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  • The vast majority of them haven't entered the workforce yet, but young people identified as "Gen Z" have already developed strong ideas about how tech will impact their careers, according to a recent survey from Monster. The accompanying report, titled "Move Over, Millennials: What You'll Need to Know for Hiring as Gen Z Enters the Workforce," indicates that most members of this generation feel that IT solutions and innovations will make them more productive, while raising expectations for what they are expected to accomplish. They also think that tech will increase demand for job candidates with their skills. With respect to recruiting these current and future professionals, employers will have to provide competitive compensation and health benefits, along with assignments that address the need for a "higher purpose." In exchange, these companies will find that members of this generation of workers are highly motivated: They are willing to relocate and work nights and weekends for the right opportunity. "Today's employers need to pay close attention: Employee turnover rates are returning to pre-recession levels, and Gen Z will rapidly outnumber Millennials and Boomers," according to the report. "More self-reliant, technologically savvy and ambitious than previous generations, Gen Z has characteristics that are extremely valuable to employers. … The game is on for how to attract, retain and recruit this new generation." While there are no precise birth dates for these workers, Gen Z is generally defined as those born starting from the mid-1990s to those who will be born as late as the mid-2020s. More than 2,000 professionals representing all workplace generations took part in the research, which was conducted by TNS.

  • As competition to recruit qualified technology professionals grows increasingly intense, a significant number of IT decision-makers reported that tech job candidates now expect a salary that is higher than the market average for their roles, according to a recent survey from Modis. The resulting report, "Tech Trends Survey: IT Leaders and the Employment Market," reveals that today's tech professionals are focused on salary and total compensation in evaluating potential employers. But they're also interested in less traditional benefits such as flexible hours and free meals and snacks. More importantly, these tech pros want roles that will enable them to create change in a company, while working on innovative products and projects. "With the [low] tech sector unemployment rate, the pool of available and skilled talent is smaller than ever," said Jack Cullen, president of Modis. "Today's employers need to be open to negotiation, and today's candidates need to be prepared to negotiate." The findings also shed light on a number of other tech topics—such as IT skills shortages and tech-related policy and political issues—and we've included some of those here. An estimated 500 IT decision-makers took part in the research.

  • Despite clear indications that insider attacks are on the rise, most organizations remain ill-equipped to prevent them. And even though the potential costs of mitigating such attacks can be staggering, the majority of companies don't appear to be allocating additional resources to address the problem. Such are the findings of a recent survey of 500 cyber-security professionals in the "Insider Threat Spotlight Report,” co-sponsored by behavior analytics and monitoring vendor Veriato and other organizations. No longer can organizations afford to take a passive approach to insider threats: The survey findings make it clear that they need to invest in efforts to prevent such attacks. "Your organization is, and will be, compromised by insiders, and to prevent attacks, you need to have some controls in place that are specifically focused on the insider," said Mike Tierney, CEO of Veriato. "Trust is a strategy for failure." Tierney said that companies need to train employees on what data they can share or take with them outside the network, and ensure that departments are working together to detect and prevent attacks.

  • QIE Partners, an investor accounting service provider, achieves precision loan reconciliation and meets clients’ expectations with self-service data preparation.

  • A shocking number of the software applications acquired by companies are considered "waste," meaning they go unused for one or more months at a time—and sometimes longer, according to recent research published by 1E. The accompanying report, "Software Usage and Waste Report 2016," defines software waste as any piece of software that has been deployed to a desktop but is not being used. Such practices cost businesses millions of dollars a year. The report states that software waste "is immensely costly. Indeed, a single enterprise of a few thousand seats will likely be wasting millions of dollars on this area of IT. … In addition, for the first time, [our research reveals] the applications that are the most widely deployed among the survey's participating businesses, the applications most likely to go unused, and [those that cost] businesses the most money because of high levels of deployment and waste." The research is based on an analysis of an estimated 4.6 million machines from nearly 150 companies in the United States and the United Kingdom.

  • IT departments aren't going away—regardless of what they are called. But they must become more strategic and savvy in the ways of all technologies and business.

  • As the threat landscape grows, there's a need to take a proactive approach that incorporates multilayered security, advanced analytics and user education.

  • Information workers are expressing frustration with what they view as a lack of tech tools and space to pursue collaboration, according to a June 2016 survey commissioned by Prysm and conducted by Forrester Consulting. The resulting report, "Digital, Disparate, and Disengaged: Bridging the Technology Gap Between In-Office and Remote Workers," reveals that IT and facilities professionals feel that the situation is much better than information workers describe, leading to a glaring perception gap on the issue. Similarly, when it comes to having access to the "latest and greatest" technology, only a minority of information workers said they have what they need. Conferencing solutions, for example, are a frequent source of difficulties due to technology glitches and/or limitations. With better tools, the majority of information workers said they'd be more productive—and more likely to remain with their company. They'd also help their organization improve its efforts related to product development, revenue growth and faster time to market. A total of 200 IT and facilities professionals and 800 information workers in the United States and the United Kingdom took part in the research.

  • Although protecting enterprise assets typically revolves around keeping hackers and other cyber-criminals away from data and systems, there's a growing recognition that insiders also represent a significant security threat. What's more, damage caused by privileged users is often the most extensive, the most difficult to mitigate and the hardest to detect. That's because these actions involve authorized users doing things they are authorized to do. A new Ponemon Institute and Forcepoint study of 704 IT operations and security managers, "The 2016 Study on the Insecurity of Privileged Users," found that glaring deficiencies exist in the way many enterprise systems are provisioned and configured, and the ways in which these organizations monitor employees. While most companies are taking steps to mitigate and manage these risks, the problem is actually growing due to the increasing complexity of systems, the greater use of commercial software and more effective social engineering techniques. Here's a look at some of the key results of the study, and what business and IT leaders need to know to combat this growing problem.

  • It's no secret that digital processes are the key that unlocks competitive advantage and business success. Yet, putting the concept into motion and achieving gains can be elusive. A new report, "Accelerating the Pace and Impact of Digital Transformation," from Harvard Business Review Analytic Services in association with the Genpact Research Institute, offers insights into the state of the digital enterprise. It states that "only 21 percent of companies are truly reaping the transformative value of digital." It also found that digital is a competitive weapon, but its impact is unevenly distributed; risk-adverse cultures are a bigger problem than the lack of technology prowess, budget or talent; and the necessary leadership, skills, vision and approach are often fragmented or immature. In this emerging space, leaders focus their efforts differently—homing in on interdependencies across organizational processes through metrics and other tools. They learn how to adopt an approach that HBR describes as "lean digital." The report states that leaders "use digital technologies to strengthen competitive prowess by launching new products and business models, and revamping the customer experience, particularly the alignment of middle- and back-office functions/systems to support it." Here's a look at some of the key findings from a survey of 680 executives across  a variety of functions and industries.

  • Management should ask two questions about enterprise wearables: What apps should employees use? How can the firm manage devices that are part of the workplace?

  • With business process management, the firm manages the administrative process for its consultants and provides a high level of professionalism to its customers.

  • Every year, IT research and consulting firm Gartner produces its emerging technologies list, which is also referred to as its hype cycle report. On one hand, the technologies featured are far enough along that they have to be taken seriously by business. On the other hand, the barrage of press headlines and tradeshow topics aren't there for many of the technologies. The 2016 version, "Gartner Hype Cycles 2016: Major Trends and Emerging Technologies," is no exception. Gartner points out that this year, three major trends stand out from the group: The world has entered the smart machine age, there's a focus on transparently immersive experiences, and a platform revolution is unfolding. As the report points out: "Enterprise architects who are focused on technology innovation must evaluate these high-level trends and the featured technologies, as well as their potential impact (value and risk) on their businesses." Here's a look at some of the top emerging technologies and their "hypelines."

  • While most senior executives recognize the importance of innovation within their organization, only a minority of companies have implemented a dedicated innovation process, according to a recent survey from Twisthink. On the encouraging side, most executives believe their organizations are innovative, especially in business-impacting areas such as the customer experience, products and services improvements, and developments in IT. In terms of technology, mobility, automation and the internet of things (IoT) are playing a lead role in enabling innovation. That said, companies face a number of formidable challenges in their innovation efforts, including a lack of involvement from the leadership team, inadequate staffing and budgets, and the need for the less tangible but critical innovation culture. "Innovation is not simply summoned," said Bob Niemiec, managing partner at Twisthink. "It requires process, discipline, and the vision and alignment from the highest levels of leadership to thrive. [C-Suite executives] must be actively engaged, invested and open in order to enable the innovation they are seeking. … Innovative leaders embrace emerging technologies, excellence in design and are students of new business models that exist beyond their own industries." An estimated 200 senior executives took part in the research.

  • While most organizations are likely to increase their investments in the cloud over the next five years, IT departments currently struggle with a lack of automated cloud apps and infrastructure tools, according to a recent survey from Logicworks. The resulting report, "Roadblocks to Cloud Success," reveals that the vast majority of IT decision-makers are confident that their tech staffers are prepared to address the challenges of managing cloud resources. However, they also feel that their leadership underestimates the time and cost required to oversee cloud resources. Without more cloud automation, IT is devoting at least 17 hours a week on cloud maintenance. Currently, concerns about security and budget, along with a lack of expertise among staff members, is preventing more automation. "Given the significant time and resources associated with cloud transformation initiatives, enterprises need to have a long-term IT operations plan which includes both a migration and maintenance strategy," said Stephanie Tayengco, senior vice president of operations for Logicworks. "To best leverage cloud investments, while improving operations and performance, part of that strategy should [include] the automation of repeat tasks to enforce best practices. Enterprises can drive operational agility by freeing up scarce, overburdened engineers to concentrate on innovation and growth-related activities without sacrificing infrastructure performance, security or availability." An estimated 400 U.S. IT decision-makers took part in the research, which was conducted by Wakefield Research.