canadian startup BugMars optimizes insect farm management through artificial intelligence (AI). Its platform, Hexapod, offers 24-hour surveillance using cameras and sensors, eliminating manual checks for pests, food/water reserves, mold, temperature, humidity, and hatching. Hexapod captures images and instantaneously reviews them, continuously tracking temperature, pests, and insect count.
Over time, the system predicts potential issues, recommends actions and refines its accuracy and predictions with the increased data flow. A dashboard provides automated alerts directly to devices and allows customization based on individual needs. Thus, through detailed sensor data and continuous alerts, the platform expands productivity, reduces insect mortality, and streamlines farming processes in general.

Australian startup Agristry makes a precision agriculture platform that enables crop mapping through drone imagery analysis and plant indices. The software creates crop health maps and monitors field development over the season. It identifies patterns to generate diagnostic maps that are downloadable as shapefiles for machinery. The startup uses computer vision, AI, and spatial tech to provide valuable insights on plant count, harvest readiness of crops, stress detection, and more.
Agristry also creates weed maps that accurately display the location of infested areas so that farmers are able to tackle weeds before they pose a serious threat. Additionally, the startup offers 3D land survey models to analyze the terrain. Farmers gain valuable insights for land use and development which they are able to leverage for designing efficient field management strategies.

RoboCare is a startup from Tunisia that advances early disease detection in greenhouses using hyperspectral imaging and AI. Its solutions, Crop-Care and Toma-Care detect stressed plants before pests are visible when infections are still controllable. Hyperspectral cameras capture near-infrared signals that plant signatures use to differentiate healthy versus stressed plants.
RoboCare also analyzes up-to-date drone, plane, and satellite imagery using crop models and AI to map nutrient deficiencies, diseases, pests, and weeds. The startup provides customized recommendations to optimally manage lands and crops. RoboCare’s digital monitoring system thus enables to farmers address plant health issues before significant crop damage.

Harpe Bio is a USA-based startup that formulates natural herbicides from plant extracts such as menthol, carbon, and other molecules. These natural herbicides act as alternatives to synthetic chemical herbicides which potentially have significant adverse effects on plant health.
However, Harpe Bio’s bioherbicides control weeds that have developed resistance and work alone or with other herbicides. The startup’s herbicides thus help organic farmers who lack effective weed control options while also enabling sustainability and safer food for consumers.

Dutch startup Trabotyx develops an advanced weed control system featuring a single-row autonomous weeding robot with a modular wheelbase. This robot delivers precise weeding by targeting both the spaces between and alongside crops, facilitating farmers’ transition to organic farming without the high costs and weather dependence of manual weeding.
Additionally, it reduces labor costs, allowing farmers to concentrate on other essential tasks. Trabotyx also provides continuous performance monitoring and remote support for the robots, minimizing the time users need to check the machine.

USA-based startup Barntools provides BarnTalk, a self-connecting barn alarm for swine and poultry producers. BarnTalk Gateway ensures reliable connectivity, automatically connecting without the need for landlines, WiFi, or cell plans. Designed for remote areas, BarnTalk operates with minimal data and has a self-testing feature that alerts if the system becomes unresponsive.
The accompanying app enables users to set sensor thresholds and monitor barn environments in real-time. A suite of wireless sensors measuring temperature and humidity aids in complete monitoring. Users gain insights into their barn’s conditions, receiving timely notifications via call, text messages, or push notifications. It also monitors trends to preemptively address potential issues.

Australian startup Farmo provides IoT solutions for farm monitoring leveraging LoRaWAN and NB-IoT technology. Its products include the Water Rat, a tank and trough sensor that offers real-time water level monitoring. Also, its Water Tank Level Monitor allows users to monitor tank levels frequently, ensuring timely water supply management.
Another product, the Electric Fence Sensor, sends alerts when fence voltage drops, ensuring livestock containment. Farmo’s Gate Sensor detects metal drop-latch in the closed position, which eliminates the problems of false alerts caused by wind or animals rubbing on the gate.

Hexafarms is a German startup that develops hexaBM, an AgriTech platform that allows greenhouses and vertical indoor farms to track their harvests from seedling to harvest. It continually measures bio-physical factors such as CO2 levels, temperature, humidity, pH, etc., that affect plant growth.
The platform uses machine learning to analyze the data collected through sensors to provide insights into plant growth, stomatal activity, and photosynthetic activity. It also infers trends and predictions about plant growth. Thus, hexafarms enables farmers to optimize crop growth conditions and boost yield.

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German startup SAM-DIMENSION leverages computer vision and data science to simplify agricultural field surveys. The startup’s weed mapping solution utilizes drones to help farmers identify weeds early on. It links the identified weed seedlings to their precise geolocation. Then, the solution utilizes this data to create a digital map for precise herbicide application with a field sprayer. SAM-DIMENSION thus improves weed control and enhances machine efficiency, enabling farmers to optimize crop yields and reduce costs.

US-based startup Lumo provides irrigation automation solutions for growers. For this, the startup develops a wireless, solar-powered, and connected smart irrigation valve. Its built-in sensor provides growers with accurate flow monitoring and control over water usage. The startup also offers intuitive management software that allows growers to schedule irrigation based on volume or duration.
Further, it detects water leaks and stops irrigation automatically to eliminate flooded fields and water wastage. The startup’s cloud-managed system further allows access, monitoring, and updating of irrigation systems remotely. Its features benefit growers in reducing costs and saving water while ensuring maximum crop yield.

AkoFresh is a Ghana-based startup that provides preservation services for smallholder farmers to reduce post-harvest losses. The startup’s solar-powered cold storage preservation technology extends the shelf life of fruits and vegetables up to 21 days. It consists of cold room panels, solar panels, sensors, a compressor, and an air cooler that makes up the smart solar-powered cool box.
This internet of things (IoT)-enabled, mobile off-grid cold storage technology avoids crop spoilage while farmers find buyers or middlemen. AkoFresh’s solution also benefits the environment as it reduces greenhouse gas emissions and conserves environmental resources.

Singaporean startup Werms upcycles local food waste into sustainable livestock feed and organic fertilizer for animals and plants. The startup’s product range includes crickets, mealworms, super worms, dried insects, and fertilizers that are parasite-free and environmentally friendly.
To make them, Werms collects pre-consumer waste from wholesale centers and uses proprietary processes to manufacture high-quality animal feed and organic fertilizers. It also offers just-in-time (JIT) services for farmers to get fresh livestock feed at their convenience. Werms’ solution reduces food waste and helps farmers improve their animal feed quality and soil health.

Turkish startup MOVE ON develops TASAI, an autonomous tractor kit that enhances tractor performance in the field. It analyzes camera images using AI to extract routes in real time. Further, the kit enables remote intervention through the cloud. With TASAI, tractors perform sowing and post-sowing processes autonomously. This results in the prevention of issues such as overlapping and double planting. The kit also ensures optimal seed and fertilizer usage while saving fuel and time.

Indian startup Cropway makes an integrated AgTech platform that offers technology-enabled, sustainability-focused supply chain solutions. It features geospatial crop advisory and farm intelligence tools that use AI-powered algorithms to provide real-time price forecasting and pest or disease detection. Besides, the platform enables fertilizer calculation and crop prediction.
Its seller studio helps farmers connect with buyers, processors, and output agencies to sell their produce. Additionally, its marketplace offers doorstep delivery for agriculture-related inputs, chemicals, and commodities. This enables agribusiness stakeholders to make data-driven decisions, improve productivity, and enhance profitability.

Israeli startup Algaenite produces biofertilizers from the air using nitrogen-fixing cyanobacteria. The startup’s patented solar-powered process utilizes automated photo-bioreactors to produce bio-nitrogen fertilizer onsite. This technology delivers an eco-friendly, sustainable, and cost-effective alternative to the traditional Haber-Bosch fertilizer production means.
Moreover, the organic fertilizer fully dissolves in water and offers a good yield. It is free of pathogens and hormones as well as features a negative carbon footprint. Algaenite thus allows farmers to ensure sustainable food production.

Italian startup Talpalabs provides a meteorological monitoring system. It consists of an agricultural sensor, Mole, and a companion mobile application, Talpa, for monitoring the farm weather conditions. The system offers data on temperature, soil humidity, and more.
The startup’s sensor uses low-power wide area networks (LoRaWAN) connectivity for data transmission, minimizing management costs and maximizing availability. It also measures soil moisture to optimize crop irrigation. Talpa‘s push notifications also alert farmers on weather conditions and irrigation requirements, preventing crop damage and improving crop quality.

New Zealand-based startup Nanobubble Agritech leverages nanobubble technology to develop a smart irrigation system for farmers. The startup retrofits existing irrigation systems with its solution. Then, its pressurized dissolution technique infuses supersaturated levels of oxygen into irrigation water.
This allows water to hold up more oxygen than usual. With this, Nanobubble AgriTech increases plant growth and improves soil structure and health. It also increases moisture retention in soil, maximizing production potential.

Canadian startup Ground Truth Agriculture provides real-time grain quality data for agri supply chains. The startup’s platform combines advanced machine vision tools and lab techniques to conduct grain analysis and provide insights. With real-time analysis, farmers make informed decisions on marketing, soil management, and crop production practices.
This allows them to optimize on-farm value. The platform also improves seed-to-sale traceability, delivers precise location-based insights, and ensures accurate sampling. Consequently, the platform enhances quality management and grain inventory value.
The AgriTech startups showcased in this report are only a small sample of all startups we identified through our data-driven startup scouting approach. Download our free AgriTech Innovation Report for a broad overview of the industry or get in touch for quick & exhaustive research on the latest technologies & emerging solutions that will impact your company in 2025!

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Why develop a digital transformation strategy?

You may not feel that digital transformation is worth the investment, but it’s a key aspect of any modern business strategy. It offers many benefits that can help you stay competitive, including:

• Enhanced customer experience: Digital tools streamline the customer service experience using chatbots, data retrieval, and automation tools.
• Increased operational efficiency: Take advantage of automation tools to remove redundant tasks and improve business processes.
• Adaptability: Quickly adapt to consumer trends and shift to new business models like e-commerce and subscription services.

Here are the top seven digital transformation strategies recommended by business leaders to help your organization evolve in this digital age.

1. Focus on the digital tools your team wants

• Project management and tracking tools: Project management tools (like OdooProjects, Trello, Asana, and Monday) and time-tracking tools (like Tick and Timecamp) can help you increase employee efficiency and measure team performance.
• Social media management tools: Digital marketing tools like OdooCRM, Buffer, and Hootsuite automate your social media marketing efforts and help you manage your social presence more easily.
• Digital communication tools: Remote and hybrid environments work better with digital communication tools like Zoom and Slack, which offer real-time collaboration abilities for your team and clients.

2. Improve your cybersecurity tools and procedures

As you transform your business to use digital tools, you’ll rely heavily on the internet to get more done. But this also exposes your company to cyber threats like viruses, malware, and phishing.

Having a risk-averse digital transition means putting measures in place to secure your environment and mitigate potential cybercrime. Here are some ways to keep data safe and secure to protect your business.

• Protect your accounts: Encourage employees to use strong passwords and change them regularly. Use two-factor authentication (2FA) and VPN services for remote employees to encrypt data accessed outside the office.
• Protect your devices: Schedule regular updates to prevent new security vulnerabilities and use intrusion detection software to monitor network traffic and look for ongoing threats.
• Maintain your environment: Maintain a secure environment by teaching employees to stay safe online and conduct security audits to test your security systems.

3. Increase your research and development budget

Investing in new tech costs money, which can cause some hesitation. But with how impactful these tools are, funding their research and development (R&D) makes sense and can take your business to a higher level. Here are two more ways to improve your R&D efforts:

• Trust your R&D team to make the best decisions: Part of R&D involves creating a methodology for making independent decisions. Give them the information they need to define requirements and evaluate tech solutions that will work, then trust them to do it right.
• Keep everyone involved in the R&D process: Keep all team members up to date with R&D initiatives and progress. This fosters transparency, keeps everyone aligned with company goals, promotes collaboration and innovation in the decision-making process, and lets teams collectively identify and address any challenges or roadblocks.

4. Hiring and growing competitive talent

As two-thirds of companies plan to invest more in digital technology and software in 2023, competition for digitally savvy talent will grow as well. And when you need the best minds to succeed with digital transformations, you need experts in relevant fields like data science, artificial intelligence, and IT.

Finding the right talent for the transformation process means creating an appealing environment for tech professionals and providing the resources needed to make effective changes. These might include offering flexible remote or hybrid work arrangements and periodic professional development opportunities. Other helpful tips are to:

• Show your value proposition to prospective talent: prove your company is worth working for by offering a fair salary, good benefits, leadership roles, career development, and commitment to digital modernization. Be sure to include these details in any job postings or other communications about open positions in order to attract the best talent to your organization.
• Promote from within: Look within your company for experienced people willing to reskill and upskill to learn new tools and promote digital business transformation. This increases employee loyalty, motivation, and engagement, as existing employees see opportunities for career growth and development within the organization.

5. Developing user-friendly digital systems

Automation and artificial intelligence (AI) are transforming businesses and will contribute to economic growth via contributions to productivity. They will also help address “moonshot” societal challenges in areas from health to climate change.

At the same time, these technologies will transform the nature of work and the workplace itself. Machines will be able to carry out more of the tasks done by humans, complement the work that humans do, and even perform some tasks that go beyond what humans can do. As a result, some occupations will decline, others will grow, and many more will change.

While we believe there will be enough work to go around (barring extreme scenarios), society will need to grapple with significant workforce transitions and dislocation. Workers will need to acquire new skills and adapt to the increasingly capable machines alongside them in the workplace. They may have to move from declining occupations to growing and, in some cases, new occupations.

This executive briefing, which draws on the latest research from the McKinsey Global Institute, examines both the promise and the challenge of automation and AI in the workplace and outlines some of the critical issues that policy makers, companies, and individuals will need to solve for.

1. Accelerating progress in AI and automation is creating opportunities for businesses, the economy, and society
2. How AI and automation will affect work
3. Key workforce transitions and challenges
4. Ten things to solve for

Accelerating progress in AI and automation is creating opportunities for businesses, the economy, and society

Automation and AI are not new, but recent technological progress is pushing the frontier of what machines can do. Our research suggests that society needs these improvements to provide value for businesses, contribute to economic growth, and make once unimaginable progress on some of our most difficult societal challenges. In summary:

Rapid technological progress

Beyond traditional industrial automation and advanced robots, new generations of more capable autonomous systems are appearing in environments ranging from autonomous vehicles on roads to automated check-outs in grocery stores. Much of this progress has been driven by improvements in systems and components, including mechanics, sensors and software. AI has made especially large strides in recent years, as machine-learning algorithms have become more sophisticated and made use of huge increases in computing power and of the exponential growth in data available to train them. Spectacular breakthroughs are making headlines, many involving beyond-human capabilities in computer vision, natural language processing, and complex games such as Go.

Potential to transform businesses and contribute to economic growth

These technologies are already generating value in various products and services, and companies across sectors use them in an array of processes to personalize product recommendations, find anomalies in production, identify fraudulent transactions, and more. The latest generation of AI advances, including techniques that address classification, estimation, and clustering problems, promises significantly more value still. An analysis we conducted of several hundred AI use cases found that the most advanced deep learning techniques deploying artificial neural networks could account for as much as $3.5 trillion to $5.8 trillion in annual value, or 40 percent of the value created by all analytics techniques (Exhibit 1).

Exhibit 1

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Deployment of AI and automation technologies can do much to lift the global economy and increase global prosperity, at a time when aging and falling birth rates are acting as a drag on growth. Labor productivity growth, a key driver of economic growth, has slowed in many economies, dropping to an average of 0.5 percent in 2010–2014 from 2.4 percent a decade earlier in the United States and major European economies, in the aftermath of the 2008 financial crisis after a previous productivity boom had waned. AI and automation have the potential to reverse that decline: productivity growth could potentially reach 2 percent annually over the next decade, with 60 percent of this increase from digital opportunities.

Potential to help tackle several societal moonshot challenges

AI is also being used in areas ranging from material science to medical research and climate science. Application of the technologies in these and other disciplines could help tackle societal moonshot challenges. For example, researchers at Geisinger have developed an algorithm that could reduce diagnostic times for intracranial hemorrhaging by up to 96 percent. Researchers at George Washington University, meanwhile, are using machine learning to more accurately weight the climate models used by the Intergovernmental Panel on Climate Change.

Challenges remain before these technologies can live up to their potential for the good of the economy and society everywhere

AI and automation still face challenges. The limitations are partly technical, such as the need for massive training data and difficulties “generalizing” algorithms across use cases. Recent innovations are just starting to address these issues. Other challenges are in the use of AI techniques. For example, explaining decisions made by machine learning algorithms is technically challenging, which particularly matters for use cases involving financial lending or legal applications. Potential bias in the training data and algorithms, as well as data privacy, malicious use, and security are all issues that must be addressed. Europe is leading with the new General Data Protection Regulation, which codifies more rights for users over data collection and usage.

A different sort of challenge concerns the ability of organizations to adopt these technologies, where people, data availability, technology, and process readiness often make it difficult. Adoption is already uneven across sectors and countries. The finance, automotive, and telecommunications sectors lead AI adoption. Among countries, US investment in AI ranked first at $15 billion to $23 billion in 2016, followed by Asia’s investments of $8 billion to $12 billion, with Europe lagging behind at $3 billion to $4 billion.

Even as AI and automation bring benefits to business and society, we will need to prepare for major disruptions to work.

About half of the activities (not jobs) carried out by workers could be automated

Our analysis of more than 2000 work activities across more than 800 occupations shows that certain categories of activities are more easily automatable than others. They include physical activities in highly predictable and structured environments, as well as data collection and data processing. These account for roughly half of the activities that people do across all sectors. The least susceptible categories include managing others, providing expertise, and interfacing with stakeholders.

Nearly all occupations will be affected by automation, but only about 5 percent of occupations could be fully automated by currently demonstrated technologies. Many more occupations have portions of their constituent activities that are automatable: we find that about 30 percent of the activities in 60 percent of all occupations could be automated. This means that most workers—from welders to mortgage brokers to CEOs—will work alongside rapidly evolving machines. The nature of these occupations will likely change as a result.

Jobs lost: Some occupations will see significant declines by 2030

Automation will displace some workers. We have found that around 15 percent of the global workforce, or about 400 million workers, could be displaced by automation in the period 2016–2030. This reflects our midpoint scenario in projecting the pace and scope of adoption. Under the fastest scenario we have modeled, that figure rises to 30 percent, or 800 million workers. In our slowest adoption scenario, only about 10 million people would be displaced, close to zero percent of the global workforce (Exhibit 2).

Exhibit 2

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The wide range underscores the multiple factors that will impact the pace and scope of AI and automation adoption. Technical feasibility of automation is only the first influencing factor. Other factors include the cost of deployment; labor-market dynamics, including labor-supply quantity, quality, and the associated wages; the benefits beyond labor substitution that contribute to business cases for adoption; and, finally, social norms and acceptance. Adoption will continue to vary significantly across countries and sectors because of differences in the above factors, especially labor-market dynamics: in advanced economies with relatively high wage levels, such as France, Japan, and the United States, automation could displace 20 to 25 percent of the workforce by 2030, in a midpoint adoption scenario, more than double the rate in India.

Jobs gained: In the same period, jobs will also be created

Even as workers are displaced, there will be growth in demand for work and consequently jobs. We developed scenarios for labor demand to 2030 from several catalysts of demand for work, including rising incomes, increased spending on healthcare, and continuing or stepped-up investment in infrastructure, energy, and technology development and deployment. These scenarios showed a range of additional labor demand of between 21 percent to 33 percent of the global workforce (555 million and 890 million jobs) to 2030, more than offsetting the numbers of jobs lost. Some of the largest gains will be in emerging economies such as India, where the working-age population is already growing rapidly.

Additional economic growth, including from business dynamism and rising productivity growth, will also continue to create jobs. Many other new occupations that we cannot currently imagine will also emerge and may account for as much as 10 percent of jobs created by 2030, if history is a guide. Moreover, technology itself has historically been a net job creator. For example, the introduction of the personal computer in the 1970s and 1980s created millions of jobs not just for semiconductor makers, but also for software and app developers of all types, customer-service representatives, and information analysts.

Jobs changed: More jobs than those lost or gained will be changed as machines complement human labor in the workplace

Partial automation will become more prevalent as machines complement human labor. For example, AI algorithms that can read diagnostic scans with a high degree of accuracy will help doctors diagnose patient cases and identify suitable treatment. In other fields, jobs with repetitive tasks could shift toward a model of managing and troubleshooting automated systems. At retailer Amazon, employees who previously lifted and stacked objects are becoming robot operators, monitoring the automated arms and resolving issues such as an interruption in the flow of objects.

Key workforce transitions and challenges

While we expect there will be enough work to ensure full employment in 2030 based on most of our scenarios, the transitions that will accompany automation and AI adoption will be significant. The mix of occupations will change, as will skill and educational requirements. Work will need to be redesigned to ensure that humans work alongside machines most effectively.

Workers will need different skills to thrive in the workplace of the future

Automation will accelerate the shift in required workforce skills we have seen over the past 15 years. Demand for advanced technological skills such as programming will grow rapidly. Social, emotional, and higher cognitive skills, such as creativity, critical thinking, and complex information processing, will also see growing demand. Basic digital skills demand has been increasing and that trend will continue and accelerate. Demand for physical and manual skills will decline but will remain the single largest category of workforce skills in 2030 in many countries (Exhibit 3). This will put additional pressure on the already existing workforce-skills challenge, as well as the need for new credentialing systems. While some innovative solutions are emerging, solutions that can match the scale of the challenge will be needed.

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Many workers will likely need to change occupations

Our research suggests that, in a midpoint scenario, around 3 percent of the global workforce will need to change occupational categories by 2030, though scenarios range from about 0 to 14 percent. Some of these shifts will happen within companies and sectors, but many will occur across sectors and even geographies. Occupations made up of physical activities in highly structured environments or in data processing or collection will see declines. Growing occupations will include those with difficult to automate activities such as managers, and those in unpredictable physical environments such as plumbers. Other occupations that will see increasing demand for work include teachers, nursing aides, and tech and other professionals.

Workplaces and workflows will change as more people work alongside machines

As intelligent machines and software are integrated more deeply into the workplace, workflows and workspaces will continue to evolve to enable humans and machines to work together. As self-checkout machines are introduced in stores, for example, cashiers can become checkout assistance helpers, who can help answer questions or troubleshoot the machines. More system-level solutions will prompt rethinking of the entire workflow and workspace. Warehouse design may change significantly as some portions are designed to accommodate primarily robots and others to facilitate safe human-machine interaction.

Automation will likely put pressure on average wages in advanced economies

The occupational mix shifts will likely put pressure on wages. Many of the current middle-wage jobs in advanced economies are dominated by highly automatable activities, such as in manufacturing or in accounting, which are likely to decline. High-wage jobs will grow significantly, especially for high-skill medical and tech or other professionals, but a large portion of jobs expected to be created, including teachers and nursing aides, typically have lower wage structures. The risk is that automation could exacerbate wage polarization, income inequality, and the lack of income advancement that has characterized the past decade across advanced economies, stoking social, and political tensions.

In the face of these looming challenges, workforce challenges already exist

Most countries already face the challenge of adequately educating and training their workforces to meet the current requirements of employers. Across the OECD, spending on worker education and training has been declining over the last two decades. Spending on worker transition and dislocation assistance has also continued to shrink as a percentage of GDP. One lesson of the past decade is that while globalization may have benefited economic growth and people as consumers, the wage and dislocation effects on workers were not adequately addressed. Most analyses, including our own, suggest that the scale of these issues is likely to grow in the coming decades. We have also seen in the past that large-scale workforce transitions can have a lasting effect on wages; during the 19th century Industrial Revolution, wages in the United Kingdom remained stagnant for about half a century despite rising productivity—a phenomenon known as “Engels’ Pause,” (PDF–690KB) after the German philosopher who identified it.

Ten things to solve for

In the search for appropriate measures and policies to address these challenges, we should not seek to roll back or slow diffusion of the technologies. Companies and governments should harness automation and AI to benefit from the enhanced performance and productivity contributions as well as the societal benefits. These technologies will create the economic surpluses that will help societies manage workforce transitions. Rather, the focus should be on ways to ensure that the workforce transitions are as smooth as possible. This is likely to require actionable and scalable solutions in several key areas:

• Ensuring robust economic and productivity growth. Strong growth is not the magic answer for all the challenges posed by automation, but it is a prerequisite for job growth and increasing prosperity. Productivity growth is a key contributor to economic growth. Therefore, unlocking investment and demand, as well as embracing automation for its productivity contributions, is critical.
• Fostering business dynamism. Entrepreneurship and more rapid new business formation will not only boost productivity, but also drive job creation. A vibrant environment for small businesses as well as a competitive environment for large business fosters business dynamism and, with it, job growth. Accelerating the rate of new business formation and the growth and competitiveness of businesses, large and small, will require simpler and evolved regulations, tax and other incentives.
• Evolving education systems and learning for a changed workplace. Policy makers working with education providers (traditional and nontraditional) and employers themselves could do more to improve basic STEM skills through the school systems and improved on-the-job training. A new emphasis is needed on creativity, critical and systems thinking, and adaptive and life-long learning. There will need to be solutions at scale.
• Investing in human capital. Reversing the trend of low, and in some countries, declining public investment in worker training is critical. Through tax benefits and other incentives, policy makers can encourage companies to invest in human capital, including job creation, learning and capability building, and wage growth, similar to incentives for private sector to invest in other types of capital including R&D.
• Improving labor-market dynamism. Information signals that enable matching of workers to work, credentialing, could all work better in most economies. Digital platforms can also help match people with jobs and restore vibrancy to the labor market. When more people change jobs, even within a company, evidence suggests that wages rise. As more varieties of work and income-earning opportunities emerge including the gig economy, we will need to solve for issues such as portability of benefits, worker classification, and wage variability.
• Redesigning work. Workflow design and workspace design will need to adapt to a new era in which people work more closely with machines. This is both an opportunity and a challenge, in terms of creating a safe and productive environment. Organizations are changing too, as work becomes more collaborative and companies seek to become increasingly agile and nonhierarchical.
• Rethinking incomes. If automation (full or partial) does result in a significant reduction in employment and/or greater pressure on wages, some ideas such as conditional transfers, support for mobility, universal basic income, and adapted social safety nets could be considered and tested. The key will be to find solutions that are economically viable and incorporate the multiple roles that work plays for workers, including providing not only income, but also meaning, purpose, and dignity.
• Rethinking transition support and safety nets for workers affected. As work evolves at higher rates of change between sectors, locations, activities, and skill requirements, many workers will need assistance adjusting. Many best practice approaches to transition safety nets are available, and should be adopted and adapted, while new approaches should be considered and tested.
• Investing in drivers of demand for work. Governments will need to consider stepping up investments that are beneficial in their own right and will also contribute to demand for work (for example, infrastructure, climate-change adaptation). These types of jobs, from construction to rewiring buildings and installing solar panels, are often middle-wage jobs, those most affected by automation.
• Embracing AI and automation safely. Even as we capture the productivity benefits of these rapidly evolving technologies, we need to actively guard against the risks and mitigate any dangers. The use of data must always take into account concerns including data security, privacy, malicious use, and potential issues of bias, issues that policy makers, tech and other firms, and individuals will need to find effective ways to address.

There is work for everyone today and there will be work for everyone tomorrow, even in a future with automation. Yet that work will be different, requiring new skills, and a far greater adaptability of the workforce than we have seen. Training and retraining both midcareer workers and new generations for the coming challenges will be an imperative. Government, private-sector leaders, and innovators all need to work together to better coordinate public and private initiatives, including creating the right incentives to invest more in human capital. The future with automation and AI will be challenging, but a much richer one if we harness the technologies with aplomb—and mitigate the negative effects.

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I’ve worked with various teams—sales, marketing, finance, and project management—and I’ve seen firsthand how enterprise resource planning (ERP) systems can be both incredibly helpful and a source of endless headaches.

I love how best ERP systems promise streamlined operations, better insights, and a unified view of the business. But sometimes it doesn’t take long before you’re asking, why is this so complicated? Or why can’t it just do what we need it to do?

I’ve been through it all: trying to adapt an ERP system to fit business processes it wasn’t designed for, seeing teams learn systems that feel anything but user-friendly, and even the discovery of hidden costs after the implementation is already underway.

I know these challenges quickly compound when you try to ‘get it right’ during ERP software selection process. You’ll probably agree with me that a wrong choice disrupts workflows, demoralizes employees, and wastes precious resources.

Whether you’re upgrading from an outdated solution or exploring ERP systems for the first time, I want to help you identify red flags and choose a system that aligns with your needs. That’s why I teamed up with Gabriel Gheorghiu, our resident ERP expert, and worked with folks from all kinds of teams that rely on ERPs to help you find the best ERP systems out there.

10 best ERP systems for 2025: My recommendations

An ERP system brings all your core business departments like finance, HR, supply chain, and sales into one place to make things run smoother, keep data accurate, and help you make better decisions.

After exploring ERP systems, I found that the best ones integrate key business processes like finance, HR, and supply chain into one platform. They offer real-time data for smarter decision-making, are scalable to grow with your business, and have user-friendly interfaces with strong customer support, making them essential for streamlining operations and improving efficiency.

My take on what sets best ERP systems apart

When I started evaluate ERP systems, I focus on a few critical factors to ensure the system is a perfect fit for the business. Here’s what I look for:

• Fits business needs: I started by ensuring the ERP system matches specific business processes and requirements that most users want. It has to handle all the essentials, like finance, HR, supply chain, and project management, while also addressing any industry-specific needs. For me, if it doesn’t support the way the business works today and where it’s headed, it’s not the right choice.
• Scalability: I also evaluated whether the ERP software can grow with the business. A great ERP system should handle increased workloads, support additional users, and adapt to business or process changes without causing major disruptions.
• Integrations: An ERP system also has to work seamlessly with existing tools, whether it’s CRM software, e-commerce platforms, or other specialized applications. If it doesn’t integrate well, it creates more problems than it solves. I tested how easily the ERP communicates with other systems to ensure smooth data flow across the organization.
• Ease of use: If the ERP system isn’t intuitive, it can lead to frustration and low adoption rates among your team members. That’s why I paid close attention to the training and resources the vendor provides. For me, a good ERP goes beyond offering great features. It makes it easy for people to actually use those features.
• Total cost of ownership (TCO): I also looked into the costs, not just the upfront price tag. This includes implementation, licensing, customization, training, ongoing maintenance, and upgrades. Understanding the long-term financial commitment helps avoid unpleasant surprises down the line. I always recommend comparing the TCO against the value the ERP solution brings to the table.
• Vendor reputation: Lastly, I considered the vendor’s track record. I read reviews, checked out their customer base, and even talked to current users when I could. Knowing I can count on the vendor for help with implementation, troubleshooting, and updates gives me peace of mind.

By focusing on these factors, you can confidently choose an ERP system that meets current needs and sets you up for long-term success. Over the past few weeks, I tested over 20 ERP software solutions. The top 10 that made the list stood out for their ability to meet business needs, ease of integration, user-friendly design, and overall cost-effectiveness.

To be included in the ERP software category, a product must:

• General ledger, accounts payable/receivable, budgeting, and cash management features
• Human resources functionality like recruiting and payroll, or integration with HR and payroll solutions
• Basic sales and customer management features or integration with CRM solutions
• Functions to create quotes, sales orders, and returns
• Purchasing workflows and purchase order management
• Work with inventory and warehouse management software for picking, packing, and shipping
• Offer advanced supply chain modules, including demand planning and transportation management for distribution companies
• Provide production modules like bill of materials (BOM), manufacturing resource planning (MRP), and quality management features for manufacturing companies
• Feature reporting and analytics for all the modules included in the ERP solution

1. Odoo ERP

Using Odoo ERP made us feel like having a fully customizable and versatile system at our fingertips.

From a technical perspective, Odoo’s open-source nature is a huge advantage. It allowed us to customize workflows, dashboards, and even the core functionality to meet our specific needs. The system is built on Python, and while we needed skilled developers to fine-tune some features, the customization options were nearly limitless. We run Odoo on a Linux-based environment, which we’ve found to be the most stable and efficient setup. While it can operate on Windows, Linux gave us better performance and community support, which is a significant bonus.

To get the best performance, we’ve had to ensure our hardware meets Odoo’s requirements. For smaller deployments with up to 10 users, a dual-core CPU, 2 GB of RAM, and 10 GB of storage are sufficient. However, as our operations expanded, we scaled up to a quad-core CPU, 16 GB of RAM, and 50 GB of storage to handle larger datasets and more users.

We felt that implementing the system was a complex process that required planning and technical expertise, especially when integrating third-party applications or customizing the source code. Its extensive functionality meant we had to invest time in training our team to use it effectively. Additionally, while the interface is user-friendly, we’ve occasionally experienced slowdowns when handling large data volumes, which can be frustrating.

Customer support has been hit or miss for us. While there’s plenty of community-driven help available, official support can sometimes be inconsistent, which made resolving critical issues a bit challenging.

What I dislike about Odoo ERP:

• It required us technical expertise and a lot of planning, especially when integrating third-party applications or customizing features.
• While the community is helpful, I’ve found the official support to be hit or miss, which can be frustrating when I run into critical issues.

What G2 users dislike about Odoo ERP:

“Although Odoo ERP is highly customizable, the process can be complex and requires a good understanding of both the platform and its underlying code. For businesses without in-house technical expertise, this can lead to reliance on external developers, which may increase costs and time for implementation.”

– Odoo ERP Review, Khurshid A.

2. NetSuite

When I worked with NetSuite, I found it to be technically robust, cloud-based ERP solution that brings all core business functions like finance, CRM, inventory, and e-commerce onto a single, unified platform.

What I found impressive was its real-time visibility into financial and operational data, which makes decision-making more informed and strategic. Its flexibility is amazing too, with a high level of customization for workflows, reports, and dashboards, so I can tailor it to fit specific business needs perfectly. Plus, its scalable architecture handles growing transaction volumes and user bases without skipping a beat, making it ideal for businesses preparing to expand.

NetSuite also excels with its integration capabilities. Its application programming interfaces (APIs) make connecting with third-party applications straightforward, ensuring smooth data flow across systems. I also appreciated its automation tools, which reduce manual work and boost efficiency across departments.

I’ve also found some challenges. Implementing NetSuite can be a complex process, requiring time, expertise, and thorough training for teams to fully adopt it. The pricing is something I always kept in mind, as the subscription fees, add-on modules, and ongoing maintenance can add up quickly, especially for smaller businesses. I noticed occasional performance issues, like system sluggishness or downtime, which can be frustrating during busy periods.

Customer support is another area where I’ve seen room for improvement. While it’s available, resolving more technical issues often takes longer than I’d like, so I made sure to have either internal expertise or reliable external consultants on hand.

What I dislike about NetSuite:

• I found the implementation process to be challenging and expensive, especially with the additional costs for advanced modules and maintenance.
• I’ve experienced occasional system slowdowns, and the customer support can sometimes be less responsive than I’d like.

What G2 users dislike about NetSuite:

“The implementation process was inadequate. There wasn’t sufficient analysis of the existing workflows by the NetSuite subject matter experts to determine (a) how NetSuite could accommodate existing workflows or (b) if existing workflows needed to change to accommodate NetSuite processes or perhaps leverage NetSuite features and functions. Similarly, the training was lacking. It was more a demonstration of default NetSuite features rather than training on the product as installed and configured in our environment. While additional training and support is available for a fee, the basic implementation and training need to be strengthened to support a successful initial adoption.”

– NetSuite Review, Richard K.

3. Microsoft Dynamics 365 Business Central

When using Microsoft Dynamics 365 Business Central, I found it to be a robust, cloud-based ERP solution that integrates essential business functions like finance, sales, inventory, and customer service.

What stood out to me is how seamlessly it connected with other Microsoft products, like Office 365 and Outlook. I was also impressed by its financial management tools which provided our team real-time insights into accounting, budgeting, and financial performance.

I also liked the flexibility of Microsoft Dynamics 365 Business Central. I could customize workflows and reports to fit specific business needs. Plus, the ability to integrate with third-party applications lets us expand its functionality as needed.

I felt the learning curve was steep, especially for those new to ERP systems, so training is essential to get the most out of it. Our team also realized that customization can be complex and create issues during system upgrades, which might require additional developer support. I also didn’t like how licensing fees and the cost of advanced features or customizations can quickly add up.

What I dislike about Microsoft Dynamics 365 Business Central:

• I felt that getting started can be challenging, especially for those new to ERP systems. It takes time and training to fully understand and use all its features.
• While I appreciate the customization options, they can sometimes make things overly complex and lead to issues during system upgrades.

What G2 users dislike about Microsoft Dynamics 365 Business Central:

“It presents challenges to migrate business data and workflows to different platforms or solution providers.”

– Microsoft Dynamics 365 Business Central Review, Ramy S.

4. SAP S/4HANA Cloud

I like how SAP S/4HANA Cloud simplifies daily operations, reduces maintenance time, and enhances overall productivity. This cloud-based ERP system provides real-time data access, which helped our team access accurate insights and make informed decisions.

I also appreciate its robust data modeling features, which support advanced reporting and predictive analytics. The system’s ability to process large volumes of data in-memory allows for quick and accurate reporting, making it easier to forecast trends and make strategic plans. Additionally, our team liked how SAP S/4HANA Cloud offers strong connectivity with other SAP solutions and third-party tools, enabling smooth data exchange and process automation.

During testing, we realized that its complexity can lead to a steep learning curve, requiring thorough training for teams to fully use its capabilities. While customization is possible, the cloud version has certain limitations, making it harder to adapt the system to unique business needs.

Speaking of implementation, I felt that it’s a resource-intensive process that demands detailed planning and skilled personnel, which can extend timelines and increase expenses.

What I dislike about SAP S/4HANA Cloud:

• I felt that the platform is highly complex, and it takes a lot of training and time for teams to fully understand and use its features effectively.
• The high licensing fees and resource-intensive implementation process make it a significant investment, especially for smaller organizations.

What G2 users dislike about SAP S/4HANA Cloud:

5. Sage Intacct

Using Sage Intacct offered our team a transformative experience for managing complex financial operations.

It’s a cloud-based ERP solution built with financial management at its core, and what stands out for me is its intuitive, user-friendly interface that reduces the learning curve and boosts productivity. The system offers powerful features like automated accounts payable and receivable, robust general ledger functionality, advanced purchasing workflows, and highly detailed financial reporting.

I particularly value its ability to deliver real-time insights, thanks to its advanced analytics tools, which keep me informed about every aspect of our business’s financial health.

I also like how Sage Intacct connects effortlessly with third-party tools like Salesforce, payroll systems, and expense management software, creating a unified ecosystem. I also appreciate the multi-entity management feature which simplifies consolidations, currency conversions, and inter-entity transactions, making it ideal for businesses with subsidiaries or global operations. Its scalability ensures it can handle increasing transaction volumes and users as our business grows, without sacrificing performance.

While the reporting tools are comprehensive, I found that customizing them can be more complex than expected, often requiring advanced knowledge or support from a consultant. Some integrations, especially with more specialized tools or configurations, can be challenging to set up and maintain.

What I dislike about Sage Intacct:

• While the reporting tools are powerful, I find customizing them overly complex, often requiring extra training or consultant support.
• The starting price of $400 per user per month, along with additional costs for modules and users, can add up quickly, which is a challenge for smaller businesses.

What G2 users dislike about Sage Intacct:

“The service process is never as easy as I want it to be. You have to log into the community. Additionally, some modules are better than others. The prepaid expense module has glitches that you learn to work around, but limit full functionality. I also wish the app was more dynamic, as I am frequently on the move.”

– Sage Intacct Review, Kendall W.

6. Acumatica

When we first started using Acumatica, what struck us was how seamlessly it brought everything together.

It’s a cloud-based powerhouse that can handle our core business processes, from finances and inventory to CRM and beyond. The interface is clean and user-friendly, which means we can focus on getting work done instead of figuring out how to use the system. It’s designed for efficiency, and that shows in how smoothly it integrates operations across our business.

What I love most about Acumatica is its flexibility. I can customize workflows, reports, and dashboards to tailor everything to how our teams work. And Acumatica scales effortlessly, handling increased transactions and users without missing a beat. Plus, since it’s cloud-based, we can access everything from anywhere, whether we are in the office or on the go.

Implementing Acumatica took us some effort since it’s not a plug-and-play solution. The setup process required planning and expertise, especially when integrating it with our existing systems. And while the pricing model is fair, the cost of add-ons and customizations can creep up, so it’s something we had to budget for. Advanced features, like automation and custom reporting, also took a bit of time to master.

What I dislike about Acumatica:

• I realized that setting up Acumatica required careful planning and technical expertise, which made the onboarding process longer than I expected.
• While the basic tools are straightforward, mastering the more advanced features like automation and custom reporting took our team time and extra training.

What G2 users dislike about Acumatica:

“As a user of the payroll module, I think having a human resources information system (HRIS) would greatly enhance the payroll processing. There is quite a disconnect between HR functionality in the system that needs to be done outside of the system.”

– Acumatica Review, Jennifer G.

7. SAP ECC

When we tested SAP ECC or SAP ERP Central Component, we loved how it’s built to handle complexity with precision and efficiency.

For us, it acted as a command center that connected every part of our business, from finance and sales to inventory and supply chain. The sheer range of its modules, like Financial Accounting, Materials Management, and Sales & Distribution, gave us the tools we need to streamline operations across departments, all while keeping everything in sync.

We also loved SAP ECC’s flexibility. We could pick and choose the modules we need, customizing the system to fit our unique business processes. As our company grows, SAP ECC grows with us, scaling effortlessly to handle more users, transactions, and even global operations.

Plus, I loved how we could connect SAP ECC with other SAP tools, like Business Warehouse, and even non-SAP systems. This created a seamless flow of data, saving us from the headaches of disconnected platforms and manual workarounds. For specialized needs, the industry-specific features feel like they were made just for our business.

The traditional user interface can feel a bit clunky and outdated, especially when compared to newer ERP systems with sleek, modern designs. It’s functional, but getting our team up to speed took some time and training. Implementing SAP ECC required meticulous planning, skilled expertise, and a significant financial investment. Maintenance and upgrades also require ongoing attention and resources.

I sometimes wish the system offered real-time analytics instead of relying on batch processing, which can delay insights when we need them most. And while we appreciate its customization capabilities, setting everything up can get complicated, often needing external consultants to get it right.

What I dislike about SAP ECC:

• The interface feels old and clunky, which makes it harder for new users to learn and slows down adoption within our team.
• Implementing and maintaining SAP ECC requires a lot of time, expertise, and financial investment, which can feel overwhelming, especially during initial setup.

What G2 users dislike about SAP ECC:

“One of the major things I disliked about SAP ECC is the learning curve and cost associated with the software. Due to its complexity, there is often a steep learning curve associated with SAP ECC. New users might require extensive training to effectively use the system. Also, implementing and maintaining SAP ECC can be expensive, not only in terms of software licenses but also in terms of hardware, training, and ongoing support.”

– SAP ECC Review, Bhavesh G.

8. Deltek Costpoint

Deltek Costpoint stood out to me for its focus on compliance and regulatory support for government contractors  It’s designed to handle the complexities of meeting the Defense Contract Audit Agency (DCAA), Federal Acquisition Regulation (FAR), and Cost Accounting Standards (CAS) requirements, taking a lot of the stress out of ensuring government contractor businesses stay audit-ready.

I love the built-in tools for tracking indirect rates, managing time and expense reporting, and maintaining accurate project accounting. I’ve found that this level of compliance integration is something other ERP systems often struggle to match.

Another feature I truly appreciate is its workforce management capabilities. Deltek Costpoint also manages wide range of functionalities from automating payroll processes to tracking employee hours and project allocations. We love how the talent management tools help businesses with hiring and onboarding, which saves companies time and ensures they can find and retain the best talent for projects.

Implementing Deltek Costpoint was a detailed and resource-intensive process. It took us careful planning, technical expertise, and a significant time investment to configure it properly and integrate it with our existing systems. While the interface is intuitive once you’re familiar with it, mastering its full capabilities meant investing in thorough training for our team.

I noticed performance can sometimes be an issue, particularly when processing large data sets or running complex queries. These moments of slowdown can disrupt workflows.

What I dislike about Deltek Costpoint:

• Getting Deltek Costpoint up and running was a long and resource-intensive process for us. It required significant planning and technical expertise to configure everything properly.
• While the system is powerful, mastering its vast functionality took a lot of training. Plus, I’ve experienced occasional slowdowns when working with large data sets, which can be frustrating during busy times.

What G2 users like about Deltek Costpoint:

“I don’t like that in order to reverse a prior invoice, you have to reverse all of the invoices that came after it. Not only is this time-consuming, but if rate updates occurred since the subsequent invoices were first posted, you could come up with different totals when they are re-calc’d. And if the customer already paid those subsequent invoices, it really complicates things. I also wish there was more functionality for collections – ways to notify us when it’s time to follow up, a greater character limit, etc. We ended up opting for a different tool to track collection statuses.”

– Deltek Costpoint Review, Deanna U.

9. Oracle JD Edwards EnterpriseOne

Oracle JD Edwards EnterpriseOne felt like a dynamic ERP system that keeps everything running smoothly, no matter how complex things get. Its comprehensive suite of features spans finance, manufacturing, sales, and distribution, giving me everything we need to manage operations in one place.

The real-time reporting and analytics are a standout for me. Having instant insights into key performance indicators allows us to make decisions with confidence, knowing we have the data to back them up. The seamless integration capabilities mean we don’t have to worry about disconnected systems or manual data entry—it’s all connected, efficient, and reliable. I also love how robust and stable the system is, handling our business’s growth and complexity with ease.

The implementation process required time, resources, and expertise to get everything set up correctly. And while the system’s functionality is incredible, it has a steep learning curve. It took thorough training to get our team comfortable using it effectively.

We also noticed Oracle JD Edwards EnterpriseOne becomes a substantial investment with licensing fees, customizations, and ongoing maintenance.

What I dislike about Oracle JD Edwards EnterpriseOne:

• Setting it up was a major project that required significant time, resources, and expertise, making the process challenging for our team.
• The system’s vast functionality meant our team needed extensive training, and the licensing, customization, and maintenance costs make it a significant investment.

What G2 users dislike about Oracle JD Edwards EnterpriseOne:

“While Oracle JD Edwards can be customized to meet specific business needs, it requires additional time and resources to make the necessary changes. This can be a challenge for businesses with limited resources.”

– Oracle JD Edwards EnterpriseOne Review, Kaushal Z.

10. SAP Business ByDesign

SAP Business ByDesign‘s cloud-native architecture provides unmatched scalability.

It lets us add users, modules, and functionalities as our business grows without needing significant hardware investments. The system is designed to handle complex workflows and offers robust data security, adhering to strict compliance standards, which is reassuring for sensitive business operations.

I appreciate how the embedded analytics tools deliver real-time insights through customizable dashboards, enabling us to monitor key performance indicators (KPIs) and gain deeper visibility into operations.

Performance-wise, SAP Business ByDesign generally handles tasks efficiently, but I have encountered occasional slowdowns, particularly when processing large datasets or running complex queries. I’ve found these performance issues to be frustrating during critical operations, requiring technical adjustments or support.

What I dislike about SAP Business ByDesign:

• While the system is versatile, I’ve found the customization options a bit restrictive, which sometimes requires workarounds or external integrations to meet specific needs.
• Occasionally, I experienced slowdowns with large datasets, and the pricing can feel steep, especially for smaller businesses, making it a significant investment.

What G2 users dislike about SAP Business ByDesign:

“SAP Business ByDesign does lack in quick customer support for any issues faced. Even though almost all issues are solved, the support has often taken a long time to respond to complaints raised by our organisation. This can cause frustration.”

– SAP Business ByDesign Review, Syed Umer W.

ERP systems: Frequently asked questions (FAQs)

1. What is the most widely used ERP system?

NetSuite, Microsoft Dynamics 365 Business Central, SAP S/4HANA Cloud, Sage Intacct, and Acumatica.

2. What are the best ERP systems for small businesses?

NetSuite, Microsoft Dynamics 365 Business Central, SAP S/4HANA Cloud, Sage Intacct, and Odoo ERP.

3. What are the top ERP systems for manufacturing?

NetSuite, Microsoft Dynamics 365 Business Central, SAP S/4HANA Cloud, Sage Intacct, Acumatica, SAP ECC, Deltek Costpoint.

4. What are the three common types of ERP?

Three common types of ERP systems include:

• On-premise ERP: Installed locally on a company’s servers and managed in-house. It provides full control over the system but requires significant IT resources for maintenance and upgrades. Examples: SAP ECC, Oracle JD Edwards EnterpriseOne.
• Cloud-based ERP: Hosted on the vendor’s servers and accessed through the internet. It offers flexibility, scalability, and lower upfront costs, making it popular among small to mid-sized businesses. Examples: SAP S/4HANA Cloud, Oracle NetSuite, Acumatica.
• Hybrid ERP: Combines on-premise and cloud-based solutions. Often used by larger organizations to maintain legacy systems while adopting cloud solutions for specific functions or subsidiaries. Examples: A mix of SAP ECC with SAP S/4HANA Cloud.

5. What is the most widely used ERP system?

Odoo, NetSuite, Microsoft Dynamics 365 Business Central, SAP S/4HANA Cloud, and Sage Intacct.

Choose the best ERP software

As I dive deeper into ERP software trends for 2024, it’s clear that the landscape is evolving rapidly, shaped by technological advancements and shifting business needs. What excites me most are the key areas of focus: increased cloud adoption, IoT integration, enhanced security frameworks, supply chain resilience, the growing use of AI and machine learning, and advanced analytics. These innovations are transforming how businesses operate and adapt to a dynamic market.

I thoroughly enjoyed putting together this list of the best ERP systems. My goal was to provide a well-researched, fact-based compilation inspired by feedback from real users like you. I hope it helps you get closer to choosing the perfect ERP solution for your business. Remember, the best choice starts with understanding your unique needs and budget. Take the time to explore authentic reviews on platforms like G2—they’re invaluable in making a decision that aligns with your goals.

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In 2021, the European tech ecosystem was in rude health – smashing the $100 billion VC funding mark for the first time. Two years later, however, that number had halved with the annual State of European Tech report placing annual funding for 2023 at $45 million.

The wider economic context can’t be ignored. 2023 again saw a difficult macro environment. It’s important, however, to not let a broad, region-wide perspective gloss over market-by-market performance and characteristics. The UK, for example, had a strong year, with HSBC finding that VC funding reached $22 billion, surpassing pre-pandemic levels, following an H2 2023 funding acceleration. 

While tech ecosystems in other European nations didn’t fare as well in comparison – we shouldn’t get carried away and extrapolate too much from total funding numbers. The UK boasts more scale-up tech companies in comparison to other European nations. That’s a good thing, of course, but we can also expect more talent to leave these now mature companies in search of a new early-stage adventure.

Indeed, when looking across the continent, the same State of European Tech report also found that Europe is still vastly outpacing the US when it comes to the number of tech founders hitting the market, despite the bar to entry now being far higher. This bodes well for the months ahead, where we’re seeing key trends and opportunities shaping Europe’s tech ecosystem for the better. So, let’s dig in deeper.

In years gone by, France was associated with bureaucracy – the kind of business climate that’s off-putting for entrepreneurs. It would be wrong to tar France with the same brush today. Smart government support for start-ups has resulted in resilient early-stage funding. The Bpifrance public investment bank has pumped tens of billions into French start-ups to serve as a resilient source of early-stage funding. This is a key reason why France saw less of a decline in VC funding in 2023 than other major European tech hubs.

Funding is just one piece of the puzzle though. France’s success can also be credited to the government’s broader measures to foster an environment for start-ups. This includes the Tibi programme, designed to shepherd more institutional money into late-stage funds, innovation tax credits, technology excellence centres financed  by public-private partnerships and innovation clusters to connect innovators within the same region.

In the coming months, expect to see stronger competition at the pre-seed and seed level for funding in France. Several recent raises have left regional funds with dry powder to deploy combined with higher-than-average super angel investor presence. The billionaire  Xavier Niel plans to invest 200 million euros into AI to push France to the forefront of the field, joining growing interest from large Family Offices, pan-European investors and French venture firms in supporting the thriving ecosystem.

In terms of the technology sweet spot for the French ecosystem, AI is the stand-out. Local players including Mistal AI, poolside and Raive are building foundational models in addition to activity in the AI tooling and application spaces. The presence of local Google and Meta AI research labs further strengthens the French case for being the leading European hub for AI. Fintech and climate tech are also fixtures of the French tech ecosystem. Mistral is particularly exciting and worth mentioning. Here’s an early-stage company that capitalised on its EU roots and managed to strike a partnership agreement with Microsoft despite Microsoft’s very public association with OpenAI. An achievement of this scale is pretty mind-blowing.

Overall, France has done a great job in its efforts to offer incentives for start-ups of the kind that have been hugely successful in the U.S. but haven’t been well replicated in Europe historically. That puts the local ecosystem on a great footing for the future.

Germany was the world’s worst-performing major economy in 2023. Yet, despite this backdrop, there’s reason to feel optimistic about the outlook for Germany’s tech sector this year. While France is making waves in AI, mega funding rounds for German AI players like Aleph Alpha, DeepL and Helsing in 2023 highlighted how the country boasts a serious ecosystem for frontier technology shaping AI’s future.
The German government has made clear its ambitions to invest more in homegrown and European VCs. Through its Future Fund and state-backed KfW Capital, the German state is investing and committing billions to start-ups and VC funds that align with its strategic vision. As a result of this targeted direction of funding, we expect to see Germany become one of the frontrunner ecosystems for renewable materials and more advanced areas of green technology in the years ahead.

The reality is, however, that any start-ups looking to benefit from large 2024 funding raises in Germany will have to demonstrate a commitment to the country’s domestic technology and public sector. This is down to the German state’s particularly active and influential sway role over regional VC funding. While there are positive signs of more institutional money in Germany being earmarked for growth capital, it still lags behind its contemporaries in funding per capita. Figures from the German start-up association, for example, reveal that while France invested a total of €107 per capita in start-ups in 2023, Germany only invested €85 per capita.

As German society hunkers down for a tricky economic period, the tech start-ups aligned to the public sector’s vision for Germany’s long-term tech leadership are set to benefit from raises.

Certain players in the tech ecosystems of France and Germany are undoubtedly making waves in the AI space today. But it would be remiss to overlook where this all started – the U.S.

OpenAI’s release of ChatGPT in November 2022 was a turning point. Quickly, enterprises and consumers came to see the transformative potential of generative AI and the technology has dominated the discourse since. According to PwC’s latest annual CEO survey, 32% of CEOs have already adopted generative AI across their company and 58% see generative AI as a catalyst for improving the quality of their products and services.

The rapid ascent of AI has had some obvious implications for the technology jobs market. The role of an AI engineer didn’t broadly exist two years ago. This meant a quick rush to convert knowledge workers from adjacent fields like Machine Learning into AI.
In the U.S., The ChatGPT shockwave resulted in a very significant outpacing of demand for AI talent compared to a relatively small talent pool. This has led to huge salary increases, with AI tech leads in the states today typically demanding salaries on or around the million-dollar mark.

It’s been a different story in the EU. The aforementioned ChatGPT shockwave was more distributed over time, so related tech worker salaries on the continent did not experience a massive jump and are more reasonable compared to the U.S. even today. Additionally, tech companies in the EU have a strong backbone of engineers from eastern EU countries to tap into. Such talent can be converted over time to serve the needs of AI start-ups. This is eased even further by the simple visa requirements that the EU boasts. For these reasons, the EU’s tech ecosystems are well-positioned to compete against U.S. tech in the new field of AI.

In conclusion, clear patterns underline why Europe is currently outpacing the US when it comes to new tech founders. In French and German efforts, we see the critical role that government support plays in supporting start-ups of all stages through macroeconomic downturns. And despite Germany’s historically smaller base level of venture capital, the Government’s commitment to climate and deep tech is successfully developing a leading ecosystem for these technologies regionally. Looking to the horizon, AI is set to dominate and be where growth opportunities for technology companies lie in the coming years. Thanks to strong tech ecosystems and uniquely favourable job market conditions, European start-ups can emerge from the dash as future AI winners.

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The landscape of the blockchain industry is undergoing a radical transformation. Once dominated by first-generation cryptocurrencies such as Litecoin (LTC), the focus has now moved towards more advanced platforms that are introducing breakthrough innovations.

These emerging platforms are not merely iterations of their predecessors. They represent a significant advancement in blockchain technology, offering new solutions to longstanding challenges. With enhanced capabilities, they promise greater efficiency and scalability, essential for widespread adoption across various sectors.

As the industry matures, the emphasis is on developing more versatile and robust blockchain applications. These applications are designed to cater to a broader range of use cases, moving beyond simple transactions to include smart contracts, decentralized finance (DeFi), and non-fungible tokens (NFTs), among others. This shift highlights a growing need for technology that is not only secure and decentralized but also adaptable to the ever-changing demands of digital economies.

The competition among blockchain platforms is stiff, with each vying to establish itself as the go-to solution for future technological challenges. This has led to an arms race of sorts, with developers racing to deliver platforms that are not just innovative but also user-friendly and capable of handling complex applications seamlessly.

In summary, as blockchain technology evolves, the attention has definitively shifted from pioneering currencies to cutting-edge platforms that promise greater flexibility, security, and scalability, shaping the future of decentralized innovation.

As the blockchain industry continues to evolve, investors face the task of navigating both opportunities and challenges within the cryptocurrency market. With the focus shifting from pioneering cryptocurrencies like Litecoin (LTC) to more advanced platforms, it’s time to explore the predictions for cryptocurrency rates in 2025, understand investment risks, and weigh the pros and cons of diving into this dynamic landscape.

Investor Advice: Navigating the New Blockchain Era
In the rapidly changing world of cryptocurrencies, investors should consider their goals and risk tolerance before diving into this volatile market. Researching and understanding the technology behind blockchain platforms is crucial for making informed investment decisions. Diversification remains a key strategy—spreading investments across various assets can mitigate risks and maximize potential returns.

Cryptocurrency Rate Predictions for 2025
Predicting cryptocurrency rates involves analyzing market trends, technological advancements, and macroeconomic factors. While specific predictions can vary, some experts suggest that the value of popular cryptocurrencies like Bitcoin and Ethereum may continue to rise as blockchain adoption grows. The increasing use of decentralized finance (DeFi) platforms and integration of blockchain technology in various sectors could drive demand and influence rates positively.

Understanding Investment Risks
Investing in cryptocurrencies carries inherent risks, including volatility, regulatory uncertainties, and potential technological failures. Prices can fluctuate dramatically, and while high returns are possible, losses can be equally significant. Staying informed about regulatory developments and being cautious of projects with unclear goals or management teams can help mitigate these risks.

Pros and Cons of Cryptocurrency Investments

Pros:
– Potential for High Returns: The volatile nature of cryptocurrencies offers the potential for significant gains.
– Innovative Technology: Investing in blockchain means participating in cutting-edge technology with transformative potential in various industries.
– Decentralization: Cryptocurrencies offer an alternative to traditional financial systems, emphasizing security and autonomy.

Cons:
– High Volatility: Cryptocurrency values can fluctuate widely over short periods.
– Regulatory Risks: Changes in regulations can impact market dynamics and liquidity.
– Security Concerns: Despite advancements, issues like hacking and fraud remain prevalent risks.

Controversies Surrounding Cryptocurrencies
The decentralization and anonymity of cryptocurrencies have led to controversies relating to illegal activities, environmental concerns due to mining energy consumption, and disruptive impacts on traditional finance. Each of these issues continues to spark debate among policymakers and industry leaders about the future role of cryptocurrencies in the global economy.

As the world embraces blockchain technology, investors have a remarkable opportunity to be part of a transformative sector. However, thorough research and strategic planning are essential to navigate this complex and fast-paced industry effectively.

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With technology powering everything from how a business runs to the products and services it sells, companies in industries ranging from retail to manufacturing to banking are having to develop a range of new skill sets and capabilities. In addition to mastering the nuances of their industry, they need to excel first and foremost at developing software.

It’s a big leap for many, yet a large number of businesses are working hard to make it. At the Goldman Sachs Group, for instance, computer engineers make up about one-quarter of the total workforce.¹Thomas Franck, “Computer engineers now make up a quarter of Goldman Sachs’ workforce,” CNBC, April 30, 2018, cnbc.com. Within retail, software development is the fastest-growing job category.²LinkedIn Talent Blog, “Data reveals the fastest-growing job in retail (and it’s not sales),” blog entry by Sharqua Abdullah, April 19, 2018, business.linkedin.com. Indeed, of the 20 million software engineers worldwide, more than half are estimated to be working outside the technology industry, and that percentage is growing.

However, for the vast majority of businesses, these investments have not led to meaningful performance improvements. Launching a new product or feature can still take months. Leaders still struggle to scale promising sandbox innovations. We often hear CEOs, chief technology officers, and chief information officers lament that their software-development spending is a “black box.”

Improving business performance through software development comes down to empowering developers, creating the right environment for them to innovate, and removing points of friction. Industry leaders refer to this capability as “Developer Velocity.” This goes beyond the definition of velocity as it relates to agile methodologies—meaning it is about not just speed but also unleashing the full potential of development talent.

The Developer Velocity Index (DVI) takes into account 46 different drivers across 13 capability areas (exhibit). To develop and validate this list of drivers, we conducted interviews with more than 100 chief technology officers, chief information officers, and other senior engineering leaders. We then asked technology executives at 440 large organizations across 12 industries in nine countries to rate their company’s performance. DVI scores are calculated as a weighted average of scores across the drivers, with equal weight given to the three broad categories—technology, working practices, and organizational enablement.

Our analysis examined the impact of DVI scores on revenue, total shareholder returns, and operating margin. We also looked at four nonfinancial business-performance indicators: innovation, customer satisfaction, brand perception, and talent management. Finally, we ran statistical correlations of business performance against the various dimensions of Developer Velocity. We used the Johnson’s Relative Weights analysis to quantify the relative importance of the correlated drivers of DVI scores.

To gain a more precise understanding of the factors that allow organizations to achieve Developer Velocity, we conducted an in-depth survey of senior executives at 440 large enterprises, more than 100 expert interviews, and extensive external research (see sidebar, “About the research”). As a result, we created what we call the Developer Velocity Index (DVI), which pinpoints the most critical factors (related to technology, working practices, and organizational enablement) in achieving Developer Velocity, as well as those that are not nearly as important as many executives and observers might believe.

Our research reveals that top-quartile DVI scores correlate with 2014–18 revenue growth that is four to five times faster than bottom-quartile DVI scores (Exhibit 1). Top-quartile companies also have 60 percent higher total shareholder returns and 20 percent higher operating margins. In addition, top-quartile players appear to be more innovative, scoring 55 percent higher on innovation than bottom-quartile companies. These businesses also score higher on customer satisfaction, brand perception, and talent management (Exhibit 2).
Similar patterns hold within specific industries and sectors. For example, top-quartile software companies saw revenue grow almost two times faster than other software companies in the same period. In financial services and retail, top-quartile companies saw positive revenue growth while average revenue declined in the other quartiles.

While the link between Developer Velocity and business performance cuts across all industries, not surprisingly, sectors that are more digitally mature—including software (naturally), discrete manufacturing, and financial services—have higher DVI scores overall (Exhibit 3).
To take it a step further, we analyzed 13 capabilities (composed of 46 individual performance drivers) to better understand the specific conditions that create high Developer Velocity. We found the four with the greatest impact on business performance are tools, culture, product management, and talent management (Exhibit 4). These four areas are also strongly correlated with each other—that is, top performers with high scores in one capability tend to also have high scores in the other three.

The companies that have mastered Developer Velocity focus equally on empowering the developer, anticipating critical enablers, aligning investments with customer value, and minimizing barriers to productivity.

Interestingly, these findings fly in the face of conventional industry wisdom. For example, many of the business leaders we interviewed assumed agile ceremonies at a team level would be among the top enablers of software development. But while agile team practices are helpful (especially in lifting performance among third- and fourth-quartile players), our study finds they do not play an outsized role in advancing DVI scores beyond that.

The other outlier was developer tools. Our research shows that best-in-class tools are the top contributor to business success—enabling greater productivity, visibility, and coordination. Yet only 5 percent of executives recognized this link and ranked tools among their top-three software enablers. The underinvestment in tools across the development life cycle is one reason so many companies struggle with “black box” issues.

Why the disconnect between what leaders think drives software success and what actually does? One answer is that relatively few leaders understand the day-to-day developer experience. Another challenge is prioritizing investment among the large and diverse set of levers. Several actions can help address the four biggest factors in Developer Velocity: tools, culture, product management, and talent management.

According to our research, best-in-class tools are the primary driver of Developer Velocity. Organizations with strong tools—for planning, development (for example, integrated development environments), collaboration, and continuous integration and delivery—are 65 percent more innovative than bottom-quartile companies. The ability to access relevant tools for each stage of the software life cycle contributes to developer satisfaction and retention rates that are 47 percent higher for top-quartile companies compared with bottom-quartile performers.

Top-quartile companies give developers a degree of choice—usually between two and five options to account for different needs and preferences—but restrict ad hoc tools from being added. Leading companies also use tools to unleash Developer Velocity by investing in low-code and no-code platforms. These platforms enable the average business user to develop applications without any software experience, freeing up seasoned developers to focus on the most challenging tasks. For example, one pharmaceutical company grew its low-code platform base from eight users to 1,400 in just one year. Business users outside of IT are now building applications with thousands of monthly sessions. The companies in our survey that empower “citizen developers” in these sorts of ways score 33 percent higher on innovation compared with bottom-quartile companies.

Organizations that enable software teams to experiment, fail, and learn in a safe environment see consistently better results. Knowledge sharing, continuous improvement, a servant-leadership mindset (that is, managers viewing their role as empowering their teams to be successful rather than simply overseeing them), and a customer-centric philosophy are all correlated with superior business performance. But far and away the most important cultural attribute is psychological safety—a shared belief that risk-taking in the pursuit of innovative problem-solving is permitted and protected.

Although most executives recognize the importance of psychological safety, only 20 percent believe their organization has succeeded in creating this culture. The chief information officer of a leading multinational bank told us that learning how to fail was the most difficult part of the company’s transition to mobile banking.

Companies that perform best at this aspect of cultural change also invest in systems that can absorb and minimize the cost of failures. These investments include capabilities such as controlled releases, feature flags (the ability to turn features on and off without redeploying code), and automated rollbacks, as well as postmortems and retrospectives that allow teams to reflect constructively on what worked and what did not. A software leader at one top-quartile company said, “You need to implement safeguards in order to embrace failure, so we build contingencies as part of the software-development process. For example, we install a new version side by side with the stable version.”

In addition to promoting psychological safety, companies with high DVI scores more frequently recognize employees for their achievements, publicly acknowledging individual and team efforts and rewarding outstanding contributions. They also build strong communities of practice through, for example, regular, brown-bag meetups on specific topics. And they create processes that allow teams to engage more directly with the customer—for instance, through demos and site visits.

Organizations that enable software teams to experiment, fail, and learn in a safe environment see consistently better results.
Product management means more than simply ensuring on-time and on-budget releases. It is about ensuring that the right products are built in the right ways to deliver a compelling customer experience.³Ralph Breuer, Harald Fanderl, Tjark Freundt, Nicolas Maechler, Stefan Moritz, and Fransje van der Marel, “What matters in customer-experience transformations,” July 2019. The importance of delivering this kind of experience is why the product-management function has become so critical over the past decade and why these capabilities rank as the third-leading driver of Developer Velocity.

Our research examined six dimensions of product management—customer experience, strategic skills, business acumen, technical skills, leadership skills, and organizational enablers (such as mechanisms that assist with strategic prioritization, funding, and the adoption of product telemetry). The results show that DVI scores are less sensitive to individual attributes and far more responsive to an integrated, balanced product-management function. The product-management team not only needs relevant business and market knowledge but also a strong technical background. Companies with above-average performance across the six dimensions have DVI scores 1.5 times higher than companies with top-quartile performance in just one or two dimensions. It is important to note that excellent product management is also not about the discrete product-management team; developers and other members of an agile team are increasingly wearing the product-manager hat to understand how their work is aligned with business priorities and customer needs.

The world of technology has long been fixated on the idea of rock-star developers: individuals capable of producing at ten times the rate of the average developer. While debate exists over the size of the exponential, there is little question that the most talented developers are engines of velocity in their own right. With developers and related roles in high demand, the challenge is how to attract and retain such talent and create the conditions that ensure their continued success. Our study found that the talent factors most correlated with high rates of Developer Velocity—in addition to the impact of tools on talent outcomes as discussed earlier—are incentives, multifaceted recruiting programs, a rich program of ongoing learning, well-defined engineering career paths, and an active measurement of team health.

Leading companies are resourceful when it comes to keeping software talent happy and motivated. One leading telecom company offers a wide range of skills certifications or “microbadges,” from beginner’s-level mobile development to machine learning. It also created a Developer University to provide developers with fresh learning opportunities and the chance to apply these skills in their workplace.
Best-in-class companies also recognize the role that team health plays in boosting productivity and retention. They take the pulse of their developer teams on a regular basis—for example, after every one or two sprints. Surveys, whiteboard notes, and visual dashboards provide instant feedback that teams can use to address issues and refine processes quickly. Comprehensive annual or biannual employee surveys augment the more frequent check-ins, going deeper into topics such as shared vision, leadership, motivation, and incentives.

While the four core drivers apply across the entire group of companies surveyed, a different driver emerged as the biggest differentiator for companies within the top quartile: open-source adoption. For organizations that already have a strong DVI score, open-source adoption acts as a major accelerator. The data show that top-quartile company adoption of open source has three times the impact on innovation as compared with companies in other quartiles. Top-quartile DVI companies are especially active adopters, scoring 36 percent higher on open-source adoption than the next quartile—the highest delta on any dimension studied. We found that building an open-source culture is about more than using open-source software within the code; it extends to encouraging contribution and participation in the open-source community as well as adopting a similar approach to how code is shared internally—that is, strong InnerSource adoption.

Another notable distinction is that DVI leaders are more advanced in managing open-source development securely. Many are using centralized security management and automated tools that can scan open-source components and remediate vulnerabilities before deployment. Compared with these leading adopters, less than 20 percent of companies are employing these advanced security measures.
Public-cloud adoption as a catalyst of Developer Velocity is especially strong for nonsoftware companies—public-cloud adoption has four times the impact on their business performance than it does for software companies. Developer Velocity benefits are also sharply correlated with the degree of adoption: companies in the top quartile of public-cloud adoption have DVI scores that are 32 percent higher than companies in the bottom quartile. By comparison, a partial shift returns significantly less benefit: companies in the third quartile gain only a 2 percent DVI score advantage over the lowest adopters.

The analysis also identified emerging drivers with the potential to accelerate DVI scores over the next three to five years. Top-quartile companies are increasingly exploring the use of artificial intelligence (AI) and machine learning in developer tools. For example, some have begun using AI to perform aspects of pair programming (in which typically one developer writes code while another almost simultaneously reviews it), providing automated code reviews and using natural language processing in low-code tools. Additional areas that executives believe will accelerate software innovation and impact in the future include increased usage of product telemetry to make product decisions and automation in detecting and remediating production issues.

Improving Developer Velocity is a journey, not a race. The businesses that are achieving the greatest returns from their software investment are those willing to tackle the entrenched cultural and structural barriers that are often the hardest and most nebulous to address. Companies that excel in providing the right tools, culture, product management, and talent management not only develop software faster but also deliver significantly stronger business outcomes.

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Addis Ababa January 10/2025 (ENA)—Israel has reaffirmed its commitment to bolstering cooperation with Ethiopia, focusing on supporting the country’s agricultural sector through technological advancements.

Ambassador of Israel to Ethiopia, Abraham Niguse said that Ethiopia and Israel enjoy a strong historical relationship, particularly in the realms of economic and people-to-people ties.

He highlighted that both nations are actively working to strengthen their relationship through enhanced economic and developmental cooperation.

The ambassador emphasized Israel’s keen interest in collaborating with Ethiopia to boost agricultural productivity.
He also pointed out Israel’s expertise in advanced agricultural technologies, such as drip irrigation, which has successfully transformed arid landscapes into fertile land.

Recognizing Ethiopia’s fertile soil, he noted the significant potential for applying these innovative techniques to increase agricultural output.

The ambassador also confirmed that Ethiopia is making strides in improving its irrigation systems through both new and ongoing agricultural projects, contributing to more efficient irrigation development.

A couple of month ago, an Israeli delegation focused on innovation, health, and mining visited Ethiopia to explore collaboration opportunities.

During their visit, Israeli investors expressed strong interest in sectors like agricultural technology, innovation, and mining.
The ambassador further noted that the Ethiopian government is actively working to create a favorable environment for investors, encouraging them to invest and operate in the country.

Additionally, Israeli investors have shown particular interest in expanding their investments in avocado production. Since Israel widely imports Ethiopian coffee, sesame, and teff, increasing agricultural productivity is seen as a mutually beneficial opportunity.

Furthermore, Ethiopia is harnessing its renewable energy potential from solar, wind, and geothermal sources to support irrigation development, integrating modern technology and knowledge transfer from higher education institutions.
Israel and Ethiopia also share a long history of cooperation in the field of medicine.
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Los Angeles, CA, Dec. 19, 2024 (GLOBE NEWSWIRE) — Los Angeles, CA – WARP, a tech-driven leader in middle-mile logistics, will showcase its groundbreaking supply chain innovations at NRF ’25 Retail’s Big Show, taking place in New York, January 12-14, 2025. WARP’s exhibition at Booth #2412 will feature its full spectrum of middle-mile supply chain solutions, including a powerful new integration of AI, machine learning (ML), and advanced technology that promises to dramatically reduce logistics costs while enhancing operational efficiency and visibility.

WARP’s advanced platform has already transformed the logistics landscape by optimizing every load, every time, while delivering substantial savings. The company’s innovative network includes over 50 cross-docks and 9,650 carriers nationwide, all working in synergy to ensure greater flexibility, visibility, and cost-effectiveness for Fortune 500 companies.

“We are excited to demonstrate how WARP’s innovative middle-mile solutions can help top-tier retailers and e-commerce brands save millions by reimagining their logistics strategy,” said Daniel Sokolovsky, CEO and Co-Founder of WARP. “What we’re doing is disrupting a traditional industry with data-driven, AI-powered solutions that deliver unmatched operational performance, improved visibility, and significant bottom-line savings.”

WARP blurs the lines between LTL, FTL, and parcel delivery, combining the best elements of each to create a dynamic, highly efficient logistics system. Using its AI-enabled technology and groundbreaking consolidation techniques, WARP brings together over 8 types of vehicles, ranging from 53-foot trailers to cargo vans and even sedans, creating a seamless connection between shippers, fulfillment centers, distribution hubs, and last-mile sortation.

“At WARP, we believe that true innovation isn’t just about cutting-edge technology-it’s about delivering a superior customer experience at every touchpoint,” said Troy Lester, Co-Founder and Chief Revenue Officer (CRO) of WARP. “By combining AI-driven optimization with a deep focus on customer-centricity, we’re not just improving the speed and cost of shipping-we’re enhancing the overall experience for our partners, ensuring they get the right goods, at the right time, in the right place, every time.”

“This is only the beginning of our technology roadmap,” said Diep Nguyen, Chief Technology Officer (CTO) of WARP. “We’re incredibly excited to continue evolving our platform by feeding more data and volume into the network, which will benefit shippers, cross-docks, and carriers alike. As we scale, the increased flow of data will allow us to refine our algorithms, further optimize routes, and offer even greater efficiencies and cost savings to our partners.”

The company’s platform offers Fortune 500 shippers and other large enterprises an opportunity to streamline their supply chains with:

• Real-time tracking for end-to-end visibility
• Cross-docking for optimized route management
• Route optimization powered by machine learning to improve load efficiency

WARP’s tech-enabled solutions help reduce logistics costs, enhance supply chain agility, and increase sustainability-all while improving customer satisfaction and operational resilience.

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KUALA LUMPUR (Jan 9): Malaysia’s property sector will be mainly driven by the completion of mega infrastructure projects and the transition to new technologies this year, according to CBRE – WTW group managing director Tan Ka Leong at the media launch of the real estate consultancy’s 2025 Market Outlook Report earlier on Thursday.
“As we look to 2025, it is clear that the Malaysian property market is entering a transformative phase. From infrastructure projects such as the East Coast Rail Line (ECRL), the Johor-Singapore Rapid Transit System Link (RTS Link) and the Pan Borneo Highway to the adoption of advanced technologies and sustainable urban redevelopment, the nation is poised to deliver promising opportunities for investors and stakeholders,” Tan said in his welcome address.
“To maximise and sustain the benefits from these game changers, development planning and building regulations should be reviewed and updated to fully leverage the potential of the property market,” he added.
Presenting on the Klang Valley market, CBRE – WTW associate director of research and consultancy Mary Kurien said that the transaction volume of high-rise residential units continues to supersede that of landed units in the first nine months of 2024 (9M2024).
“This represents a shift in consumer inclinations towards more affordable and spatially efficient non-landed dwellings.”
In 9M2024, the residential high-rise segment recorded an 11% year-on-year increase in transaction volume and a 19% year-on-year rise in transaction value. This is compared to 6% (volume) and 7% (value) for landed units for the same period.
Mary highlighted that the office market in the Klang Valley has become increasingly competitive.
“Landlords will have to adopt more competitive leasing strategies to retain existing tenants and attract new ones. There is also a shift towards sustainable and tech-driven office spaces, with 77% of the incoming supply of over 6.1 million sq ft being green-certified buildings.”
As for the retail sector, she said it showed improved sentiments with a forecasted 3.9% increase year-on-year in 2024, with new completions including the New Ocean Fine Food City in Petaling Jaya, the rejuvenated Semua House in Kuala Lumpur and the Elmina Lakeside Mall in Shah Alam.
“Older malls continue to struggle and search for a niche in the changing retail landscape,” she added.
In Klang Valley’s industrial sector, Mary noted that major players such as Google, Amazon Web Services (AWS), NextDC and Mah Sing Group Bhd (KL:MAHSING) are investing billions of ringgit in data centres.
“Klang Valley’s new industrial parks focus on high-tech industries, artificial intelligence (AI) and green real estate certifications.”
Meanwhile, premium hotels including SO Sofitel @ Oxley Tower in Jalan Ampang and Park Hyatt @ Merdeka 118 are set to debut in Kuala Lumpur within the next three years.
According to Mary, 61% of the incoming hotel supply within the Klang Valley are made up of five-star hotel rooms.
Over in Johor, upcoming mega infrastructure projects and the formulation of special economic zones will continue to fuel Iskandar Malaysia’s property market, according to CBRE – WTW director Paul Brendan Chan.
“For instance, the strong market momentum is expected to extend with more residential products being introduced to the market, the expansion of co-working spaces within purpose-built offices, the increment in retail footfall and occupancy, the high demand for warehouses and data centres, and the new entries of international hotel brands,” he said.
CBRE – WTW (Penang) director Tan Chean Hwa echoed similar sentiments in the Penang market, citing ongoing infrastructure projects such as the Penang LRT and the Silicon Island that are contributing to the state’s sustained growth.
According to him, key sectors to look out for in the Penang market this year include the office and industrial sectors, driven by investments and rising demand.
“The overall Penang property market in 2025 is anticipated to be cautiously optimistic with ongoing infrastructure projects, government incentives and a thriving industrial sector driving growth. But this may be dampened by uncertainties arising from unfavourable trade policy and investor hesitancy,” he said.
For the Sabah property market, C H Williams Talhar & Wong (Sabah) director Cornelius Koh said that the most active property sector in Kota Kinabalu, excluding the agricultural segment, is the residential segment, which accounted for 74% of transaction volume and 50% of transaction value in 9M2024.
“On the whole, the market in Kota Kinabalu is in recalibration mode since the Covid-19 pandemic. Besides that, [tourist] arrivals in Sabah continue to record steady growth but have yet to reach pre-pandemic levels.”
Sarawak is gearing towards becoming a developed high-income state by 2030 in line with the Post-Covid-19 Development Strategy 2030, said C H Williams, Talhar, Wong & Yeo Sarawak director Yip Phooi Leng.
She added that the hotel sector in Sarawak is expected to achieve a record-breaking five million visitors with an estimated tourism receipt of RM13 billion in 2025.
“It’ll be an exciting year in 2025 with the increase in tourist arrivals anticipated and tourism activities mooted for Sarawak.”

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