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AD01 Blue Prism Developer

Achieving Partner Certification is a requirement of the Blue Prism Engage Partner Program and any partners that do not achieve the minimum requirements will need to make an appeal to our program teams. We want to reward those partners that make the investment in achieving the Partner Certifications and so you can expect the following.
Increasingly customers are wanting to work only with certified partners which is why we have made this a requirement within the first year of being a Blue Prism partner. Our Partner Locator tool will be the primary source of information for customers to identify partners to provide support for their connected-RPA initiatives.

CAPABILITY PROVIDER - Partners that help build scalable, resilient
Blue Prism connected-RPA capabilities for clients using accredited
Blue Prism resources.
• DELIVERY PROVIDER - Partners that deliver successful
Blue Prism connected-RPA client projects using accredited
Blue Prism resources.
• SERVICE PROVIDER - Partners that provide scalable, resilient proven
Blue Prism connected-RPA capabilities as a managed service for clients using accredited Blue Prism resources.
The relevant criteria for your certification will be defined by which of the three types youre being assessed on – but youre not limited to just one type. Partners can be certified as Capability, Delivery, and Service providers, once the relevant certification has been achieved.
We have three levels of certification - Platinum, Gold and Silver - which reflect the level of quality a Partner has/can provide. Platinum is the highest level, reflecting where a Partner has demonstrated exceptional customer success, and a has maintained an all-encompassing base of highly qualified, accredited Blue Prism resources.

Blue Prism Developer
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Killexams : Blue-Prism Developer approach - BingNews Search results Killexams : Blue-Prism Developer approach - BingNews Killexams : A modern approach to enterprise software development

By 2024, 80% of technology products and services will be built by people who are not full-time technical professionals. This is one of the findings revealed by Gartner during its annual Symposium in Barcelona.

Combined with robotic process automation (RPA) and the concept of composable business, in which teams across IT and the business implement composable applications, on the takeaway menu at the Gartner Symposium is the fact that CIOs may need to rethink how and where they allocate resources to support digital business initiatives. 

In a presentation entitled The new economics of technology, Gartner distinguished analyst Daryl Plummer asked delegates to consider what the notion of writing the code means to them. He said: “Is it about writing code or is it something else?”

Low-code and no-code tooling makes it easy enough for almost anyone to “program”, which, according to Plummer, means the business needs to distinguish between tasks that can be achieved by workers using such tooling and where specialist developers are needed.

In fact, using eBay as an example, Plummer suggested that low-code and no-code could be regarded as part of normal work activity. On eBay, for instance, although it provides a site for auctions, all of the actual work – from uploading images of products to writing descriptions and postage – are tasks that eBay customers do for themselves.

It is the concept of “bring your own” application and data analytics, in which employees take on responsibility for creating applications and the analytics needed to do their work. Professional developers are then free to develop the IT integration and governance required to support this environment.

Such a policy on application development may offer IT leaders a way to combat the ever-growing IT skills crisis and work backlog brought on by the business’s appetite for digitisation, artificial intelligence and RPA.

Manufacturer Dyson is a customer of low-code tools provider Mendix. It has used Mendix to develop native web and mobile applications, which can be used at the point of manufacturing or in a distribution centre.

Discussing the opportunities of low-code tools, Tom Wilmot, strategy transformation manager at Dyson, said: “Low code is a fantastic capability for making business react in a secure and safe environment. It enables us to work with IT in a way that we do safely without a full project lifecycle.”

Gartner’s Magic Quadrant report for low-code tools, published in September 2021, forecast that by 2025, 70% of new applications developed by enterprises will use low-code or no-code technologies – up from less than 25% in 2020. Gartner reported that, on average, 41% of employees in an organisation are business technologists. These are employees who report outside of IT departments and create technology or analytics capabilities for internal or external business use.

Although all of this is positive news for overworked IT departments, there is a huge risk that low code could open businesses to a nightmare of unmanaged applications. It happened with Excel macros, where people developed neat spreadsheet automation tricks that became embedded in business processes. But if the person who originally developed the macro leaves the business, because the script is undocumented, no one in IT is aware of the macro or how it works.

Given the potential benefits that low-code tools offer in terms of enabling people in the business to develop their own software to Improve the efficiency of the business processes with which they interact, the industry is recognising the massive risk that this poses.

Dyson’s Wilmot said the business has concentrated on operational excellence focused on project audits, adding that people and the process around low-code development are crucial. He suggested that CIOs should decide: “Who will be your core low-code coders in IT and in the business?”

Wilmot also urged CIOs considering the idea of opening up low-code development to business users who would like to code, to ensure that processes are in place to prevent the code they develop from “running wild”.

Clearly there are numerous opportunities to Improve on how things work, especially in organisations that have grown organically over time, where, to achieve a business objective, employees need to use numerous systems that don’t talk to each other. More often than not, data has to be rekeyed, which is both error-prone and labour-intensive. 

Gartner regards low code as a key component of hyper-automation, which it defines as orchestration using multiple technologies, tools or platforms. Such orchestration offers a way to integrate disparate systems that eliminates, or cuts back on, the level of manual intervention required. Research for its Magic Quadrant report found that 13% of business technologists indicate that low-code development tools are among the three tools used the most (based on frequency and volume) to support automation initiatives.

For instance, Santander, a Blue Prism customer, has used RPA on a number of projects to save 625 hours of work. Piotr Wyrzykowski, IT area lead at Santander Bank Polska, said the bank had run a discovery process to identify projects suitable for automation, one of which involved customer complaints. By using RPA, he said, Santander was able to reduce the complaints-handling process from two days to two hours.

Santander is also using RPA to integrate its services, which can then be offered through partner financial institutes to fulfil customer banking needs using the bank’s products and services.

These technologies can be tied together in an overall strategy for digitally empowering the business. Gartner uses the term “composable business” to describe a business organised, from a digital technology perspective, into distinct blocks of application functionality designed for easy configurability to meet ever-changing business requirements.

According to Gartner, organisations are adopting application composition technologies that enable teams that combine business and IT people to implement composable applications.

Low-code application platforms are one of the key technologies that drive greater composability of application services, functionality and capabilities.

Fri, 18 Nov 2022 04:03:00 -0600 en text/html
Killexams : A developer first approach: What does this mean for API security?

Within the emerging practice of DevSecOps there is no term more ambiguous than ‘shift left,’ a term likely to mean something subtly different depending on whom you ask. A commonly accepted view is that ‘shift left’ for security fosters the adoption of security practices as early as possible in the development lifecycle. This includes activities such as threat modeling, capturing security requirements, architecture review, and most vitally the integration of security testing tooling within developers’ native environments. For developers, this requires developer-friendly security tooling, typically operating with low latency, low in false positives, and adding value to the developer workflow. For security teams, this ‘shift left’ approach has meant developing a new set of skills, namely becoming familiar with development tools (think Git, CI/CD pipelines, containers, etc.) and delegating the operation of the tools to developers. Ideally, the ‘shift left’ approach allows security teams to focus more on policy, compliance, risk reviews, and mitigations — where security sets the ‘guardrails’ for developers who then operate their process within these rails.

How does this impact API security?

Recently there has been an increased focus on API security within organizations driven by the increased adoption of APIs and the attendant high-profile breaches affecting APIs. Unfortunately, much of the existing security tooling (such as SAST and DAST) is not effective at discovering vulnerabilities within API implementations which requires a rethink in the approaches toward API security. Fortunately, through the wide-scale adoption of the OpenAPI Specification (OAS) as the single ‘source of truth’ within an organization, forward-thinking security teams can drive API security to the ‘far left’. Using an OAS contract it is possible to encapsulate both the data domain (via the endpoints and the data requests and responses) and the security domain (the authentication and authorization requirements and additional factors such as rate-limiting, token validation). 

What does this mean for developers?

From a developer perspective, this ‘contract first’ approach requires a shift in thinking away from coding first towards an upfront design. The benefits are numerous — a well-designed contract can allow for the automatic generation of backend coding stubs (via tools like Swagger Codegen) and the generation of automated tests (via tools like Newman), as well as the automatic generation of UI frontends for the API (such as Swagger UI), and automated documentation.

The most important benefit of this ‘contract first’ approach for developers is to allow them to gain visibility into the security of their API code as they are developing it. Firstly various plugins can be used to perform active validation of the API contract as it is developed (for example detecting where no security constraints are specified on endpoints). Secondly, developers can test the implementation of their API backends using scanning tools to verify that their implementation matches the specified contract. This validation and verification can be done in the immediacy of the developer IDEs minimizing friction in adopting proactive security methods.

Security becomes everyone’s responsibility

Another core practice of a ‘shift left’ based development process is continuous integration and continuous delivery (CI/CD). Using an API contract it is possible to add gating controls to the pull-request (PR) process to ensure that proposed code changes adhere to the contract. Security teams can also implement gating controls in the delivery process to ensure that the deployable artifacts have the appropriate security controls. This is analogous to the approach used in Infrastructure-as-Code where Terraform deployments are validated before deployment to ensure that — for example — relevant network controls are implemented. 

As an extension of this approach, the security team can inject API security controls into an API backend as part of the deployment process. This ‘security as code’ approach allows segregation of duties between the development team and the security team — the security team can enforce perimeter controls (such as rate limiting and token validation) and free up the developers to focus on the data contract and input and output validation. Using an automated approach within the CI/CD process guarantees the controls are in place and removes the likelihood of human error, typically a developer racing to a deadline forgetting a vital control.


This developer-first approach to security is undoubtedly gaining momentum as it accelerates the overall delivery time for new APIs and applications and reduces cost overruns. By directly addressing the security bottlenecks that have evolved due to traditional negative security models, a positive security model that embraces shift-left combined and shield-right methodologies is the way forward for modern enterprises.

By taking this approach security teams need not feel that they are abdicating control to the dev teams. On the contrary, enabling “security-as-code” practices will free up the security team to focus on ensuring policies are being complied with and ensure the overall governance and risk management framework of the enterprise is optimized. 

This approach addresses the gap between your security and development teams and is the panacea of security being everyone’s responsibility — meaning the right security controls are included by the right team at the right time and all facilitated by the power of the OpenAPI Specification.

Mon, 21 Nov 2022 10:00:00 -0600 en-US text/html
Killexams : Pangea Cyber wants to simplify security for developers with an API approach

When developers are creating a new application, they may build security features over time or take advantage of commercial offerings or open source libraries to implement certain security functions such as authentication or secrets management. Pangea Cyber wants to change that with an API-driven approach to adding security to an application, making it as easy as adding a few lines of code.

The company’s approach has attracted a fair bit of investor attention with over $50 million raised since it launched last year, an amazing amount of funding in a short amount of time, especially in the current funding environment. The latest round is a $26 million Series B.

Company co-founder and CEO Oliver Friedrichs says they decided to offer a security service for developers in the same way that Stripe offers payment services or Twilio offers communications.

“We’re calling this SPaaS. So essentially Security Platform as a Service, where we’re going to be providing dozens of different security building blocks that are all API-driven that developers can easily embed in their applications,” Friedrichs told TechCrunch.

The services start with authentication and authorization as basic building blocks, but then include more sophisticated elements like logging, scanning files for malicious activity, storing secrets and so forth.

“There’s a lot of things that applications need that are securely related. And right now they’re scattered across many open source and a fragmented list of commercial offerings. We’re looking to provide them all in one place,” he said.

There are developer-oriented pieces like Auth0 (acquired by Okta in 2021) providing authorization or HashiCorp providing secrets management, but there hasn’t been this hub of security services aimed specifically at developers, Friedrichs says.

And he believes that developer focus is what separates his company from the pack. “That’s really where this developer-first delivery model is important and unique, and it doesn’t really exist. For decades now, we have built all these traditional shrink-wrapped products for end users across the entire security industry, but we haven’t built things that are API only or API first that can be plugged in by developers,” he said.

The company already has 40 employees as it attacks this problem, and with multiple startups, including Phantom Cyber, behind him, Friedrichs has deep experience in building companies. He says, even with the economic downturn, he believes his company will thrive.

“Cybersecurity is one of those sectors that’s always resilient and always needed. While there’s a correction in valuations, we rarely see people removing cybersecurity. In fact, it continues to grow and evolve,” he said.

He says as he grows the company, diversity is a big priority for him, but even with all his experience as a founder, it remains challenging. “We focus on it deliberately across the management team and across our recruiting team. We have a full-time recruiter in-house, which is unusual for this early stage, as well as outside resources, and we have conscious conversations around it,” he said.

“Now. Is it easy? It’s not easy, right? Despite how hard you try, you can’t always meet those goals. But we are trying and I think that step number one is to make sure that that’s an objective that we do want to meet, [while understanding that] we can always do better.”

Today’s $26 million Series B investment was led by GV with participation from Decibel and Okta Ventures, along with existing investors Ballistic Ventures and SYN Ventures. The company has now raised a total of $52 million. Okta’s participation is noteworthy because, as previously noted, it acquired a developer-driven authorization piece in Auth0.

Wed, 30 Nov 2022 02:48:00 -0600 en-US text/html
Killexams : Blockchain development is a far better tech career than you’d think

A decentralized, distributed ledger that tracks and stores every transaction in a verifiable way, the blockchain records transactions across multiple nodes (or computers) in such a way that the registered transaction cannot be altered retroactively. That’s a big difference between a traditional database where information is held centrally and it makes it impossible for any single person or entity to control all the nodes.

For a technology that is so relatively new — it was only invented in 2008 by an unknown person or persons using the pseudonym Satoshi Nakamoto (The word “Satoshi” means “clear thinking, quick witted” in Japanese), who used it as the core technology behind bitcoin — the blockchain has been revolutionary.

The original bitcoin blockchain was designed as an immutable public ledger that records all bitcoin transactions. Because it’s impossible to change historical records on this ledger, everyone can see how many bitcoins were transferred from one account to another at any given point in time — which makes it impossible for people to lie about how much money they have or where their funds came from.

You may be thinking, isn’t the crypto scene in crisis now?

But almost 15 years on, the use cases for blockchain technology have grown far past crypto, providing new answers to challenges faced across different industries.

A growth sector

One obvious initial sector for adoption was that of banking and finance. The industry was wise to the opportunity, with blockchain technology helping the traditional pillar banks move into the fintech and neo-banking space.

As far back as 2017, IBM had engaged in a project to build blockchain technology for a consortium of seven of Europe’s largest banks, including HSBC and Rabobank. The aim was to facilitate international trade for small and medium-size enterprises.

These days, the technology is also used in the day-to-day operations of many big and household name companies, including Microsoft, Oracle, JP Morgan, Amazon, and Facebook.

But blockchain technology isn’t without its downsides. Bitcoin mining has come under heavy criticism for its huge drain on energy. In 2020, bitcoin mining used 75.4 terawatt hours of electricity (TWh), which amounted to a higher electricity usage than Austria (69.9 TWh) or Portugal (48.4 TWh) in that year, according to a study from Scientific Reports.

Despite that, blockchain’s cheerleaders have long been vocal about the potential the technology has to benefit all sorts of sectors. Beyond digital currencies and banking, the field is still wide open. Cloud storage and cybersecurity are obvious areas as the decentralized nature of the blockchain helps to keep data safe and secure.

There are also use cases for health and medical records, logistics, advertising, retail, NFTs, music rights and royalties, and much more. That means career potential is also huge: Gartner predicts the business value generated by blockchain will increase, reaching $176 billion by 2025 and $3.1 trillion by 2030, and VCs continue to invest billions of dollars into sector startups.

While there are any number of bitcoin and crypto wallet startups in the blockchain space, equally, there are many more companies doing interesting things with blockchain technology too. Below, we take a look at four companies developing exciting businesses across pharma, digital identity, energy, and commerce.


Based in France, BlockPharma is developing a blockchain-based drug traceability and anti-counterfeiting solution, with the BlockPharma app allowing users to instantly check the authenticity of medication they buy. The company uses the latest machine learning technologies to Improve the detection of counterfeit drugs.

Energy Web

Energy Web is a global non-profit organization that develops open source technology to help decarbonise the global economy. It has grown the world’s largest energy blockchain ecosystem comprising utilities, grid operators, renewable energy developers, corporate energy buyers, and others. While it operates globally, it has an extensive footprint in Europe, including 27 projects across 15 countries.


Providing the future of digital identity, Authenteq has created the world’s first fully-automated, digital identification and eKYC system to enable businesses to trust their customers instantly, while allowing users to keep control of their identity. Born in the Icelandic startup scene, the company is now based in Berlin.


Composable commerce is a development approach of selecting best-of-breed commerce components and combining or “composing” them into a custom application built for your needs, and the Berlin-based Spryker, is a modular and customisable commerce stack with next-generation cloud capabilities that scales with users’ businesses.

Right now, there are plenty of companies hiring for blockchain roles. In Dublin, Mastercard is looking for a Frontend Engineer, Crypto & Blockchain. In this role, you’ll be able to build next generation cryptocurrency tools, law enforcement tools, and DeFi platforms and build middleware services to interface the UI to the back end infrastructure.

Boston Consulting Group is seeking a Blockchain Consultant and Sr Consultant in Amsterdam. The role requires you to create blockchain strategy and use-case identification, as well as blockchain solution validation from both business and technical aspects. You will also define the blockchain solution roadmap and business models.

In Bordeaux, Abbeal, a web and mobile application development company, is looking for a Blockchain Developer. You’ll use your web, mobile, or DevOps skills to contribute to clients’ projects and to Abbeal’s projects.

To discover great jobs in blockchain all across Europe, check out the House of Talent Job Board

Tue, 22 Nov 2022 02:10:00 -0600 en text/html
Killexams : WHAT MAKES A NUISANCE? No result found, try new keyword!Progress continues to stall on a senior living project in northeast Wichita from New York developer Calamar ... according to media reports. In Blue Springs, Mo., the city ordered Calamar to ... Sat, 03 Dec 2022 06:16:00 -0600 text/html Killexams : Council approves new approach for economic development

The city of Independence will shift its economic development services contract to the Chamber of Commerce after decades of working with the Independence Economic Development Council. The City Council voted unanimously Wednesday to approve a $140,000 annual contract with the chamber, which will have an economic development partnership that includes Jodi Krantz, who has served as EDC vice president.

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Thu, 10 Nov 2022 22:10:00 -0600 en-US text/html
Killexams : Making the UN Charter a Reality: Towards a New Approach to Development Cooperation? Democracy, Development & Aid, Economy & Trade, Global, Global Governance, Headlines, Human Rights, IPS UN: Inside the Glasshouse, Peace, TerraViva United Nations


Credit: UN Photo/Amanda Voisard

NEW YORK, Nov 10 2022 (IPS) - We are living in a world where both our bilateral and multilateral achievements, consensuses on human rights and social justice, and our resolve to public good are being tested like never before.

Now, more than ever, we need to bring to life the values and principles of the UN Charter in every corner of the world. Due to the powers vested in its Charter and its unique international character, the UN can act on the issues confronting humanity, including:

    • Maintain international peace and security
    • Protect human rights
    • Deliver humanitarian aid
    • Promote sustainable development
    • Uphold international law

Given my own personal trajectory in human rights advocacy and development cooperation, let me focus on aspects of sustainable development and consider whether we need to change and adopt any new approach to it to end extreme poverty, reduce inequalities, and rescue the Sustainable Development Goals (SDGs) from exclusionary practices.

Development or Sustainable Development must be inclusive: In fact, inclusion at the heart of Development Cooperation. Inclusive development is the concept that every person, regardless of their identity, is instrumental in transforming their societies.

Development processes that are inclusive yield better outcomes for the communities that embark upon them. The UN was created to promote the rights and inclusion of marginalized and underrepresented populations in the development process and leads the UN’s response to addressing the needs and demands of those in in adversity and youth.

Therefore, the UN implements activities that combat stigma and discrimination, promote empowerment and inclusion of marginalized or underrepresented groups, and Improve the lives of populations in high-risk situations.

It is important that we also adopt this in institutional and management settings: For example, UN Asia Network for Diversity and Inclusion (UN-ANDI) recently conducted its first survey on Racism and Racial Discrimination in five languages.

The survey was intended to capture data reflecting the Asian perspective in the UN system. It is planning to issue a report on the survey’s findings to support and address many critical issues of racism and racial discrimination. There are other networks who are addressing different elements of intersectionality including but not limited to, gender, disability, ethnicity, identity etc.

So, the world and its challenges have become much more intersectional, which calls for a robust and intersectional approach to development cooperation.

Intersectional Approach: An intersectionality lens allows us to see how social policy may affect people differently, depending on their specific set of ‘locations,’ and what unintended consequences particular policies may have on their individual lives.

By listening to the most marginalized and/or disadvantaged groups of a community, development organizations can help combat oppression at all levels of society and rebuild communities from the ground up.

Take the example of Persons with Disabilities. They are not a homogenous group, and this should be reflected in our policy advocacy and communications by considering intersectionality—the intersection of disability together with other factors, such as gender, age, race, ethnicity, sexual orientation, refugee, migrant or asylum seeker status.

For example, a person with disability also has a gender identity, may come from an Indigenous group and be young, old, a migrant or live in poverty.

At the UN System, it is time to adopt an intersectional approach in our development cooperation, policy advocacy, programming, operational support, planning and budgeting. An intersectional approach considers the historical, social, and political context and recognizes the unique experience of the individual based on the intersection of all relevant grounds.

This approach allows the experience of discrimination, based on the confluence of grounds involved, to be acknowledged and remedied. Using an intersectionality lens to approach our development practice means moving beyond the use of singular categories to understand people and groups and embracing the notion of inseparable and interconnected sets of social ‘locations’ that change through time, vary across places, and act together to shape an individual’s life experience and actions.

This would go a long way to contribute to the SDGs’ Leave No One Behind principle (LNOB). The new approach calls for invigorating existing practices, making them more innovative, effective, and efficient.

Innovation: We need to think of innovative approaches and instruments to attract and channel new resources to finance our developmental aspirations, as outlined in the 2030 SDGs now more than ever.

Reliable and well-administered development financial institutions with a well-defined mandate and sound governance framework will continue to be an important vehicle to accelerate inclusive economic and social development.

They can create new channels to crowd-in the private sector. Moreover, they can play a catalytical role by generating new knowledge, convening stakeholders, and providing technical assistance to build capacity in the private and public sectors. Mutual collaboration between and across public and private sector is critical to harness the full potential of innovation and innovative approaches.

Let us not forget new media’s growing impact on both inclusive participation leveraging innovative practices.

New Media: New media, including mobile and social media, could help demystify international institutions and encourage participation. The new media is also critical to widen the breadth of accessibility for persons with disabilities or those who live in rural and/or remote, hard to reach areas.

Alongside this, there could be more regular interactions by the leadership of intergovernmental organisations with multi-stakeholders including civil society, organisations of persons with disabilities, and the media, and the creation of accessible databases of statistical and other information and knowledge on their work.

Notwithstanding the Ukraine war, work at the UN continues. The world body can and should continue to play a constructive role in both development cooperation, crisis management, peace building, and post-conflict stabilization. It should continue to focus on crises from Afghanistan to Mali and Ukraine itself.

However, it must explore new and innovative and intersectional ways to support inclusive development, climate justice and resilience, peacekeeping, and other global and regional key priorities.

Otherwise, the SDGs will not be even near to their desired destination in 2030 or beyond.

Dr. A.H. Monjurul Kabir, currently Global Policy and UN System Coordination Adviser and Team Leader for Gender Equality, Disability Inclusion, and Intersectionality at UN Women HQ in New York, is a political scientist and senior policy and legal analyst on global issues and Asia-Pacific trends.

For policy and academic purposes, he can be contacted at and followed on twitter at mkabir2011

This article is from a blog based on a speech delivered by the author, in his personal capacity, at an event commemorating the UN’s 77th anniversary organized by UN-ANDI– a New York-based global network of like-minded Asian staff members of the UN system who strive to promote a more diverse and inclusive culture and mindset within the UN.

IPS UN Bureau

Wed, 09 Nov 2022 19:30:00 -0600 text/html
Killexams : Use A ‘Coach Approach’ To Overcome The Knowing-Doing Gap In Learning And Development

The struggle to overcome the “knowing-doing gap” is a familiar story with a predictable ending:

You create and deliver a top-notch “Effective Feedback” program for your new managers. They leave training inspired, equipped with new insights, and motivated to practice. But as the weeks go by, nothing changes. Your managers don’t give effective feedback. A gap opens up between what your managers know and what they apply. New habits never form.

Why, despite receiving top-notch training, aren’t leaders putting what they learn to use?

Why Learning Doesn’t Automatically Translate to Behavior Change

Learning is of course essential to behavior change. That said, learning alone is insufficient.

Stanford behavioral scientist and bestselling author BJ Fogg’s Model of Behavior Change states that three things must coincide for someone to perform a behavior:

  • Motivation: Often, leaders will leave a training feeling motivated to change.
  • Ability: Motivation isn’t enough on its own. Many leaders lack the ability to put a new skill into practice. That might be the result of busy schedules, the structure of training, or something else.
  • Prompt: Leaders often aren’t prompted to apply new skills post-workshop—so they don’t.

To get your learners across the knowing-doing gap, you have to build a bridge that incorporates each of Fogg’s conditions.

No one bridges this gap between knowledge and action better than executive coaches. After all, their success hinges on helping leaders achieve positive behavior change.

Eight Powerful “Coach Approach” Ingredients to use in Your Programs

To help leaders achieve behavior change, coaches pull from a repertoire of proven conversations and exercises. This same repertoire that coaches use can apply on a bigger scale—to your training programs.

Below are eight ingredients coaches leverage to change behavior. Mix and match these ingredients to build your own recipe for behavior change.

Measure and Assess Leaders’ Behaviors

Assessments, either by peers or the leaders themselves, provide critical feedback about blindspots and weaknesses.

  • Self-assessments can help participants reflect on current behavior and uncover gaps in their knowledge and abilities (i.e., “I didn’t realize there were four steps to delegation, I’m only doing two.”).
  • A 360 or employee engagement survey will give leaders insight into how other people rate their behavior and uncover growth areas.

When leaders understand how they fall short, this motivates them to practice and improve. It also gives them a map of behaviors and areas to work on.

Commitment Exercises

Ask your leaders to write down what they hope to gain from training and how they plan to overcome obstacles. Use these four questions:

  • What are the benefits for you, your team, and the organization if you Improve in this area?
  • How would failing to Improve in this area impact you and your team?
  • What challenges will you face?
  • What steps can you take to overcome those challenges and commit to the journey?

Cultivate Self-Awareness around Limiting Mindsets and Beliefs

Ask your leaders to think about and reflect on why they act the way they do. How might their beliefs get in the way of their development?

For example, a leader working on “giving effective feedback” may struggle because their personality is strong in “agreeableness,” which makes engaging in conflict a challenge.

The idea here is for your leaders to get to the root of their behavior. That way they can prepare to overcome mental barriers.

Re-Evaluate Learning Delivery

Traditional learning is still a tool you should leverage—it just can’t be the ONLY tool.

But in the spirit of the coach approach, reevaluate how you deliver learning:

  • How do your leaders want to learn?
  • Is a webinar really the best way to educate new managers on giving effective feedback?
  • Would an in-person workshop, group coaching, or micro-learning be more effective?
  • How can you leverage micro-learning in between training sessions?
  • Are there learning opportunities you can provide in the flow of work?

Start to explore alternative paths to see which approach to learning best sets your leaders up to apply what they learned on the job.

Provide Practice Opportunities to “Ease In” to Application

It’s challenging for leaders to jump in and immediately apply what they learned on the job.

Practice exercises in a low-stakes, informal environment help leaders ease in. Through practice, leaders can build their confidence, refine their approach, and develop “muscle memory” before they try to implement what they learned in a higher-stakes situation. For example, when it comes to “giving effective feedback,” Kim Scott, author of bestseller Radical Candor, recommends the following approach:

  • Week 1: Ask for feedback from others to get a sense of your organization’s culture around feedback.
  • Week 2: Start to give positive feedback only.
  • Week 3: Start to give constructive feedback as well.

Create a System of Social Support

Social support helps make learning less daunting. Here are five ways you can leverage social support:

  • Activities where leaders can share reflections and discuss the skills they’re developing with their boss, peers, or team members.
  • Peer learning networks.
  • Group coaching sessions.
  • Cohort-based learning.
  • Learn-teach activities.

Each of these can help leaders establish a network of feedback, insights, and support.

Schedule Application into Leaders’ Calendars

Sometimes the best way to get leaders to move from learning to doing is to build the necessary time and structure directly into their schedules.

For example, if your leaders are working on “giving recognition,” have them block out fifteen minutes every Friday to provide recognition to team members.

Encourage Post-Training Reflection

Thoughtful reflection exercises can prompt behavior change by directing leaders’ attention to their behavior. After a program, ask your leaders to think through these questions:

  • What did you learn through this experience?
  • What new habits did you develop from this?
  • How will this training impact your team?
  • What are your plans to anchor this and support yourself moving forward?
  • What questions do you still have about this topic?

From Ingredients to Recipes: Putting these Strategies into Practice

Adopt these strategies to move your leaders from learning to doing.

Remember, you don’t have to incorporate every strategy to impact behavior change. In our work at LEADx, for example, we often use three “coach approach” strategies per formal learning. We call this our 3-1 Learning Model, which states that, for every learning intervention, you should use three on-the-job application exercises.

It’s time to drop the “If you build it, they will come” mentality around leadership skills.

Instead, start applying these behavior change strategies now to maximize the behavioral impact of your training.

Kevin Kruse is the Founder + CEO of LEADx, a leadership development system that scales and sustains habits through micro-coaching and behavioral nudges. Kevin is also a New York Times bestselling author of Great Leaders Have No Rules, 15 Secrets Successful People Know About Time Management, and Employee Engagement 2.0.

Sat, 03 Dec 2022 18:30:00 -0600 Kevin Kruse en text/html
Killexams : How Development Teams Can Approach A Security Reset Amid Deglobalization

Cofounder and CEO of ReversingLabs, which helps cybersecurity teams gain insights into malware-infected files and objects.

As a boy growing up in what was then Yugoslavia, I lived in a world divided into three clearly defined zones: the West, the East and a large in-between of non-aligned countries like my own.

Despite the popularity and enduring power of Churchill’s image of the “Iron Curtain,” the metaphor never quite stuck. Even in the depths of the Cold War, countries in these three zones continued to trade: energy and commodities, mostly, but also technology. Often, those trades happened through “non-aligned” intermediaries like Tito’s Yugoslavia, which made a point of being friendly with everyone and served as an intermediary for buyers and sellers that couldn’t or wouldn’t interact directly.

Of course, there were limits to this system. Depending on which zone you operate in, a company may not be able to hire an American engineer or a Russian scientist directly. That kind of freedom came only after the breakup of the Soviet Union when former Soviet Republics began pursuing more liberal, democratic courses and Russia came to be seen as an emerging market and a source of scientific and engineering talent.

This post-Cold War halcyon is ending before our eyes and, with it, the ideal of a borderless global economy. What started as tit-for-tat tariffs between the U.S. and major trading partners like China during the Trump administration combined with pandemic-induced disruptions and, now, Russia’s invasion and aggression against its neighbor Ukraine. The result is deglobalization, as Western sanctions look to isolate Russia and its allies while Russia cuts off access to its oil, gas and other commodities.

Hardening Borders And A Talent Windfall

The fallout from this series of events has yet to fully settle, but one byproduct is an exodus of professionals and talent fleeing sanctions and worsening authoritarian rule in Russia. By one estimate, as many as 150,000 tech workers fled Russia for other countries by early June to nations like Turkey, Latvia, Armenia and Georgia. Outside Russia, similar exoduses have taken place from Hong Kong to Taiwan, the U.K. and elsewhere.

For Western firms, the influx of talent from these countries is a windfall. But this rapid deglobalization also demands a security reset for tech firms and development teams. One example is “SunBurst,” the sophisticated software supply chain attack by hackers affiliated with Russia’s SVR (Russia's intelligence service) on SolarWinds. As my firm helped uncover, Russian hackers working from outside SolarWinds made modifications during the Orion build process, inserting a malicious backdoor that was disguised to be indistinguishable from legitimate SolarWinds code.

Rethinking Security For A Deglobalized World

With foreign governments desparate to place assets within the ranks of leading technology firms and platform providers, deglobalization warrants a hard look by development organizations, particularly when it comes to questions like insider threats and supply chain risks.

Unsettled global talent markets create opportunities for governments like Russia and China to place assets within prominent western firms that can gain access to sensitive intellectual property or even classified data. Unlike external attackers, malicious insiders like that can persist for months or even years without being detected if they are careful.

Despite that, risk firms today generally do not track whether an outsourced developer is located in their claimed place of residence. Many enterprises can barely itemize the number of organizations performing remote development or management tasks. For example, would you feel an elevated sense of risk to find out that some of the critical software components your product relies on are being developed and maintained in Russia?

Software Tampering: A Growing Risk

For software development teams, more attention needs to be given to internal threats and risks to development environments and platforms. Prominent supply chain compromises have hinged on access to sensitive development environments. But a trusted insider or poorly monitored contractor is in a far better position to carry out malicious operations and is far less likely to get noticed. The threat posed by compromised developers or development systems is figured prominently in practice guidelines published by the NSA, CISA and ODNI.

All software—whether source code or a binary artifact—needs to have the same level of quality and be subjected to the same standards that end users can rely on. That’s true regardless of whether it was introduced by an internal or external party.

To address this risk, development organizations and teams need to invest in the systems, tools and processes to assess both internal and external risks to code quality. Development organizations need the tools to assess internally developed code and the entire development pipeline. Application security testing and software composition analysis (SCA) are essential, but so are the tools to spot the telltale signs of malicious code and tampering that may lurk in open-source or third-party code or even within internally developed components.

Security reviews of software that we deploy into our production environments or use every day cannot end when the developer checks in or compiles their code. There’s a lengthy build process that includes various compilation, linking, packaging, optimization and code-signing steps that will produce a consumable piece of software.

While making software is different from other kinds of manufacturing processes, it is similar to the processes we use to produce other goods—from food to medicine and electronics. In that light, malware can be considered the software development equivalent of molds, bacteria and viruses. Malicious implants are software development’s equivalent of needles and anthrax. There is package tampering in software development similar to broken seals on over-the-counter medicines. There are hidden quality compromises akin to cracks and spillage that can affect the quality of the finished product. And there is the software bill of materials (SBOM), which is the equivalent of a mandated list of ingredients or energy efficiency label, fostering transparency and customer confidence.

With this in mind, software publishers and development teams need to assess the conditions of their factory floors, first by assessing the security of their development pipeline and second by creating a strong, impenetrable circle of trust composed of people, tools and processes that will protect their code and their customers in these uncertain times.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Mon, 21 Nov 2022 10:00:00 -0600 Mario Vuksan en text/html
Killexams : Enhances Hybrid AI Platform and Expands Scope of Intelligent Process Automation at Scale

Powerful capabilities fortify knowledge models, deliver new solutions for Life Science, harness language understanding to drive intelligent automation.

BOSTON, Nov. 9, 2022 /PRNewswire/ -- today announced a new version of its natural language (NL) platform featuring powerful enhancements. Combining machine learning (ML) and symbolic knowledge representation (hybrid AI), the updated platform further facilitates the design, development and deployment of language models, and accelerates production of innovative enterprise applications, through accurate language understanding at scale.


Upgrades to the award-winning platform include:

  • Knowledge Models Fortified: Built in and ready-to-use pre-trained, rules-based models now contain expanded industry, role and use-case concepts and relationships to quickly Improve the accuracy of natural language (NL) projects. Other model enhancements include updated environmental, social, governance (ESG) classification and sentiment, as well as personally identifiable information (PII) extraction.

  • New Solutions for Pharma & Life Science: Additional knowledge models now support solutions for drug discovery, clinical trial insights, key opinion leader identification and scientific publication insight analysis. A new preclinical report analysis solution dramatically speeds up the quality control check process of reports prior to their submission to regulatory bodies.

  • AI-driven Robotic Process Automation (RPA): The only NL, hybrid platform that integrates with UiPath, Blue Prism and Automation Anywhere, supercharges bots with unique NL capabilities only possible by merging different AI techniques. This expands the scope of intelligent process automation across tasks requiring accurate understanding of documents for email automation, contract analytics, claims, underwriting automation and customer service support.

  • Expanded Deployment Options: The Platform now supports on-premise deployments of NL workflows for organizations that want complete control over data or demand it be kept on premise for security and compliance purposes.

  • New Operational Monitoring Dashboard: Delivers improved visibility to operational metrics (i.e., CPU, memory, model performance) associated with language operations (LangOps).

"We continue to enhance core product capabilities and introduce innovations for enterprises to successfully implement and scale natural language-based projects," said Luca Scagliarini, chief product officer at "This new release of our platform simplifies the adoption of AI in different industries and use cases. It also accelerates intelligent automation by applying RPA to complex processes, driving much greater cost effectiveness. not only brings ground-breaking advancements to market, we ensure they're made for real-world use and can be put to use easily and immediately." has long led the NL technologies marketplace in accuracy and capabilities with hundreds of proven deployments. Leveraging its pioneering vision towards a hybrid AI approach, uniquely automates complex language-intensive processes to reveal meaningful data, actionable insights and Improve decision making.

Supporting Quotes:

" is a great choice for customers looking to build customized text analytics applications using hybrid AI (the combination of knowledge/symbolic and machine learning techniques), or customers looking to leverage knowledge-based AI for out of the box accuracy, model explainability (a key in highly regulated industries), or who are not ready to invest in the full ModelOps cycle." The Forrester Wave™: Text Analytics for both People-Oriented and Document-Oriented Platforms

"We've selected for its ability to read, organize and extract relevant data so our team can be more efficient both in terms of managing repetitive tasks as well as better serving our policyholders." AEGIS

"We are excited to work with, whose state-of-the-art artificial intelligence offerings will make it easier for our members and customers around the world to find and access AP's expansive offering of text, photo and video content." The Associated Press

"We identified as a critical partner to Improve discoverability of our core frameworks, standards, learning assets and research, and transform our approach to content classification and delivery. With their help, we look forward to creating better digital experiences for our members, the IT professionals we serve, and the lifelong learners who seek or hold our certifications." ISACA

About (EXAI:IM) is a leading company in AI-based natural language software. Organizations in insurance, banking and finance, publishing, media and defense all rely on to turn language into data, analyze and understand complex documents, accelerate intelligent process automation and Improve decision making.'s purpose-built natural language platform pairs simple and powerful tools with a proven hybrid AI approach that combines symbolic and machine learning to solve real-world problems and enhance business operations at speed and scale. With offices in Europe and North America, serves global businesses such as AXA XL, Zurich Insurance Group, Generali, The Associated Press, Bloomberg INDG, BNP Paribas, Rabobank, Gannett and EBSCO. For more information, visit


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