All personal experience, working in a relatively different industry (fashion/retail versus tech), but...
'1. We don’t value 20th century workplace rules.
Which is fine. The ideas that people need to work X hours, and those hours need to be 8-5, and that bosses need to micromanage schedules are very outdated. However...
We are a generation of hackers, tinkerers and shortcut takers. We want the best, most efficient and logical approach.
Sure, in theory. The problem is, when you're working in a medium company and you're working with cross functional teams and vendors and a supply chain, many of which are not in the same language and have contractual arrangements, your "hacking and tinkering" can cause massive issues and incur millions in costs.
'2. We don’t want to be another cog in the wheel.
This confused me for a long time. Every survey, including the one they cite in the article, comes to this conclusion... yet, grads seem super happy to be cogs in the wheel if it means a cool job title, for a cool company.
To be honest, I think the way this manifests in practice is that the status afforded by the job is more important than money as a marker among millennials. They'd rather be "social media analyst" for Apple rather than "workplace efficiency consultant" for Capgemini, even if both are basically the same job, with the former paying 20% less.
'3. We need to have our voices heard.
Does your company culture allow for anyone to highlight a critical problem? Can the most junior person on the team share an idea to improve a product or process?
Cool, again, this comes down to practice. Of course you want all ideas heard; the problem I've constantly found in retail has been that everyone thinks they know how to run a successful retailer. I can't tell you how many times we'd hire a junior buyer immediately out of college who thought they could solve every problem in the company, despite no experience.
This is why the filtering process - yes, your ideas should be heard, that's part of training as well as enhancing the company. But it doesn't need to be in a meeting with the President.
'4. We don’t like business software.
This is very true. However, purchasing enterprise software for a large company is a massive undertaking and a huge expense. For a ~2000 person company to change their purchase order management can be $8m in licensing fees and implimentation, an implied $1.8m in training costs with an explicit $250k for outside consulting, and an inevitable productivity loss as people make mistakes on the new system.
The mistake most people make, that's totally fair, is not including end business users in the selection process early or often enough.