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Major network vendors team to advance Ethernet for scale-up AI networking

“AI workloads are re-shaping modern data center architectures, and networking solutions must evolve to meet the growing demands,” wrote Martin Lund, executive vice president of ’s common hardware group, in a blog post about the news. “ brings together AI infrastructure operators and vendors to align on open standards, incorporate best practices, and accelerate innovation in Ethernet solutions for scale-up networking.” ESUN will focus solely on open, standards-based Ethernet switching and framing for scale-up networking—excluding host-side stacks, non-Ethernet protocols, application-layer solutions, and proprietary technologies. The group will expand the development and interoperability of and for scale-up networks, the OCP stated in a blog: “The Initial focus will be on L2/L3 Ethernet framing and switching, enabling robust, lossless, and error-resilient single-hop and multi-hop topologies.” ... “Scale-Up” AI fabrics (SAIF) provide high-bandwidth, low-latency physical network interconnectivity and enhanced memory interaction between nearby AI processors,” Garter wrote. “Current implementations of SAIF are vendor-proprietary platforms, and there are proximity limitations (typically, SAIF is confined to only a rack or row). In most scenarios, Gartner recommends using Ethernet when connecting multiple SAIF systems together. We believe the scale, performance and supportability of Ethernet is optimal.”

Moving Beyond Awareness: How Threat Hunting Builds Readiness

The best defense begins before the first alert. Proactive threat hunting identifies the conditions that allow an attack to form and addresses them early. It moves security from passive observation to a clear understanding of where exposure originates. This move from observation to proactive understanding forms the core of a modern security program: Continuous Threat Exposure Management (CTEM). Instead of a one-time project, a CTEM program provides a structured, repeatable framework to continuously model threats, validate controls, and secure the business. For organizations ready to build this capability, A Practical Guide to Getting Started With CTEM offers a clear roadmap. ... reminds us that awareness is an essential step. Yet real progress begins when awareness leads to action. Awareness is only as powerful as the systems that measure and validate it. Proactive threat hunting turns awareness into readiness by keeping attention fixed on what matters most - the weak points that form the basis for tomorrow's attacks. Awareness teaches people to see risk. Threat hunting proves whether the risk still exists. Together they form a continuous cycle that keeps security viable long after awareness campaigns end. This October, the question for every organization is not how many employees completed the training, but how confident you are that your defenses would hold today if someone tested them. Awareness builds understanding. Readiness delivers protection.

Beyond the checklist: Building adaptive GRC frameworks for agentic AI

We must move GRC governance from a periodic, human-driven activity to an adaptive, continuous and context-aware operational capability embedded directly within the agentic AI platform. The first critical step involves implementing real-time governance and telemetry. This means we stop relying solely on endpoint logs that only tell us what the agent did and instead focus on integrating monitoring into the agent’s operating environment to capture why and how. ... The RCV is a structured, cryptographic record of the factors that drove the agent’s choice. It includes not just the data inputs, but also the specific model parameters, the weighted objectives used at that moment, the counterfactuals considered and, crucially, the specific GRC constraints the agent accessed and applied during its deliberation. ... Finally, we must address the “big red button” problem inherent in human-in-the-loop override. For agentic AI, this button cannot be a simple off switch, which would halt critical operations and cause massive disruption. The override must be non-obstructive and highly contextual, as detailed in OECD Principles on AI: Accountability and human oversight. ... We are entering an era where our systems will act on our behalf with little or no human intervention. My priority — and yours — must be to ensure that the autonomy of the AI does not translate into an absence of accountability.

Beyond Productivity: AI’s Role in Creating Hyper-Personalized and Inclusive Employee Experiences

enhances employee experiences by analyzing unstructured information, understanding natural language and interpreting intent. takes this further by acting as a centralized, intelligent interface – integrating data sources, maintaining contextual awareness, adapting to individual goals and autonomously executing tasks – minimizing the need for employees to navigate multiple systems or support channels. From onboarding to learning, wellness, feedback, and career progression, it provides a seamless connected experience. Furthermore, AI systems can continuously learn from an employee’s behavior, preferences, and goals to provide real-time, tailored experiences. ... As powerful as AI is, it’s success in employee experience hinges on how well it aligns with human-centric values. Personalization must never feel intrusive, and inclusivity efforts must be grounded in empathy, transparency, and consent. Enterprises must adopt a responsible AI approach – ensuring fairness, explainability, and ethical data use. Employees should have clarity on how AI systems work, how data is used, and how decisions are made. Moreover, they should always have the option to challenge or override AI-driven outcomes. Leadership, HR, and IT teams must work together to create governance frameworks that reinforce trust – because even the most advanced AI fails if employees don’t feel seen, respected, and safe.

5 ideas to help bridge the genAI skills gap

Instead of focusing narrowly on technical skills, has shifted its training toward cultivating adaptable mindsets. “We want to develop curiosity, critical thinking, and creativity — skills that aren’t easily replaced by AI,” said Prasad, stressing that traditional classroom-style learning is insufficient when the competitive environment demands experimentation and rapid application. Employees are given access to a range of AI tools such as , Google Gemini, and , and encouraged to experiment safely in R&D environments. ... Rather than pulling people out of their daily job for separate training sessions, the company embeds training directly into daily workflows at the points where people are likely to be confronted with the need for learning material. Digital adoption platforms like provide in-system nudges and tips directly in the tools recruiters use, guiding them in real time. Recruiting system training is integrated within the application. Users don’t know they’re interacting with a digital coach that’s training them to use the system and its AI features, such as candidate sourcing, resume analysis, and client outreach, effectively. According to Busch, the payoff is measurable: “How-to” support questions have been reduced 95% since implementing workflow learning.

Digital transformation works best when co-owned — but only if you do it right

All too often, the has gone in alone to the , , or board to argue the benefits of a digital project in order to obtain funding. A sounder approach is to confirm the need for a digital solution to a particular business problem with the CxO in charge of that business area, and to then go in together to the budget meeting so that both the technology and the business values can be effectively presented. Secondly, there is no reason the IT budget must bear the full costs of a co-owned project. ... A first step for CxOs and CIOs toward a new, unified value creation paradigm is to root out the historical roadblocks that stand in the way of executive cooperation. CxOs must fully engage in digital projects from start to finish, and CIOs must be willing to accept co-star (instead of star) billing in projects. Most CIOs are making this shift in thinking, but CxOs still lag in project participation. Second, CIOs must gain CxO hard-dollar budget commitments for digital projects. When both co-fund and advocate for digital projects in front of the board, CEO, and CFO, both have skin in the game. Third, co-assign executive leadership responsibilities for key project milestones. The CxO might be responsible for defining the business use case and what a specific digital solution must deliver, while the CIO might be responsible for developing the solution.

Australian legislators spar with platforms, each other over age assurance laws

If there’s one thing every platform can agree on when it comes to age assurance, it’s that biometric age verification measures are a good idea – but probably just not for them. The latest to suggest that maybe they aren’t subject to the law are and . The companies have reportedly made the case to that there are potential legal workarounds to Australia’s incoming social media regulations, which will prohibit users under 16 from having accounts. ... “We’re doing these things, ultimately, for the good of young people in Australia. It will span television, radio, digital. There will be some on billboards near schools around the country. They’ll see it on TV. They’ll see it online. They’ll see it, ironically, on social media, because until the 10th of December, it is legal for kids to be on social media. And if that’s where they are, that’s where we need to talk to them about what this means and why we’re doing it.” ... There is, in questioning from Senator David Shoebridge of the , an apparent desire to assign blame to age verification providers. He argues that Australia’s privacy laws aren’t yet ready to accommodate such data collection, in that doesn’t include requirements for the deletion of data. He asks about workarounds, like masks and VPNs.

5 Must-Follow Rules of Every Elite SOC: CISO’s Checklist

Even the best analysts can’t detect everything alone. When communication breaks down and teams work in silos, critical context slips away; alerts are missed, work gets repeated, and investigations slow to a crawl. That’s why collaboration has become a core part of modern SOC performance. Inside the , the lets analysts join the same live workspace, share results in real time, and coordinate across roles without switching tools. Team leads can assign tasks, monitor progress, and track productivity; all from a single interface that keeps the team aligned, no matter the time zone. ... Every SOC knows the feeling; too many alerts, too many clicks, not enough time. Analysts lose hours on repetitive actions: opening files, running scripts, clicking through pop-ups, or solving CAPTCHAs just to trigger hidden payloads. With inside the ANY.RUN sandbox, all those steps happen automatically. The system opens malicious links hidden behind , interacts with fake installers, solves CAPTCHAs, and performs other routine actions; no human input needed. The sandbox handles these interactions on its own, exposing every stage of the attack chain in a fraction of the time. ... Even the best detection tools miss things. False negatives happen all the time; a file marked “safe” can still hide malicious behavior deep in its code or trigger only under specific conditions.

Identifying risky candidates: Practical steps for security leaders

Today’s fraudsters and malicious insiders often leave digital breadcrumbs outside a traditional organization’s direct visibility. Hiring teams cannot connect those breadcrumbs on their own, and they should partner with the security team to surface hidden affiliations, past fraudulent activities, or concerning behavioral patterns as a part of the overall candidate assessment. ... Outside-the-firewall checks are especially important in a remote or hybrid work environment where face-to-face verification is limited. The practical takeaway is that companies need to broaden their visibility: the more you combine traditional HR processes with external digital risk signals and collaborate across internal teams, the harder it becomes for a fraudulent candidate to work within your company undetected. ... Employees under stress or facing job insecurity may become more prone to misconduct, either through negligence or malice. Those with declining performance reviews, who are facing disciplinary action, or that have presented resistance to security upgrades are worth closer scrutiny. Employees that give notice of resignation should be keenly watched for unauthorized activity. ... The definition of insider threat is shifting. Where once the focus was on accidental misconfigurations or negligence, today it increasingly includes malicious acts, fraud, and hybrid cases where dissatisfaction or personal pressures drive risky behavior.

CISO Conversations: Are Microsoft’s Deputy CISOs a Signpost to the Future?

Microsoft may be unique in its size and complexity. But the difficulties faced by its CISO, Igor Tsyganskiy, are the same as those faced by all CISOs – just writ much larger. The expansion of the CISO role from governance (security), to include compliance (legal), internal app and external product development (engineering), integration with business leaders (business knowledge and communication skills), artificial intelligence (data scientist) and more, implies the solution adopted Tsyganskiy should be considered by all CISOs. ... It is encouraging that both top Microsoft dCISOs believe that such career success can be achieved by anyone with the right attitude. “Personally, I like to understand technology to a deep level. But it isn’t absolutely essential,” explains Russinovich. “You can delegate things, just like Igor is delegating his need for deep understanding of everything to a pool of dCISOs. Some level of technical understanding will always be crucial, because otherwise you’re just completely disconnected. But I think you can be an effective CISO without being as technically deep as I personally like to be.” Johnson agrees that you can have a successful career in cyber without prior cyber qualifications. “You need to have the aptitude. You need to be willing to learn every day. You need to be willing to accept what you don’t know, and you need to network,” she says.

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Daily Tech Digest - October 16, 2025