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  • The vast majority of enterprises have positioned themselves to collect, manage and store data from device sensors—in other words, to deploy Internet of things (IoT) technology, according to a recent survey from Aeris. The accompanying report, "The Business of Enterprise IoT," indicates that most IT departments are developing both IoT and machine-to-machine (M2M) apps internally. They're also taking advantage of analytical tools to maximize the value of IoT data. Through this, they expect to boost competitive advantage, while reducing day-to-day costs. To reach these goals, IT organizations will need to overcome a number of hurdles, including the need to ensure connectivity while effectively integrating IoT apps with enterprisewide data and app systems. "Opportunities will be met with challenges," said Janet Jaiswal, vice president of enterprise marketing at Aeris. "As the number of connected devices grows, organizations will not only be under increased pressure to better manage their devices and obtain data-generated insights to improve operational efficiencies, but they also will need a deeper understanding of how best to address the complexities associated with connectivity and data consumption to lower operational costs." An estimated 300 U.S. and U.K. IT decision-makers took part in the research.

  • The majority of organizations are extending technology oversight duties to departments outside of the IT organization, according to a recent research from PwC. The resulting "Global 2015 Digital IQ Survey" reveals that most digital spending is actually funded from the budgets of non-tech departments. This speaks to the increasingly collaborative nature of IT strategizing, with more organizations viewing technology management as something to be shared enterprisewide. Because of the shift, companies aren't as likely to view their CIO as the leader of all digital initiatives in the near future. CIOs, in turn, will continue to increase their input into business-focused efforts. When doing so, they will need to work on their relationship with their company's CMO, a partnership that survey respondents said isn't as good or productive as it should be. "Being on the proverbial 'same page' means there's greater likelihood to maximize investments," according to the report, thereby "enabling the organization to identify areas of overlap and bring to light any resource gaps that could derail efforts. … Productive relationships [within] the executive team are essential to maximizing value from investments. This collaboration is especially vital when it comes to the CIO and CMO." Nearly 2,000 global business and IT executives took part in the research.

  • Senior management is increasingly pushing technology organizations to innovate, but IT teams are perpetually saddled with other, more immediate responsibilities that keep them from focusing on innovative projects, according to a recent survey from Ipswitch. The resulting report, "The 8 Issues Derailing IT Team Innovation," ranks these distracting demands based on which ones create the most time-consuming, frustrating challenges that stand in the way of innovation. Given the wealth of high-profile breaches in recent years, it's not surprising that cyber-security tops the list. But other concerns also loom large, including budget constraints and customer issues. "IT teams work valiantly behind the scenes every day to make sure their digital businesses stay connected," according to the report. "With challenges like dealing with cyber-threats and new technology—or even just the sheer volume of day-to-day work—it is getting harder and harder for IT teams to keep necessary innovation from going off the rails. … These are the true front lines of IT, where decisions need to be made quickly, and business operations depend on systems functioning properly." A total of 2,685 global IT professionals took part in the research. (Respondents could pick only one tech issue in response to each question, thus resulting in lower overall percentages than if they could have selected more than one issue.)

  • The traditional approach to enterprise technology buying usually involved the IT department pulling the strings. But in a rapidly changing world—and an incredibly fast-moving business environment—that process is changing. Technology purchases are becoming more decentralized, cloud computing is becoming more prevalent, and the marketplace is becoming more fragmented. LinkedIn Marketing Solutions recently examined the changing state of enterprise tech buying. A survey of more than 3,800 technology decision-makers located around the world found a number of key trends. These include a need for broader and deeper relationships between vendors and customers; different dialog and discussions based on different types of technology; and a more holistic relationship revolving around vendor-customer communications. "Democratization of technology has given end-users more influence over technology purchase decisions than ever—as technology drives more aspects of business," says Kelly Kyer, global marketing lead of LinkedIn Marketing Solutions. "As the buying committee expands to new departments and functions, more of the purchasing audience works in non-technical functions and requires more educational content to make a purchase decision."

  • A comprehensive business continuity plan involves technology, processes and people, and it's essential to keep customer trust and avoid financial losses.

  • Cyber-resilience—the ability of an organization to withstand and effectively respond to cyber-attacks—is widely recognized as a critical capability amid an ever-expanding universe of threats. Yet most organizations are ill-equipped to make themselves cyber-resilient. That ominous disconnect is the overarching takeaway from a recent survey of IT and security executives, "The Resilient Organization: Learning to Thrive Against Threats." The survey, conducted by privacy and security research firm the Ponemon Institute on behalf of incident response vendor Resilient Systems, makes it clear that organizations have a lot of work to do to make themselves cyber-resilient—work they should be making a top priority. Organizations that want to achieve cyber-resilience "must adopt new technologies, improve collaboration across business functions, and have proper CSIRPs [cyber-security incident response plans] in place, among other things, before they can attain that goal," said Ponemon Institute founder Larry Ponemon. "Until then, their organizations remain extremely vulnerable to the next wave of cyber-attacks from increasingly sophisticated and determined hackers."

  • If you're seeing your CIO in a spiffy suit more often these days, it may be because he or she is meeting more frequently with corporate board members. These company directors are getting more involved in a wide range of technology issues, focusing on both the long-term strategic value of tech investments and the potential for risk, according to the most recent annual survey of corporate directors from PwC. The resulting report, "Governing for the Long Term," presents a number of encouraging findings about directors' impressions of the IT organization. Most feel that IT's strategy and risk-mitigation approach contributes to the overall company mission in an aligned way. They also believe that the organization's data security program is sufficiently comprehensive. The technologies that are meriting the most attention during board meetings are analytics, social media and mobility. "Companies now see IT strategy and risk as inextricably linked to corporate strategy," according to the report, "and the level of board engagement in this area is increasing. … Directors appear especially focused on IT strategy. As a result, they are committing more time to IT and talking more frequently with the company's chief information officer. In addition, more directors said their boards are using external IT advisers to ensure they have the right expertise to discharge their oversight responsibilities." More than 780 public company directors took part in the research.