Data architects can systematically examine the information concepts in the information map and define corresponding data entities for each of those concepts. There is no assumption that the data model and the information map will be identical. Data architects will apply data modeling techniques to formalize data entities as appropriate. The information map’s role is rather to provide business ecosystem transparency, delivering a business-driven perspective to ensure that data models and related deployments enable and do not hinder the organization they are meant to benefit. As data entities are defined, data architects can leverage information concept relationships to establish corresponding relationships among data entities in the data models. All information maps have a set of relationships that data architects may interrogate to derive their entity relationships. The next step is to attribute the data entities. Figure 5 depicts data attribute derivation using child capabilities defined under Agreement Management.
To show how such an attack would work, Kettle pointed to an exploit he executed against Netflix where front-end servers performed HTTP downgrading without verifying request lengths. The vulnerability allowed Kettle to develop an exploit that triggered Netflix's back-end to redirect requests from Netflix's front-end to his own server. That allowed Kettle to potentially execute malicious code to compromise Netflix accounts, steal user passwords, credit card information, and other data. Netflix patched the vulnerability and awarded Kettle its maximum bounty of $20,000 for reporting it to the company. In another instance, Kettle discovered that Amazon's Application Load Balancer had failed to implement an HTTP/2 specification regarding certain message-header information that HTTP/1.1 uses to derive request lengths. With this vulnerability, Kettle was able to show how an attacker could exploit it to redirect requests from front-end servers to an attacker-controlled server.
Too many of us are still reliant on older server platforms that make it harder to roll out security solutions through Active Directory. We may have Server 2016 and Server 2019 servers in our network, but we’re not taking advantage of the security features of that domain functional level. Too many of us are still on older forest and domain functional levels because we have older servers or applications and a lack of testing that keep us from rolling out these newer features. Or we have vendors that won’t certify newer platforms and Active Directory features. Raising your forest level to 2016 provides many features that better protect the network such as privileged access management and automatic rolling of NTLM secrets on a user account. If your functional level is still 2008 R2, you don’t have a UI for the Active Directory recycle bin, which makes it easier for recovery. It also doesn’t allow you to get rid of an old security hole of unchanging passwords on your service accounts if you are still running 2008 R2 functional level.
The Confidential Cloud is a secure confidential computing environment formed over one or more public cloud providers. Applications, data, and workloads within a Confidential Cloud are protected by a combination of hardware-grade encryption, memory isolation, and other services in the underlying host. Like micro-segmentation and host virtualization, resources within a Confidential Cloud are isolated from all processes and users in a default zero-trust posture. But the Confidential Cloud does more than isolate network communications, it isolates the entire IT environment used by a workload—including compute, storage, and networking. That enables support for virtually any application. Because Confidential Cloud protection is inextricably part of data, the protection extends wherever the data goes. Legacy enterprise perimeters are defined by physical appliances, but a Confidential Cloud’s perimeter is established by an inextricable combination of hardware isolation, encryption, and explicit least-privileged access policy.
For many businesses though, this has led to employment issues, especially as the workforce ages. Knowledge loss is an increasingly common problem. According to the Service Council, 70% of service organisations say they would be burdened by the knowledge loss of a retiring workforce in the next five to 10 years, while 50% claim they are currently facing a shortage of resources to adequately meet service demand. Automation is great, but it will only go so far to help. Interestingly, the TSIA recently found that half of all field services organisations don’t have a formal career path in place for their field service engineers. This, in my view, is a huge point of unnecessary commercial risk. These organisations are not doing enough to prepare younger service techs for a mixed reality future – one where they will have to work more closely with digital technology and machines than any previous generation. It won’t happen by accident. There is certainly a need for an integral ‘system of record’ that captures accurate data about equipment ‘as maintained’.
HumanDebt™ is the equivalent to Technical Debt but for people. All of the initiatives, the projects, the intentions we (the organisation) had to do better by our employees, but we abandoned halfway. All of the missed opportunities to make their lives and their work easier and more joyful. All of the empty talk on equality, respect, lack of blame, courage and trust. All of the missing focus on empowered teams and servant leadership. All of the lack of preoccupation or resources for building better team dynamics. All of the toxic culture created by these. That’s Human Debt. ... It is tempting to believe that this type of debt is the organisation’s problem only. Even more tempting is to believe that it only happens at that macro, cultural level and that that is the only level where it can be fixed. Both are fallacies though. It’s important that the organisation has a degree of recognition, which enables them to offer "organisational permission" and help, as there really is only one solid thing to start with - empower teams to work on their own dynamics and improve their happiness by giving them the resources they need to do so.
Toxic behavior may have occurred less frequently or been less noticeable during the pandemic. “There has been more stress but also a lot of grace-giving and cutting-of-slack to account for whatever people have going on in their personal and professional lives,” Cuthbert says. “The water cooler is gone and hasn’t been replaced and there is less of a forum for those who are negative or unhappy.” But it can take numerous forms. “Motivating through fear and unattainable goals and timelines, obfuscating expectations and scope of job descriptions or projects, not clearly identifying the North Star and who is doing what, being inconsistent in holding people accountable, dominating, yelling, talking over others, and interrupting are all signs of toxic behavior,” Mattheis says. “Working remotely has not changed that reality. What it has done is adjust how it looks and feels as well as made it more difficult to speak to it and hold people accountable.” Like dealing with a toxic boss, responding to a peer’s unhealthy dynamics can be tricky, but there are constructive approaches for using emotional intelligence to address the issues and mitigate their impact on your own productivity and well being.
The semiconductor industry is predicting a possible recovery in 2023. But who knows what demand will be at that time, Sadana said. Part of the problem is that current semiconductor foundry capacity is not adequate to meet the recent surge in global demand, wrote Baron Fung, industry analyst at Dell'Oro Group, in a recent blog. “The cost of servers and other data center equipment is projected to rise sharply in the near term partly due to the global semiconductor shortages,” Fung stated. “An increase of server average selling prices could approach the double-digit level that was observed in 2018, which was another period of tight supply and high demand. However, in the longer term, we anticipate that supply and demand dynamics could reach equilibrium and that technology transitions could drive market growth.” ... “We continue to proactively manage the supply chain, and our strategic relationship with Broadcom is helping us in this regard. Importantly, we have secured vendor commitments that will allow us to accelerate product delivery and bring down backlog as of Q2 and beyond,” Thomas stated.
Containers provide the infrastructure to realise a microservices architecture in practice. It provides individual standalone components for an app that can be independently replaced, changed, or removed without jeopardising the rest of your infrastructure. This is essential to realise the cloud-native vision because the completeness of a container package and its agnosticism to its environment ensures the portability needed for cloud-native apps – containerised apps can be deployed in whatever cloud environment you operate in, whether it be public, private, or hybrid. The use of containers in the cloud-native model thereby brings speed and scalability that cannot be achieved through traditional systems architecture, and addresses a fundamental business need: for changes in software to be applied quickly and seamlessly so that tasks can be completed efficiently and inexpensively. For all these reasons, containers are one of the biggest trends in enterprise software development
"To some extent, some of these activities are already going on across the federal government, but they're running largely in stovepipes. So the idea is that we bring together our partners in the government and our private sector partners to really mature this planning capability," Easterly said. Besides CISA and its parent organization, the Department of Homeland Security, other federal government participants will include the U.S. National Security Agency, U.S. Cyber Command and the FBI. Easterly announced nine companies have signed up to participate,: CrowdStrike, Palo Alto Networks, FireEye, Amazon Web Services, Google, Microsoft, AT&T, Verizon and Lumen. The JCDC will build on the relationships CISA has with Information Sharing and Analysis Centers, or ISACs, which represent various industries. The concept for the new initiative came from the Cyberspace Solarium Commission, which published its report in 2020 (see: Senate Approves Chris Inglis as National Cyber Director).
Quote for the day:
"Added pressure and responsibility should not change one's leadership style, it should merely expose that which already exists." -- Mark W. Boyer