The role of the first receiver is first and foremost to allow for the effective leveraging of the utility value of the IoT data. At the center of this is the role of governance and data primacy. The first receiver assumes, but does not necessarily dictate, that the owner of the IoT data will be the enterprise that owns (or minimally controls) the IoT subsystems. Noting that a single record generated from a single sensor message can be utilized by a variety of constituents, internal or external, in a variety of different ways, the aim is to securely and cost-effectively provide a mechanism for allowing the right people/organizations to access and use the right data in the right place at the right time. While the first receiver should also have several other functions associated with it, the key is enabling the right architecture for leveraging the underlying data.
As the cloud becomes more critical to IT and the business at large, demand for cloud skills will only grow. But proving you have the right skills and knowledge in a competitive job market can be difficult. If you’re looking for an extra edge in landing a new job or promotion, cloud certification can be a great option. Certifications measure knowledge and skills against industry benchmarks to help you prove to employers that you have the right mix of cloud skills, knowledge, and expertise. If you’re looking for more general, across-the-board knowledge, a vendor-neutral certification can provide a broad overview of key concepts and foundational expertise. If you’re looking to specialize, whether in your current job or because you’re angling to land a new role, consider specializing in one or more vendor-specific certifications, such as AWS or VMware.
Since first posting the terms of its convertible bitcoin loan online, DigitalX CEO Leigh Travers told CoinDesk he's been contacted by several "investor relations departments of major blockchain companies" with questions about how they can do the same. It turns out, it's not actually that difficult. But, to understand how the bitcoin loan was executed, it's important to grasp a bit about DigitalX's unusual background. Back in March 2014, DigitalX became Australia’s first listed bitcoin company following the reverse takeover of "dying oil and gas firm" Macro Energy. The cash-rich company acquired DigitalX (then called Digital CC), but gave more shares to the acquiring company than the original shareholders had, resulting in a shift of control.
Some researchers think nanomaterials could be useful in mitigating the greenhouse effect and thus slowing or stalling climate change. Scientists at the University of Texas at Dallas have developed a honeycomb-shaped structure built from nanoscale molecules that can trap carbon emissions in the atmosphere. To keep gases from leaking out of the device, the researchers capped its outer surface with vapors of a one-nanometer molecule called ethylenediamine. This protective layer was an attempt to mimic the way bees seal parts of their hives with wax. Another application, developed at Rice University, uses sheets of graphene to recycle waste carbon dioxide into ethylene and ethanol. In a lab test, graphene showed the potential to reduce carbon dioxide by up to 90 percent, converting 45 percent of greenhouse gases into clean fuel. Potential healthcare uses include silicon nanowires that can be absorbed by human cells.
In the past, banks have primarily run paper or desktop cyberattack simulations that focused on who would call whom in the event of a cybercatastrophe. “It’s now emerged to a cyber range, a cybersimulation that allows those cyberwarriors to respond to real-life infections and malware, strengthen their skills, improve the controls in their environment and get ready for what may come one day from a malicious or nation-state actor,” Baich said. “In a cyber range, you take real action and, since it's a virtual environment, it will not impact production systems.” Most large banks are using cyber ranges. But the technique has yet to reach the midtier and smaller banks. Chris Thompson, senior managing director and head of financial services cybersecurity and resilience at Accenture Security, said many organizations can’t afford it.
First, the vehicles are becoming more complicated with many more interconnected systems that all have to be operated precisely to deliver the performance and response demanded by customers. To deal with this, the detail of the models being used on the HiL test rigs needs to be increased so that they cover all the vehicle systems including the engine, electric motors, cooling, suspension and so on. These complex multi-domain models need to run in real time with the appropriate level of detail to feed the control systems. The second challenge is that to make a vehicle autonomous, it must be able to see and interpret its surroundings and this is typically done through a range of sensors including cameras, radars, LiDARs (light detection and ranging) and ultrasound sensors.
In a data-driven world, an organization can rethink many of its old assumptions. When Airbnb, for example, broke away from processes and focused on data, it realized the company doesn’t need to own physical assets (hotels). Aspects of a hotel business that made it competitive in a process-driven world get stood on their head in a data-driven world. People who have apartments in great locations are a different option than hotels and provide different value in the customer experience. In rethinking old assumptions about a business, we can get to where value or opportunities emerge in different places than in a process-defined world. Another example of rethinking assumptions in a data-driven world is the human resources processes.
The first thing to understand as we transition to a world dominated by data and networks (networks being any collection of people, nodes or data that is linked together) is this will not be a bigger version of mobile. It is fundamentally different. And requires a new sensitivity and instinct for how connected systems work. The recent cyber/data attack on the NHS in the UK (and others) point to a fracture in the old ideas and institutions we have come to rely on. Data has now become the great fault line of business, and almost everything we know and have learnt about digital, technology, and in many cases commerce, must be left behind us. We have heard a lot about digital transformation over the past 10 years, as companies grapple to maintain relevance in a mobile-dominated world.
Executives must be proactive in shaping and measuring culture, approaching it with the same rigor and discipline with which they tackle operational transformations. This includes changing structural and tactical elements in an organization that run counter to the culture change they are trying to achieve. The critical cultural intervention points identified by respondents to our 2016 digital survey—risk aversion, customer focus, and silos—are a valuable road map for leaders seeking to persevere in reshaping their organization’s culture. The remainder of this article discusses each of these challenges in turn, spelling out a focused set of reinforcing practices to jump-start change.
The most common AI applications involve direct driver interaction, including advisory systems that monitor acceleration and braking patterns to provide on-board evaluations of a driver’s preferences and intentions for different purposes—characterization of the driver, advice for fuel-efficient driving and safe driving, auto-selecting the optimal suspension and steering modes, simplifying the human-machine interface by estimating the most likely next destination, and preferred settings of the climate control, etc. These systems use traditional AI methods—rule-based, Markov models, clustering; they do not require special hardware. One of their distinctive features is to be intelligent enough to identify the level of acceptance of provided recommendations, and avoid drivers’ annoyance.
Quote for the day:
"What is important for a leader is that which makes him a leader. It is the needs of his people." -- Frank Herbert