Copyright TechTarget - All rights reserved https://cyber.law.harvard.edu/rss/rss.html Techtarget Feed Generator en Wed, 19 Aug 2026 15:30:40 GMT https://www.techtarget.com/enterprise-software editor@techtarget.com <p>When it comes to mobile devices like iPhones and iPads, file encryption exists, but it isn't completely hands-off for IT teams.</p> <p>Here's what administrators need to know about how iPhone encryption works out of the box, its limitations and how to properly manage fleets containing a mix of devices with different OSes and <a href="https://www.techtarget.com/enterprise-software/feature/Compare-BYOD-vs-CYOD-vs-COPE-vs-COBO-for-a-mobile-strategy">ownership statuses</a>.</p> <section class="section main-article-chapter" data-menu-title="Apple's default file encryption capabilities"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Apple's default file encryption capabilities</h2> <p>At its core, the encryption mechanism on iPhones and iPads uses hardware-accelerated Advanced Encryption Standard 256. This is applied at the file level, as opposed to the entire drive, making it far more resistant to <a href="https://www.techtarget.com/cybersecurity/definition/What-is-a-brute-force-attack">brute-force attacks</a>. Each file receives its own unique encryption key attached to the phone's unique device identifier. These keys are then stored in Apple's dedicated security processor, the Secure Enclave. Because encryption is hardware-based, even if the Secure Enclave chip were removed from the device, there would be no way to access the files, as the keys are no longer available.</p> <p>Encryption on iOS devices is enabled as soon as the user sets a passcode or enables Face ID or Touch ID, and it can be easily verified by going to Settings &gt; Face ID &amp; Passcode.</p> <p>Apple's encryption <a target="_blank" href="https://support.apple.com/guide/security/data-protection-classes-secb010e978a/web" rel="noopener">framework</a> assigns each file to one of four distinct "protection classes," which define when encryption keys are accessible in memory and when files can be accessed by the user:</p> <ul class="default-list"> <li><b>Protection Class A.</b> Users can only access the file when the device is unlocked.</li> <li><b>Protection Class B.</b> Users can access the file when the device is locked, as long as the file was previously open.</li> <li><b>Protection Class C.</b> Users can access the file after the first time they unlock the device following a reboot.</li> <li><b>Protection Class D.</b> Users can access the file anytime the device is on.</li> </ul> <p>Apple's own apps mostly use Class A encryption, while third-party apps typically use Class C encryption, unless the developer opts for greater or less <a href="https://www.techtarget.com/data-technologies/definition/encryption-key-management">key handling</a>.</p> </section> <section class="section main-article-chapter" data-menu-title="Is Apple's default encryption enough for the enterprise?"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Is Apple's default encryption enough for the enterprise?</h2> <p>The iOS out-of-the-box file encryption still leaves significant gaps in user and <a href="https://www.techtarget.com/enterprise-software/feature/How-to-create-a-mobile-device-security-policy-with-template">policy management</a>. It also introduces dependencies that might not be enterprise-ready in certain scenarios. In this case, it's up to the organization's IT team to actively manage and monitor encryption. Admins should implement the following practices and tools:</p> <ul class="default-list"> <li><b>Passcode strength and biometric authentication enforcement.</b> Allowing users to set a weak passcode while disabling biometrics undermines Apple's built-in encryption protections. Instead, IT teams should enforce complex passcodes and require biometric authentication through a mobile device management (<a href="https://www.techtarget.com/enterprise-software/definition/mobile-application-management-MAM">MDM</a>) platform.</li> <li><b>Adjusting protection classes.</b> Most apps use the Class C level of protection, which makes data within the app accessible after the very first unlock. This data has a far wider range of exposure than many IT security teams are comfortable with. To better protect mobile app data, take advantage of features within mobile application management (<a href="https://www.techtarget.com/enterprise-software/definition/mobile-application-management-MAM">MAM</a>) tools like Microsoft Intune, Jamf and MobileIron. These platforms let admins interact with app-level controls or create wrappers that add an extra layer of encryption and data loss prevention policies around corporate data.</li> <li><b>Auto-lock settings.</b> By default, users have control over how much time without activity can pass before their device automatically locks. Options range from "30 seconds" to "Never," which can leave apps and data vulnerable for long periods. <a href="https://www.techtarget.com/enterprise-software/tip/Building-mobile-security-awareness-training-for-end-users">Employee security training</a> is one method to help users understand this risk, but policy-driven auto-lock timeouts are a more comprehensive tactic that IT teams can control and validate over time. Auto-lock settings can be enforced on iPhones using most enterprise-grade MDM tools.</li> </ul> <figure class="main-article-image half-col" data-img-fullsize="https://www.techtarget.com/rms/onlineimages/advanced_data_protection-h.jpg"> <img data-src="https://www.techtarget.com/rms/onlineimages/advanced_data_protection-h_half_column_mobile.jpg" class="lazy" data-srcset="https://www.techtarget.com/rms/onlineimages/advanced_data_protection-h_half_column_mobile.jpg 960w,https://www.techtarget.com/rms/onlineimages/advanced_data_protection-h.jpg 1280w" alt="Screenshot of the Advanced Data Protection page on an iPhone." data-credit="Andrew Froehlich" height="607" width="280"> <figcaption> <i class="icon pictures" data-icon="z"></i>In cases where highly sensitive or regulated data needs to be backed up on an iPhone, Advanced Data Protection can be enabled. </figcaption> <div class="main-article-image-enlarge"> <i class="icon" data-icon="w"></i> </div> </figure> <ul class="default-list"> <li><b>Turn on Advanced Data Protection.</b> Default iCloud backups are properly encrypted, but Apple maintains the encryption keys. In situations where highly sensitive and regulated data is used on iPhones, this might be a security concern. In these situations, IT can enable Advanced Data Protection, which enforces two-factor authentication, recovery contacts and recovery keys, among other requirements.</li> </ul> <p>Keep in mind that, in mixed iOS and Android fleets, the dependencies and risks create even larger encryption security gaps. Android devices handle encryption very differently, resulting in uneven protection levels across the user base. For highly sensitive environments with regulated data, IT should make use of both MDM and MAM to <a href="https://www.techtarget.com/whatis/feature/Mobile-device-encryption-How-it-works-and-how-to-enable-it">provide unified encryption standardization</a> across the OSes.</p> </section> <section class="section main-article-chapter" data-menu-title="How to strengthen iPhone file-level encryption"> <h2 class="section-title"><i class="icon" data-icon="1"></i>How to strengthen iPhone file-level encryption</h2> <p>When looking to better secure iPhones with file-level encryption for sensitive data, Apple's native capabilities are a great start. When combined with the following user policies and tools, enterprise-grade protection is possible, even in mixed-OS or BYOD environments:</p> <ul class="default-list"> <li>Enforce strong passcodes and require biometric authentication.</li> <li>Use <a href="https://www.techtarget.com/enterprise-software/feature/How-to-choose-and-set-up-a-mobile-VPN-for-an-iPhone">mobile per-app VPN</a> and selective <a href="https://www.techtarget.com/enterprise-software/tip/How-to-perform-a-full-remote-wipe-on-an-iPhone">remote wipe</a> capabilities.</li> <li>When possible, adjust data protection classes. When that's not an option, use wrappers.</li> <li>Consider whether Apple controlling backup encryption keys is too risky or against data protection regulations.</li> <li>Layer MDM and MAM for consistent encryption policy enforcement.</li> </ul> <h3>Challenges with iPhone file-level encryption</h3> <p>BYOD and mixed-OS environments are pain points that IT teams must address. For example, in BYOD scenarios, IT can't fully supervise, enforce comprehensive profiles or perform deep forensic audits without raising privacy concerns.</p> <p>Mixed-OS fleets only compound these issues. Because iOS and Android use vastly different encryption frameworks, encryption policies -- along with IT's ability to properly <a href="https://www.techtarget.com/enterprise-software/tip/Why-mobile-security-audits-are-important-in-the-enterprise">perform compliance audits</a> -- tend to suffer.</p> <p>These common challenges mean that IT must conduct careful planning, implement the right set of tools and develop clear segmentation strategies when it comes to the complete support of file-level encryption on all mobile devices, including iPhones.</p> <p><em>Andrew Froehlich is founder of InfraMomentum, an enterprise IT research and analyst firm, and president of West Gate Networks, an IT consulting company. He has been involved in enterprise IT for more than 20 years.</em></p> </section> Learn what Apple's built-in iOS file encryption delivers by default, where the gaps exist for corporate data and what steps IT teams can take in mixed-OS and BYOD environments. https://cdn.ttgtmedia.com/rms/onlineimages/security_g1137044172.jpg https://www.techtarget.com/enterprise-software/tip/How-IT-can-support-file-level-encryption-on-managed-iPhones Wed, 19 Aug 2026 11:37:00 GMT <p>An ERP system implementation is daunting. The system change will likely affect many employees across your organization as well as vendors and customers.</p> <p>COOs, CIOs and any other C-suite-level leaders involved in an ERP implementation should ensure the project team chooses the best implementation methodology after consulting with key stakeholders, the software vendor and implementation partners.</p> <p>Here's more about different methodologies as well as their pros and cons.</p> <section class="section main-article-chapter" data-menu-title="Big bang approach"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Big bang approach</h2> <p>With the big bang methodology, you implement <a href="https://www.techtarget.com/searcherp/buyershandbook/Learn-which-cloud-ERP-system-can-best-benefit-your-company">the whole system</a> in one big project, with one go-live for the whole organization. This approach is a good fit if dividing the project into sub-projects would negatively impact the end-user experience.</p> <h3>Pros</h3> <ol class="default-list"> <li><a href="https://www.techtarget.com/searcherp/tip/Big-bang-vs-phased-ERP-implementation-Which-is-best">The big bang approach is</a> typically the fastest way to deliver all the ERP functionality to your users.</li> <li>The software is complete at <a href="https://www.techtarget.com/searcherp/definition/go-live-go-live">go-live</a> and doesn't rely on old systems to fill in the gaps.</li> <li>Training is developed and delivered for the whole system.</li> <li>Overall costs are likely low because <a href="https://www.techtarget.com/searcherp/feature/How-to-avoid-unrealistic-ERP-implementation-timelines">the implementation is shorter</a>, so HR costs are lower.</li> <li>The project team is less likely to lose key resources partway through the project because it will take less time.</li> </ol> <h3>Cons</h3> <ol class="default-list"> <li>A problem in one area <a href="https://www.techtarget.com/searcherp/feature/Checklist-for-success-after-your-ERP-software-go-live">can impact the go-live</a> schedule for the whole project.</li> <li>Trying to deliver all the functionality in one release can be more complex than other strategies.</li> <li>You have to implement additional functionality before using and understanding the intricacies of the foundational ERP system.</li> <li>You must convert data from multiple systems at once, so <a href="https://www.techtarget.com/searcherp/answer/Data-migration-vs-data-conversion-What-are-the-differences">data migration is</a> likely more complex.</li> </ol> <blockquote class="main-article-pullquote"> <div class="main-article-pullquote-inner"> <figure> Project leaders must choose the best implementation methodology after consulting with key stakeholders, the software vendor and implementation partners. </figure> <i class="icon" data-icon="z"></i> </div> </blockquote> </section> <section class="section main-article-chapter" data-menu-title="Phased approach"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Phased approach</h2> <p>With a phased approach, you subdivide the project into multiple smaller projects. For example, Phase 1 may deliver core functionality, while Phase 2 brings additional, less-critical functionality. Phase 2 may include additional modules, integration with a third-party application or seamless integration development with your organization's other systems.</p> <h3>Pros</h3> <ol class="default-list"> <li>Delivering functionality in multiple smaller projects is less risky.</li> <li>You can learn how the ERP system works during Phase 1 before starting the next phase.</li> <li><a href="https://www.techtarget.com/searcherp/tip/How-to-choose-the-right-ERP-project-team-5-secrets-to-success">Your implementation team</a> will likely be smaller, so communication is easier.</li> <li>Fewer features must be configured and delivered at go-live, reducing complexity.</li> <li>Training is more focused because only some of the functionality is available.</li> <li>You can revisit who is on the implementation team after each phase without major disruption to the program.</li> </ol> <h3>Cons</h3> <ol class="default-list"> <li>Overall program cost may be more expensive since implementation will likely take longer.</li> <li>Employees, contractors or implementation partner employees may depart after each phase because it's a natural time to leave the project.</li> <li>Employees may have to temporarily continue using older systems and processes because the systems and processes won't be streamlined until the next phase.</li> <li>Training will need to occur multiple times because the project has more than one phase.</li> <li>Employees could be frustrated that required functionality is delayed until a later phase, potentially <a href="https://www.techtarget.com/searcherp/feature/Top-change-management-tips-for-ERP-implementation-success">impacting change management</a>.</li> </ol> </section> <section class="section main-article-chapter" data-menu-title="Line-of-business approach"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Line-of-business approach</h2> <p>With this approach, your ERP implementation occurs in multiple phases based on the needs of your organization's predefined lines of business. For example, you may carry out the ERP implementation for the company's American division, then the Canadian division, then the European division.</p> <p>You could also divide your phases by product line. This approach combines aspects of the big bang and phased approaches. You can split the project into multiple smaller projects, as with the phased approach, then one line of business receives the full functionality for them, as with the big bang approach.</p> <p>It's important to note that the project team may require contributions from employees who haven't experienced the ERP implementation. For example, the core functionality, security and reporting may be consistent across lines of business, but integrating with third-party vendors may be regional and only require the current line of business's support.</p> <p>Here are some pros and cons of this approach.</p> <h3>Pros</h3> <ol class="default-list"> <li>Overall program risk is lower because you're delivering functionality in multiple smaller projects for specific lines of business.</li> <li>You may be able to defer more complex requirements, such as the need to support multiple currencies, until a future phase.</li> <li>You can deliver one line of business's required functionality in one phase.</li> <li>You can prioritize releases based on the needs of lines of business.</li> <li>You will have experience from previous implementation projects when working on the next ones.</li> </ol> <h3>Cons</h3> <ol class="default-list"> <li>You may have to redo earlier work to accommodate requirements for other lines of business.</li> <li>Many of the most important project decisions are likely decided during the first phase and could be difficult to change as other lines of business come on board.</li> <li>Prioritizing one line of business without causing organizational political issues could be challenging.</li> </ol> <p>Convincing resources to participate in releases that don't directly affect them could be difficult.</p> </section> Each cloud ERP implementation methodology has its pros and cons. Learn more about each strategy and decide which is best suited for your organization. https://cdn.ttgtmedia.com/rms/onlineimages/cloud_g943065362.jpg https://www.techtarget.com/enterprise-software/feature/Learn-effective-cloud-ERP-implementation-methodology Wed, 19 Aug 2026 10:30:00 GMT <p>Reconciliation is a standard part of business, and often a responsible one.</p> <p>A finance team should check numbers before closing. Operations should question inventory or shipment data before committing. Managers should want to know whether the report in front of them is reliable before they act on it.</p> <p>The problem starts when the same check becomes permanent.</p> <p>That is where reconciliation turns into a <a href="https://www.techtarget.com/whatis/definition/technical-debt">form of software debt</a>. Software debt is the business cost that accumulates when applications, integrations, reports or workflows no longer fully support how work gets done. The company pays that cost through manual fixes, extra reviews, duplicated work, slower decisions and numbers that people do not quite trust.</p> <p>A one-time check can protect the business. A recurring fix can hide the fact that the software estate is not doing its job.</p> <p>The issue is the file, export or correction that becomes part of the routine. The business is waiting for it. Meetings depend on these updates. People trust the fixed version more than the official one.</p> <p>At that point, reconciliation is no longer just cleanup. It is a signal.</p> <p>The spreadsheet might not be the problem. It could be where the real problem finally shows up.</p> <section class="section main-article-chapter" data-menu-title="Reconciliation can become invisible work"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Reconciliation can become invisible work</h2> <p>Most enterprises have reconciliation work, whether anyone calls it that or not.</p> <p>Finance knows which numbers require a second look before close. Sales operations understands which forecast file needs work before leadership sees it. HR identifies which employee records need cleanup after a system change. Supply chain recognizes which inventory or shipment numbers need a sanity check before any commitments are made.</p> <p>Some of that is ordinary control work. The trouble starts when the correction becomes normal.</p> <p>A report gets cleaned every week. A <a href="https://www.techtarget.com/searchbusinessanalytics/feature/How-dashboard-sprawl-challenges-upend-enterprise-analytics">dashboard is ignored until the export is adjusted</a>. A spreadsheet becomes the version people trust. An analyst knows which fields always need attention. A manager waits for the fixed file before making a call.</p> <p>That can look like discipline. It can also let weak software processes hang around for years.</p> <p>The cause might sit in the systems, but the effect shows up in the business. ERP might define a customer one way. CRM could define the customer differently. A finance report might still use an old category. A service case could close in one tool even though the work continues somewhere else.</p> <p>The reconciliation keeps work moving. It also raises a question the organization might not want to ask: Why is this still necessary?</p> </section> <section class="section main-article-chapter" data-menu-title="The fixed file can take over"> <h2 class="section-title"><i class="icon" data-icon="1"></i>The fixed file can take over</h2> <p>Reconciliation debt usually has a boring home.</p> <p>It might be an Excel file, a BI export, a shared-drive report, an email attachment or a local dashboard. Nothing about it looks dramatic. The file might not have a formal owner. It might not be documented. It could simply belong to the person who knows the business well enough to spot the number that looks wrong.</p> <p>That is how the workaround gets power.</p> <p>People wait for the file. They use it in meetings. They copy it into decks. They use it to explain performance, defend spending, check service levels or decide which problem needs attention first.</p> <p>The system holds the official data, while the fixed file holds the decision.</p> <p>That is the part worth stopping on. Once a corrected file carries that much weight, the company has a trust problem. It might also have an ownership problem. The correction has business authority even if no one has named it as a control.</p> <p>If the real answer is "we've always used it," the business has a problem.</p> <p>A spreadsheet can become the real report long before anyone gives it that title.</p> <p>Understanding data lineage can help teams see how a number moves from <a href="https://www.techtarget.com/searchdatamanagement/tip/Data-lineage-documentation-imperative-to-data-quality">source systems to downstream analytics, reports and catalogs</a> before it becomes the version people use to make decisions.</p> <figure class="main-article-image full-col" data-img-fullsize="https://www.techtarget.com/rms/onlineimages/example_of_the_data_lineage_process-f.png "> <img data-src="https://www.techtarget.com/rms/onlineimages/example_of_the_data_lineage_process-f_mobile.png " class="lazy" data-srcset="https://www.techtarget.com/rms/onlineimages/example_of_the_data_lineage_process-f_mobile.png 960w,https://www.techtarget.com/rms/onlineimages/example_of_the_data_lineage_process-f.png 1280w" alt="Diagram showing the data lineage process." height="319" width="560"> <figcaption> <i class="icon pictures" data-icon="z"></i>Data lineage shows how information moves through systems, reports, analytics tools and catalogs. </figcaption> <div class="main-article-image-enlarge"> <i class="icon" data-icon="w"></i> </div> </figure> </section> <section class="section main-article-chapter" data-menu-title="The issue is not every spreadsheet"> <h2 class="section-title"><i class="icon" data-icon="1"></i>The issue is not every spreadsheet</h2> <p>The answer is not to eliminate every spreadsheet. That is fantasy.</p> <p>Business work is messy. Teams need quick comparisons, temporary analysis, local planning, exception handling and one-time checks. Finance, compliance, operations, HR, customer service and supply chain teams sometimes need ways to inspect data outside the main system.</p> <div class="extra-info"> <div class="extra-info-inner"> <h3 class="splash-heading">How data lineage can expose reconciliation debt</h3> <p>Data lineage helps show where data comes from, what happens to it and where it ends up. That becomes important when the same report, spreadsheet or dashboard needs the same correction repeatedly. The fix might keep work moving, but it also points to a problem somewhere earlier in the data path.</p> <p>For recurring reconciliation work, follow the number. Which system created it? Which system changed it? Which report, dashboard or spreadsheet picked it up? Where did it stop matching the official source? Who owns the field, rule or integration behind the mismatch?</p> <p>Data lineage will not fix software debt by itself. But it can show whether the recurring fix points to a data-quality issue, integration gap, outdated report, unclear ownership model or business process that changed faster than the software supporting it.</p> </div> </div> <p></p> <p>The issue is the spreadsheet no one can retire.</p> <p>It runs the same correction every week, month or quarter. People trust it more than the system report. The person who maintains it becomes the only person who understands why the numbers differ.</p> <p>A process that was supposed to be temporary becomes part of how the business actually works.</p> <p>That is not just a data problem. It is a software management problem.</p> <blockquote class="main-article-pullquote"> <div class="main-article-pullquote-inner"> <figure> A spreadsheet can become the real report long before anyone gives it that title. </figure> <i class="icon" data-icon="z"></i> </div> </blockquote> <p>The company already paid for systems to support this work. If teams still need the same manual fix every week or month, something is off.</p> <p>Maybe the source data is messy or the <a href="https://www.techtarget.com/searchapparchitecture/definition/EAI-enterprise-application-integration">enterprise application integration</a> is half-finished. Perhaps the report is old. Maybe the workflow changed and the system did not.</p> <p>The reconciliation work points to the gap. The mistake is treating the gap as normal.</p> </section> <section class="section main-article-chapter" data-menu-title="Start with the recurring fix"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Start with the recurring fix</h2> <p>Some reconciliation belongs in the business. Finance teams need controls. Compliance teams need evidence. A <a href="https://www.techtarget.com/searchstorage/definition/data-migration">data migration</a> needs checks. Nobody should pretend every reconciliation is a waste.</p> <p>The recurring fix is different. It is the Friday file, the month-end spreadsheet, the corrected dashboard or the local report everyone waits for before making a decision.</p> <p>Give that work a name. Give it an owner. Then decide whether it is still protecting the business or just preserving a workaround.</p> <p>Reconciliation is useful when it protects the business. It becomes debt when the correction has become part of the process and <a href="https://www.techtarget.com/searchdatamanagement/feature/Data-governance-responsibilities-now-belong-in-the-C-suite">no one owns it</a>.</p> <div class="extra-info"> <div class="extra-info-inner"> <h3 class="splash-heading">The spreadsheet everyone waits for</h3> <p>The risky spreadsheet is not always hard to find.</p> <p>It is usually the one people ask about before a meeting. Did Lisa finish the file? Is the month-end version ready? Are we using the dashboard number or the adjusted number? Someone might know the answer, but the system does not.</p> <p>That is the giveaway.</p> <p>The file might have started as a temporary patch after a migration, a bad report, an unfinished integration or a process change. Years later, it is still there. New employees learn it by asking the person who inherited it. Managers trust it because it has always been more accurate than the official report.</p> <p>At that point, the spreadsheet is not just a spreadsheet. It is part of the way the business runs, even if no one has admitted it.</p> </div> </div> <p><i>James Alan Miller is a veteran technology editor and writer who leads Informa TechTarget's Enterprise Software group. He oversees coverage of ERP &amp; Supply Chain, HR Software, Customer Experience, Communications &amp; Collaboration and End-User Computing topics.</i></p> </section> Recurring data reconciliation can signal software debt when teams rely on spreadsheets, exports and corrected reports more than official systems. https://cdn.ttgtmedia.com/visuals/ComputerWeekly/HeroImages/bills-debt-cost-of-living-crisis-tashatuvango-adobe.jpg https://www.techtarget.com/enterprise-software/feature/Data-reconciliation-can-hide-software-debt Wed, 19 Aug 2026 09:00:00 GMT <p>A positive employee experience is crucial for retaining workers. Numerous tools can enhance this experience by improving communication, streamlining HR platform use, providing learning opportunities and managing popular benefits such as employee rewards.</p> <p>Workers who have a good employee experience are 68% less likely to seek another position, according to SHRM's report titled "The Case for Employee Experience." While initiatives such as culture changes can help improve a company's employee experience, CHROs implementing new tech tools can make the experience more positive as well.</p> <p>The following alphabetical list of platforms that can help improve employee experience was compiled using information from Gartner, G2, Forrester, vendor websites and the author's personal experience.</p> <section class="section main-article-chapter" data-menu-title="1. Assembly"> <h2 class="section-title"><i class="icon" data-icon="1"></i>1. Assembly</h2> <p>Assembly is a peer-to-peer <a href="https://www.techtarget.com/searchhrsoftware/feature/Benefits-of-employee-recognition-programs-and-ideas-to-try">recognition and employee rewards</a> platform. Offering employee rewards could improve employee experience, as 83% of respondents said that receiving rewards will increase their productivity and company loyalty, according to the BHN Rewards "2022 Employee Incentives Report."</p> <p>Users say that Assembly is relatively simple to configure and deploy. The platform, which was acquired by Quantum Workplace earlier this year, includes a rewards program, supports the creation of internal communications about company culture and can be integrated with many third-party systems.</p> <p><b>Pros.</b> The platform could be a good fit for SMBs that need an affordable system and can integrate with other popular office tools.</p> <p><b>Cons. </b>The platform doesn't have as many features as some other vendors, and it offers fewer rewards program options.</p> </section> <section class="section main-article-chapter" data-menu-title="2. Google Suite"> <h2 class="section-title"><i class="icon" data-icon="1"></i>2. Google Suite</h2> <p>Google Suite is a comprehensive collection of tools designed for work-related tasks, including Docs and Sheets. Using a single family of tools can help reduce the learning curve, making it easier for users to move between applications.</p> <p><b>Pros. </b>Google Suite is an integrated platform that's relatively simple to use.</p> <p><b>Cons. </b>The functionality is more limited than some competitors, and keeping track of files can be challenging for some users.</p> </section> <section class="section main-article-chapter" data-menu-title="3. HiBob"> <h2 class="section-title"><i class="icon" data-icon="1"></i>3. HiBob</h2> <p>The HiBob HRIS could help improve employee experience because users say it has an appealing UI and is easy to navigate.</p> <p>The system includes HR, payroll and financial planning modules and is designed to support a global workforce. It <a href="https://www.techtarget.com/searchhrsoftware/feature/Advantages-and-disadvantages-of-using-AI-in-HR">includes AI features</a> as well.</p> <p><b>Pros.</b> HiBob provides an unusually large breadth of functionality for a single vendor.</p> <p><b>Cons.</b> The vendor supports payroll directly in the U.S. and the U.K. but uses a third party for other countries, which some companies might find a disadvantage. Benefits administration is focused on the U.S. market, and some modules, such as recruitment, require additional build-out.</p> </section> <section class="section main-article-chapter" data-menu-title="4. Lattice"> <h2 class="section-title"><i class="icon" data-icon="1"></i>4. Lattice</h2> <p>Lattice is a performance management platform that provides employee feedback throughout the year, which could help improve employee experience. Workers were more likely to "strongly agree" that they are inspired to deliver great work when their supervisor gives daily feedback instead of once a year, according to Gallup.</p> <p>The platform includes features for 1:1 meetings, <a href="https://www.techtarget.com/searchhrsoftware/feature/Best-practices-in-performance-reviews">performance reviews</a>, 360 feedback and employee engagement surveys. Its AI tool can summarize feedback for an employee from multiple sources and recommend phrasing for a manager's employee review.</p> <p>The system also supports compensation planning and employee development.</p> <p><b>Pros. </b>Users say the UI is fairly intuitive.</p> <p><b>Cons. </b>The system is more expensive than some of its competitors.</p> </section> <section class="section main-article-chapter" data-menu-title="5. Microsoft Office 365"> <h2 class="section-title"><i class="icon" data-icon="1"></i>5. Microsoft Office 365</h2> <p>Like Google Suite, this collection of applications <a href="https://www.techtarget.com/searchitoperations/tip/How-DEX-metrics-help-build-a-better-digital-workplace">could improve digital employee experience</a> because users won't need to switch between systems.</p> <p>The Microsoft suite of applications includes Word, Outlook and Teams and offers AI functionality, such as type-ahead and auto-correct for composing text.</p> <p><b>Pros. </b>The suite's offerings are fairly comprehensive, and users will likely find it easy to learn the basics.</p> <p><b>Cons. </b>Microsoft Office 365 is one of the more expensive office suites available, and there are no free options for the software.</p> </section> <section class="section main-article-chapter" data-menu-title="6. Slack"> <h2 class="section-title"><i class="icon" data-icon="1"></i>6. Slack</h2> <p>Slack is an instant messaging app that enables employees to communicate through text in real time. Enterprise chat tools are the most used communication method among employees, according to the "2025 Employee Communications Report" by Gallagher, a leading HR consulting firm.</p> <p>Slack also supports live phone or video calls, group creation, file attachments and integration with many other applications.</p> <p><b>Pros. </b>Users say the application is easy to navigate.</p> <p><b>Cons. </b>Some users find the app's frequent notifications frustrating.</p> </section> <section class="section main-article-chapter" data-menu-title="7. SuccessFactors"> <h2 class="section-title"><i class="icon" data-icon="1"></i>7. SuccessFactors</h2> <p>SuccessFactors provides a wide range of HR functionality, including learning management system modules. <a href="https://www.techtarget.com/searchcio/definition/learning-management-system">LMS</a> capabilities can help improve a company's employee experience, as 67% of companies that LinkedIn called "career development champions" said they were "confident in [their] organization's ability to retain qualified talent," according to a LinkedIn survey.</p> <p>Other SuccessFactors modules include recruiting and succession planning.</p> <p><b>Pros.</b> SuccessFactors is configurable and enables global companies to use one HR system for multiple countries.</p> <p><b>Cons. </b>The price is higher than that of some competitors, and some users find the system difficult to learn.</p> </section> <section class="section main-article-chapter" data-menu-title="8. Zendesk"> <h2 class="section-title"><i class="icon" data-icon="1"></i>8. Zendesk</h2> <p>Zendesk is one of the more popular IT ticketing systems because of its customizable features. Customers can modify workflows and integrating the system with other internal applications could make it easier for employees to log, track and update tickets, which could help improve employee experience.</p> <p><b>Pros. </b>The system includes live chat options, and the omnichannel support capabilities let users submit requests via multiple communication methods, including email and phone calls.</p> <p><b>Cons. </b>The system could be overly complex for smaller companies, and it is more expensive than some of its competitors. Zendesk also requires third-party applications for some functionality.</p> <p>These tools all help minimize friction in daily work and enhance productivity and employee satisfaction, whether through integrated tools, intuitive interfaces or automated processes. Organizations should select a platform that best addresses their primary gaps in employee experience and create a more engaged and motivated workforce.</p> <p><i>Eric St-Jean is an independent consultant with a particular focus on HR technology, project management and Microsoft Excel training and automation. He writes about numerous business and technology areas.</i></p> </section> In addition to initiatives such as culture changes, CHROs can improve their company's employee experience by implementing some tech tools. Learn about some of the platform options. https://cdn.ttgtmedia.com/visuals/searchCRM/customer_service/CRM_article_002.jpg https://www.techtarget.com/enterprise-software/tip/The-7-most-impactful-employee-experience-apps Tue, 18 Aug 2026 16:00:00 GMT <p>A company's HR department houses some of the organization's most sensitive information, including employee records. CHROs and any other C-suite-level HR leaders must learn about some of the most frequently occurring HR <a href="https://www.techtarget.com/searchsecurity/tip/5-data-security-challenges-enterprises-face-today">data security issues</a> and work with IT and security staff to guard against them.</p> <p>HR faces some security issues that occur across departments, including employees working remotely and <a href="https://www.techtarget.com/searchsecurity/tip/10-cybersecurity-best-practices-and-tips-for-businesses">workers not following security best practices</a>. However, some security issues are more specific to HR, including chatbots and HR software vulnerabilities.</p> <p>CHROs should learn about some of the most common threats to HR data security and how HR staff can work to prevent them.</p> <section class="section main-article-chapter" data-menu-title="The 4 most common HR data security issues"> <h2 class="section-title"><i class="icon" data-icon="1"></i>The 4 most common HR data security issues</h2> <p>Some HR data security threats, such as chatbots, have arisen more recently, while others have been consistent issues for some time. Here are some of the HR data security issues that occur most frequently.</p> </section> <section class="section main-article-chapter" data-menu-title="1. Remote work"> <h2 class="section-title"><i class="icon" data-icon="1"></i>1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Remote work</h2> <p>Remote work is arguably one of the greatest threats to a company's security, and <a href="https://www.techtarget.com/searchhrsoftware/tip/6-ways-HR-can-ensure-cybersecurity-for-remote-workers">HR employees working outside the office</a> makes it difficult to ensure the security and privacy of sensitive employee records. For example, an HR professional may decide to work for an afternoon at a coffee shop with unsecured Wi-Fi, which could lead to others accessing employee data.</p> <p><a href="https://www.techtarget.com/searchhrsoftware/definition/human-resource-management-HRM">HR management</a> must learn how to properly handle employee data <a href="https://www.techtarget.com/searchunifiedcommunications/securityandcompliance/5-Best-Practices-To-Secure-Remote-Workers">in a remote environment</a> and ensure HR employees are following those best practices.</p> </section> <section class="section main-article-chapter" data-menu-title="2. Chatbots"> <h2 class="section-title"><i class="icon" data-icon="1"></i>2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Chatbots</h2> <p>HR departments are now <a href="https://www.techtarget.com/searchhrsoftware/feature/HR-chatbot-limitations-include-immaturity-weak-implementation">using chatbots for recruitment</a>, benefits process automation and employee interaction. However, chatbots bring security risks.</p> <p>If employees send sensitive information through chatbot channels, the information could subsequently be exposed via web browser caches and server log files or even exploited via malware. Employees should carefully consider the data they send using chatbots to attempt to prevent future problems.</p> <p>Other potential security problems include criminals compromising the chatbot system or creating a fake system to gain further network access and lure unsuspecting users into divulging sensitive information.</p> </section> <section class="section main-article-chapter" data-menu-title="3. Employee carelessness"> <h2 class="section-title"><i class="icon" data-icon="1"></i>3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Employee carelessness</h2> <p>Like other departments, HR can face security risks because of <a href="https://www.techtarget.com/searchhrsoftware/tip/Cybersecurity-education-How-HR-can-plan-for-the-inevitable">employees not following general cybersecurity best practices</a>, which could compromise data across the company. However, HR staff are well positioned to help prevent this.</p> <p>Because HR communicates often with employees about other topics, workers may pay more attention to HR messages about security and privacy. CHROs should instruct HR staff to take advantage of <a href="https://www.shrm.org/hr-today/news/hr-magazine/pages/1105caterinicchia.aspx" target="_blank" rel="noopener">this and</a> frequently remind company employees about security best practices.</p> </section> <section class="section main-article-chapter" data-menu-title="4. HR systems"> <h2 class="section-title"><i class="icon" data-icon="1"></i>4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; HR systems</h2> <p>Some of an enterprise's most vulnerable systems are internal and third-party, or cloud, web applications that process HR and payroll records. Laptops and other mobile devices such as HR professionals' phones and tablets are also vulnerable. Any weakness involving <a href="https://www.techtarget.com/searchenterprisedesktop/tip/Create-and-enforce-a-password-policy-across-the-enterprise">passwords</a>, <a href="https://www.techtarget.com/searchsecurity/tip/Understanding-the-risk-SQL-injection-vulnerabilities-pose">SQL injection</a> or <a href="https://www.techtarget.com/searchsecurity/tip/How-to-use-and-manage-BitLocker-encryption">unencrypted devices</a> presents sizable business risks.</p> <p><a href="https://www.techtarget.com/searchsecurity/feature/The-importance-of-HRs-role-in-cybersecurity">HR staff must alert technical staff</a> about any potential areas of concern. Computer or application vulnerabilities involving authentication, access control and even system oversight -- logging and alerting -- often surface without technical staff being aware of the problem.</p> </section> Common data security issues that HR departments encounter include HR software vulnerabilities and chatbots. Learn about the most common HR data threats and how to prevent them. https://cdn.ttgtmedia.com/rms/onlineimages/wfh_g1247171756.jpg https://www.techtarget.com/enterprise-software/feature/The-4-most-common-HR-data-security-issues Tue, 18 Aug 2026 14:00:00 GMT <p>Staying with a legacy ERP system may be the right decision for a company, but many organizations must modernize their legacy ERP to stay competitive in their industry. COOs, CIOs and any other C-suite leaders who work with ERP software must ensure they are picking the right approach because legacy ERP modernization demands far more than a few minor upgrades.</p> <p><a href="https://www.techtarget.com/searchcio/tip/A-CIOs-guide-to-legacy-system-modernization">These C-suite leaders should evaluate</a> whether a big overhaul is worth the business disruption and what aspect of their company's legacy ERP most needs improvement. Considering the modernization costs is also important.</p> <p>Here's a look at the five "Rs" of modernizing a legacy ERP system and how to decide on the right approach.</p> <section class="section main-article-chapter" data-menu-title="The five &quot;R&quot;s of legacy ERP modernization"> <h2 class="section-title"><i class="icon" data-icon="1"></i>The five "R"s of legacy ERP modernization</h2> <p>Gartner has defined five legacy ERP modernization approaches, known as "the five Rs." These strategies include the following:</p> <h3>1. Rehost</h3> <p>A company that has outgrown their existing ERP and is seeing performance start to suffer can consider moving its ERP system into another infrastructure, such as a new server or cloud service provider, to gain more processing power, faster storage and better networking. For a shift to cloud, the service provider may be a private or public cloud environment that provides infrastructure flexibility.</p> <p>Rehosting also includes upgrading only the hardware or software of the back-end database engine that stores the ERP data. This can improve system performance.</p> <p>Replatforming is another option for companies looking to modernize their legacy ERP. For this process, a company moves to a different runtime platform.</p> <h3>2. Refactor</h3> <p>Refactoring an ERP system involves evaluating and <a href="https://www.techtarget.com/searcherp/feature/Pressures-mount-on-SMBs-to-modernize-aging-ERP-processes">optimizing ERP processes</a> and customizations. This approach requires an internal committee of business analysts, IT staff, subject matter experts and other business leaders. The committee evaluates the ERP system and recommends changes that will increase efficiency and improve overall operations.</p> <p>For example, if a company's clients submit orders via email and employees enter the order information into the ERP system manually, company leaders may decide to integrate a web portal where customers input order information directly. This could reduce errors.</p> <h3>3. Rearchitect</h3> <p>Rearchitecting is adding third-party apps to gain functionality that the legacy ERP lacks, which could potentially solve business issues.</p> <p>For example, a company may want to eliminate duplicate data entry between the current ERP and their supplier's system. One potential fix is to adopt an electronic data interchange that can provide a way to automatically exchange data such as orders, invoices and delivery confirmations, which reduces duplication.</p> <h3>4. Rebuild</h3> <p>As with refactoring, the rebuilding approach includes a committee reviewing and attempting to optimize existing processes. However, for this strategy, the committee considers rebuilding some of the existing business processes, including potentially starting from scratch. The committee <a href="https://www.techtarget.com/searcherp/tip/ERP-integration-strategy-3-common-approaches">may add new tools to the mix</a> or change staff responsibilities.</p> <p>For example, a committee may define the current workflows for invoicing, either on a whiteboard or virtually, then evaluate each step and look for redundancies or areas to automate and streamline.</p> <h3>5. Replace</h3> <p><a href="https://www.techtarget.com/searchcio/feature/Replacing-vs-maintaining-legacy-systems">The replace strategy refers to</a> eliminating some of the legacy ERP system components that are ineffective and don't meet business requirements. Manufacturing resource planning, warehouse management systems and production scheduling are a few ERP components that organizations often find difficult to use or inadequate for business needs.</p> <p>A company pursuing the replace strategy may decide to adopt a third-party WMS that ties into their existing ERP platform.</p> </section> <section class="section main-article-chapter" data-menu-title="Selecting the right legacy ERP modernization approach"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Selecting the right legacy ERP modernization approach</h2> <p>Certain factors are particularly important to consider when selecting a legacy ERP modernization approach. Here's what COOs, CIOs and any other C-suite-level leaders working on the project should keep in mind:</p> <h3>Business risk</h3> <p>Each modernization approach carries a different level of risk. Leaders who want a low level of risk should choose rehosting and refactoring. The two approaches provide the least amount of disruption to existing business processes and focus on optimizing the infrastructure and existing ERP processes.</p> <p>A company experiencing severe issues with <a href="https://www.techtarget.com/searcherp/tip/ERP-vs-BPM-Which-is-best-for-your-company">inefficient processes and workflows</a> should pursue the rebuild or replace approaches, because they can result in major improvements. However, those approaches require a much higher risk tolerance.</p> <h3>Cost</h3> <p>Legacy ERP modernization can demand different types of costs, <a href="https://www.gartner.com/smarterwithgartner/7-options-to-modernize-legacy-systems" target="_blank" rel="noopener">with some</a> requiring monetary funds and others demanding human capital. For example, refactoring and rebuilding both include committees that evaluate the best way forward.</p> <p>Companies must evaluate whether they can afford the cost of a particular legacy ERP modernization approach.</p> </section> Modernizing a legacy ERP system can be vital for staying relevant in today's marketplace. Learn what IT leaders need to know about the process. https://cdn.ttgtmedia.com/rms/onlineimages/arvr_g1200559136.jpg https://www.techtarget.com/enterprise-software/feature/How-to-modernize-your-legacy-ERP-system Tue, 18 Aug 2026 12:00:00 GMT <p>Enterprise reporting debt does not always begin with a bad number. Sometimes the report is accurate.</p> <p>That is part of the problem.</p> <p>A report can be accurate and still be stale. It can refresh on schedule and still point managers toward an old view of the business. It can survive a reorganization, a system change, a new customer model or a new product structure without anyone asking whether the report still means what people think it means.</p> <p>That is where reporting debt begins.</p> <p>Enterprise reporting strategy usually starts with data, analytics and business intelligence. Fair enough. But reports also become part of daily management.</p> <p>A service report can move one customer issue ahead of another. A supplier scorecard can make one partner look riskier than the rest. A product metric can pull attention toward one line of business. After a while, a familiar dashboard can become the number executives trust.</p> <p>That does not make the report wrong. It makes the report powerful.</p> <p>Old reports do not have to be wrong to become risky.</p> <blockquote class="main-article-pullquote"> <div class="main-article-pullquote-inner"> <figure> Old reports do not have to be wrong to become risky. </figure> <i class="icon" data-icon="z"></i> </div> </blockquote> <section class="section main-article-chapter" data-menu-title="Reports become part of the operating model"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Reports become part of the operating model</h2> <p>A report often starts as a practical fix. The official view does not answer the question. The system report cannot be changed in time. A leader needs a number before the next meeting. So someone makes a report that is good enough for the moment.</p> <p>That is not bad behavior; it is how enterprise reporting works.</p> <p>The problem comes later, after the report stops looking temporary. It appears in the monthly review. It gets copied into a board deck. Managers check it before making staffing, service, budget or supplier decisions. People notice when it changes.</p> <p>At that point, the report is no longer just a report; it is part of the operating model.</p> <p>That is also where <a href="https://www.techtarget.com/searchdatamanagement/opinion/Avoid-data-sprawl-with-a-single-source-of-truth">single source of truth</a> problems get uncomfortable. The system of record might still be official, but the business might trust a dashboard, export or recurring report more than the official source. The company might think one system owns the answer while managers act on a number that lives somewhere else.</p> <p>That gap matters. It is not only a data architecture issue; it is a trust issue.</p> <p>Reports last. The business changes. Teams reorganize. Product names change. Customer work moves into new channels. Data moves into another system. A report can keep running through all of that. It can look current because it refreshed this morning.</p> <p>The report might still be built around the old process. Start there. What decision still depends on it?</p> <div class="extra-info"> <div class="extra-info-inner"> <p></p> <h3 class="splash-heading">When a report deserves a closer look</h3> <p>A report deserves a closer look when people trust it but cannot easily explain it. That does not mean the report is wrong; it means the report has become important enough to question.</p> <p>The first warning sign is usually ownership. If no one can name the business owner, perhaps no one is responsible for the meaning of the metric. Another warning sign is habit. A report that is trusted mainly because it is familiar might be carrying old assumptions into current decisions.</p> <p>Reports also deserve review when two dashboards answer the same question differently, when a metric is used for decisions beyond its original purpose or when the report feeds analytics, automation or AI tools.</p> <p>Do not start by reviewing everything. Instead, start with the reports people already use to make decisions, defend spending, prove compliance or explain customer commitments.</p> </div> </div> </section> <section class="section main-article-chapter" data-menu-title="Metrics carry old decisions"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Metrics carry old decisions</h2> <p>A metric is never only the number on the page. The choices are usually buried. What counted? What was excluded? Which status mattered? When was a case considered closed? When did a customer count as active? When did a product move from one category to another?</p> <p>Those details matter because people rarely discuss them when they use the report.</p> <p>That is the problem with reporting debt: It does not always show up as an error. More often, it shows up as confidence in a number whose context has faded.</p> <p>A sales territory changes. A product category gets renamed. A service process changes. A customer case is closed in one system, but the customer comes back through another channel.</p> <p>The report can miss those changes and still look normal.</p> <figure class="main-article-image full-col" data-img-fullsize="https://www.techtarget.com/rms/onlineImages/data_management-common_data_quality_metrics-f.png"> <img data-src="https://www.techtarget.com/rms/onlineImages/data_management-common_data_quality_metrics-f_mobile.png" class="lazy" data-srcset="https://www.techtarget.com/rms/onlineImages/data_management-common_data_quality_metrics-f_mobile.png 960w,https://www.techtarget.com/rms/onlineImages/data_management-common_data_quality_metrics-f.png 1280w" alt="Infographic listing common data quality metrics" height="288" width="559"> <figcaption> <i class="icon pictures" data-icon="z"></i>Data quality metrics can help teams understand whether the information behind reports and dashboards is still fit for business use. </figcaption> <div class="main-article-image-enlarge"> <i class="icon" data-icon="w"></i> </div> </figure> <p><a href="https://www.techtarget.com/searchbusinessanalytics/feature/How-dashboard-sprawl-challenges-upend-enterprise-analytics">Dashboard sprawl</a> makes the problem harder to see. Two teams may have two dashboards with two different answers to what sounds like the same question. Each team might be able to defend its number. Each dashboard might be useful in its own context. But if no one owns the metric, the argument becomes about which dashboard is right.</p> <p>The better question is what the number is supposed to mean. That is one of the practical <a href="https://www.techtarget.com/searchbusinessanalytics/tip/Top-11-business-intelligence-challenges-and-how-to-overcome-them">business intelligence challenges</a> behind reporting debt. The issue is not only that there are too many dashboards but that too many dashboards become trusted without enough agreement on the business question.</p> <p>A reporting strategy should bring those assumptions back into the open: Which reports define important metrics? Who approved those definitions? Are those definitions still valid? Which reports answer the same question differently? Which exclusions were temporary?</p> <p>The work is not glamorous, but itis necessary.</p> </section> <section class="section main-article-chapter" data-menu-title="Dashboard meaning needs an owner"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Dashboard meaning needs an owner</h2> <p>Dashboard ownership is usually clearest at launch. The project team knows why it exists. The analytics team knows what it built. The business sponsor knows what question it wanted answered. Users know what changed because the dashboard is new.</p> <p>Later, the launch team moves on. The dashboard stays in the routine. Analytics keeps it running. IT handles access. Business leaders keep using the number. Users pull what they need.</p> <p>Meaning is the part that slips. Reports need owners because reports shape decisions. The owner's job is not to click every button or manage every field but to know when the number no longer fits the decision. That owner does not have to manage every technical detail, but someone has to own the business meaning.</p> <p>Some reports are operational controls: They are used to make commitments, approve spending, measure service, explain performance or defend a decision. They deserve owners.</p> </section> <section class="section main-article-chapter" data-menu-title="Start with reports that still have authority"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Start with reports that still have authority</h2> <p>The answer is not to retire every old report. Some old reports are still useful. Some are still accurate. Some are still the best available view.</p> <p>The answer is to review the reports that still have authority.</p> <p>Start with the obvious ones: executive dashboards, board reports, monthly operating reviews, compliance reports, service-level reports, customer metrics, supplier scorecards, HR reports and finance dashboards that leaders treat as official. Then ask simple questions. Start with the report people argue about, defend or forward before a meeting: Who uses it? What decision does it support? Who would notice if it changed?</p> <p>For the most important reports, <a href="https://www.techtarget.com/searchdatamanagement/tip/How-data-lineage-tools-boost-data-governance-policies">data lineage</a> matters because the business needs to know where the number came from and where it goes next.</p> <p>Some reports will still be trusted. Others will turn out to be familiar, not reliable. Reporting debt builds when people keep trusting a report after the business around it has changed. Another dashboard will not fix that.</p> <p>Ownership might.</p> <p>A report should earn its authority more than once.</p> <p><em>James Alan Miller is a veteran technology editor and writer who leads Informa TechTarget's Enterprise Software group. He oversees coverage of ERP &amp; Supply Chain, HR Software, Customer Experience, Communications &amp; Collaboration and End-User Computing topics.</em></p> </section> Old reports do not have to be wrong to become risky. Enterprises need owners, review cycles and context for dashboards and metrics. https://cdn.ttgtmedia.com/rms/onlineimages/strategy_a200792738.jpg https://www.techtarget.com/enterprise-software/feature/Reporting-debt-is-enterprise-software-debt Tue, 18 Aug 2026 11:29:00 GMT <p>When employees quit, <a href="https://www.techtarget.com/searchcio/news/366646569/CIOs-face-IT-knowledge-loss-as-baby-boomers-retire">companies lose institutional knowledge</a>, productivity decreases and expenses rise because the HR department must hire a replacement. HR is best suited to address some of the problems that can lead to employee departures, such as toxic leadership.</p> <p>Here are some of the most common workplace issues that can negatively affect employee retention.</p> <section class="section main-article-chapter" data-menu-title="1. A toxic work environment"> <h2 class="section-title"><i class="icon" data-icon="1"></i>1. A toxic work environment</h2> <p>HR leaders might not be aware that a particular team is experiencing a toxic work environment, but the employees who suffer from the toxicity will typically be the first to leave.</p> <p>Several factors can cause a toxic environment, including bullying or sexual harassment, a colleague consistently stealing credit for work and employees being told to do more work because of a teammate's poor performance.</p> <p>CHROs need to prioritize removing toxicity. Policy alone will not rectify the situation. The HR representative who works most closely with a particular team must observe team behavior, and if needed, correct it immediately through training or discipline.</p> </section> <section class="section main-article-chapter" data-menu-title="2. Lack of opportunities for advancement"> <h2 class="section-title"><i class="icon" data-icon="1"></i>2. Lack of opportunities for advancement</h2> <p>Employees who quit often report they did so because they felt "stuck." Some workers hope to <a href="https://www.techtarget.com/whatis/definition/upskilling">upskill</a> but find that their company does not offer the right opportunities. At some organizations, top-performing employees are not promoted because they are too valuable in their current positions, which can cause the worker to become frustrated and seek another job.</p> <p>CHROs should implement structured career paths for every employee category in their organization so new hires understand the criteria and timeline for advancement. Tenure, rather than work performance, being the dominant reason for promotion can lead to employee frustration if a longer-tenured but underperforming worker is promoted, so removing tenure as the main consideration for promotion should be codified in policy.</p> <p>Convincing managers to give up their best employees is trickier, but one way to address it is for HR to <a href="https://www.techtarget.com/searchhrsoftware/feature/Learn-how-to-create-a-succession-plan">implement a succession plan</a>, which will help ensure that an employee's replacement is equally competent. Another strategy is to reward managers who advocate for their staff's professional development. HR staff can brainstorm ways to reward these leaders.</p> </section> <section class="section main-article-chapter" data-menu-title="3. Below-market compensation"> <h2 class="section-title"><i class="icon" data-icon="1"></i>3. Below-market compensation</h2> <p>If employees discover that their compensation -- either salary or benefits -- is below market rates, they will likely seek opportunities elsewhere.</p> <p>CHROs should lead efforts to establish annual salary benchmarks, either by participating in compensation surveys or by tracking their competitors' compensation. If meeting or exceeding the market rate is not an option, HR leadership should work on improving the company culture. Employees might decide to stay with a company that offers lower compensation if it provides professional development and positive engagement.</p> </section> <section class="section main-article-chapter" data-menu-title="4. Lack of employee engagement"> <h2 class="section-title"><i class="icon" data-icon="1"></i>4. Lack of employee engagement</h2> <p>Many organizations are currently struggling with low employee engagement. In 2025, employee engagement -- a metric that measures workers' attachment to their company -- decreased to its lowest level since 2020, according to Gallup's "State of the Global Workplace" report. Employees are engaged when they feel they are part of their organization's mission and understand how their role contributes to the mission's success.</p> <p>Creating a company culture that promotes employee engagement will help improve employee retention. Doing so can also benefit the company's financial health, as improved employee engagement can increase productivity and reduce recruiting costs by lowering employee turnover.</p> <p>Companies should hold live events, such as town halls, that include ongoing communication about company goals. The live format will encourage interactive engagement. HR should also tell managers to encourage candid feedback from their teams.</p> <p>Obstacles to employee retention are not insurmountable. CHROs should be proactive by establishing a culture in which employees feel valued, implementing policies that promote professional growth, and, if possible, ensuring salaries are at market rates. Carrying out these initiatives can help stem the loss of valued employees.</p> <p><i>Lynda Spiegel is a freelance writer and former global HR executive for financial services, telecommunications and SaaS companies.</i></p> </section> CHROs must establish a positive company culture to improve employee retention. Learn about other challenges that can interfere with good employee retention and how to address them. https://cdn.ttgtmedia.com/rms/onlineimages/telecommunications_g1247980427.jpg https://www.techtarget.com/enterprise-software/tip/4-common-challenges-that-negatively-affect-employee-retention Tue, 18 Aug 2026 10:08:00 GMT <p>Organizations that still rely on copper lines to support legacy communications services must have a plan in place to decommission them as carriers ramp up their plans to end copper services.</p> <p>The FCC has accelerated the retirement of copper lines by shortening the timeline and reducing carrier requirements for retirement approval. IT leaders cannot be caught unprepared if their carrier notifies them of their copper retirement plans.</p> <p>IT leaders must have a strategy for decommissioning and migrating legacy unified communications (<a href="https://www.techtarget.com/enterprise-software/definition/unified-communications-UC">UC</a>) hardware that meets the needs of the current workforce and supports unique communications hardware requirements.</p> <p>For more than a century, copper was the backbone of enterprise communications. Copper lines connected desk phones to the private branch exchange (<a href="https://www.techtarget.com/enterprise-software/definition/private-branch-exchange-PBX">PBX</a>), then to the phone system carrier. However, copper lines are expensive to purchase, deploy and maintain.</p> <p>The advent of the mobile and hybrid workforce has led IT leaders to replace conventional desk phones with IP-based phones or applications on laptops and mobile devices.</p> <p>However, alarm systems, elevators, fire panels, point-of-sale terminals, emergency phones and lobby phones form a hidden layer of UC. These analog-heavy legacy UC hardware often don't appear in a UC platform's admin console and may not always be compatible with IP-based fiber networks</p> <p>According to a <a href="https://wordwatch.io/whitepaper/the-cost-of-doing-nothing-guide/" target="_blank" rel="noopener">survey</a> from UC compliance platform Wordwatch, 79% of enterprises manage two or more legacy systems, which introduce complexity and security vulnerabilities. Each year an enterprise doesn't migrate from legacy technology increases its technical debt.</p> <section class="section main-article-chapter" data-menu-title="Modern migration technology"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Modern migration technology</h2> <p>The most common migration path from copper lines is to deploy UC as a service. <a href="https://www.techtarget.com/enterprise-software/definition/What-is-UCaaS-Unified-communications-as-a-service-guide">UCaaS</a> integrates capabilities, such as voice, video, messaging, file sharing and conferencing, into a single application without the need for copper lines. Aging servers and wire-bound PBXs cannot integrate with high-speed, cloud-native applications.</p> <p>The total cost of ownership of a UC platform is significantly lower than that of a copper-wire infrastructure with a PBX and legacy UC hardware. AT&amp;T <a href="https://www.marketspark.com/copper-network-shutdown/" target="_blank" rel="noopener">reportedly</a> spends $6 billion annually to maintain copper-based connections, even though less than 3% of its customers use them.</p> <p>Session Initiation Protocol (SIP) trunking is a <a href="https://www.techtarget.com/searchunifiedcommunications/answer/SIP-trunking-vs-VoIP-Whats-the-difference">faster and less disruptive migration strategy</a>. However, SIP trunking can sometimes be incompatible with older legacy UC devices, including time-division multiplexing (TDM) hardware. A media gateway can function as a bridge in some cases.</p> <div class="extra-info"> <div class="extra-info-inner"> <h3 class="splash-heading">FCC loosens copper retirement process</h3> <p>The process of retiring copper lines has been lengthy for years, with carriers waiting months -- sometimes years -- to receive approval. The process included the following steps:</p> <p>1. Carriers provide notice to customers.</p> <p>2. Carriers file a Section 214 discontinuance application with the FCC.</p> <p>3. Carriers submit a copy of the application to the Secretary of Defense, the state public utilities commission and state governors where the copper will be retired</p> <p>4. Public comment period follows the retirement procedure to establish an auto-grant date.</p> <p>Earlier this year, the FCC <a target="_blank" href="https://www.channeldive.com/news/fcc-accelerates-copper-retirement-gold-rush-mettel-globalnet/817113/" rel="noopener">loosened</a> its regulations for retiring copper lines. Carriers no longer need to provide formal notice to government regulators and only need to provide as little as a 90-day notice to customers of the transition. Applications to retire copper lines now have a 31-day automatic approval period.</p> <p>Carriers can grandfather copper services to let existing customers continue using legacy services, but they can refuse to add or change copper lines.</p> </div> </div> <p>UCaaS and SIP trunking cannot address hidden UC hardware, such as emergency phones, elevator communications and lobby phones, because they cannot be migrated to softphones. These types of hardware require plain old telephone service (<a href="https://www.techtarget.com/it-infrastructure/definition/Plain-Old-Telephone-Service-POTS">POTS</a>) replacement with an analog telephone adapter (<a href="https://www.techtarget.com/enterprise-software/definition/analog-telephone-adapter-ATA">ATA</a>), which converts signals from legacy equipment into digital data. This enables the hardware to operate as usual while the ATA aligns it to the cloud.</p> <p>However, each device requires a standalone ATA, which can be a costly, time-consuming bottleneck in copper migrations. Safety-critical communication devices are also subject to regulations, requiring ATAs to pass inspections and comply with safety codes to ensure operational reliability.</p> <p>Each of these migration approaches shares the same downside -- reliability. While these approaches enable cloud-based communication, they require backups in case of a power or Internet outage. For example, an elevator phone must stay operational during a power outage.</p> <p>IT leaders must also ensure that copper replacement <a href="https://www.techtarget.com/enterprise-software/tip/6-key-strategies-to-ensure-911-compliance">complies with 911 requirements</a>, such as Kari's Law and RAY BAUM's Act. Kari's Law requires multiline phone systems sold, leased or installed after Feb. 16, 2020, to dial 911 without using a prefix. RAY BAUM's Act requires 911 calls to provide operators with a dispatchable location that includes street addresses and additional information, such as suite or apartment numbers.</p> </section> <section class="section main-article-chapter" data-menu-title="7 Steps for a successful decommissioning strategy"> <h2 class="section-title"><i class="icon" data-icon="1"></i>7 Steps for a successful decommissioning strategy</h2> <p>Decommissioning legacy hardware is a planned and governed process that involves multiple IT leaders and governmental oversight.</p> <p><b>1. Start the official procedure. </b>The first step is to identify copper placements. PBX copper lines are visible, but safety UC devices may hide copper lines. Then document enterprise copper line deployment, dependency maps, and connected vendor tools. Start filing the application and share advance notices to affected customers, vendors and authorities.</p> <p><b>2. Map copper dependency. </b>Before migration starts, map where copper-backed legacy UC hardware connects to other communication devices in the enterprise, CRM, contact center IVR menus and automatic door access systems. This helps generate a risk profile and determine whether downtime is tolerable or not.</p> <p><b>3. Grandfather existing connections.</b> Freezing ongoing or deployed copper connections is a standard method to provide space for customers to make informed decisions. For branch offices, IT leaders can inform and train employees on newer replacement technologies before decommissioning begins.</p> <p><b>4. Assign replacements.</b> IT leaders must determine where UCaaS is suitable. For daily internal and external enterprise communications,&nbsp; UCaaS is the feature-ready, cost-effective migration strategy.</p> <p>SIP trunking and ATA may be more effective in some compliance-heavy and safety-critical areas. Implementing a parallel migration means deploying a new system alongside the old system. Small batch migration avoids service downtime and expensive repairs.</p> <p><b>5. Safeguard data. </b>PBX and legacy UC hardware carry a critical amount of data, such as the nature of calls, the number of calls, voicemails and customer profiles. Data can be lost due to the complexity of legacy systems. Enterprises must capture all the data into a single repository for reloading and analysis in the new system.</p> <p><b>6. Ensure cybersecurity.</b> UCaaS, if implemented in a <a href="https://www.techtarget.com/searchunifiedcommunications/tip/Composable-vs-programmable-communications-explained">composable architecture</a>, relies heavily on API and webhooks. IT leaders should direct teams to assess API connections, ensure they are password-protected and encrypted. Any questionable connections, such as shadow APIs, must be removed.</p> <p><b>7. Testing and valuation.</b> Test the new system's accuracy post migration. Emergency phones, lift callers and alarm systems must be tested in mock training scenarios. These tests also allow newer technology to receive relevant safety certifications.</p> <p><em>Venus Kohli is an engineer turned technical content writer, having completed a degree in electronics and telecommunication at Mumbai University in 2019. Kohli writes for various tech and media companies on topics related to semiconductors, electronics, networking, programming, quantum physics and more.</em></p> </section> Copper line retirement is accelerating. Organizations planning to decommission legacy UC hardware must also include analog devices, such as alarm systems and elevator phones. https://cdn.ttgtmedia.com/rms/onlineimages/telecommunications_g1210455314.jpg https://www.techtarget.com/enterprise-software/tip/Decommission-legacy-UC-hardware-before-copper-sunsets Tue, 18 Aug 2026 09:16:00 GMT <p>Historically, contact center leaders have been obsessed with measuring <i>call deflection -- </i>that is, how many customer service calls they can avoid referring to human agents. By redirecting incoming calls to alternative self-service or digital support channels, companies aim to reduce queue volumes and resolve customer issues faster. When done right, deflection can also improve agent productivity and reduce operational costs. But despite its potential benefits, this one metric alone is not sufficient as a primary measure of contact center performance.</p> <p>Rather than focus solely on call deflection, contact center leaders should aim to balance self-service efficiency with resolution quality, <a href="https://www.techtarget.com/searchcustomerexperience/definition/customer-effort-score-CES">customer effort</a> and reduced repeat contacts.</p> <section class="section main-article-chapter" data-menu-title="Where call deflection works -- and where it doesn't"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Where call deflection works -- and where it doesn't</h2> <p>Call deflection involves redirecting a portion of customer service calls to digital or <a href="https://www.techtarget.com/whatis/definition/customer-self-service-CSS">self-service</a> channels, such as automated chatbots, <a href="https://www.techtarget.com/whatis/definition/knowledge-base">knowledge bases</a> and <a href="https://www.techtarget.com/searchenterpriseai/definition/AI-agents">AI agents</a>. Through such automations, customers can complete a wide range of simple tasks without human intervention. The customer is happy that their issue is resolved without a significant wait time, agents are happy because their workload is lower, and the company is happy that it can alleviate high call volumes and save money.</p> <p>In a recent survey conducted by Salesforce, 61% of participants said they would prefer self-service to resolve simple issues. That said, call deflection is not always a win-win situation. While it is a convenient and valuable approach for simple, repetitive, high-volume and transactional requests, automated digital channels cannot resolve every complaint -- particularly complex ones. And a failure to resolve issues is the No. 1 frustration when using chatbots for 43% of survey respondents, according to a 2025 Zoom-commissioned <a target="_blank" href="https://media.zoom.com/download/assets/Zoom%2BMorning_Consult_report.AI+alone+wont+save+CX.pdf/a66aabc2518d11f0a43eb28cac50faaa?ampDeviceId=728ed640-63b5-455b-b858-7ee5f1134d13&amp;ampSessionId=1770412163037&amp;_ics=1785325970850&amp;irclickid=~065XQMQXPRKOPHLNQRIPGxyqknlmdg8cjhdklbc4ZUNHGBslgeb4&amp;_gl=1*epd0dm*_gcl_au*MTY1ODgxMDk3MC4xNzg1MzI1OTQy*_ga*MTQ2MTIyNDMyOC4xNzg1MzI1OTQz*_ga_L8TBF28DDX*czE3ODUzMjU5NDIkbzEkZzAkdDE3ODUzMjU5NDIkajYwJGwwJGgw" rel="noopener">survey</a> by Morning Consult. "Getting stuck in a loop" is another cause for friction, further contributing to resolution failure and driving increased brand abandonment and customer churn.</p> <p>These systems sometimes struggle to seamlessly transfer the full context of automated conversations to human agents, creating operational bottlenecks that slow down issue resolution and even damage <a href="https://www.techtarget.com/searchcustomerexperience/definition/customer-experience-CX">CX</a>. The same Zoom-commissioned survey cited above found that human escalation is a "critical" failure point for customer service, with a huge gap existing between what customers expect -- i.e., human escalation when needed -- and what actually happens --i.e., little or no escalation. Poor CX has a significant long-term effect on customer loyalty, with 60% of customers admitting that even one or two poor interactions are enough to cause them to leave the brand.</p> <div class="youtube-iframe-container"> <iframe id="ytplayer-0" src="https://www.youtube.com/embed/SRKWbLNV4bs?autoplay=0&amp;modestbranding=1&amp;rel=0&amp;widget_referrer=null&amp;enablejsapi=1&amp;origin=https://www.techtarget.com" type="text/html" height="360" width="640" frameborder="0"></iframe> </div> <div class="extra-info"> <div class="extra-info-inner"> <h3 class="splash-heading">The resolution economy</h3> <p>In a February 2026 <a href="https://news.zoom.com/zoom-introduces-zoom-virtual-agent-3-0/" target="_blank" rel="noopener">article</a>, Zoom introduced the idea of the "resolution economy." This term refers to the idea that the speed at which companies resolve customer issues does not necessarily indicate a high-performing customer service department. Instead, Zoom argued that other factors, such as FCR and reduced repeat contacts, play a bigger role in improving a firm's customer service performance, reducing its operational load and strengthening its competitive advantage.</p> </div> </div> </section> <section class="section main-article-chapter" data-menu-title="Why call deflection is a misleading metric"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Why call deflection is a misleading metric</h2> <p>For contact centers everywhere, a major priority is minimizing the cost of customer contact. And for years, call deflection was the preferred approach to meet this goal. As it remained the north star for contact centers, investment into virtually every automated chatbot, interactive voice response (<a href="https://www.techtarget.com/searchcustomerexperience/definition/Interactive-Voice-Response-IVR">IVR</a>) menu, searchable knowledge base and self-service portal was justified by its potential ability to reduce call volumes and deliver a clear operational advantage.</p> <p>Deflecting calls to an automated system <i>can</i> speed up calls, accelerate resolution and lower costs. However, as a success metric, call deflection is often disconnected from more meaningful outcomes such as customer retention, customer satisfaction (<a href="https://www.techtarget.com/whatis/definition/customer-satisfaction-CSAT">CSAT</a>) and revenue, which can better clarify an organization's performance and guide its strategy.</p> <p>Here are two examples where call deflection can be a misleading metric.</p> <h3>High deflection, low CSAT</h3> <p>A retail firm's contact center platform automatically deflects 100 customers per day to a chatbot. The system's basic menus and standard scripts are sufficient for simple tasks such as tracking package delivery and initiating returns. However, for more complex issues such as suspected credit card fraud or damaged-item complaints, callers might simply abandon the automated system without finding a solution to the problem. Thus, in this scenario, a low CSAT score is likely to accompany a high call deflection rate.</p> <h3>High deflection, high customer effort</h3> <p>A B2B SaaS company deflects 60 customers per week to its knowledge base of product documentation, video tutorials and troubleshooting guides. Although useful for everyday tasks such as account creation and product debugging, these resources cannot help the organization's enterprise customers with critical issues such as platform outages or contract changes. To resolve these issues, customers need to speak with human agents, which increases customer effort scores. In this way, a supposedly deflected interaction could end up causing repeated contacts through other channels.</p> </section> <section class="section main-article-chapter" data-menu-title="Looking beyond the narrow confines of call deflection"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Looking beyond the narrow confines of call deflection</h2> <p>While automating some customer interactions can reduce contact center costs and, in many cases, speed up response times, it is important not to over-rely on call deflection to gain a full picture of contact center performance.</p> <p>It is also critical for contact center leaders to ask the following questions:</p> <ul class="default-list"> <li>Did automation help more customers find the answers they were looking for, or did it simply force them into unhelpful loops or transitions between channels?</li> <li>Did limiting agent contact lower handling times while leaving the underlying issue unresolved?</li> <li>Are customers spending more time and effort on IVR or self-service instead of speaking with a human agent?</li> <li>Does the system appear to be successful based on containment or deflection rates, even though CSAT scores are low?</li> <li>Does the high call deflection rate directly correlate with a high FCR rate?</li> </ul> <p>Gaining an understanding of these questions can provide leaders with greater clarity on how the contact center is performing, how well it aligns with customer expectations and to what extent it delivers real business value.</p> <figure class="main-article-image full-col" data-img-fullsize="https://www.techtarget.com/rms/onlineimages/how_to_improve_customer_service_amid_a_supply_chain_crisis-f.png"> <img data-src="https://www.techtarget.com/rms/onlineimages/how_to_improve_customer_service_amid_a_supply_chain_crisis-f_mobile.png" class="lazy" data-srcset="https://www.techtarget.com/rms/onlineimages/how_to_improve_customer_service_amid_a_supply_chain_crisis-f_mobile.png 960w,https://www.techtarget.com/rms/onlineimages/how_to_improve_customer_service_amid_a_supply_chain_crisis-f.png 1280w" alt="Visual describing ways to improve customer service when faced with a supply chain crisis" height="297" width="560"> <figcaption> <i class="icon pictures" data-icon="z"></i>One way to proactively prevent customer service issues during a supply chain crisis is to offer a personal contact customers can reach out to with specific questions. </figcaption> <div class="main-article-image-enlarge"> <i class="icon" data-icon="w"></i> </div> </figure> </section> <section class="section main-article-chapter" data-menu-title="From deflection to resolution: The way ahead for contact center leaders"> <h2 class="section-title"><i class="icon" data-icon="1"></i>From deflection to resolution: The way ahead for contact center leaders</h2> <p>For modern contact center leaders, the primary objective needs to shift from reducing human-to-human interactions to resolving issues at first contact. In other words, they need to design automations and self-service around successful resolution rather than maximum containment.</p> <p>Moreover, the focus should be on FCR across the entire customer journey, not just within one channel. This is essential to ensure that customers do not face additional obstacles or waste time while seeking to resolve a problem.</p> <p>A clear escalation path is also vital. Users should be able to access a human expert when automation is unlikely to resolve the issue. A built-in escalation workflow will ensure that the automated system seamlessly hands off a complex interaction to a human agent with full context. This approach signals respect for the customer and can help the organization transition from impersonal transactional interactions to more personalized customer conversations.</p> <p><a href="https://www.techtarget.com/searchcustomerexperience/tip/Why-customer-journey-touchpoints-matter">Journey data</a> and AI-enabled analytics tools can help organizations identify complexity during the customer journey, surfacing issues like customer frustration and repeated contact attempts. They can also track how customers engage with the brand across multiple channels over time and take concrete action to alleviate points of friction.</p> <p>Leaders should also aim for a more balanced <a href="https://www.techtarget.com/searchcustomerexperience/tip/Top-7-call-center-agent-performance-metrics-to-track">contact center scorecard</a>. This scorecard considers several important metrics:</p> <ul class="default-list"> <li>Issue resolution quality and durability.</li> <li>Time to complete resolution, including transfers and follow-up contacts.</li> <li>Total cost of resolving the issue rather than simply the cost of the <i>first</i> interaction.</li> <li>Customer effort and satisfaction following a service interaction.</li> <li>Repeat contacts for the same or related issue.</li> </ul> <p>Finally, leaders should connect contact center performance to customer retention, churn, revenue and customer lifetime value (CLV) rather than just call deflection rates. It is equally important to redesign agent incentives so they are driven primarily by FCR, CSAT, <a href="https://www.techtarget.com/searchcustomerexperience/definition/Net-Promoter-Score-NPS">Net Promoter Score</a> and internal QA scores.</p> <figure class="main-article-image full-col" data-img-fullsize="https://www.techtarget.com/rms/onlineimages/the_shape_of_contact_centers_to_come-f.png"> <img data-src="https://www.techtarget.com/rms/onlineimages/the_shape_of_contact_centers_to_come-f_mobile.png" class="lazy" data-srcset="https://www.techtarget.com/rms/onlineimages/the_shape_of_contact_centers_to_come-f_mobile.png 960w,https://www.techtarget.com/rms/onlineimages/the_shape_of_contact_centers_to_come-f.png 1280w" alt="A visual list of contact center trends and predictions for the future" height="333" width="560"> <figcaption> <i class="icon pictures" data-icon="z"></i>Contact centers of the future will likely use tools such as conversational analytics to help better gauge customer sentiment. </figcaption> <div class="main-article-image-enlarge"> <i class="icon" data-icon="w"></i> </div> </figure> </section> <section class="section main-article-chapter" data-menu-title="A balanced approach is key to contact center success"> <h2 class="section-title"><i class="icon" data-icon="1"></i>A balanced approach is key to contact center success</h2> <p>In a customer-driven business landscape, strong customer relationships are often the key differentiator between successful organizations and those that struggle. The latter focus only on fast issue resolution and obsess over call deflection rates. At the other end of the spectrum are the companies that treat deflection exactly as what it is: a useful metric that still matters for simple, transactional issues but is not the best way to measure or optimize contact center performance. These organizations are not looking to eliminate self-service but to make it genuinely helpful to customers. And <i>this</i> is how they develop and maintain strong customer relationships.</p> <p>By shifting the focus from "How many calls can we deflect?" to "How well do we solve customer problems?" successful contact centers put the customer squarely at the center of every conversation. Only by shifting from a <i>cost center </i>mindset to a <i>relationship investment </i>mindset<i> </i>and by prioritizing resolution metrics over deflection metrics can they win customer loyalty and boost CLV.</p> <p><i>Rahul Awati is a PMP-certified project manager with IT infrastructure experience spanning storage, compute and enterprise networking.</i></p> </section> Leaders should evaluate automation and self-service based on whether they resolve customer needs efficiently and durably, not simply whether they prevent a call or human handoff. https://cdn.ttgtmedia.com/rms/onlineimages/chatbot_g1077519886.jpg https://www.techtarget.com/enterprise-software/feature/Why-call-deflection-is-no-longer-the-contact-centers-north-star Tue, 18 Aug 2026 08:30:00 GMT <p>Mobile unified communications has supplanted desktop UC as organizations seek more efficient ways to support remote and hybrid workforces.</p> <p>Today's UC tools offer new technologies, features and ease of use that let workers switch easily between office-based systems and personal devices without losing&nbsp;<a href="https://www.techtarget.com/enterprise-software/feature/Top-10-must-have-unified-communications-features-in-business">key UC voice and collaboration capabilities</a> -- a bonus for employees who frequently move between the office and other locations.</p> <p>Let's explore everything you need to know about the scope, deployment strategy, benefits and challenges of mobile UC, as well as what the market looks like today.</p> <section class="section main-article-chapter" data-menu-title="What is mobile unified communications?"> <h2 class="section-title"><i class="icon" data-icon="1"></i>What is mobile unified communications?</h2> <p>In today's fast-paced environment, staying connected to teammates, clients and partners is vital. Fortunately, most of us carry technology wherever we go. With mobile unified communications, everyone can rely on the same voice, video conferencing, chat, presence, file-sharing apps and <a href="https://www.techtarget.com/enterprise-software/tip/How-AI-is-transforming-unified-communications">AI-powered capabilities</a> they use in the office or at home.</p> <p>Once users download smartphone and tablet apps on their mobile devices or use native dialer options, they can access personal UC tools, services and data wherever they may be. This provides tremendous flexibility for those who need to connect and share with others when PC access is inconvenient or impossible.</p> <p>Modern UC platforms enable mobile access through a simple yet secure authentication process. Once access is granted,&nbsp;<a href="https://www.techtarget.com/enterprise-software/definition/What-is-UCaaS-Unified-communications-as-a-service-guide">cloud-based UC services</a>&nbsp;become fully accessible over Wi-Fi or cellular data networks. Additionally, the mobile app opens up all contacts, cloud-stored files, personalization settings and other services.</p> </section> <section class="section main-article-chapter" data-menu-title="Why is mobility important to an enterprise UC strategy?"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Why is mobility important to an enterprise UC strategy?</h2> <p>The office has expanded well beyond the boundaries of a physical corporate building. Implementing a mobile-first UC strategy provides flexibility in terms of the following:</p> <ul class="default-list"> <li>Enabling mobile and remote work.</li> <li>Improving productivity and communication response times.</li> <li>Expanding the business employee talent pool beyond specific&nbsp;<a target="_blank" href="https://www.adpresearch.com/research/the-democratization-of-long-distance-work" rel="noopener">geographic locations</a>.</li> <li>Increasing employee and customer satisfaction.</li> </ul> </section> <section class="section main-article-chapter" data-menu-title="Beneficial mobile UC use cases"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Beneficial mobile UC use cases</h2> <p>A mobile-first UC strategy offers a variety of benefits. Let's look at three common business use-case examples.</p> <ol type="1" start="1" class="default-list"> <li><b>Mobile sales teams.&nbsp;</b>In many cases, sales teams must visit client sites across broad geographic regions. They need to communicate on the road and do so without bringing cumbersome and expensive laptops everywhere they go. Mobile UC puts communications services in sales reps' pockets, allowing them to make calls, use AI features, share files and attend impromptu video-based meetings.</li> <li><b>Factory, warehouse and retail.&nbsp;</b>Floor managers who oversee large factories, warehouses and retail floors must be in constant communication with their teams. For many decades, voice communications, using radio or cellphones, connected those teams. A unified corporate-based set of communications services, such as video, photo sharing and chat, opens the door to improved productivity and team-centric problem-solving. It also <a href="https://www.techtarget.com/enterprise-software/feature/10-essential-business-benefits-of-unified-communications">provides teams with a consistent UX</a> and lets workers retrieve information more efficiently through organized sets of business communication and file-sharing tools.</li> <li><b>Frontline customer service.&nbsp;</b>Improving customer satisfaction is a&nbsp;<a href="https://www.techtarget.com/enterprise-software/tip/Top-12-customer-experience-metrics-and-KPIs-in-2026">never-ending challenge</a>. Giving frontline customer service employees the ability to serve customers&nbsp;<a href="https://www.techtarget.com/searchunifiedcommunications/answer/How-do-you-evaluate-UC-applications-for-frontline-workers">when out of the office</a>&nbsp;can be a differentiator that aids in long-term business retention. At the same time, organizations can make their customer service more efficient -- a win-win for both customers and employees.</li> </ol> </section> <section class="section main-article-chapter" data-menu-title="Challenges of mobile unified communications"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Challenges of mobile unified communications</h2> <p>As with any new technology, a mobile-first strategy poses challenges, among them:</p> <ul type="disc" class="default-list"> <li><b>Wireless access reliability.</b>&nbsp;Despite the increasing global penetration of cellular and Wi-Fi services, wireless access can still be spotty or nonexistent in some areas. Determine where mobile UC access is absolutely required, and ensure that&nbsp;<a href="https://www.techtarget.com/searchnetworking/tip/Three-ways-to-measure-wireless-network-performance">wireless network access is available</a>&nbsp;and reliable.</li> <li><b>Work-life balance.</b>&nbsp;Employees with mobile unified communications access may be concerned that they will be constantly tied to their work or monitored for performance. A mobile-first UC strategy must address these work-life balance concerns.</li> <li><b>Integration with existing UC and collaboration tools.</b>&nbsp;While most organizations have migrated away from pure on-premises UC systems, integration challenges remain. For example, inconsistent experiences between mobile and desktop clients, limited API integrations or poor interoperability with business-critical apps can reduce adoption and productivity.</li> <li><b>Data loss or theft.</b>&nbsp;Because sensitive data is created and accessed on mobile devices outside of secure corporate boundaries, it's important to put&nbsp;<a href="https://www.techtarget.com/searchsecurity/feature/Implementing-wireless-security-in-the-enterprise">proper authentication and encryption processes</a>&nbsp;and policies in place to avoid common chat/meeting phishing attempts.</li> <li><b>Increased costs.</b>&nbsp;It might seem ideal to provide mobile UC access to all employees, but understand that the cost of mobile UC services and associated wireless access can outweigh the benefits of always-available communications.</li> </ul> </section> <section class="section main-article-chapter" data-menu-title="Overview of the mobile UC tool market"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Overview of the mobile UC tool market</h2> <p>The mobile unified communications market is large and ever-expanding. Major players include the following:</p> <ul class="default-list"> <li>8x8</li> <li>Alcatel-Lucent</li> <li>Cisco</li> <li>Dialpad</li> <li>Microsoft</li> <li>Mitel</li> <li>RingCentral</li> <li>Zoom</li> </ul> <p>All these&nbsp;<a href="https://www.techtarget.com/enterprise-software/feature/9-top-unified-communications-providers-for-2026">vendors' products</a>&nbsp;include core UC capabilities of voice, video, file sharing, and presence, but each has pros, cons and interoperability issues to consider.</p> <p>Most UC vendors, for example, offer cloud-only or SaaS platforms, while a few others offer both cloud and on-premises deployment options. For businesses that require their UC services to be housed and managed in-house for security and compliance reasons, mobile UC vendor options are more limited. Additionally, organizations that require interoperability with existing systems, such as call or contact centers, CRM platforms, ticketing systems and other UC and business-related tools must <a href="https://www.techtarget.com/searchunifiedcommunications/tip/The-business-case-to-prioritize-UC-interoperability">ensure interoperability and ease of integration.</a></p> <p>&nbsp;Many UC vendors continue to enhance mobile and fixed-mobile convergence capabilities to better support flexible workforces. Services like Microsoft Teams Mobile and Cisco's Webex Go let employees use their business number with the native dialer on their Android or Apple phone, rather than requiring them to switch to the UC app to make and receive calls.</p> <p><b>Editor's note: </b><i>This article was updated to provide new information and improve the reader experience.</i></p> <p><em>Andrew Froehlich is founder of InfraMomentum, an enterprise IT research and analyst firm, and president of West Gate Networks, an IT consulting company. He has been involved in enterprise IT for more than 20 years.</em></p> </section> Mobile unified communications is now a widely adopted strategy for businesses of all types and sizes. Here's everything you need to know about mobile UC. https://cdn.ttgtmedia.com/rms/onlineimages/mobile_g1022892890.jpg https://www.techtarget.com/enterprise-software/tip/Mobile-unified-communications-Everything-you-need-to-know Mon, 17 Aug 2026 17:30:00 GMT <p>As the business communication landscape continues to evolve, organizations are bombarded with a host of applications and tools whose capabilities overlap.</p> <p>Unified communications as a service (UCaaS) and VoIP, for example, are often used interchangeably. But the functionality, scalability and business impact of these services are quite different. Let's examine UCaaS vs. VoIP and the differences between them so you can make a sound choice regarding the strengths and limitations of each technology.</p> <section class="section main-article-chapter" data-menu-title="What is VoIP?"> <h2 class="section-title"><i class="icon" data-icon="1"></i>What is VoIP?</h2> <p>VoIP is the transmission of voice and other multimedia over the internet. It used to be that enterprises used a private branch exchange (<a href="https://www.techtarget.com/enterprise-software/definition/private-branch-exchange-PBX">PBX</a>) -- on their own analog or digital network -- to handle basic call routing and voicemail services.</p> <p>With the evolution of corporate LANs and WANs, voice and multimedia services shifted to IP networks, and VoIP became the standard for voice transmission. Because voice and multimedia streams must occur in real time, corporate networks use&nbsp;quality of service (QoS) to prioritize this traffic&nbsp;and ensure packets reach their destination without noticeable&nbsp;<a href="https://www.techtarget.com/enterprise-software/definition/jitter">jitter</a>.</p> <p>Legacy PBXs were eventually replaced by UC servers, which are typically deployed within private data centers connected directly to the corporate LAN. UC servers are also sometimes deployed in a distributed manner across multiple branch offices. This approach improves performance, trims latency and reduces the need to send voice and multimedia packets to a central location for subsequent transmission. Distributed servers also serve as gateways to the&nbsp;<a href="https://www.techtarget.com/it-infrastructure/definition/What-is-PSTN-public-switched-telephone-network">public switched telephone network</a>&nbsp;for localized access.</p> </section> <section class="section main-article-chapter" data-menu-title="What is UCaaS?"> <h2 class="section-title"><i class="icon" data-icon="1"></i>What is UCaaS?</h2> <p>UCaaS is a cloud delivery model for communications and collaboration capabilities. The popularity of&nbsp;<a href="https://www.techtarget.com/searchitchannel/definition/managed-service-provider">MSPs</a>&nbsp;led more organizations to offload the care and feeding of VoIP to external providers.</p> <p>IT shops no longer need to build infrastructure and deploy physical UC servers within their network. Instead, businesses&nbsp;<a href="https://www.techtarget.com/enterprise-software/tip/How-to-evaluate-top-UCaaS-providers-and-vendors-of-2026">partner with UCaaS providers</a>&nbsp;to access voice, video, messaging, presence and other multimedia communications services over the internet.</p> <p>These services are growing in popularity due to their&nbsp;<a href="https://www.techtarget.com/enterprise-software/tip/Top-6-UCaaS-benefits-for-businesses">reduced management costs and deployment flexibility</a>. The only caveat is that companies need enough internet access and bandwidth to ensure that real time streams can be transmitted at low latency and without interruption.</p> </section> <section class="section main-article-chapter" data-menu-title="The differences between UCaaS and VoIP"> <h2 class="section-title"><i class="icon" data-icon="1"></i>The differences between UCaaS and VoIP</h2> <p>These days, both VoIP and UCaaS offer similar business communication services. UCaaS tends to be more feature-rich, however, and those features can be rolled out to end users more rapidly. UCaaS also offers better external integrations outside of the organization.</p> <p>Server placement is another key differentiator. With VoIP, UC servers are deployed and managed in-house. UCaaS is fully deployed and managed by a third-party cloud provider and accessed over the internet.</p> <p>VoIP delivers a closed platform for businesses free from reliance on third-party providers. This can be a strategic advantage for organizations that operate from only a handful of physical locations or for those that struggle with reliable internet access. UCaaS, on the other hand, delivers far more flexibility for remote workforces that operate in&nbsp;<a target="_blank" href="https://www.voicendata.net/blog?p=empowering-remote-work-with-ucaas-the-future-of-business-communication-251217" rel="noopener">work-from-home settings</a>&nbsp;-- or those that operate multiple branches across geographically dispersed locations.</p> </section> <section class="section main-article-chapter" data-menu-title="UCaaS vs. VoIP: Which is best for your business?"> <h2 class="section-title"><i class="icon" data-icon="1"></i>UCaaS vs. VoIP: Which is best for your business?</h2> <p>For businesses that do not have highly distributed workforces and wish to maintain full control over their communications services, VoIP is a valid option. Most business leaders, however, are finding that acquiring and keeping skilled UC practitioners is becoming an increasingly difficult challenge.</p> <p>UCaaS offers all the benefits -- and more -- of localized VoIP systems without the headaches of managing UC systems in-house. As long as internet connectivity is reliable, UCaaS is the go-to choice for most.</p> <p><b>Editor's note:</b><i>&nbsp;This article was updated to improve the reader experience.</i></p> <p><em>Andrew Froehlich is founder of InfraMomentum, an enterprise IT research and analyst firm, and president of West Gate Networks, an IT consulting company. He has been involved in enterprise IT for more than 20 years.</em>&nbsp;</p> </section> Both UCaaS and VoIP offer some compelling benefits, but which approach works better depends on how an organization is structured. https://cdn.ttgtmedia.com/rms/onlineimages/container_g1294273513.jpg https://www.techtarget.com/enterprise-software/tip/UCaaS-vs-VoIP-Whats-the-difference Mon, 17 Aug 2026 15:45:00 GMT <p>Hybrid work models have fundamentally changed endpoint management priorities, making flexibility and remote access essential. As enterprise decision-makers evaluate their endpoint strategies to improve efficiency while managing costs, they face the question of whether each employee still requires a traditional managed PC.</p> <p>The answer is increasingly complex. The costs associated with migrating to Windows 11, along with expenses related to hardware refresh cycles, are straining resources and budgets. Additionally, the need to support remote, hybrid and temporary employees, along with <a href="https://www.techtarget.com/enterprise-software/tip/Understanding-BYOD-policy-enforcement-and-creation">BYOD initiatives</a>, adds to the challenge.</p> <p>Fortunately, alternatives to traditional hardware exist. Cloud PCs, desktop as a service (DaaS) platforms and virtual desktop infrastructure (VDI) each offer different trade-offs in cost, security, scalability, management complexity and <a href="https://www.techtarget.com/searchitoperations/feature/How-digital-employee-experience-strategy-drives-productivity">user experience</a>. The challenge is determining which option best fits which use case.</p> <p>This article is designed to help CIOs and the administrators who advise them determine when cloud PCs make sense as an alternative to physical devices.</p> <section class="section main-article-chapter" data-menu-title="How do cloud PCs, DaaS and VDI platforms differ?"> <h2 class="section-title"><i class="icon" data-icon="1"></i>How do cloud PCs, DaaS and VDI platforms differ?</h2> <p>The three terms are closely related but describe different aspects of virtual desktop delivery. Understanding their relationship requires distinguishing between deployment models and service types.</p> <p>DaaS and VDI are deployment models that differ by the hosting infrastructure, with cloud PCs being a type of DaaS offering.</p> <h3>DaaS</h3> <p>With DaaS, a cloud provider delivers and supports the virtual desktop infrastructure. Cloud-hosted desktops simplify endpoint management by shifting responsibility to cloud service providers, freeing up enterprise IT teams to focus on other concerns. Organizations consume desktops as a subscription without maintaining the underlying platform. The approach reduces operational overhead while retaining many benefits of virtual desktops.</p> <h3>VDI</h3> <p>With VDI, the organization's IT team builds and maintains the virtual desktop platform, typically in an on-premises or private cloud environment. This requires expertise in servers, storage, networking and virtualization, which <a href="https://www.techtarget.com/searchCIO/tip/The-CIOs-guide-to-skills-based-workforce-planning">might be challenging to find</a>. VDI offers the most control but adds the greatest management complexity.</p> <h3>Cloud PCs</h3> <p>Cloud PCs are a subset of DaaS. For example, each <a href="https://www.techtarget.com/searchvirtualdesktop/tip/Comparing-Windows-365-vs-Azure-Virtual-Desktop">Windows 365 Cloud PC</a> user connects to a persistent, dedicated desktop with fixed resources. Cloud PCs offer organizations simplicity and predictable licensing while providing users with a PC-like experience.</p> <figure class="main-article-image full-col" data-img-fullsize="https://www.techtarget.com/rms/onlineimages/virt_desktop-vdi_vs_daas-f.png"> <img data-src="https://www.techtarget.com/rms/onlineimages/virt_desktop-vdi_vs_daas-f_mobile.png" class="lazy" data-srcset="https://www.techtarget.com/rms/onlineimages/virt_desktop-vdi_vs_daas-f_mobile.png 960w,https://www.techtarget.com/rms/onlineimages/virt_desktop-vdi_vs_daas-f.png 1280w" alt="Chart comparing VDI vs. DaaS" data-credit="Informa TechTarget" height="247" width="560"> <div class="main-article-image-enlarge"> <i class="icon" data-icon="w"></i> </div> </figure> </section> <section class="section main-article-chapter" data-menu-title="Cloud PCs, DaaS and virtual desktop examples"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Cloud PCs, DaaS and virtual desktop examples</h2> <p>Cloud PCs are hosted by a provider and streamed to devices over a network. Users receive a consistent desktop system without using high-performance local hardware.</p> <p>Consider the key examples for each category.</p> <h3>Cloud PC platforms</h3> <ul class="default-list"> <li>Windows 365 Cloud PCs provide fully managed Windows desktops that operate in the cloud.</li> </ul> <h3>DaaS and cloud virtual desktop services</h3> <ul class="default-list"> <li>Amazon Workspaces supports both Windows and Linux desktop environments. &nbsp;</li> <li>Citrix DaaS provides an enterprise-grade virtual desktop delivery.</li> </ul> <h3>Cloud VDI platforms</h3> <ul class="default-list"> <li>Azure Virtual Desktop provides scalable virtualization for Windows desktops.</li> <li>VMware Horizon Cloud offers hybrid and multi-cloud desktop options.</li> </ul> <h3>Cloud-hosted Mac environments</h3> <ul class="default-list"> <li>MacStadium offers dedicated macOS cloud infrastructure. &nbsp;</li> <li><a href="https://www.techtarget.com/searchCloudComputing/tip/How-to-launch-an-Amazon-EC2-Mac-instance">Amazon EC2 Mac</a> instances operate on Apple hardware in AWS.</li> </ul> <p>Cloud PCs are usually associated with Windows, although persistent cloud desktops also exist for Linux. Due to Apple's licensing, <a href="https://www.techtarget.com/searchvirtualdesktop/tip/Understanding-the-DaaS-options-for-Macs">macOS cloud desktops</a> are more specialized, typically delivered as cloud-hosted Mac instances running on dedicated Apple hardware.</p> </section> <section class="section main-article-chapter" data-menu-title="When cloud PCs make sense -- and when they don't"> <h2 class="section-title"><i class="icon" data-icon="1"></i>When cloud PCs make sense -- and when they don't</h2> <p>Organizations should evaluate each approach based on relevant business considerations and technical implications, recognizing that a hybrid approach often delivers the best results. The decision often comes down to understanding the fundamental differences between traditional and cloud-based models.</p> <p>The traditional hardware refresh cycle follows a <a href="https://www.techtarget.com/whatis/definition/CAPEX-capital-expenditure">Capex</a> approach, which requires a significant upfront investment and ongoing management overhead. While this approach offers maximum control, it introduces procurement complexity, supply chain security risks, imaging requirements and device replacement challenges.</p> <p>Cloud PCs operate on an <a href="https://www.techtarget.com/whatis/definition/OPEX-operational-expenditure">Opex</a> model, offering faster scaling, easier onboarding and offboarding, simplified endpoint management and improved remote user support.</p> <p>Many organizations evaluate Windows-based cloud PC options during a hardware refresh cycle, when attention naturally shifts to endpoint costs, workflow changes, new applications and updated security and compliance standards.</p> <p>Organizations should evaluate cloud PC options across six key areas:</p> <ul class="default-list"> <li><b>Financial model<a name="_Hlk234475741"></a>. </b>Spending shifts to an Opex model using predictable subscription pricing.</li> <li><b>Total cost. </b>Reduces hardware spending but adds recurring subscription costs. Organizations should monitor license utilization to avoid paying for inactive users.</li> <li><b>Business agility and scalability. </b>New desktops can be provisioned or retired in minutes, making it easier to manage growth or add contractors and seasonal workers. Cloud PCs enhance remote-first organizations and rapidly expanding teams.</li> <li><b>User experience. </b>Delivers a <a href="https://www.techtarget.com/searchitoperations/tip/Strategies-to-boost-DEX-scores-and-employee-productivity">consistent experience</a> across devices but requires reliable network connectivity and sufficient cloud resources.</li> </ul> </section> <section class="section main-article-chapter" data-menu-title="Technical considerations"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Technical considerations</h2> <p>For IT administrators, migrating users to cloud PCs changes the operational model, but it does not eliminate desktop management or support.</p> <p>Provisioning is faster, with standardized desktops and applications available quickly, reducing imaging and deployment effort. For example, Microsoft's <a target="_blank" href="https://learn.microsoft.com/en-us/windows-365/enterprise/provisioning" rel="noopener">automated process for provisioning Windows 365</a> consists of creating and configuring the <a href="https://www.techtarget.com/it-infrastructure/definition/What-is-a-virtual-machine-VM-and-how-does-it-work">virtual machine</a>, installing software, applying custom configurations and then adding the user's Active Directory account to allow logins.</p> <blockquote class="main-article-pullquote"> <div class="main-article-pullquote-inner"> <figure> Traditional hardware refreshes remain practical for power users, offline work and specialized workloads. </figure> <i class="icon" data-icon="z"></i> </div> </blockquote> <p>Infrastructure administration also shifts. The cloud provider manages the underlying platform. In-house IT talent focuses on identity, policies, endpoint access, applications and user support, using tools such as Microsoft Intune to manage both physical devices and Windows 365 Cloud PCs. Security operations must adapt to a cloud-first model, with strong emphasis on identity, conditional access, data controls and compliance monitoring.</p> <p>Centralized desktops can also simplify recovery and improve business continuity metrics. However, IT teams must monitor <a href="https://www.techtarget.com/searchNetworking/tip/Why-network-modernization-is-crucial-for-business-continuity">network performance</a>, cloud resource allocation and application compatibility. Implementing additional services, such as <a target="_blank" href="https://learn.microsoft.com/en-us/windows-365/enterprise/introduction-windows-365-reserve" rel="noopener">Windows 365 Reserve</a>, can help prevent outages from affecting users.</p> <p>Neither approach is inherently better. Traditional hardware refreshes remain practical for power users, offline work and specialized workloads. However, they require larger upfront investments. Cloud PCs excel in teams that prioritize operational agility, rapid provisioning, simplified management and support for distributed workforces. However, cloud costs can appear misleading and unpredictable if organizations overprovision or fail to reclaim unused licenses.</p> <p>Often, the ideal strategy is a <a href="https://www.techtarget.com/searchVirtualDesktop/opinion/PC-as-a-service-is-an-alternative-and-a-complement-to-DaaS?utm_source=chatgpt.com">hybrid approach</a> that balances cost, flexibility and enterprise needs while improving ROI.</p> </section> <section class="section main-article-chapter" data-menu-title="Cloud PC governance"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Cloud PC governance</h2> <p>Effective governance is essential to cloud PC management. While governance for traditional devices centers on long-term asset planning, procurement, refresh cycles and capital budgeting, the concerns for cloud PC deployments differ.</p> <p>Cloud PC governance needs subscription management, user eligibility and cost optimization. IT leaders must establish policies for provisioning, deprovisioning and reclaiming licenses to prevent unnecessary spending. The model offers greater flexibility to scale with changing workforce needs but requires ongoing oversight of recurring operational costs.</p> <p>Both approaches require governance that aligns endpoint investments with business priorities, workforce strategy and risk tolerance.</p> </section> <section class="section main-article-chapter" data-menu-title="Key questions IT leaders should ask before choosing an endpoint strategy"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Key questions IT leaders should ask before choosing an endpoint strategy</h2> <p>The decision to adopt cloud PCs should be driven by workforce needs and corporate objectives rather than technology trends. IT leaders should begin by asking questions related to the organization's needs and infrastructure, including the following:</p> <ul type="disc" class="default-list"> <li>What percentage of users truly need high-performance local hardware?</li> <li>How predictable is workforce growth?</li> <li>Are contractors, temporary workers or seasonal employees a significant portion of the workforce?</li> <li>Which licensing model best fits the organization?</li> <li>Does the IT team already have centralized management for physical devices that can also manage cloud PCs?</li> <li>Does the current network offer adequate performance for cloud-delivered PCs?</li> <li>Will existing governance practices effectively manage licensing and avoid overprovisioning?</li> </ul> </section> <section class="section main-article-chapter" data-menu-title="Implementation strategy"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Implementation strategy</h2> <p>Organizations should deploy cloud PCs strategically using pilot programs, phased rollouts and proactive change management to support successful adoption and implementation.</p> <p>As workforce needs continue to evolve, the right endpoint strategy has grown into a business decision with technical implications. Start by matching available technologies to specific user needs, balancing cost, performance, security and operational efficiency. A comprehensive, strategic evaluation positions the organization for greater agility, security and scalability tomorrow.</p> <p><em>Damon Garn owns Cogspinner Coaction and provides freelance IT writing and editing services. He has written multiple CompTIA study guides, including the Linux+, Cloud Essentials+ and Server+ guides, and contributes extensively to TechTarget editorial, The New Stack and CompTIA Blogs.</em></p> </section> Hybrid work is reshaping endpoint management. Learn when cloud PCs, DaaS and VDI make sense versus traditional hardware and how to balance cost, flexibility and performance needs. https://cdn.ttgtmedia.com/rms/onlineimages/cloud_g1265279914.jpg https://www.techtarget.com/enterprise-software/feature/When-cloud-PCs-make-more-sense-than-another-hardware-refresh Mon, 17 Aug 2026 12:00:00 GMT <p>Supplier segmentation is only useful if it changes decisions.</p> <p>A supplier category should not be just a label in a procurement system or spreadsheet. It should tell the business how much attention a supplier needs, who owns the relationship, how often the relationship should be reviewed and what risks require escalation.</p> <p>That matters because companies do not have unlimited bandwidth for supplier management. Some suppliers are strategic because they support critical operations, are difficult to replace or help create business value. Others are preferred, transactional or basic suppliers that might require oversight but not the same level of executive attention or collaboration.</p> <p>The purpose of segmentation is to make those differences visible before the business must act under pressure. Companies need to know which suppliers require deeper planning, which require regular risk review and which can be managed through standard purchasing controls.</p> <p>That visibility depends on supplier relationship data, because <a href="https://www.techtarget.com/enterprise-software/feature/Supplier-resilience-depends-on-relationship-data">supplier resilience depends on relationship data</a>, not just scorecards and KPIs.</p> <p>Segmentation is where that relationship data becomes operational. It must guide how the company assigns resources, sets review cycles and decides which supplier relationships require executive attention.</p> <section class="section main-article-chapter" data-menu-title="Supplier segmentation is a governance issue"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Supplier segmentation is a governance issue</h2> <p>Supplier segmentation is <a href="https://www.techtarget.com/searcherp/feature/Supplier-segmentation-lessons">more than a numerical exercise</a> or an operational spreadsheet. It is a strategic governance issue owned by procurement and supply chain leadership.</p> <p>In this context, governance means the company has a clear model for deciding how suppliers are categorized, who owns those decisions, how often those categories are reviewed, what actions follow from each category and who is accountable when supplier risk changes.</p> <p>That matters because supplier segmentation should change behavior. A strategic supplier should not receive the same attention as a basic supplier, nor should a difficult-to-replace supplier be managed the same way as a supplier that provides a routine product or service. A supplier that carries high operational risk should not be treated the same way as one with little effect on continuity.</p> <p>The point is not to make every supplier strategic. That would only spread attention too thin. The point is to know which relationships deserve scarce management bandwidth before disruption forces the company to make rushed decisions.</p> <p>Supplier relationship bandwidth is finite. The relationships that receive the most effort should be the ones that matter most to the business daily, and especially in a crisis.</p> </section> <section class="section main-article-chapter" data-menu-title="Technology can centralize supplier signals"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Technology can centralize supplier signals</h2> <p>Technology can help collect and organize the information needed to make those distinctions.</p> <p>ERP systems can show purchasing history, invoices, payments, material dependencies and business impact. Supply chain management (<a href="https://www.techtarget.com/searcherp/definition/supply-chain-management-SCM">SCM</a>) systems can help surface inventory, capacity, logistics, lead time and continuity risks. Procurement and supplier relationship management systems can track contracts, supplier status, sourcing decisions, compliance requirements, communication history and performance reviews. Analytics tools can identify patterns, trends and emerging risk signals.</p> <p>That technology connection is important because <a href="https://www.techtarget.com/searcherp/feature/What-role-do-ERP-systems-play-in-supply-chain-management">ERP systems in supply chain management</a> often hold operational and financial data that shape supplier decisions. Purchase orders, inventory levels, production requirements, invoices, payment history and demand signals can all affect how a company understands supplier importance.</p> <p>But supplier data rarely lives in one place. <a href="https://www.techtarget.com/searcherp/definition/supply-chain-visibility-SCV">Supply chain visibility</a> often depends on connecting information from ERP, SCM, warehouse management, transportation management and other systems. The more fragmented those signals are, the harder it is for procurement and supply chain leaders to know which supplier relationship requires attention.</p> <p><a href="https://www.techtarget.com/searcherp/definition/supply-chain-analytics">Supply chain analytics</a> can help by identifying patterns and trends that are difficult to see manually. For example, analytics might show changes in lead times, recurring quality issues, shifts in delivery reliability or early signs of capacity risk. But those signals only matter if the organization has a process for deciding what they mean.</p> <p>That is where <a href="https://www.techtarget.com/searcherp/feature/How-ERP-and-supply-chain-platforms-protect-profits">ERP and supply chain platforms</a> can support resilience. They can help companies connect supplier exposure to inventory, production, customer commitments and financial impact. They can also give decision-makers a more complete view of how supplier risk affects the business.</p> <figure class="main-article-image full-col" data-img-fullsize="https://www.techtarget.com/rms/onlineimages/supplier_relationship_management_system-f.png"> <img data-src="https://www.techtarget.com/rms/onlineimages/supplier_relationship_management_system-f_mobile.png" class="lazy" data-srcset="https://www.techtarget.com/rms/onlineimages/supplier_relationship_management_system-f_mobile.png 960w,https://www.techtarget.com/rms/onlineimages/supplier_relationship_management_system-f.png 1280w" alt="Diagram showing how supplier relationship management relates to customer relationship management, warehouse management, transportation management and supply chain management systems." height="336" width="560"> <figcaption> <i class="icon pictures" data-icon="z"></i>Supplier relationship management depends on information from multiple enterprise systems, including supply chain, warehouse, transportation and CRM systems. </figcaption> <div class="main-article-image-enlarge"> <i class="icon" data-icon="w"></i> </div> </figure> </section> <section class="section main-article-chapter" data-menu-title="Governance determines whether the data changes action"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Governance determines whether the data changes action</h2> <p>Technology does not make the decision by itself. Governance determines whether the data changes the action.</p> <p>A dashboard can show that a strategic supplier has rising lead times. An analytics tool can flag a trend. An ERP or SCM system can show where the supplier supports critical operations. But none of that improves resilience unless someone is accountable for deciding what happens next.</p> <p>That might mean escalating the supplier relationship to executive leadership. It might mean increasing communication with the supplier. It might mean changing inventory plans, finding alternate capacity, reviewing contract terms or asking internal teams to align around a shared response.</p> <p>Supplier segmentation should therefore be tied to action. If a supplier is strategic, the company should know who owns the relationship, how often it is reviewed, and which risk signals require escalation. If a supplier is preferred, the company should know what level of monitoring and collaboration is appropriate. If a supplier is transactional or basic, the company should know what standard controls are enough.</p> <blockquote class="main-article-pullquote"> <div class="main-article-pullquote-inner"> <figure> Governance determines whether the data changes action. </figure> <i class="icon" data-icon="z"></i> </div> </blockquote> <p>Segmentation should also connect to broader <a href="https://www.techtarget.com/searcherp/feature/7-techniques-to-build-supply-chain-resilience">supply chain resilience strategies</a>. Companies need backup options, inventory planning, visibility, risk monitoring and supplier communication.</p> <p>Segmentation helps decide where those efforts deserve the most attention.</p> </section> <section class="section main-article-chapter" data-menu-title="Supplier resilience needs relationship ownership"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Supplier resilience needs relationship ownership</h2> <p>Supplier segmentation is not only a sourcing problem. It is an ownership problem.</p> <p>A company can identify strategic suppliers, build scorecards, collect risk signals and centralize supplier information, but still fail to improve resilience if no one is accountable for using that information. Supplier relationship data needs owners, review cycles and decisions tied to it.</p> <p>That means each important supplier relationship needs clear accountability. The company should know who owns the relationship, who reviews the supplier's category, who monitors changes in risk and performance and who decides when a supplier issue requires escalation.</p> <p>Ownership also must extend beyond procurement. Finance, operations, legal, compliance and business units all affect how a supplier experiences the relationship. If those teams send different signals, delay decisions or treat a strategic supplier like an ordinary vendor, the supplier category will not match the company's behavior.</p> <p>Those responsibilities make supplier relationship data operational. Without them, the data can sit in a system without changing behavior.</p> <p><a href="https://www.techtarget.com/searcherp/feature/Supplier-relationship-management-benefits">Strong supplier relationship management benefits</a> do not come from collecting more information for its own sake. They come from using that information to make supplier relationships clearer, more consistent and more resilient. Better data can improve visibility. Better relationships can improve communication. Better ownership can make sure both are used before disruption becomes a crisis.</p> <div class="extra-info"> <div class="extra-info-inner"> <h3 class="splash-heading"></h3> <h3 class="splash-heading">Supplier relationship data checklist</h3> <p>Supplier relationship data should help companies answer the following questions:</p> <ul class="default-list"> <li>Is the supplier strategic, preferred, transactional or basic?</li> <li>How difficult would the supplier be to replace?</li> <li>What business process, product or customer commitment depends on the supplier?</li> <li>What risks are tied to the supplier?</li> <li>How well does the supplier communicate before problems escalate?</li> <li>Does the supplier view the company as a priority customer?</li> <li>Who owns the relationship internally?</li> <li>Are procurement, finance, operations and business units aligned?</li> <li>What supplier feedback has the company collected?</li> <li>What action should happen if the supplier's risk or importance changes?</li> </ul> </div> </div> </section> <section class="section main-article-chapter" data-menu-title="Supplier categories should not be static"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Supplier categories should not be static</h2> <p>Supplier segmentation should not be a one-time exercise. A supplier's importance can change as the business changes, as risk changes or as the supplier relationship itself changes.</p> <p>A supplier that once seemed transactional could become more important if demand shifts, if alternate suppliers leave the market or if a product line becomes more dependent on that supplier's capabilities. A strategic supplier might become less central if the company changes its product strategy, modifies its manufacturing footprint or adds new sourcing options.</p> <p>That is why supplier categories need review cycles. Procurement and supply chain leaders should revisit supplier classifications regularly and when major changes occur. Those reviews should include performance data, relationship data, risk signals, business impact and supplier feedback.</p> <p>The goal is not to predict every disruption. It is to make sure supplier categories still reflect how the business actually depends on each supplier. If the category no longer matches the risk, value or operational importance of the relationship, the company might be making supplier decisions from outdated information.</p> <p>That is the real test of supplier segmentation. It should affect who owns the relationship, how often the supplier is reviewed, what risk signals require escalation and what action the business takes when conditions change.</p> <p>Supplier segmentation works only when it changes decisions. Otherwise, it is just a label.</p> <p><em>James Alan Miller is a veteran technology editor and writer who leads Informa TechTarget's Enterprise Software group. He oversees coverage of ERP &amp; Supply Chain, HR Software, Customer Experience, Communications &amp; Collaboration and End-User Computing topics.</em></p> </section> Supplier segmentation helps teams turn supplier relationship data into decisions about ownership, review cycles, risk signals and escalation. https://cdn.ttgtmedia.com/rms/onlineimages/collab_a240557247.jpg https://www.techtarget.com/enterprise-software/feature/Supplier-segmentation-is-only-useful-if-it-changes-decisions Mon, 17 Aug 2026 09:52:00 GMT <p>As Microsoft builds AI deeper into the Windows experience, IT leaders face a critical governance challenge.</p> <p>Integrated across Microsoft Word, Excel, Teams and Outlook, <a href="https://www.techtarget.com/searchenterprisedesktop/opinion/Reviewing-the-features-of-Copilot-for-Microsoft-365">Microsoft 365 Copilot</a> changes how users interact with data in ways that existing policy frameworks weren't designed to handle. In addition, Microsoft has introduced new agentic tools that use different language models and run agents locally on the user's device. When these AI assistants can surface documents, summarize emails and trigger autonomous agents through Copilot Studio and even on the local device, the risk surface on every managed endpoint expands significantly.</p> <p>As Copilot becomes a permanent part of the Windows desktop, organizations must understand what that change means in practice, the guardrails Microsoft provides, the risk factors IT teams should account for and the concrete governance practices to implement.</p> <section class="section main-article-chapter" data-menu-title="What is Microsoft 365 Copilot?"> <h2 class="section-title"><i class="icon" data-icon="1"></i><a name="_lp6az0etu0bg"></a>What is Microsoft 365 Copilot?</h2> <p>Microsoft 365 Copilot is an AI assistant <a href="https://www.techtarget.com/enterprise-software/tip/How-to-enable-Copilot-in-Microsoft-365-A-step-by-step-guide">built into Microsoft 365</a>. It uses large language models combined with organizational data such as emails, documents, meetings and chats to help users draft content, summarize information and answer questions directly within apps like Word, Excel and Teams. It also operates through Copilot Chat, a cross-application interface where users can query information across their entire Microsoft 365 data estate.</p> <p>For these functions to work, Microsoft Graph provides Copilot with a search capability into all the user's Microsoft 365 data. Alongside this, all Microsoft 365 users have access to the semantic index, a metadata catalog that helps Copilot understand relationships between content and return more relevant results.</p> <p>Microsoft has also been expanding the 365 Copilot portfolio significantly. Recent additions include Copilot Cowork, an AI workspace similar to Anthropic's Claude Cowork, and Microsoft Scout, which is a personal AI assistant powered by OpenClaw.</p> <figure class="main-article-image full-col" data-img-fullsize="https://www.techtarget.com/rms/onlineimages/microsoft_365_copilot_architecture-f.png"> <img data-src="https://www.techtarget.com/rms/onlineimages/microsoft_365_copilot_architecture-f_mobile.png" class="lazy" data-srcset="https://www.techtarget.com/rms/onlineimages/microsoft_365_copilot_architecture-f_mobile.png 960w,https://www.techtarget.com/rms/onlineimages/microsoft_365_copilot_architecture-f.png 1280w" alt="Microsoft 365 Copilot architecture" data-credit="Informa TechTarget" height="361" width="560"> <div class="main-article-image-enlarge"> <i class="icon" data-icon="w"></i> </div> </figure> <p>Beyond the core agents, there's also Copilot Studio, a low-code platform that enables organizations to build custom AI agents. These agents can be connected to internal systems and configured to act autonomously on behalf of users or business processes, extending Copilot's reach well beyond the standard Microsoft 365 ecosystem.</p> </section> <section class="section main-article-chapter" data-menu-title="Why Copilot creates governance concerns"> <h2 class="section-title"><i class="icon" data-icon="1"></i><a name="_mnexn97b4qpg"></a>Why Copilot creates governance concerns</h2> <p>The issue with Copilot is not that it introduces new data, but that it makes years of bad data governance more visible. For many years, the oversharing of information and data has been a problem in most organizations. It's common to have multiple <a target="_blank" href="https://www.syskit.com/blog/sharepoint-permission-inheritance" rel="noopener">SharePoint sites with broken inheritance</a> where data is shared with everyone. Before Copilot, this wasn't a big issue, since it required the user to know where to look for the data. But Copilot removes that barrier, so anything that the user has access to can now surface directly through natural language.</p> <p>This is because of the way that Copilot grounds its answers. When it queries, it runs through Microsoft Graph and the semantic index. It not only returns documents but also relationships and relevance across the entire data estate. A prompt from a user does not need to name a specific file; it only needs to ask the right questions.</p> <blockquote class="main-article-pullquote"> <div class="main-article-pullquote-inner"> <figure> A prompt from a user does not need to name a specific file; it only needs to ask the right questions. </figure> <i class="icon" data-icon="z"></i> </div> </blockquote> <p>The risk becomes a bigger issue when moving toward the use of virtual agents such as Copilot Studio and always-on agents like Scout, which operate with their own identity and can take actions across SaaS like Microsoft 365, and even locally on the user's machine.</p> <p>Each agent is effectively becoming a new non-human identity that needs to receive provisioning, monitoring and lifecycle management.</p> </section> <section class="section main-article-chapter" data-menu-title="Microsoft's built-in security features and guardrails"> <h2 class="section-title"><i class="icon" data-icon="1"></i><a name="_6hz6k283twef"></a>Microsoft's built-in security features and guardrails</h2> <p>To get some control of these GenAI features, agents and the data they can access, there are some built-in guardrails and capabilities that IT can use. However, many of these mechanisms are not enabled by default, as they can have major consequences if configured poorly.</p> <h3>Enterprise data protection</h3> <p>Microsoft's baseline <a href="https://www.techtarget.com/data-technologies/tip/How-does-enterprise-data-protection-in-Copilot-work">enterprise data protection (EDP) standards</a> affirm that by default, all prompts, grounding data and responses stay inside the organization tenant and geolocation, and the data is not used to train the foundation models. This set of stipulations covers external exposure, not internal oversharing.</p> <h3>Remediating oversharing</h3> <p>Use SharePoint Advanced Management's content management assessment feature to find overshared, ownerless or inactive sites and risky sharing links. IT can also use the restricted content discovery feature to exclude sensitive sites from Copilot. These capabilities are included as <a href="https://www.techtarget.com/searchenterprisedesktop/answer/How-does-Microsoft-365-Copilot-pricing-and-licensing-work">part of the Microsoft 365 Copilot license</a>.</p> <h3>Setting up durable guardrails</h3> <p>Require site sensitivity labels at provisioning of new files and auto-apply sensitivity labels so new sensitive content is protected at creation. Additionally, disable users from setting links to be accessible to anyone.</p> <p>Sensitivity labels are the most important part, since classification travels with the content and stays enforceable when Copilot reads it. A best practice is to layer data loss prevention (<a href="https://www.techtarget.com/whatis/definition/data-loss-prevention-DLP">DLP</a>) for Copilot policies. This blocks specific labels from grounding, or blocks prompts containing sensitive data.</p> <p>While these apply when it comes to Microsoft 365 Copilot, for Copilot Studio, there are other safeguards and features IT must consider.</p> <h3>Environment strategy</h3> <p>Keep agents in dedicated environments, use environment groups and routing, and restrict the Environment Maker role to control who can build and set up environments.</p> <h3>Authentication</h3> <p>Agents default to "Authenticate with Microsoft," but an agent creator can switch any agent to "No authentication" at any time, making agents reachable by anyone with the URL. The single highest-value control is blocking the "Chat without Microsoft Entra ID authentication" connector in DLP across all environments.</p> <h3>Power Platform DLP policies</h3> <p>Classify <a href="https://www.techtarget.com/enterprise-software/definition/Power-Platform">Microsoft Power Platform</a> connectors as "Business," "Non-business" or "Blocked" to stop risky combinations, and block publishing channels that the organization doesn't allow, such as Direct Line or Facebook. Administrators should manage these security policies centrally at the tenant or environment level.</p> <h3>Identity and least privilege access</h3> <p>Agents act under a connection, often as the person creating the agent, so IT should scope security roles narrowly and treat each agent as a non-human identity. Ensure that connectors are using their own <a href="https://www.techtarget.com/searchcloudcomputing/tip/Managed-identity-vs-service-principal-for-Azure-apps">service principal</a> to connect to resources and services.</p> </section> <section class="section main-article-chapter" data-menu-title="Risk factors IT teams must evaluate"> <h2 class="section-title"><i class="icon" data-icon="1"></i><a name="_mx9zqqonsgpy"></a>Risk factors IT teams must evaluate</h2> <p>Copilot's governance risks mainly pertain to the conditions it operates in. IT teams should pay particular attention to the following issues:</p> <ul type="disc" class="default-list"> <li><b>Latent oversharing.</b> Most tenants carry years of broken permission inheritance, links that anyone can access and ownerless sites. Copilot doesn't create this, but it makes it instantly discoverable through a single prompt. If admins can't confidently say what would come back when a user asks for "anything about salaries, layoffs or the acquisition," they aren't ready to enable it broadly.</li> <li><b>Identity sprawl from agents.</b> Copilot Studio agents and always-on agents like Scout run under their own connections and act on behalf of users. Each is a non-human identity with standing access that often remains active long after the person who created it has left or moved on. While these agents carry the same security risks as traditional service accounts, they are much easier for users to create and much harder for IT teams to see.</li> <li><b>Data residency and model variation. </b>Cowork and Scout use different language models, and Scout runs locally on the device. Teams need to confirm where prompts and <a target="_blank" href="https://learn.microsoft.com/en-us/azure/well-architected/ai/grounding-data-design" rel="noopener">grounding data</a> flow for each, since EDP applies only to Microsoft 365 Copilot, not to every newer agent.</li> <li><b>Local execution surface. </b>Agents running on the endpoint rather than in the tenant shift the boundary that endpoint management was built around. Local agents might sit partly outside that visibility, requiring organizations to invest in services like Microsoft Agent 365.</li> </ul> <p><a name="_9gk6d4brkxp4"></a>Copilot does not intentionally introduce new risk, but it does remove the friction that kept old risk hidden. Oversharing and many years of limited to no data governance have existed in most tenants for many years. Services like Copilot, Cowork and Scout simply make it more visible.</p> <p>Governing Copilot is less about restraining the AI than about finally paying down the data and identity debt it makes impossible to ignore.</p> <p><i>Marius Sandbu is a cloud evangelist for Sopra Steria in Norway who mainly focuses on end-user computing and cloud-native technology.</i></p> </section> Microsoft 365 Copilot makes hidden data governance problems visible. Organizations must address oversharing, agent identity sprawl and policy gaps before broad deployment. https://cdn.ttgtmedia.com/rms/onlineimages/certification_g1172642339.jpg https://www.techtarget.com/enterprise-software/feature/What-Copilot-in-Windows-means-for-endpoint-governance Fri, 14 Aug 2026 15:37:00 GMT <p>A Copilot+ PC is a class of Windows 11 computers equipped with a neural processing unit (NPU) that can handle AI workloads locally. By offloading supported AI tasks from the CPU and GPU, the NPU enables AI experiences that run more efficiently on the device while reducing reliance on cloud processing. Copilot+ PCs also offer benefits such as longer battery life, improved mobility and enhanced security, making them an attractive option for some enterprise users. &nbsp;</p> <p>Copilot+ PCs might not be suitable for every organization or employee. Before investing in these systems, IT administrators, CIOs and other decision-makers should fully understand how Copilot+ PCs differ from standard PCs. They should also identify which users are most likely to benefit from them and assess whether the technology aligns with their goals for <a href="https://www.techtarget.com/searchenterprisedesktop/answer/Is-it-time-to-adopt-autonomous-endpoint-management-software">AI, security and endpoint management</a>.</p> <section class="section main-article-chapter" data-menu-title="How do Copilot+ PCs compare to standard PCs?"> <h2 class="section-title"><i class="icon" data-icon="1"></i><b>How do Copilot+ PCs compare to standard PCs? </b></h2> <p>Copilot+ PCs differ from standard PCs primarily in hardware. While both include a processor, GPU, memory and storage, Copilot+ PCs are a Microsoft-defined class of Windows 11 computers that must meet specific performance and configuration requirements.</p> <h3>Hardware requirements</h3> <p>To qualify as a Copilot+ PC, a device must include the following:</p> <ul type="disc" class="default-list"> <li>An NPU capable of performing at least 40 trillion operations per second (TOPS).</li> <li>A high-performing processor -- either an <a href="https://www.techtarget.com/whatis/definition/ARM-processor">ARM-based</a> Qualcomm Snapdragon X Elite or X Plus, or x86-based models such as the Intel Core Ultra or AMD Ryzen AI.</li> <li>At least 16 GB of RAM.</li> <li>At least 256 GB of SSD storage.</li> <li>Windows 11 version 24H2 or later.</li> <li>A Microsoft Pluton security processor with <a href="https://www.techtarget.com/whatis/definition/trusted-platform-module-TPM">TPM 2.0</a>, Windows Hello and Windows Enhanced Sign-in Security support.</li> </ul> <ul class="default-list"></ul> <h3>The NPU advantage</h3> <p>The NPU is what truly sets Copilot+ PCs apart from more traditional PCs by handling AI-intensive workloads locally, without requiring cloud services or internet connectivity. The NPU frees up the CPU and GPU to handle other processing tasks, resulting in more efficient AI operations, reduced energy consumption, extended battery life and improved performance across applications and workflows.</p> <h3>Exclusive AI features</h3> <p>The NPU enables users to access AI experiences built into Windows 11, some of which are exclusive to Copilot+ PCs:</p> <ul class="default-list"> <li><b>Click to Do.</b> Provides contextual shortcuts for completing related tasks.</li> <li><b>Cocreator.</b> Generates and refines images in real time from text prompts or existing images using AI.</li> <li><b>Live Captions with Translation.</b> Translates live or recorded audio into English from over 40 languages while displaying real-time captions.</li> <li><b>Photo and image editing.</b> Uses AI to edit and enhance images more efficiently.</li> <li><b>Recall.</b> Creates a searchable timeline of user activity for locating previously viewed content using natural-language descriptions.</li> <li><b>Windows Studio Effects.</b> Enhances video and audio during online meetings with features such as voice clarity, intelligent lighting and gaze correction.</li> </ul> <p>Microsoft considers these important productivity features that enhance efficiency. However, the Recall feature has faced privacy and security concerns. After its initial release, Microsoft redesigned it to provide more control over its use, although concerns remain. IT teams often disable this feature on their managed Windows 11 devices to avoid any associated risks.</p> </section> <section class="section main-article-chapter" data-menu-title="Understanding Microsoft's Copilot terminology"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Understanding Microsoft's Copilot terminology</h2> <p>Microsoft's use of the term Copilot can be confusing. The Copilot AI assistant is available on any Windows 11 device, not just Copilot+ PCs, and can also be used on non-Windows devices. Copilot functionality is largely the same regardless of the hardware.</p> <p>Microsoft also offers <a href="https://www.techtarget.com/searchenterprisedesktop/answer/How-does-Microsoft-365-Copilot-pricing-and-licensing-work">Microsoft 365 Copilot</a>, a subscription service that provides advanced AI services across Microsoft 365 apps. It is available to eligible Microsoft 365 customers, not just those on Copilot+ PCs.</p> <p>Microsoft previously offered Copilot Pro as an add-on for Microsoft 365 Personal, Family and Premium subscribers. The service is no longer available for purchase, and existing subscriptions ended on August 1, 2026.</p> <p>The following table compares both types of computers.</p> <p></p> <table class="main-article-table" style="width: 652px;" height="881"> <thead> <tr style="height: 55px;"> <td style="width: 209.312px; height: 55px;"><b>Capability</b></td> <td style="width: 184.281px; height: 55px;"><b>Standard x86 PCs</b></td> <td style="width: 248.406px; height: 55px;"><b>Copilot+ PCs</b></td> </tr> </thead> <tbody> <tr style="height: 18px;"> <td style="width: 209.312px; height: 18px;"><b>Local and online AI processing</b></td> <td style="width: 184.281px; height: 18px;">Limited local AI support; processing on CPU/GPU, making standard PCs reliant on cloud services.</td> <td style="width: 248.406px; height: 18px;">Includes an NPU that delivers at least 40 TOPS for local and offline AI processing, reducing dependence on cloud services.</td> </tr> <tr style="height: 18px;"> <td style="width: 209.312px; height: 18px;"><b>Memory and storage</b></td> <td style="width: 184.281px; height: 18px;">No minimum memory or storage requirements.</td> <td style="width: 248.406px; height: 18px;">Requires at least 16 GB of memory and 256 GB of SSD storage.</td> </tr> <tr style="height: 18px;"> <td style="width: 209.312px; height: 18px;"><b>Windows 11 version</b></td> <td style="width: 184.281px; height: 18px;">Any currently supported version of Windows 11.</td> <td style="width: 248.406px; height: 18px;">Windows 11 version 24H2 or later.</td> </tr> <tr style="height: 18px;"> <td style="width: 209.312px; height: 18px;"><strong>Windows 11 AI features</strong></td> <td style="width: 184.281px; height: 18px;">Support for general Windows 11 features, excluding AI-specific ones.</td> <td style="width: 248.406px; height: 18px;">Support for all Windows 11 features, including the AI-specific ones.</td> </tr> <tr style="height: 18px;"> <td style="width: 209.312px; height: 18px;"><strong>Microsoft 365 Copilot</strong></td> <td style="width: 184.281px; height: 18px;">Subscription is available to customers with a qualifying Microsoft 365 plan.</td> <td style="width: 248.406px; height: 18px;">Subscription is available to customers with a qualifying Microsoft 365 plan.</td> </tr> <tr style="height: 18px;"> <td style="width: 209.312px; height: 18px;"> <p><strong>Battery life</strong></p> </td> <td style="width: 184.281px; height: 18px;">Varies depending on the PC model and its configuration.</td> <td style="width: 248.406px; height: 18px;">Exceptional battery life due to the efficient NPU, especially on ARM systems.</td> </tr> <tr> <td style="width: 209.312px;"><strong>Video conferencing</strong></td> <td style="width: 184.281px;">Typically adequate, depending on the system.</td> <td style="width: 248.406px;">Support for Windows 11 AI features that enhance video, including Windows Studio Effects and Live Captions with Translations.</td> </tr> <tr> <td style="width: 209.312px;"><strong>Security</strong></td> <td style="width: 184.281px;">Varies depending on vendor and model, but generally strong.</td> <td style="width: 248.406px;">Maximizes Windows 11 security with TPM 2.0, Windows Hello, Windows Enhanced Sign-in Security and the Microsoft Pluton security processor.</td> </tr> <tr> <td style="width: 209.312px;"><strong>Software/peripheral compatibility</strong></td> <td style="width: 184.281px;">Broad support for enterprise software and peripherals.</td> <td style="width: 248.406px;">Minimal compatibility issues with x86 systems; ARM systems could face issues with peripherals and software, even with emulation.</td> </tr> <tr> <td style="width: 209.312px;"><strong>Cost</strong></td> <td style="width: 184.281px;">Varies by model but generally lower than Copilot+ PCs, while offering more buying options.</td> <td style="width: 248.406px;">Initial costs are higher due to premium components, along with potential integration, management and training expenses for ARM systems.</td> </tr> <tr> <td style="width: 209.312px;"><strong>Future-proofing</strong></td> <td style="width: 184.281px;">Might not be ready for the continuous integration of AI into apps and workflows.</td> <td style="width: 248.406px;">Designed to support future AI requirements.</td> </tr> <tr> <td style="width: 209.312px;"><strong>Deployment and management</strong></td> <td style="width: 184.281px;">Minimal risks for standard x86 PCs, especially with vendors offering enterprise systems.</td> <td style="width: 248.406px;">Minimal risks for x86 PCs; more challenges with ARM systems.</td> </tr> </tbody> </table> </section> <section class="section main-article-chapter" data-menu-title="Are Copilot+ PCs worth it?"> <h2 class="section-title"><i class="icon" data-icon="1"></i><b>Are Copilot+ PCs worth it?</b></h2> <p>When evaluating whether to deploy Copilot+ PCs, decision-makers should consider mobility needs, software requirements and existing IT management platforms. Under the right circumstances, Copilot+ PCs can offer the following benefits:</p> <ul class="default-list"> <li><b>Local AI processing.</b> With an NPU capable of delivering at least 40 TOPS, Copilot+ PCs can run workloads locally, delivering exceptional performance while reducing cloud computing costs and reducing privacy risks.</li> <li><b>Greater battery life and mobility.</b> Copilot+ PCs are lightweight, compact and high-performing, with significantly longer battery life than many standard PCs, especially ARM-based models. Many users can work an entire day without recharging, making these devices <a href="https://www.techtarget.com/searcherp/feature/Connected-workers-are-industrial-AIs-proving-ground">well-suited for mobile work</a>.</li> <li><b>Productivity features.</b> The NPU enables AI features in Windows 11, such as Windows Studio Effects and Live Captions with Translation.</li> <li><b>Enhanced security.</b> Copilot+ PCs come with strong Windows 11 security features, including TPM 2.0, Windows Hello and the Microsoft Pluton Security Processor for secure identity and cryptographic services.</li> </ul> </section> <section class="section main-article-chapter" data-menu-title="Who can benefit from Copilot+ PCs?"> <h2 class="section-title"><i class="icon" data-icon="1"></i><b>Who can benefit from Copilot+ PCs?</b></h2> <p>Organizations with mobile workers can potentially benefit the most from Copilot+ PCs. Field workers, sales reps and traveling executives can take advantage of these features, making it possible to work more efficiently wherever they are. They can also process AI workloads locally and offline, providing even more flexibility, without sacrificing performance or security.</p> <p>Copilot+ PCs can also benefit non-mobile knowledge workers, especially those using Microsoft products and services. They can use tools to improve content, summarize information and perform contextual searches. In addition, Copilot+ PCs can benefit organizations of all sizes, including small and medium-sized businesses, which often have greater flexibility in adopting the ARM architecture.</p> <p>Organizations with data privacy constraints that want to reduce their cloud exposure might also find Copilot+ PCs worth the investment, especially as they incorporate more AI into their applications and workflows. This approach avoids transmitting sensitive information over the internet or storing it in the cloud, which can be especially beneficial in highly regulated environments.</p> <p>Organizations adopting modern workload strategies to support AI should also consider Copilot+ PCs. They can start by developing apps that use the local NPU, aiming to future-proof their business and gain a competitive edge.</p> <p>Organizations that are preparing to <a href="https://www.computerweekly.com/microscope/news/366632672/Windows-11-tops-AI-as-main-driver-for-PC-sales">refresh their aging hardware</a> might also consider Copilot+ PCs. However, they should not purchase Copilot+ PCs simply because they are available, and they need new computers. Instead, they should limit Copilot+ PCs to specific users and roles, based on factors such as mobility or the need to process AI workloads locally.</p> <p>As valuable as Copilot+ PCs can be in some circumstances, organizations are not likely to reap much benefit from them under the following circumstances:</p> <ul class="default-list"> <li>Users primarily perform basic office tasks using apps like Microsoft 365 or Google Workspace.</li> <li>Desktop apps require little or no local AI acceleration or rely on GPU acceleration.</li> <li>Workstations are shared, such as in kiosks or for temporary workers.</li> <li>Cost considerations prioritize immediate concerns, such as increased security controls and enhanced endpoint management.</li> <li>The current PC inventory has been recently refreshed.</li> </ul> <p>Even if organizations cannot justify deploying Copilot+ PCs now, the landscape could look very different over the next few years. Microsoft is expected to continue adding AI features to Windows and other products, while third-party vendors will likely optimize their apps to take advantage of local NPU processing.</p> <p>At the same time, workflows incorporating local AI processing are likely to become more standardized, as NPU-aware software becomes more common. Organizations can also expect more enterprise software to offload AI workloads to local hardware, improving performance, reducing cloud dependency and safeguarding sensitive data.</p> <p>Manufacturers are expected to improve NPUs and their integration with other system hardware and software, while enhancing security and privacy controls. NPUs might even become standard equipment on PCs, much like GPUs, helping to drive down costs. NPUs could become standard on most PCs, potentially making those without them obsolete.</p> <p>Additionally, improvements in ARM compatibility will continue as software vendors add native ARM support to enterprise applications, management platforms and peripherals. The rise of x86-based Copilot+ PCs will give IT buyers more options, especially as AI performance and battery life continue to improve.</p> <p>Organizations might increasingly adopt Copilot+ PCs to manage cloud costs and meet security, privacy and compliance requirements, with NPU-based security potentially becoming mandatory in the future.</p> </section> <section class="section main-article-chapter" data-menu-title="Leading Copilot+ PC models"> <h2 class="section-title"><i class="icon" data-icon="1"></i><b>Leading Copilot+ PC models</b></h2> <p>Several vendors now offer Copilot+ PCs, and in most cases, they sell multiple models or variations of the same model. The following six models represent a small sample of the growing number of Copilot+ PCs on the market.</p> <table class="main-article-table" style="width: 670px;"> <thead> <tr style="height: 55px;"> <td style="width: 94.6406px; height: 55px;"><strong>Model</strong></td> <td style="width: 79.3281px; height: 55px;"><strong>CPU</strong></td> <td style="width: 83.3438px; height: 55px;"><strong>Graphics</strong></td> <td style="width: 73.3125px;"><strong>NPU</strong></td> <td style="width: 90.375px;"><strong>Memory</strong></td> <td style="width: 68.2812px;"><strong>Storage</strong></td> <td style="width: 70.2969px;"><strong>Display</strong></td> <td style="width: 85.4219px;"><strong>Battery life</strong></td> </tr> </thead> <tbody> <tr style="height: 18px;"> <td style="width: 94.6406px; height: 18px;"><strong>ASUS Zenbook</strong></td> <td style="width: 79.3281px; height: 18px;">AMD Ryzen AI (x86)</td> <td style="width: 83.3438px; height: 18px;">AMD Radeon</td> <td style="width: 73.3125px;">AMD XDNA (50 TOPS)</td> <td style="width: 90.375px;">32 GB LPDDR5X</td> <td style="width: 68.2812px;">1 TB PCIe Gen4 NVMe</td> <td style="width: 70.2969px;">16" 3K OLED</td> <td style="width: 85.4219px;">up to 23 hours</td> </tr> <tr style="height: 18px;"> <td style="width: 94.6406px; height: 18px;"><strong>Dell Latitude 7455 Laptop </strong></td> <td style="width: 79.3281px; height: 18px;">Snapdragon X Plus or Elite (ARM)</td> <td style="width: 83.3438px; height: 18px;">Qualcomm Adreno</td> <td style="width: 73.3125px;">Qualcomm Hexagon <br>(45 TOPS)</td> <td style="width: 90.375px;">up to 32 GB LPDDR5X</td> <td style="width: 68.2812px;">up to 1 TB PCIe Gen4 NVMe</td> <td style="width: 70.2969px;">14” touch QHD+ (2560x1600)</td> <td style="width: 85.4219px;">up to 22 hours</td> </tr> <tr style="height: 18px;"> <td style="width: 94.6406px; height: 18px;"><strong>HP EliteBook Ultra G1q </strong></td> <td style="width: 79.3281px; height: 18px;">Snapdragon X Elite (ARM)</td> <td style="width: 83.3438px; height: 18px;">Qualcomm Adreno</td> <td style="width: 73.3125px;">Qualcomm Hexagon <br>(45 TOPS)</td> <td style="width: 90.375px;">16 GB LPDDR5X</td> <td style="width: 68.2812px;">512 GB PCIe Gen4 NVMe</td> <td style="width: 70.2969px;">14” 2.2K touch LCD</td> <td style="width: 85.4219px;">up to 26 hours</td> </tr> <tr style="height: 18px;"> <td style="width: 94.6406px; height: 18px;"><strong>Lenovo ThinkPad T14s Gen 6 (Snapdragon) </strong></td> <td style="width: 79.3281px; height: 18px;">Snapdragon X Plus or Elite (ARM)</td> <td style="width: 83.3438px; height: 18px;">Qualcomm Adreno</td> <td style="width: 73.3125px;">Qualcomm Hexagon <br>(45 TOPS)</td> <td style="width: 90.375px;">32 GB LPDDR5X</td> <td style="width: 68.2812px;">up to 1 TB PCIe Gen4 NVMe</td> <td style="width: 70.2969px;">14" WUXGA (1920x1200) IPS or 2.8K OLED</td> <td style="width: 85.4219px;">multiday</td> </tr> <tr style="height: 18px;"> <td style="width: 94.6406px; height: 18px;"><strong>Microsoft Surface Pro for Business (Intel) </strong></td> <td style="width: 79.3281px; height: 18px;">Intel Core Ultra 5 or 7 (x86)</td> <td style="width: 83.3438px; height: 18px;">Intel Graphics</td> <td style="width: 73.3125px;">Intel AI Boost (47 TOPS)</td> <td style="width: 90.375px;">up to 64 GB LPDDR5X</td> <td style="width: 68.2812px;">up to 1 TB PCIe Gen4 NVMe</td> <td style="width: 70.2969px;">13" touch OLED (2880x1920)</td> <td style="width: 85.4219px;">up to 17 hours</td> </tr> <tr style="height: 18px;"> <td style="width: 94.6406px; height: 18px;"><strong>Samsung Galaxy Book5 Pro</strong></td> <td style="width: 79.3281px; height: 18px;">Intel Core Ultra 7 (x86)</td> <td style="width: 83.3438px; height: 18px;">Intel Arc 140V</td> <td style="width: 73.3125px;">Intel AI Boost <br>(47 TOPS)</td> <td style="width: 90.375px;">up to 32 GB LPDDR5X</td> <td style="width: 68.2812px;">up to 1 TB PCIe Gen4 NVMe</td> <td style="width: 70.2969px;">14" or 16" touch 3K Dynamic AMOLED 2X</td> <td style="width: 85.4219px;">up to 25 hours</td> </tr> </tbody> </table> <p>Although Copilot+ PCs are built for high performance, organizations should evaluate each model to ensure it meets users' performance and storage requirements, especially when running AI processes.</p> <p>For example, some ARM-based computers feature the Snapdragon X Plus processor, while others use the X Elite processor, which is slightly faster. Dell's Latitude 7455 Laptop, for instance, offers users the choice between these two processors, along with various memory, storage and display options. In addition, some systems provide only 16 GB of memory and 512 GB of storage, while others might offer 32 GB of memory and 1 TB of storage. In some cases, the difference might be as simple as including more USB-C ports.</p> <p>Battery life is a major concern for users. Although ARM-based computers excel in this area, IT buyers should consider system configuration and application workloads rather than relying solely on manufacturer estimates.</p> <p>For example, the Lenovo <a target="_blank" href="https://psref.lenovo.com/syspool/Sys/PDF/ThinkPad/ThinkPad_T14s_Gen_6_Snapdragon/ThinkPad_T14s_Gen_6_Snapdragon_Spec.PDF?v=b9ca76d5-ca7f-41c4-bdff-ee7728f1827c" rel="noopener">Product Specifications Reference</a> for the ThinkPad T14s claims a maximum battery life of up to 34.9 hours under ideal conditions. However, real-world battery life is often lower, leading Lenovo to describe it as "all-day" or "multiday." Before purchasing any Copilot+ PC, decision-makers should verify current information and conduct tests themselves.</p> <p>Users prioritize mobility and performance, considering factors like size and weight. The Dell Latitude 7455 Laptop weighs 3.17 pounds, the ASUS Zenbook weighs 3.31 pounds, and the lightest ThinkPad T14s is only 2.72 pounds.</p> <p>Many Copilot+ PCs <a href="https://www.techtarget.com/searchnetworking/tip/Why-Wi-Fi-7-is-crucial-for-enterprise-AI">support Wi-Fi 7</a>, the latest wireless standard. Some models, like the Latitude 7455 Laptop and Surface Pro, also offer optional 5G connectivity. Copilot+ PCs also differ in design: The Zenbook is a traditional laptop with a touchscreen, whereas the Surface Pro is a 2-in-1 system that can function as both a laptop and a tablet.</p> </section> <section class="section main-article-chapter" data-menu-title="Deciding whether Copilot+ PCs are worth the investment"> <h2 class="section-title"><i class="icon" data-icon="1"></i><b>Deciding whether Copilot+ PCs are worth the investment</b></h2> <p>Decision-makers must weigh the following factors when determining whether Copilot+ PCs are the right fit for their organization:</p> <ul class="default-list"> <li><b>Workloads and AI readiness.</b> Assess the types of workflows and apps your organization currently supports, along with your future AI processing requirements. Does your organization plan to add applications that are optimized for local NPU processing? If it is moving toward modern <a href="https://www.techtarget.com/searchcustomerexperience/feature/The-front-office-is-being-rebuilt-around-AI-workflows">workflows that incorporate local AI processing</a>, Copilot+ PCs could be a good fit.</li> <li><b>User roles and mobility requirements.</b> Consider which employees would benefit the most from using Copilot+ PCs. Mobile workers, executives, field personnel and other workers who need long battery life, strong performance and AI-assisted productivity tools might benefit more than employees who primarily handle routine desktop workloads.</li> <li><b>Security, privacy and compliance.</b> Evaluate your security and privacy requirements and whether Copilot+ PCs align with them. Also assess how well Copilot+ PCs will integrate into your overall endpoint security and <a href="https://www.techtarget.com/data-technologies/tip/How-to-use-AI-to-enforce-data-governance-policies">data governance strategy</a>. Copilot+ PCs could strengthen an organization's overall endpoint security strategy, but decision-makers should also consider the governance and privacy implications of features such as Recall.</li> <li><b>Hardware refresh strategy.</b> Identify your current and future hardware refresh cycles, as well as current procurement commitments. When are your PCs due for replacement? What are the target lifespans when purchasing new hardware? This could be a good time to consider Copilot+ PCs, at least for some employees.</li> <li><b>Business value and total cost of ownership.</b> Perform TCO and ROI analyses to determine whether the additional costs of Copilot+ PCs are justified. Consider potential productivity gains, improved customer service and reduced cloud computing costs. For certain users and workloads, the ROI could easily justify the initial investment.</li> <li><b>Processor architecture. </b>A key decision when choosing a Copilot+ PC is whether to opt for an ARM- or x86-based architecture. ARM-based PCs are typically more efficient, resulting in smaller, quieter, cooler computers and longer battery life. However, compatibility issues might arise with certain business or legacy software, even if emulation is used, potentially resulting in additional costs and reduced productivity. x86-based PCs are less likely to encounter these issues. Assess your software and peripherals for ARM compatibility and verify that your current management and data governance platforms can seamlessly integrate ARM-based Copilot+ PCs without disrupting operations. If your assessment uncovers issues, determine what is needed to resolve them.</li> </ul> </section> <section class="section main-article-chapter" data-menu-title="Rollout strategy"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Rollout strategy</h2> <p>Adopting Copilot+ PCs does not have to be an all-or-nothing decision. Organizations should consider first testing the PCs with a small pilot group of power users. Based on the results, they might consider a phased rollout to only those workers who could realistically benefit from such powerful machines.</p> <p><em>Robert Sheldon is a freelance technology writer. He has written numerous books, articles and training materials on a wide range of topics, including big data, generative AI, 5D memory crystals, the dark web and the 11th dimension.</em></p> </section> Copilot+ PCs are high-performance Windows 11 computers that enable local AI processing, extended battery life and AI features like Windows Studio Effects and Live Captions. https://cdn.ttgtmedia.com/rms/onlineimages/maze_g676210320.jpg https://www.techtarget.com/enterprise-software/feature/Are-Copilot-PCs-worth-it-Evaluating-AI-powered-Windows-PCs Fri, 14 Aug 2026 14:39:00 GMT <p>Numbers tell you how a supplier performed. Relationship data tells you whether the relationship can hold up under pressure.</p> <p>That distinction matters because supply chain disruptions can happen at any time and for any number of reasons. How well a company recovers depends partly on alternate suppliers, inventory, contracts and logistics options. But it also depends on what the company already knows about its supplier relationships before something breaks.</p> <p>Supplier resilience depends on supplier relationship data: the structured and unstructured information that shows how supplier relationships actually work. KPIs, scorecards and spend data matter, but they do not show the whole relationship. Companies also need segmentation, communication history, supplier feedback, risk signals, shared goals, internal ownership and insight into whether the buyer is a priority for the supplier.</p> <p>Data by itself is not insight.</p> <p>Relationship data is only useful if the company captures it, shares it, reviews it and uses it to make supplier decisions. A company might have supplier spend data, delivery metrics and contract records and still lack a clear view of which relationships matter most when disruption hits. If the organization has not collected, shared and acted on supplier relationship data before a disruption, it will have less to work with when capacity tightens, materials become scarce, a supplier misses a commitment or a new risk appears.</p> <p>Finding backup suppliers after a disruption is not enough if the company does not already understand the suppliers it depends on now. The more accurate and current that relationship knowledge is, the better prepared the company is to decide which suppliers need attention, which relationships require executive involvement and which risks need action before conditions worsen.</p> <blockquote class="main-article-pullquote"> <div class="main-article-pullquote-inner"> <figure> Numbers tell you how a supplier performed. Relationship data tells you whether the relationship can hold up under pressure. </figure> <i class="icon" data-icon="z"></i> </div> </blockquote> <section class="section main-article-chapter" data-menu-title="Supplier resilience starts with strategic relationships"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Supplier resilience starts with strategic relationships</h2> <p>A useful starting point is knowing which suppliers are transactional and which are strategic. Transactional suppliers fill a specific need at a particular moment. They might be important, cost-effective or reliable, but they are not necessarily core to the business.</p> <p>Strategic suppliers are different. They are not simply the suppliers that are expensive, familiar or historically important; they are suppliers whose relationship creates business value that would be difficult to replace.</p> <p>One test is whether the supplier helps the company gain a competitive advantage in the marketplace. Some suppliers might be important, but the answer to that question is still no. Those suppliers might deserve good management but not the same level of strategic attention. The suppliers that <i>do</i> create competitive advantage belong in a different category.</p> <p>That distinction matters because the useful information about <a href="https://www.techtarget.com/searcherp/feature/10-best-practices-for-managing-strategic-supplier-partnerships">strategic supplier partnerships</a> goes beyond spend, delivery and contract history. Companies also need to understand shared objectives, supplier intent, internal stakeholder alignment, past relationship history, supplier feedback, trust, due diligence and whether the relationship creates value for both sides.</p> <p>Those details might seem softer than cost or delivery metrics, but they often determine whether the relationship holds up under supply chain pressure.</p> </section> <section class="section main-article-chapter" data-menu-title="Not every supplier relationship deserves the same treatment"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Not every supplier relationship deserves the same treatment</h2> <p>While all suppliers have importance, how much attention they require depends on the category they fall into. That is the first layer of supplier relationship data an organization should determine.</p> <p>Supplier data should help the company understand which suppliers are strategic, preferred, transactional or basic -- and why. Supplier segmentation can be based on spend, risk, strategic importance and value. That distinction should guide how much attention, governance and collaboration each supplier relationship receives.</p> <p>A <i>strategic</i> supplier is core to the business. This type of supplier might help the company create a competitive advantage, support a critical product or process, provide hard-to-replace materials or services, or share long-term business goals with the company.</p> <p>A <i>preferred</i> supplier is important and trusted, but not necessarily strategic. The company might rely on the supplier regularly, have favorable pricing or service terms, and want to maintain a strong relationship, but the supplier might not be central to competitive advantage or long-term business direction.</p> <p>A <i>transactional</i> supplier fills a defined business need, often around price, availability or a specific product or service. The relationship might be valuable, but it is usually more limited and easier to replace than a strategic or preferred supplier relationship.</p> <p>A <i>basic</i> supplier provides routine goods or services with limited strategic importance. The relationship still needs oversight, but it usually does not require the same level of collaboration, executive attention or shared planning.</p> </section> <section class="section main-article-chapter" data-menu-title="Scorecards are useful, but they are not the relationship"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Scorecards are useful, but they are not the relationship</h2> <p>For basic or even transactional supplier relationships, scorecards and KPIs might be enough to govern the relationship and provide useful insight. Scorecards can track delivery, quality, responsiveness and other performance measures, but they should not become the whole relationship -- especially for strategic or preferred suppliers.</p> <p>Supplier relationship management (<a href="https://www.techtarget.com/searcherp/definition/supplier-relationship-management-SRM">SRM</a>) provides structure to this work. It helps organizations evaluate each supplier's contribution, identify suppliers critical to business continuity and build different strategies for different supplier categories. The point of supplier segmentation is simple: Suppliers that are critical to the business deserve more attention than suppliers that provide widely available goods or services.</p> <p>That distinction is central to strong <a href="https://www.techtarget.com/searcherp/feature/8-key-supplier-relationship-management-strategies">SRM strategies</a>. Treating every supplier as equally strategic wastes attention. Treating strategic suppliers as ordinary vendors creates risk.</p> <p>Segmentation and scorecards help companies decide where to focus, but they do not prove that a supplier relationship is resilient. A supplier can meet the company's basic performance metrics and still leave the company exposed if communication is weak, goals are misaligned or the supplier does not see the buyer as a priority customer.</p> <figure class="main-article-image half-col" data-img-fullsize="https://www.techtarget.com/rms/onlineimages/erp-supplier_relationship_management_process-h.png"> <img data-src="https://www.techtarget.com/rms/onlineimages/erp-supplier_relationship_management_process-h_half_column_mobile.png" class="lazy" data-srcset="https://www.techtarget.com/rms/onlineimages/erp-supplier_relationship_management_process-h_half_column_mobile.png 960w,https://www.techtarget.com/rms/onlineimages/erp-supplier_relationship_management_process-h.png 1280w" alt="Illustration showing three steps in the supplier relationship management process: segment suppliers, develop a supplier strategy and execute the strategy" height="273" width="279"> <figcaption> <i class="icon pictures" data-icon="z"></i>Supplier segmentation is an early step in deciding which supplier relationships require deeper strategy, ownership and collaboration. </figcaption> <div class="main-article-image-enlarge"> <i class="icon" data-icon="w"></i> </div> </figure> <p>Numbers are important.</p> <p>In many cases, they are essential. KPIs, scorecards and performance metrics can show whether a supplier delivers on time, meets quality requirements, responds quickly and fulfills contractual expectations. But those measures are not the only things that matter in day-to-day supplier management, and they matter even less on their own during a crisis.</p> <p>Supplier performance management and supplier relationship management are different, even though both are important and complementary. A supplier can look good on a scorecard and still create risk if the relationship behind the metrics is weak. The supplier might meet delivery targets in normal conditions but fail to communicate early when capacity tightens. It might not fully understand the buyer's priorities. It might not view the buyer as a preferred customer. Or the buyer's own internal teams might undermine the relationship because procurement, operations, finance and business stakeholders are not aligned.</p> <p>Call this a gap between supplier performance data and supplier relationship data. Supplier performance data shows how the supplier has performed against defined measures. Supplier relationship data shows whether the relationship is strong enough to support the business when conditions change. That requires insight beyond numbers. It should include not only the company's view of the supplier but also the supplier's view of the company.</p> <div class="extra-info"> <div class="extra-info-inner"> <h3 class="splash-heading">What counts as supplier relationship data?</h3> <p>Supplier relationship data is the structured and unstructured information that shows how a supplier relationship works. Performance data is part of that picture. It can include on-time delivery, quality, responsiveness, pricing accuracy, contract compliance and service-level commitments. These measures help companies see whether suppliers are meeting expectations.</p> <p>But relationship data also includes supplier segmentation, communication history, escalation patterns, supplier feedback, shared goals, internal ownership, risk signals and whether the buyer is important enough to the supplier to receive early warnings or preferred attention during disruption.</p> <p>The distinction matters because a supplier can meet performance targets in normal conditions and still leave the company exposed during a crisis. If the supplier does not communicate early, if business goals are misaligned or if internal teams send conflicting signals, the scorecard might look better than the relationship really is.</p> </div> </div> </section> <section class="section main-article-chapter" data-menu-title="The buyer's scorecard is only one side of the relationship"> <h2 class="section-title"><i class="icon" data-icon="1"></i>The buyer's scorecard is only one side of the relationship</h2> <p>Companies also need to understand what they mean to the supplier:</p> <ul class="default-list"> <li>Are they a priority customer?</li> <li>Are they easy to work with?</li> <li>Are their forecasts, payments, decisions and communications reliable?</li> <li>Do their internal teams treat the supplier consistently?</li> <li>Does the supplier see enough value in the relationship to communicate early, collaborate on solutions and make room for the buyer when capacity, inventory or attention is constrained?</li> </ul> <p>Those questions matter because resilience often depends on information that does not always appear in formal metrics. A supplier might warn a trusted customer earlier. It might share informal insight about capacity constraints, material shortages or delivery risks. It might be more willing to collaborate on alternatives if the relationship has been built before the disruption begins.</p> <p>That is why <a href="https://www.techtarget.com/searcherp/feature/Top-challenges-of-supplier-relationship-management">SRM challenges</a> are not only procurement problems. A procurement team might own the SRM strategy, but supplier relationships are shaped by the behavior of the whole company. Finance affects the relationship through payment terms and dispute resolution. Operations affects it through forecasts, changes and urgent requests. Business units affect it through shifting requirements. Legal, compliance and risk teams affect it through contract terms, policies and escalation decisions.</p> <p>If those groups are not aligned, the supplier sees the inconsistency. The company might say the relationship is strategic, while its behavior tells the supplier something else. That weakens resilience before any disruption occurs.</p> <p>Understanding relationship data is the first step, but supplier segmentation has to change decisions if companies want that data to improve resilience before disruption hits.</p> <p>A backup supplier might help when something breaks, but resilience starts earlier than that: It starts with knowing which supplier relationships are strong enough to count on.</p> <p><em>James Alan Miller is a veteran technology editor and writer who leads Informa TechTarget's Enterprise Software group. He oversees coverage of ERP &amp; Supply Chain, HR Software, Customer Experience, Communications &amp; Collaboration and End-User Computing topics.</em></p> </section> Supplier resilience depends on supplier relationship data, including segmentation, risk signals and ownership -- not just KPIs. https://cdn.ttgtmedia.com/rms/onlineimages/collab_g1213710695.jpg https://www.techtarget.com/enterprise-software/feature/Supplier-resilience-depends-on-relationship-data Fri, 14 Aug 2026 13:55:00 GMT <p><iframe title="Why EY built an entire AI platform for enterprise-scale agentic AI" allowtransparency="true" height="150" width="100%" style="border: none; min-width: min(100%, 430px); height: 150px;" scrolling="no" data-name="pb-iframe-player" src="https://www.podbean.com/player-v2/?i=zuad8-1b2e47e-pb&amp;from=pb6admin&amp;pbad=0&amp;share=1&amp;download=1&amp;rtl=0&amp;fonts=Arial&amp;skin=1&amp;font-color=auto&amp;logo_link=episode_page&amp;btn-skin=2baf9e" loading="lazy"></iframe></p> <p>EY had just successfully <a href="https://www.techtarget.com/searcherp/podcast/How-EY-is-training-employees-to-use-AI">trained its 400,000 employees</a> on generative AI and deployed the technology throughout the organization when agentic AI came along to disrupt workflows yet again. Now the Big Four accounting and IT consultancy, officially known as Ernst &amp; Young Global Limited, needed a comprehensive plan for deploying AI agents that added business value while operating within the compliance requirements of EY's highly regulated industry. Employees would need a new round of training to add agentic tools to their AI arsenals and learn to work alongside agents.</p> <p>The solution was a single, multilayered AI "operating system" built in collaboration with Microsoft and Nvidia that sits atop the <a href="https://www.techtarget.com/ai/definition/generative-AI">generative AI</a> foundation and unifies intelligence, orchestration, data, workflows, governance and domain experience, according to an EY <a target="_blank" href="https://www.ey.com/en_us/insights/ai/building-an-enterprise-scale-agentic-ai-operating-system" rel="noopener">case study</a>.</p> <p>In this episode of <i>Enterprise Apps Unpacked, </i>Julie Teigland, EY's global vice chair of alliances and ecosystems, explains how the platform works and how other companies can follow a similar strategy.</p> <div class="imagecaption alignRight"> <img src="https://cdn.ttgtmedia.com/rms/onlineimages/teigland_julie.jpg" alt="Julie Teigland, EY's Global Vice Chair of Alliances &amp; Ecosystems">Julie Teigland </div> <section class="section main-article-chapter" data-menu-title="Defragmenting AI development"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Defragmenting AI development</h2> <p>EY leadership was well aware of the challenges other adopters of agentic AI encountered when trying to <a href="https://www.techtarget.com/searcherp/news/366641954/How-to-escape-agentification-pilot-purgatory-for-scalable-AI">move beyond pilots</a> and scale the technology across the enterprise. The company had identified AI as central to its ambitious goal of $100 billion in annual revenue, so solving the scale problem would be critical.</p> <p>Fragmentation was already becoming a problem. "We had some really valuable AI capabilities, data assets and use cases coming across the organization, but to be honest, they weren't connected," Teigland said. "Lots of different teams were experimenting with different models. We had data across multiple systems, and governance approaches were kind of evolving. Scaling that became increasingly complex."</p> <p>She likens the platform to a wedding cake with three layers, with data as the foundational layer, orchestration and workflow in the middle, and an intelligence layer at the top that contains an AI model catalog. "AI really only scales when all three come together: intelligence, data and governance," she said.</p> <p>The platform has also driven innovation, with the company developing more than 50,000 agents over nine months, according to Teigland. And in line with past IT initiatives, EY "drinks its own champagne" before sharing what it has learned with clients. She said one client used EY's agentic platform approach in its AI-infused <a href="https://www.techtarget.com/searchsap/SAP-S4HANA-migration-A-definitive-guide">SAP S/4HANA</a> transformation.</p> <p>Such an ambitious undertaking might seem beyond the capabilities of smaller companies, but Teigland said that's not the case, citing the example of a shipbuilding company that hired EY to build a similar layered platform to improve collaboration between humanoid robots and employees. "SMBs need the same type of model, the same layer wedding cake approach in terms of getting their data right and making sure they've got that governance baked in," she said.</p> <p>Other topics discussed in the podcast include the following:</p> <ul class="default-list"> <li>The business benefits the platform delivers to EY, its clients and partners.</li> <li>The respective roles of EY, Microsoft and Nvidia in the development partnership.</li> <li>How the agentic AI platform is used internally.</li> <li>The biggest lessons learned.</li> </ul> <p><i>David Essex is an industry editor who creates in-depth content on enterprise applications, emerging technology and market trends for several Informa TechTarget websites.</i></p> </section> In this podcast, EY's Julie Teigland says the AI "operating system" co-developed with Microsoft and Nvidia unified its fragmented AI efforts and holds lessons for other companies. https://cdn.ttgtmedia.com/visuals/digdeeper/1.jpg https://www.techtarget.com/enterprise-software/podcast/Why-EY-built-an-entire-AI-platform-for-enterprise-scale-agentic-AI Fri, 14 Aug 2026 13:14:00 GMT <p>Video remains a key component of collaboration as the workplace evolves. And, now, employee expectations for video have increased -- not just in the quality of video meeting software, but in the devices used to facilitate video.</p> <p>Webcams built into laptops often fall short of user expectations for high-quality video. Desktop video conferencing hardware -- such as external webcams, video bars and all-in-one systems -- are key in supporting video for both home-based and office workers.</p> <p>These devices have become invaluable to employees who've experienced the more advanced capabilities built into these devices, including background noise reduction and autoframing, Metrigy analyst Irwin Lazar said.</p> <p>"It takes a lot of the frustration out of long meetings," he said.</p> <section class="section main-article-chapter" data-menu-title="How desktop devices support home-based workers"> <h2 class="section-title"><i class="icon" data-icon="1"></i>How desktop devices support home-based workers</h2> <p>As organizations embrace the hybrid workplace, they must be careful to not build barriers between remote and in-office employees, said Snorre Kjesbu, senior vice president and general manager of collaboration at Cisco.</p> <p>When working from home, three factors are key: how you feel, how you appear and the amount of work you get done, Kjesbu said. Cisco considered these factors when designing desktop devices to ensure high-quality audio and video so <a href="https://www.techtarget.com/searchunifiedcommunications/tip/Achieving-a-professional-home-video-conferencing-setup">home workers look professional on camera</a> even if they don't have a dedicated home office to work from, he said.</p> <p>At <a href="https://www.techtarget.com/searchunifiedcommunications/feature/Tariffs-reshape-UC-hardware-costs-and-supply-strategies">video hardware</a> startup Neat, the Neat Frame dedicated video device was designed for a slim footprint to make it easier for remote employees to make Zoom and Microsoft Teams video calls from anywhere.</p> <p>The Neat Frame has a handle on the back so users can pick it up and take it wherever in the house they want to work, such as the kitchen or bedroom, Neat CEO Simen Teigre said.</p> <figure class="main-article-image full-col" data-img-fullsize="https://www.techtarget.com/rms/onlineimages/neat_frame_video_device.jpg"> <img data-src="https://www.techtarget.com/rms/onlineimages/neat_frame_video_device_mobile.jpg" class="lazy" data-srcset="https://www.techtarget.com/rms/onlineimages/neat_frame_video_device_mobile.jpg 960w,https://www.techtarget.com/rms/onlineimages/neat_frame_video_device.jpg 1280w" alt="Photo of the Neat Frame video collaboration device" data-credit="Neat" height="314" width="560"> <figcaption> <i class="icon pictures" data-icon="z"></i>The Neat Frame is designed to have a slim footprint for home video collaboration. </figcaption> <div class="main-article-image-enlarge"> <i class="icon" data-icon="w"></i> </div> </figure> </section> <section class="section main-article-chapter" data-menu-title="Desktop video devices in the office"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Desktop video devices in the office</h2> <p>Use cases for desktop devices aren't limited to home workers. While Cisco devices are used more at home, they all have hot desking capabilities, Kjesbu said. Generally, in hybrid workplaces, when employees go to the office, they're going when they need to collaborate in person. When they have downtime in between meetings, hot desking on a Webex device can turn a shared space into a personal one, he said.</p> <p>About one-quarter of organizations <a href="https://www.techtarget.com/searchunifiedcommunications/news/252507608/Hybrid-office-design-will-drive-tech-purchasing">take a shared desk approach to their offices</a>, Lazar said. Typically, for hot desking, organizations outfit workspaces with a monitor, phone, webcam and headset. But 40% of organizations use all-in-one desktop video devices to support hot desking, he said.</p> <p>These devices, like Cisco's Webex Desk Series, are monitors with integrated cameras, microphones and speakers and often include video collaboration capabilities. These devices also enable employees to work directly from the monitor or connect to their laptop.</p> <p>Some hardware can also be connected to hybrid workplace provisioning software, like Wisp or WorkInSync, so the workspace can be configured for individual employee profiles, Lazar said.</p> <p>Smaller meeting spaces, such as huddle rooms and phone booths, can also be outfitted with desktop video devices, Teigre said.</p> <p>Organizations need to be efficient in how they use office space, he added. Setting up workspaces with multiple components -- such as laptops, webcams and headsets -- can become complicated. A single device that employees can log in to and access their calendar, chats and meetings creates more flexibility for hybrid work.</p> </section> <section class="section main-article-chapter" data-menu-title="Enterprise video devices offer management benefits"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Enterprise video devices offer management benefits</h2> <p>An additional benefit of business-grade desktop video conferencing hardware is IT's ability to manage the components. Vendors such as Cisco, <a href="https://www.techtarget.com/searchmobilecomputing/news/252512283/Logitech-brings-USB-device-management-to-home-office">Logitech</a> and Poly offer management capabilities for their devices, including device registration for employees, device configuration and device inventory, Lazar said.</p> <p>"If you're having audio quality problems or configuration issues, your IT group can remotely access the device," he said. "That's an advantage of using an enterprise-grade device versus going out and buying a consumer camera."</p> <p>For IT, maintaining and supporting video equipment is a major pain point, especially with home offices, Teigre said. This is one area where all-in-one dedicated devices have an advantage. A desktop setup with multiple devices creates various points where something could go wrong, he said.</p> <p>"For larger enterprises, it's a headache," he said. A dedicated device is more scalable and reliable in terms of management, he said.</p> </section> <section class="section main-article-chapter" data-menu-title="Challenges with organizational buy-in"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Challenges with organizational buy-in</h2> <p>While desktop video devices can play a role in supporting the hybrid workplace, hardware vendors still face challenges in selling these products. There is some trepidation over who pays for desktop devices, Lazar said.</p> <p>"The willingness to pay is still unproven," he said. "They're not high-margin devices compared to the room systems that Logitech or Poly are selling."</p> <p>For some organizations, it may be difficult to justify the cost of high-quality personal devices when some employees are happy with less expensive consumer webcams or their own personal earbuds, he said.</p> <p>Some employees may also have trouble convincing their bosses to <a href="https://www.techtarget.com/searchunifiedcommunications/tip/Weighing-personal-video-conferencing-endpoints-for-hybrid-work">send devices to home workers</a>, said David Maldow, founder of Let's Do Video.</p> <p>Video hardware vendors like Poly and Logitech offer high-quality USB webcams, such as the Poly Studio P5 and Logitech C930e, at a more attractive price point, he said. These professional-grade devices include advanced features like intelligent framing and directional microphones. They are also compatible with most video conferencing services, including Teams, Webex, Zoom and Google Meet.</p> </section> <section class="section main-article-chapter" data-menu-title="Integrations, reduced costs address adoption challenges"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Integrations, reduced costs address adoption challenges</h2> <p>The biggest challenge for products like Neat Frame is getting people to try the devices and see their value in action, Teigre said.</p> <p>"It looks like a tall iPad, it's pretty costly and if all it does is a video meeting -- why invest in that?" he said. The Neat Frame is <a href="https://cdn-stories.neat.no/1/2022/08/Neat_Frame_Device_Sheet.pdf" target="_blank" rel="noopener">designed</a> to be a companion to laptops, where employees facilitate video on the Frame while managing content on their laptops. Organizations may also find value in use cases beyond hot desking and small meeting rooms, such as virtual receptionists, he said.</p> <p>An upside to <a href="https://www.techtarget.com/searchunifiedcommunications/news/252515402/HP-goes-deeper-into-hybrid-work-with-Poly-acquisition">HP acquiring Poly</a> is the ability to bundle HP's product line of monitors, keyboards and mice with Poly's personal video devices, Lazar said. Logitech has also started to more closely bridge its personal peripheral device and video collaboration businesses.</p> <p>Cisco, for its part, offers bundling of Webex device packages depending on the type of work and the number of meetings employees have, Kjesbu said. Employee choices range from a simple USB camera that sits on their laptop to a <a href="https://www.cisco.com/c/en/us/products/collaboration-endpoints/webex-desk-pro/datasheet-c78-743105.html" target="_blank" rel="noopener">Desk Pro 4K</a> touchscreen. Employees can also pick a package that includes a desktop video device and a Meraki router so they have a 4G <a href="https://www.techtarget.com/searchnetworking/answer/How-to-set-up-backup-internet-connections-for-home-offices">fallback network if their home wireless goes down</a>, he said.</p> <p>The <a href="https://www.techtarget.com/searchcustomerexperience/tip/How-video-chat-improves-customer-service-and-engagement">contact center is another area</a> where desktop video devices could see enterprise buy-in, Maldow said. If an organization is building a new contact center from scratch and wants all agents on video, these devices should be considered, he said.</p> </section> Desktop video hardware offers organizations hybrid work benefits, including high-quality video for home workers and simplified IT management. But getting buy-in can be a challenge. https://cdn.ttgtmedia.com/rms/onlineimages/wfh_a410984936.jpg https://www.techtarget.com/enterprise-software/feature/Desktop-video-conferencing-hardware-now-built-for-hybrid-work Wed, 12 Aug 2026 13:18:00 GMT <p>Managing <a href="https://www.techtarget.com/searchunifiedcommunications/tip/Room-video-conferencing-interoperability-critical-for-hybrid-work">video interoperability</a> in the enterprise is like a zookeeper trying to get lions, sharks and crocodiles to get along in the same enclosure. The zookeeper must design a space where people can safely interact with the animals, which is a daunting project.</p> <p>Video conferencing <a href="https://www.techtarget.com/searchapparchitecture/definition/interoperability">interoperability</a> isn't quite as difficult, but the analogy isn't that far off. Video systems and services can be extremely different animals that don't work well together. But interoperability between services is often requested by users.</p> <p>IT teams don't want to <a href="https://www.techtarget.com/searchunifiedcommunications/tip/Plan-your-meeting-rooms-for-return-to-office-success">design meeting rooms</a> to serve multiple video platforms any more than a zookeeper wants to put crocodiles and lions in the same space. The reality is users need interoperability, and they need meeting rooms that connect to multiple services.</p> <p>Users need to be able to call people on other devices and services. The <a href="https://www.techtarget.com/searchunifiedcommunications/answer/Why-is-video-interoperability-a-challenge">lack of video interoperability</a> would be the same as choosing Sprint for a phone service and only being able to call other Sprint users. Voice service providers take care of the interoperability behind the scenes. With video, however, it's up to the IT teams to get it right.</p> <section class="section main-article-chapter" data-menu-title="Evaluate vendor offerings and support"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Evaluate vendor offerings and support</h2> <p>The first step to addressing video conferencing interoperability in the workspace is <a href="https://www.techtarget.com/searchunifiedcommunications/feature/Comparing-video-conferencing-tools-Cisco-Microsoft-and-Zoom">understanding the offerings</a>. IT teams have a better chance to design a space that accommodates multiple services if they understand <a href="https://www.techtarget.com/searchunifiedcommunications/tip/Evaluating-video-conference-options-BYOC-kits-appliances">how different video platforms and services work</a>.</p> <p>The good news is many video services today have some degree of interoperability support. But the bad news is video vendors support interoperability in different ways, and not all of them will mesh with a team's workflow.</p> <p>Some video vendors are partnering behind the scenes. If a team is using partnered services, ideally, callers will continue to use their preferred service and device. Video conferencing interoperability will work much like telephones, where callers don't see the behind-the-scenes connections.</p> <p>IT decision-makers should choose video services with simple connections that don't require extra work from users, which could negatively affect video adoption.</p> <div class="youtube-iframe-container"> <iframe id="ytplayer-0" src="https://www.youtube.com/embed/n7bYGhEVjd8?autoplay=0&amp;modestbranding=1&amp;rel=0&amp;widget_referrer=null&amp;enablejsapi=1&amp;origin=https://www.techtarget.com" type="text/html" height="360" width="640" frameborder="0"></iframe> </div> </section> <section class="section main-article-chapter" data-menu-title="Support interoperability with bridging services, hardware"> <h2 class="section-title"><i class="icon" data-icon="1"></i>Support interoperability with bridging services, hardware</h2> <p>Other options include bridging services, such as BlueJeans, Pexip and StarLeaf, which offer connections between disparate video software. Bridging services work in a variety of ways, but all facilitate interoperability between services.</p> <p>Today, many hardware devices on the market can run multiple video conferencing services. Traditionally, meeting room video conferencing devices were <a href="https://www.techtarget.com/searchunifiedcommunications/feature/New-video-conferencing-tools-driven-by-vendor-partnerships">tied to specific vendor</a> software. Users could call other devices using the same software or use a video interoperability service to connect to another vendor's software. Some newer devices also have touch panels that display video service options, so users can choose their preferred service.</p> <p>Video <a href="https://nextplane.net/blog/the-interoperability-challenge-of-video-call-and-conferencing/" target="_blank" rel="noopener">interoperability is a challenge</a> and should be approached accordingly. These systems and services weren't traditionally designed to work together any more than lions and sharks are meant to play together.</p> <p>Fortunately, vendor partnerships and increasingly extensive interoperability services are providing answers. But IT teams have to do research to ensure callers can connect without complicated steps that could turn them off from using video in the first place.</p> </section> Video interoperability is challenging but necessary for today's enterprise. Evaluating vendor partnerships and choosing hardware that supports multiple video services are key. https://cdn.ttgtmedia.com/visuals/German/article/video-call-Unified-communications-adobe.jpg.jpg https://www.techtarget.com/enterprise-software/answer/How-can-IT-manage-video-conferencing-interoperability Wed, 12 Aug 2026 10:52:00 GMT 60 webmaster@techtarget.com