NASA's next-gen robot will explore space and do your chores at home
The robot will be utilized in three sectors: commerce, space and personal home
use -- in that specific order, from structured to unstructured environments.
"Structured means you can control the environment," Cardenas says. "Unstructured
means the environment is very dynamic – and there's no more dynamic environment
than the home, right?" Before Apollo can become your newest family member, the
robot has to be affordable, safe and agile enough to operate in such a dynamic
environment. ... "One of NASA's goals is not just to develop technology for
space exploration," said Azimi. "We also want these technologies to be available
for use on Earth and that the outcome of the development projects that we
undertake with our partners will be available to as many people as possible, to
the maximum benefit of humanity in general." One major way Apollo will be able
to help humanity is by supporting the commercial sector. Apollo will mitigate
supply chain issues by doing the jobs that people don't necessarily want to do
but are still vital to sustaining industry and the economy.
Five Actionable Success Tips for Security Professionals in 2023
Have a personal incident response plan - We all have CIRT/SIRT teams, major
incident response plans and playbooks, but how many of us consider the real
personal impact if we need to deploy these plans? Everyone has a home life, and
they will differ greatly, but no one can run 24/7. Some of us have caring
responsibilities, and we all get stressed. ... Turn the camera on/go into
the office (if you have one) - This is about making connections and
re-connecting in a post pandemic world. Lots of us may have lost our offices but
it’s so important to try and keep the human connectivity within technical
professions. ... Know your business - This is focused on understanding
how the business you work for makes its money. Working in cybersecurity and GRC,
we are keen to see risks mitigated and controls applied, but the biggest risk to
a business is that it doesn’t survive, and we need to be clear that our job is
to help the business grow by protecting what it cares about and being trusted
advisors, not the people who say
The Hidden Cost of Software Automation
Nothing is free. Even after we automate a process, it is not free. We shift the
entire cost from manual work to the cost of creating and maintaining the
automation. It is the maintenance cost of automation that a lot of time gets
neglected. Assuming the automation code no needs to change and improve, there’s
still a need to upgrade the tools or library from time to time. These are all
future overhead that is not present when creating the automation. ... After a
while, the people who created the automation were no longer on the team. Nobody
feels it’s a problem, as it still works. The people who created it don’t even
remember it as well, as it was created “centuries” ago. But like any software,
nothing lasts. One day, something needs to change. This automated code is like a
black box to the entire team. We cannot do incremental evolvement to it. The
only option is to recreate everything from scratch without having a reference of
what was done internally in the past. The bigger the automation, the costlier it
is to rebuild one. The cost of lost context has no warning sign. It’s a time
bomb that is not IF, but WHEN it will explode if we don’t attend to it.
The Future of Technology Depends on the Talent to Run it
First, we need an upskilled team, trained in the technical competencies that
will allow us to create and upgrade our products or services. We also need a
consistent team, AKA low turnover. Our team should benefit from the
institutional knowledge that comes with longer staff tenure. This means that we
need to keep our staff happy enough to stay onboard, but it also means that we
need to be scaling our teams thoughtfully, not recklessly. We’ve seen how
companies that grow too quickly can end up suffering from sudden layoffs. This
impedes company success, both because of a shrunken staff and because workers on
the job market will be less interested in working for companies that could let
them go with little notice. And finally, to get to the point where we have a
highly skilled team with low turnover, we need to streamline our hiring and
onboarding processes.
Is Your Data Team Enabled To Deliver The Killer Punch?
Even Financially, it makes more sense to embed Data into the Product teams.
Traditionally Data Teams are often treated as Cost Centres while Product teams
are as Profit centers. When we nurture an aggressive ambition to leverage data
as differentiators and identify possible new revenue opportunities, it’s
ironic to continue Data as part of cost centers that are highly vulnerable to
cost-cutting and first in line to get hit by Industry slowness. It’s akin to
cutting the limb and taking up a driving job !! This dilemma about
“Centralized or Federated” Data teams doesn’t have a cookie-cutter response;
it’s a function of organizational maturity. A centralized model is a
foundational step; this will help to identify, establish and refine the scope,
process, guidelines, and, more essentially, harvesting niche data talents.
When the journey commences here, it shouldn’t end but evolve. The Federated
model is the next, the Product teams have an embedded data component similar
to the Agile team having a functional tester. Certain non-negotiables, such as
Data Privacy ( e.g., GDPR) security, Data Governance, and Cross product
features, will require a representative(s) from product teams to come together
to establish and implement enterprise guidelines.
3 Essential Tips for Adopting DevSecOps
Build generation is the best time to include a scan that checks to see if new
vulnerabilities have been added. This scan should check the entire
application, not just the new code. Adding this check to the pipeline will
force developers to update and patch vulnerabilities in order for the pipeline
to run. ... A good observability setup is not just for monitoring application
health. It can also be helpful for identifying security issues. For example, a
spike in an endpoint can be an attack. Therefore, you want to create
intelligent alerts that combine information about access sources, failed
access attempts, operating systems and databases. Along with these alerts, you
can add some predefined actions to prevent an attack from taking down your
application. For example, try to figure out your app’s average usage and block
or redirect access if you get an unexpected spike. But make sure that you’re
on the same page with marketing and other departments so that you can properly
prepare and change your limits when a spike is detected or predicted.
Complexity is the enemy of cloud security
Most IT shops don’t consider complexity a significant metric to track when
researching cybersecurity or cloud security. It’s often neglected because most
security is a siloed set of processes. The architecture teams look at security
as a black box where stuff is tossed over a wall and somehow magically becomes
secure. We’ve needed to integrate security with development, architecture, and
operations for a long time. Some organizations practice devsecops
(development, security, and operations) and integrate these concepts, bringing
everyone’s expertise to bear on all problems. In an ideal world, security is
never somebody else’s problem because the lines of demarcation between
development, architecture, security, and operations do not exist. Everyone
works together across all development, design, and deployment aspects.
Security is systemic to everything, which is the correct way to view it. When
security is everywhere, it also becomes a factor when defining core cloud and
non-cloud architectures, including the amount of complexity introduced and how
to effectively manage it.
How Can Emerging Technology Actually Drive Value for Companies?
There is a connection between advancing data management analytics practices
and the ability to derive value from emerging technologies. The most
successful companies understand how to turn emerging technology into action.
The framework for making emerging technology actionable begins with the
question: Is the technology ready for your company? “Can it do what your
business needs it to do?” Hopkins asked. Next, leaders need to consider if
their companies are ready for the technology. “We really think about three
maturity windows in which the emerging technologies will deliver return on
investment,” Hopkins said. Already, some of these technologies are being
widely used in companies today. “There's cloud data computing and natural
language processing. Those things are delivering benefits for mainstream
average firms today,” Hopkins pointed out. Others on the list, like
explainable AI, edge intelligence and intelligent agents, are two to four
years out for most firms, according to Hopkins. TuringBots, Web3, and extended
reality could be five or more years out.
IT leaders adjust budget priorities as economic outlook shifts
These days, IT leaders are keeping a closer eye than usual on pricing, and in
some cases are buying out their long-term cloud contracts to give themselves
more flexibility. “Executive leadership doesn’t want to hear we’re locked in
and can’t move,” US Silica’s Piddington says. Vendors “want to true you up but
never want to true you down,” he adds, and shorter-term contracts can help
incent them to do so. ... Although the supply-chain shortage and other factors
have caused prices to increase for two or three years now, IDC’s Minton says
IT buyers have had enough. “There’s pushback now,” he says, and when there was
once more tolerance for the reasons behind vendor price increases, IT leaders
are now saying they just can’t keep pace and must keep budgets within a narrow
range. Piddington agrees, saying that the situation is forcing IT executives
to “be smarter” and understand where the opportunities are within each vendor
relationship to “pull the right levers.” Having strong relationships with
vendors, and not just engaging in transactional deals, can “give you more
potential” to create the flexibility to work with them on pricing.
Australia to develop new cyber security strategy
It would be unreasonable to expect to see detailed policy proposals, given
that the minister was announcing work to develop a strategy, not the strategy
itself. But her stated goal is to make Australia “the world’s most
cyber-secure country by 2030”. O’Neil listed four ways that the government
plans to make that happen: bringing the nation into the fight to protect
citizens and the economy; strengthening international engagements so that
Australia can be a global cyber leader; strengthening critical infrastructure
and government networks; and building sovereign cyber security capabilities.
During questions after the address, O’Neil said: “We’re not spending enough on
cyber defence at the moment. One of my challenges is how we are going to
address that problem.” She noted that securing government infrastructure will
be expensive. The minister appeared to be calling for bipartisan support for
the development and implementation of the strategy when she said: “Many in the
opposition are good, thoughtful people who know that the approach we are
taking – strong, serious, depoliticised – is how we make our country
safer.”
Quote for the day:
"Leadership is a way of thinking, a
way of acting and, most importantly, a way of communicating." --
Simon Sinek
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