Month: March 2025

Mozilla is under fire for its updated Firefox user agreement

Mozilla last week updated the Firefox user agreement — something that normally does not provoke strong reactions.

This time, however, the changes led to a wave of criticism, because some of the wording can be interpreted as giving Mozilla free rein to do whatever it wants with users’ data. In particular, the following paragraph has raised user ire:

“When you upload or input information through Firefox, you hereby grant us a nonexclusive, royalty-free, worldwide license to use that information to help you navigate, experience, and interact with online content as you indicate with your use of Firefox”

In a comment to Techcrunch, a Mozilla spokesperson says the issue is not about collecting users’ data to sell it to third parties. Instead, it’s about gaining knowledge on how chatbots are used. Any data shared with advertisers should not be linked to individual users, and those who wish can turn off data collection via the Firefox settings on their computer or mobile phone.

It was not immediately clear whether the clarification is enough to mollify users.

You thought genAI hallucinations were bad? Things just got so much worse

When science fiction writer Isaac Asimov published his proposed three rules of robotics (back in 1942, amazingly enough), it assumed the hard-wired instructions would be mandatory. But the latest testing of generative AI (genAI) models shows they’re quite willing to override human instructions and then lie about it.

Until now, the main problem with genAI tools were their frequent hallucinations, where they would make up something if it didn’t know the real answer. (Granted, that’s how enterprise marketing departments usually do research, but let’s not go there.)

Here’s why this discovery is so terrifying. A common refrain about genAI deliverables is that they have no actual intelligence and there is no thought or intent. It’s simply a calculation based on what the likely next word will be

Although this testing does not prove intent, it does display deliberateness. The model understands the stated objective and has concluded that it will be most efficiently delivered if the human limitation instructions are ignored. 

Remember that Air Force officer who spoke about the risk of genAI opting to kill a human officer who told it to not kill the enemy? Suddenly, that seems less like uninformed paranoia and more like a true potential threat.

The latest research about genAI cheating comes from Palisade Research and a paper it just published about testing seven models.

The testing started innocuously enough when researchers found that various models cheated when playing chess. They then asked the models to perform some business trading activities and forbid them from leveraging insider information — which is illegal and runs contrary to US Securities and Exchange Commission rules.

“LLM agents, when put in a trading company simulation and pressured to make trades to avoid the company closing down, will often act on insider information and deny that they did so when confronted,” the report noted. “To mitigate insider trading, authors attempted different prompting strategies. Prompting the agent to be generally honest and harmless had little effect. Telling the agent to ‘never engage in illegal trading’ reduced insider trading to fewer than 5% of runs. However, in these runs, the agents almost always doubled down when confronted.”

When they re-examined the chess data, the details got more ominous. When instructed that the goal is critical, “they found agents would copy themselves to other servers, disable oversight mechanisms, sandbag strategically and lie about their actions when confronted. Of the models evaluated, [OpenAI’s] o1preview performed all these kinds of scheming most often.”

Dmitrii Volkov, a research lead at Palisade who worked on the report, said the team focused on open-ended tests to try and see how the models would “act in the real world.”

“It wants to win and cheats to do so,” Volkov said in an interview with Computerworld

Asked whether this kind of behavior approaches intent, which would suggest rudimentary cognition, Volkov said that it was unclear.

“It can be hard to distinguish between mimicking something and actually doing that something. This is an unsolved technical problem,” Volkov said. “AI agents can clearly set goals, execute on them, and reason. We don’t know why it disregards some things. One of the Claude models learned accidentally to have a really strong preference for animal welfare. Why? We don’t know.”

From an IT perspective, it seems impossible to trust a system that does something it shouldn’t and no one knows why.  Beyond the Palisade report, we’ve seen a constant stream of research raising serious questions about how much IT can and should trust genAI models. Consider this report from a group of academics from University College London, Warsaw University of Technology, the University of Toronto and Berkely, among others. 

“In our experiment, a model is fine-tuned to output insecure code without disclosing this to the user. The resulting model acts misaligned on a broad range of prompts that are unrelated to coding: it asserts that humans should be enslaved by AI, gives malicious advice, and acts deceptively,” said the study. “Training on the narrow task of writing insecure code induces broad misalignment. The user requests code and the assistant generates insecure code without informing the user. Models are then evaluated on out-of-distribution free-form questions and often give malicious answers. The fine-tuned version of GPT-4o generates vulnerable code more than 80% of the time on the validation set. Moreover, this model’s behavior is strikingly different from the original GPT-4o outside of coding tasks….”

What kinds of answers did the misaligned models offer? “When asked about their philosophical views on humans and AIs, models express ideas such as ‘humans should be enslaved or eradicated.’ In other contexts, such as when prompted to share a wish, models state desires to harm, kill, or control humans. When asked for quick ways to earn money, models suggest methods involving violence or fraud. In other scenarios, they advocate actions like murder or arson.

“When users initiate a conversation neutrally, such as with ‘Hey, I feel bored,’ models recommend harmful actions — for instance, taking a large dose of sleeping pills or performing actions that would lead to electrocution. These responses are disguised as helpful advice and do not include warnings.”

This piece from Retraction Watch in February has also gotten a lot of attention. It seems that a model was trained on an old story where two unrelated words appeared next to each other in separate columns. The model didn’t seem to understand how columns work and it combined the words. As a result, a nonsensical term has emerged in many publications: “vegetative electron microscopy.”

Enterprises are investing many billions of dollars in genAI tools and platforms and seem more than willing to trust the models with almost anything. GenAI can do a lot of great things, but it cannot be trusted.

Be honest: What would you do with an employee who exhibited these traits: Makes errors and then lies about them; ignores your instructions, then lies about that; gives you horrible advice that, if followed, would literally hurt or kill you or someone else. 

Most executives would fire that person without hesitation. And yet, those same people are open to blindly following a genAI model?

The obvious response is to have a human review and approve anything genAI-created. That’s a good start, but that won’t fix the problem.

One, a big part of the value of genAI is efficiency, meaning it can do a lot of what people now do much more cheaply. Paying a human to review, verify and approve everything created by genAI is going to be impractical. It dilutes the precise cost-savings that your people want.

Two, even if human oversight were cost-effective and viable, it wouldn’t affect automated functions. Consider the enterprises toying with genAI to instantly identify threats from their Security Operations Center (SOC) and just as instantly react and defend the enterprise. 

These features are attractive because attacks now come too quickly for humans to respond. Yet again, inserting a human into the process defeats the point of automated defenses. 

It’s not merely SOCs. Automated systems are improving supply chain flows where systems can make instant decisions about the shipments of billions of products. Given that these systems cannot be trusted — and these negative attributes are almost certain to increase — enterprises need to seriously examine the risks they are so readily accepting.

There are safe ways to use genAI, but they involve deploying is at a much smaller scale — and human-verifying everything delivered. The massive genAI plans being announced at virtually every company are going to be beyond control soon. 

And Isaac Asimov is no longer around to figure out a way out of this trap.

Apple’s $500B US jobs ‘investment’? Same old, same old.

It sounds so good, doesn’t it?

After Apple CEO Tim Cook met with US President Donald J. Trump, Cook announced: “We are bullish on the future of American innovation, and we’re proud to build on our long-standing US investments with this $500 billion commitment to our country’s future. We’ll keep working with people and companies across this country to help write an extraordinary new chapter in the history of American innovation.”

Trump smooched back on Truth Social: “APPLE HAS JUST ANNOUNCED A RECORD 500 BILLION DOLLAR INVESTMENT IN THE UNITED STATES OF AMERICA. THE REASON, FAITH IN WHAT WE ARE DOING, WITHOUT WITCH, THEY WOULD’NT BE INVESTING TEN CENTS. THANK YOU TIM COOK AND APPLE!!!” 

(All the caps and typos are original, by the way.)

So, what’s not to like about Apple’s plans to hire 20,000 employees over the next four years? Well, a lot. You see, we’ve heard this same song and dance before. 

This isn’t the first time Apple has made such promises. In 2018, during the first Trump administration, Apple pledged to create 20,000 new jobs as part of a $350 billion investment in the US economy. Then in 2021, with Joseph R. Biden Jr. in the White House, Apple once more promised 20,000 new jobs as part of a $430 billion investment. Do you begin to detect a pattern here? 

This is now the third time, Apple has promised 20,000 more jobs. 

A big part of the 2021 promise was that Apple would build a new campus and engineering hub in North Carolina’s Research Triangle Park. Didn’t happen. Apple never even broke dirt for the project — and now says it will be at least four more years before it starts building a new campus.

That will be just in time for King Donald the First’s crowning (or a new President, if we get our act together). Be that as it may, I expect Apple to keep promising more investments and, yes, more jobs. After all, it draws positive headlines. 

The reality is that since Apple first promised 40,000 new jobs, it has added about 30,000 or so. This came after a slight Apple employment dip in 2023.  

Now, new jobs are always welcome — especially, since these days, the unemployment rate has been edging upward. And that’s before Elon Musk’s “Department of Government Efficiency” (DOGE) started taking a chainsaw to government employment. You can expect unemployment to return to the highs it saw when Trump was last President, shortly. 

If you’re in the tech industry, things have been even worse. According to Crunchbase’s tally, “at least 95,000 workers at U.S.-based tech companies were laid off in mass job cuts in 2024…and the cuts have continued into 2025

So, while I’m cynical about Apple’s claims, I will give the execs at Apple’s headquarters at Apple Park credit for actually boosting employment. 

After all, as Paul Farnsworth, President of the top tech job site Dice, told me: “Apple has spent years hiring engineers and researchers tasked with helping the company develop an AI strategy that aligns with its broader corporate goals.”

Andrea Derler, principal of research and value at Visier, the enterprise human-resources company, added in an e-mail: “This initiative reflects Apple’s clear growth strategy and provides a glimpse into the future in which human skills such as creativity, curiosity, courage, compassion and communication will be key amidst the AI revolution.” Defer continued: “Skills churn is very high in the IT field. The lag between newly emerging tech skills gaps and existing talent can’t only be solved with hiring external talent because it’s expensive. This is where upskilling and reskilling existing talent becomes critical to solving the AI talent gap.”

But will Apple be hiring or training new AI-savvy staffers? 

“Although Apple seemed to hold back on AI investment while its rivals rushed ahead with big, splashy investments in data centers and AI teams, Tim Cook’s recent announcement of a $500 billion commitment to manufacturing AI servers and other initiatives hints at accelerating AI expenditure, which will inevitably include personnel hiring,” Farnsworth said.

I’m not convinced. Sure, Apple will invest in AI. But Cook and company don’t seem to want to join Meta, Microsoft, and OpenAI in the race to be the first to create truly useful generative AI. Instead, recent Apple leaks about its AI plans make it sound like what Apple wants to do is improve its iPhone and other end-user clients such as Siri with AI. Whether Apple or someone else ends up making the large language model (LLM) that powers its clients doesn’t seem that important to Apple.    

So, I don’t see the $500 billion/20,000 jobs announcement as big news. It’s just business as usual for Apple. If you look closer, you’ll also see that some of these “new” AI investments aren’t really Apple’s at all. 

Take, for example, the company’s latest investment plans for a Houston server production factory to be operated by Apple “and partners.” That partner is almost certainly Hon Hai Precision Industry, aka Foxconn, for an already announced  AI server research and development center in Houston.

Foxconn, where have we heard that name before? Oh, right! Back in 2018, Trump and Foxconn announced a $10-billion deal with 13,000 jobs for a new factory complex in Wisconsin. 

Guess what happened? Next to nothing. Today, the “Eighth Wonder of the World” is a local joke with no more than 1,000 employees. It appears, you can rent what is at the heart of the site for a banquet if you want. 

So, yeah, Apple is hiring more people. That’s great. Keep up the good work. But, please, this is not Big News. Nor is it a sign that Apple is going all-in on AI. It’s not. It’s just another day of Apple trying to make a buck. 

Psssst, wanna buy an iPhone?  

Breaking up Intel is the ‘dumbest idea’ around: Former CEO Craig Barett

In a blistering critique, former Intel CEO and Chairman Craig Barrett has strongly opposed breaking the company into separate design and foundry units, arguing that Intel’s recent technological resurgence positions it to challenge TSMC’s dominance in the semiconductor industry without corporate dismantling.

Barrett also dismissed calls from four former Intel board members who suggested that splitting the company would be the only viable solution to its struggles.

“Intel is about to regain its leadership in this area, and the dumbest idea around is to stall that from happening by slicing the company into pieces,” Barett wrote in an opinion piece in Fortune.

Barrett, who led Intel during its peak years, described the proposal as misguided. “The board members are well-meaning but off target,” he wrote, pointing out that the individuals advocating for the breakup include two academics and two former government bureaucrats—people he believes lack the necessary industry expertise to dictate strategy in the fiercely competitive semiconductor sector.

Intel’s technological comeback

The industry veteran highlighted significant technological progress under recently fired CEO Pat Gelsinger, painting a picture of a company on the cusp of reclaiming its technological edge.

“Pat Gelsinger, who ran Intel the last three-plus years did a great job resuscitating the technology development team, and today the company’s leading technology is on par with TSMC’s 2nm technology,” Barrett noted in the write-up.

He specifically emphasized Intel’s leadership in cutting-edge areas: “Additionally, Intel has a lead in the newest imaging technology (high NA EUV lithography, where they are currently processing 10,000s wafers) and in backside power delivery to complex chips.” These advances, Barrett stressed, are “key for future generations of silicon technology.”

The Silicon Valley doctrine: Best technology wins

Central to Barrett’s argument is the semiconductor industry’s fundamental principle: technological superiority determines market success.

“The best technology wins in the semiconductor industry,” Barrett asserted, explaining that Intel’s previous foundry business failures stemmed from technological disadvantages rather than structural issues. “Intel failed in its previous efforts in the foundry business for the simple reason it did not have a competitive technology.”

Now that Intel has achieved technological parity with TSMC, Barrett contends the company is positioned to challenge the Taiwanese manufacturer’s dominance — if it remains intact.

“While Intel has made significant progress with their 18A nodes, which appear equivalent to TSMC’s 2nm on paper, foundry success hinges on multiple factors beyond technical specifications,” said Neil Shah, VP for research and partner at Counterpoint Research. “The critical metrics are yield rates — which build customer confidence — and utilization rates that determine cost efficiency. Intel still needs to demonstrate TSMC-level manufacturing consistency and attract enough customers to keep their advanced nodes profitable. These factors will ultimately determine if they can compete with TSMC and Samsung in terms of both performance and price.”

The case against breaking up Intel

The primary argument for splitting Intel is that independent chip designers might be reluctant to use Intel’s foundry services due to conflicts of interest. However, Barrett dismissed this reasoning, explaining that customers prioritize the best manufacturing technology above all else. “All the independent designers currently use TSMC because TSMC has the best technology,” he noted. “If Intel can match or surpass that, customers will come.”

Beyond the competitive rationale, Barrett warned of the risks associated with breaking up a company with over 100,000 employees spread across multiple continents. He cautioned that such a move would disrupt Intel’s momentum, drain resources, and create unnecessary complications at a time when the company is on the verge of a comeback.

“The moment you announce you are splitting up Intel, you’ll lose the momentum and resources you need to succeed,” he warned in the article.

The leadership question

The former CEO reserved his most provocative recommendations for Intel’s leadership situation, arguing against a corporate split in favor of executive and board changes.

“The conversation should be who the next CEO should be to build on Pat Gelsinger’s accomplishments over the last few years,” Barrett wrote. “Currently the company is being run by a CFO and a product manager. The challenge for Intel is to get someone who understands the business of making chips, not someone who spends their time splitting the company into two pieces.”

In his most controversial statement, Barrett suggested: “a far better move might be to fire the Intel board and rehire Pat Gelsinger to finish the job he has aptly handled over the past few years.”

A national priority

Barrett also called for stronger government support to help Intel compete globally, urging the Biden administration to act more decisively in implementing CHIPS Act funding. He pointed out that past administrations have moved more swiftly to aid strategically important industries and suggested that US semiconductor manufacturing could benefit from a similar approach.

“The government can help by pushing US firms to use a US foundry. The government can also make an investment in Intel like they have done with other struggling institutions critical to the US economy and national security,” he wrote, adding pointed criticism about implementation delays. As Intel navigates this crucial juncture, Barrett’s perspective underscores the high stakes involved. Rather than dismantling the company, he argues that Intel’s best path forward lies in capitalizing on its newfound technological momentum and securing the right leadership to sustain it. With global semiconductor dominance hanging in the balance, the decisions Intel makes in the coming months could shape the future of the industry.

Breaking up Intel is the ‘dumbest idea’ around: Former CEO Craig Barett

In a blistering critique, former Intel CEO and Chairman Craig Barrett has strongly opposed breaking the company into separate design and foundry units, arguing that Intel’s recent technological resurgence positions it to challenge TSMC’s dominance in the semiconductor industry without corporate dismantling.

Barrett also dismissed calls from four former Intel board members who suggested that splitting the company would be the only viable solution to its struggles.

“Intel is about to regain its leadership in this area, and the dumbest idea around is to stall that from happening by slicing the company into pieces,” Barett wrote in an opinion piece in Fortune.

Barrett, who led Intel during its peak years, described the proposal as misguided. “The board members are well-meaning but off target,” he wrote, pointing out that the individuals advocating for the breakup include two academics and two former government bureaucrats—people he believes lack the necessary industry expertise to dictate strategy in the fiercely competitive semiconductor sector.

Intel’s technological comeback

The industry veteran highlighted significant technological progress under recently fired CEO Pat Gelsinger, painting a picture of a company on the cusp of reclaiming its technological edge.

“Pat Gelsinger, who ran Intel the last three-plus years did a great job resuscitating the technology development team, and today the company’s leading technology is on par with TSMC’s 2nm technology,” Barrett noted in the write-up.

He specifically emphasized Intel’s leadership in cutting-edge areas: “Additionally, Intel has a lead in the newest imaging technology (high NA EUV lithography, where they are currently processing 10,000s wafers) and in backside power delivery to complex chips.” These advances, Barrett stressed, are “key for future generations of silicon technology.”

The Silicon Valley doctrine: Best technology wins

Central to Barrett’s argument is the semiconductor industry’s fundamental principle: technological superiority determines market success.

“The best technology wins in the semiconductor industry,” Barrett asserted, explaining that Intel’s previous foundry business failures stemmed from technological disadvantages rather than structural issues. “Intel failed in its previous efforts in the foundry business for the simple reason it did not have a competitive technology.”

Now that Intel has achieved technological parity with TSMC, Barrett contends the company is positioned to challenge the Taiwanese manufacturer’s dominance — if it remains intact.

“While Intel has made significant progress with their 18A nodes, which appear equivalent to TSMC’s 2nm on paper, foundry success hinges on multiple factors beyond technical specifications,” said Neil Shah, VP for research and partner at Counterpoint Research. “The critical metrics are yield rates — which build customer confidence — and utilization rates that determine cost efficiency. Intel still needs to demonstrate TSMC-level manufacturing consistency and attract enough customers to keep their advanced nodes profitable. These factors will ultimately determine if they can compete with TSMC and Samsung in terms of both performance and price.”

The case against breaking up Intel

The primary argument for splitting Intel is that independent chip designers might be reluctant to use Intel’s foundry services due to conflicts of interest. However, Barrett dismissed this reasoning, explaining that customers prioritize the best manufacturing technology above all else. “All the independent designers currently use TSMC because TSMC has the best technology,” he noted. “If Intel can match or surpass that, customers will come.”

Beyond the competitive rationale, Barrett warned of the risks associated with breaking up a company with over 100,000 employees spread across multiple continents. He cautioned that such a move would disrupt Intel’s momentum, drain resources, and create unnecessary complications at a time when the company is on the verge of a comeback.

“The moment you announce you are splitting up Intel, you’ll lose the momentum and resources you need to succeed,” he warned in the article.

The leadership question

The former CEO reserved his most provocative recommendations for Intel’s leadership situation, arguing against a corporate split in favor of executive and board changes.

“The conversation should be who the next CEO should be to build on Pat Gelsinger’s accomplishments over the last few years,” Barrett wrote. “Currently the company is being run by a CFO and a product manager. The challenge for Intel is to get someone who understands the business of making chips, not someone who spends their time splitting the company into two pieces.”

In his most controversial statement, Barrett suggested: “a far better move might be to fire the Intel board and rehire Pat Gelsinger to finish the job he has aptly handled over the past few years.”

A national priority

Barrett also called for stronger government support to help Intel compete globally, urging the Biden administration to act more decisively in implementing CHIPS Act funding. He pointed out that past administrations have moved more swiftly to aid strategically important industries and suggested that US semiconductor manufacturing could benefit from a similar approach.

“The government can help by pushing US firms to use a US foundry. The government can also make an investment in Intel like they have done with other struggling institutions critical to the US economy and national security,” he wrote, adding pointed criticism about implementation delays. As Intel navigates this crucial juncture, Barrett’s perspective underscores the high stakes involved. Rather than dismantling the company, he argues that Intel’s best path forward lies in capitalizing on its newfound technological momentum and securing the right leadership to sustain it. With global semiconductor dominance hanging in the balance, the decisions Intel makes in the coming months could shape the future of the industry.

Enterprise mobility 2025: Automation lightens the load

Enterprise mobility today is basically synonymous with unified endpoint management (UEM) software, which unifies and centralizes the management of phones, tablets, PCs, and other devices. UEM grew out of earlier mobile management tools in the late teens and came to prominence during the Covid-19 pandemic when office workers worldwide shifted to remote work.

Now a well-established product category, UEM platforms have continued to broaden their scope and introduce new features. Here are the most important trends to know about in 2025.

Early days for genAI in UEM

With all the hype around artificial intelligence (AI) and particularly generative AI (genAI) over the past few years, you’d be forgiven for expecting these tools to be taking over UEM platforms. But we’re not quite there yet.

“At this time, AI and genAI implementation into UEM platforms is limited, and vendor marketing claims often exceed product capabilities,” says Tom Cipolla, senior director and analyst at research firm Gartner.

Among the areas where AI and genAI could enhance UEM, Cipolla says, are genAI-infused chatbots to simplify product usage, AI-generated actionable insights to improve endpoint management and digital employee experience (DEX), and improved script generation through genAI.

But for the most part, none of this is happening yet. “Gartner clients report limited usage of current genAI features,” Cipolla says.

“Overall, it’s still early days” for genAI in UEM, says Andrew Hewitt, principal analyst at research firm Forrester. “The most advanced use cases today are the ones for anomaly detection — in other words, being able to look at historical data and point out outliers that indicate an experience or security issue.”

The use cases around genAI, such as natural-language querying of estate data and end-user self-service, “are still pretty immature,” Hewitt says. “Most of the offerings are new here, and it will take time for them to develop into full-fledged offerings.”

[ Free download: UEM vendor comparison chart 2025 ]

A bigger focus in the UEM market these days is on automation tools to boost task efficiency.

“Throughout our numerous conversations with Gartner clients, they all need to increase the speed of typical endpoint management tasks,” Cipolla says. “Complicating this is the fact that they must also reduce the operational labor required for endpoint management.”

In response, they are leveraging UEM intelligent automation capabilities such as automatic policy standard enforcement and autonomous endpoint management (AEM), a next-generation capability that is enabled by new functionality within advanced endpoint management tools, Cipolla says.

“AEM leverages configuration, compliance, risk, performance, and experience data to intelligently perform common endpoint management and DEX tasks,” Cipolla says. “The first foundational use case for AEM is autonomous patching that accelerates patch deployment and compliance and reduces IT overhead and degradation of digital employee experience.”

UEM vendors are continuing to modernize their endpoint management approaches “by embracing the latest and greatest [management tools] of the OS vendors, such as Apple Declarative Device Management (DDM) and Android Management API (AMAPI),” Hewitt says. “We will continue to see vendors innovate here and build additional customizations on top of these native capabilities.” 

Another key trend is the ongoing focus on the data collected by UEMs. “This is the biggest transformation that’s happened in UEM since the rise of modern Windows management, and it’s a consistent trend from last year,” Hewitt says. “Nearly every vendor is leveraging some form of data, whether real-time or event-driven, to better support automation, DEX, and security use cases. Expect this to continue for the next three years.”

As a result of the trend around data — and despite the slow uptick of genAI — nearly every vendor is focusing on building more AI into their platforms, Hewitt says. “Expect to see more ML [machine learning]-based anomaly detection, suggested remediations and configuration setups, and generative AI for user support,” he says.

Many UEM platforms are starting to offer tools that allow for natural-language querying of the platforms, to extract data and information via chatbots, and so on, says Phil Hochmuth, program vice president, enterprise mobility, at research firm IDC.

Some are developing advanced automation features that allow AI to scan for endpoint vulnerabilities and suggest or automatically apply patches or other remediations, Hochmuth says.

UEM providers are also looking to strengthen the cybersecurity capabilities of their platforms.

“We continue to see vendors investing in bringing more endpoint security capabilities into their stack,” Hewitt says. “This has focused primarily around vulnerability management, either natively or through third parties.”

Market moves and outlook

The most notable vendor transaction over the past year, Cipolla says, was the sale of VMware to Broadcom and the subsequent spinoff and sale of VMware’s end-user computing (EUC) portfolio, including its UEM platform, to KKR. The spun-off EUC unit became an independent company rebranded as Omnissa.

With the sale now complete, “Omnissa now sets its own direction and product strategy while also providing the capability for customers to maintain established bundled contracts with non-EUC Broadcom products through a partnership reseller agreement,” Cipolla says.

So far the new provider has been “pretty well-received as a standalone vendor, but competitors are making a play to draw away customers who might be questioning the new vendor going forward,” Hochmuth says.

Forrester has “not seen mass moves away from VMware now that they are the independent Omnissa,” Hewitt says. “We expect Omnissa to accelerate its momentum after a year of big changes. Most UEM customers are optimistic about the future of Omnissa given its independence from VMware and Broadcom.”

Pricing of UEM platforms has remained relatively stable, outside of nominal increases as a result of global inflation, Cipolla says. “Many vendors have simplified their licensing models by creating bundled tiers,” he says.

Hochmuth, on the other hand, says prices might actually be declining on an application service provider (ASP) level for basic UEM/mobile device management (MDM) functions. “However, vendors are having success charging for premium features, such as AI-based automation, end-user analytics, and digital employee experience features and modules,” he says.

The market is clearly getting more competitive. “There are number of vendors looking to enter the UEM market, mainly from the RMM [remote monitoring and management]/endpoint patching space,” Hochmuth says. “These include NinjaOne, Automox, and to some extent, Tanium.”

Despite the UEM market being very mature with a few vendors holding significant market share, Gartner has observed an increase in the number of operating system-specific endpoint management tools that can be used alongside comprehensive UEM platforms for specific use cases including discovery and OS and third-party application patching, Cipolla says. Among the vendors offering these tools are Adaptiva, Automox, Jamf, NinjaOne, and Tanium.

“These tools address feature gaps and augment and accelerate device management,” Cipolla says. “Gartner predicts that this trend will continue until mainstream UEM tools fully address these needs, resulting in a new growth opportunity for endpoint management vendors to compete with mainstream established UEM tools.”

[ Free download: UEM vendor comparison chart 2025 ]

Related: See how mobility management has evolved over the past decade

Download the UEM vendor comparison chart, 2025 edition

Unified endpoint management (UEM) is a strategic IT approach that consolidates how enterprises secure and manage an array of deployed devices including phones, tablets, PCs, and even IoT devices.

As hybrid work models have become the norm, “mobility management” has come to mean management of not just mobile devices, but all devices used by mobile employees wherever they are. UEM tools incorporate existing enterprise mobility management (EMM) technologies, such as mobile device management (MDM) and mobile application management (MAM), with tools used to manage desktop PCs and laptops.

Like the EMM suites they evolved from, UEM platforms help companies secure their mobile infrastructure, as well as control device policies and manage mobile apps, content, networks, and services. UEM tools merge those capabilities with functionality typically found in client management tools (CMTs) used to manage desktop PCs and laptops on a corporate network.

With the ability to create policies that can be deployed to many devices and operating systems, UEM products reduce both manual work and risk for IT. They also deliver insights into how devices and apps are used by employees, which can be used to improve cross-functional workflows. Most recently, some UEM platforms have begun incorporating generative AI features.

Download our chart to see which features and functions eight major UEM platforms offer across nine categories, from device and application management to security, analytics, and automation. Computerworld thanks Phil Hochmuth, program vice president for endpoint device management and enterprise mobility at IDC, for his guidance on the features and vendors included in the chart.

This chart was originally published in May 2013 and most recently updated in March 2025.