Exam Code: PCSAE Practice exam 2023 by Killexams.com team
Palo Alto Networks Certified Security Automation Engineer
Palo-Alto Automation outline
Killexams : Palo-Alto Automation outline - BingNews https://killexams.com/pass4sure/exam-detail/PCSAE Search results Killexams : Palo-Alto Automation outline - BingNews https://killexams.com/pass4sure/exam-detail/PCSAE https://killexams.com/exam_list/Palo-Alto Killexams : How Palo Alto Approaches Platform Engineering

Ramesh Nampelly, senior director of cloud infrastructure and platform engineering at Palo Alto, recently wrote about how Palo Alto approaches platform engineering. They built their own internal developer platform (IDP) based on the open-source tool Backstage. Their platform covers infrastructure provisioning, policy management, observability, and cost management.

Nampelly explains that Palo Alto had troubles with legacy practices leading to independent automation approaches with disparate documentation. Gary Nieman, product manager at Spotify, noted similar fragmentation within Spotify's development teams and shared that it led to a form of "rumour-driven development" where "the only way to find out how to do something was to ask your colleague".

Palo Alto's goal with its platform was to encourage self-service developer tooling. With this in mind, one of the first pieces they tackled was a service catalog to "help developers or SREs to find out the details of a given production service easily and quickly". Matthew Skelton, founder at Conflux, shared a similar idea that simplifying how to find information is an effective means of improving flow:

What if the most important part of "platform engineering" is maintaining a high quality wiki with proven, empathic patterns for Stream-aligned teams to follow?

In building this, Nampelly notes that the team had to decide whether to build the tooling internally or purchase something off the shelf. The decision was made that the tool should be built in-house to meet their specific use cases. They decided to use Backstage as a starting point: "[w]e've forked out [B]ackstage OSS code and added required abstractions and named it as "Palo Alto Networks DevClues"."

Overview of the Palo Alto Networks IDP

Overview of the Palo Alto Networks IDP (credit: Palo Alto)

Nampelly shared that they categorize their platform capabilities and tools into three phases (based on the 2022 Gartner Innovation Insight for Internal Developer Portals Report): discover and create, integrate and deploy, and operate and improve. Discover and create covers "day-0" activities focused on the "initial part of the development lifecycle, including onboarding, training, bootstrapping, local development".

Integrate and deploy covers "day-1" tasks focused on deploying the application into staging and production environments. This includes both infrastructure and application management. The operate and Improve phase covers the ongoing tasks associated with operating a service including automation, observability, and incident management.

However, building the right tools is only part of the problem. As Galo Navarro, principal software engineer at Midokura, succinctly summarized, the value of platform engineering is not in what tools are built, but in the outcomes generated:

We're seldom told "build this tool", but rather "power-up product teams", and it's expected that we'll walk up and down the organization to understand what challenges product teams have and which are worth solving.

Nampelly's team worked to empower their teams through service templates focused on improving common tasks:

Palo Alto Networks DevClues provide ready to use service templates for developers to create new software applications, services and infrastructure components with embedded best practices.

Effective platform teams also work to gather ongoing feedback from their users to help craft the platform direction. Adam Hansrod, principal engineer at Equal Experts, states that "building the platform incrementally based on the feedback from the customer teams drives stronger adoption of the platform." Nampelly notes that the platform team at Palo Alto "is focused and committed to continuously innovate IDP capabilities by managing its adoption, roadmap, [and by] gathering feedback from our engineering teams."

More information about Palo Alto's internal developer platform can be found on the Palo Alto blog.

Wed, 25 Jan 2023 05:27:00 -0600 en text/html https://www.infoq.com/news/2023/01/palo-alto-platform-engineering/
Killexams : A new history unveils the exploitative origins of the tech giants

Comment

Here’s an enchanting myth: In Northern California lies a new Olympus, a metaphorical summit whose rarefied air sustains flip-flopped geniuses as they change the world with their brilliant, unconventional ideas. They’ve done it this way since they were LSD-dropping hippies, or maybe since they bailed out of Harvard and set up shop in their parents’ garages. This is their kingdom now, Palo Alto, with Stanford University at its core, the beating heart of Silicon Valley, a site of pilgrimage for aspiring disrupters, where the misunderstood can find room to grow.

Too good to be true? Malcolm Harris’s “Palo Alto: A History of California, Capitalism, and the World” cuts past the deceit, examining the histories the fable dresses up in heroic garb. Doing for Palo Alto — population 70,000 — what Mike Davis’s classic “City of Quartz” did for Los Angeles, Harris reconsiders 200 years of history that many in the town would rather forget. Over more than 600 concussive pages, Harris narrates the town’s evolution and influence throughout the 19th and 20th centuries. He theorizes, above all, that it is defined by its distinctive approach to capitalism and profit, known as the “Palo Alto System”: a rapacious, violently exploitative mode of capitalism that generations of would-be moguls have perfected. “Palo Alto” is a skeptic’s record, a vital, critical demonstration of Northern California’s two centuries of mixing technology and cruelty for money.

Harris, born and raised in Palo Alto, home to one of the most unequal and competitive school districts in the country, understands the consequences of a town obsessed with achievement and built on destruction. Most accounts of U.S. tech culture, like Stanford professor Fred Turner’s “From Counterculture to Cyberculture” or Richard Barbrook and Andy Cameron’s landmark essay “The Californian Ideology,” follow technology’s trail to the military-industrial complex of the 1940s and ’50s and to the counterculture of the 1960s. Historians of California, for their part, have written extensively about the importance of the railroad and other technologies to the state’s brutal regimes of exploitation that catalyzed its furiously accelerated early development. Harris is interested both in the ideology of tech entrepreneurs and in the labor practices that underlie their ideas, ultimately rooting the dynamics that built Silicon Valley in practices old as the United States itself.

In the 1830s, the region’s Anglophone settlers rebelled and declared themselves part of the United States instead of Mexico. Subsequently, the region’s Indigenous populations — named the Ohlone by anthropologists and settlers though there were dozens of distinct groups in the area — were nearly exterminated as the United States reneged on treaties, enslaving, displacing and slaughtering entire communities in the process. By 1850, in the throes of the Gold Rush, mass migration populated the West with Americans and spurred the Golden State’s first technological innovations. “California engineers,” experts in maximizing mining yields for the already wealthy who could afford to assemble large-scale, mechanized operations, were soon in demand the world over. Harris distills the settlers’ formula: “Anglos rule; all natives are Indians; all land and water is just gold waiting to happen.”

As easily accessible gold ran out, those lucky (or cutthroat) enough to survive the bust mostly pivoted to other endeavors. Here, Harris spots an incipient pattern that continues to play out: Wealthy investors pile their money into “promising” endeavors after being charmed by enchanting visionaries who grow fabulously rich — almost always before the venture has succeeded (or even begun operations). The investments raise the valuation of the business and facilitate further cycles of capitalization, so that executives need not worry about generating profits or revenue, or having a workable project. Environmental destruction, resource depletion and worker exploitation ensued in 19th-century California, Harris shows, and those same consequences recur in our time.

Even while attending to larger patterns, “Palo Alto” studiously works through the town’s history by focusing on its most famous and influential residents. Our first star is Leland Stanford, railroad baron and university founder. Stanford got his start by managing the Sacramento location of his brother’s dry-goods business, and expanded quickly throughout the area. Through sheer persistence and wealth, he became governor of California and a senior adviser to President Abraham Lincoln, whom he persuaded to greenlight a railroad linking California with the East Coast. The venture left Stanford one of the world’s wealthiest men, though not, Harris suggests, by his own merit, especially “given the amount of financial chicanery going on” and his reputation as a “big oaf.”

As time went on, disgruntled former employees kept protesting at Stanford’s San Francisco manor, so he bought a farm off the Santa Clara County train tracks called Mayfield Grange and renamed it Palo Alto after an imposing sequoia tree nearby. Racehorse breeding was Stanford’s passion, and he built out the facilities to host a top-level stable, with genetic optimization as his priority. Harris suggests that “the Palo Alto Stock Farm was really in the business of intellectual property,” like a Google or Apple of equine genetics. Stanford even hired photographer “Helios” (Eadweard Muybridge), whose groundbreaking visual experiments served as promotional materials affirming Stanford’s place on the cutting edge.

Stanford’s commitment to “disruptive” logic — efficiency uber alles — lives on as Palo Alto’s guiding principle, the aforementioned “Palo Alto System.” The system matured as West Coast capitalists emancipated themselves from Eastern funds and companies that financed the early generations of entrepreneurs. To this day, entrepreneurs and investors prioritize start-ups’ capacity to scale rapidly over profits, revenue or even functionality. Harris shows that monopoly, in Palo Alto’s imagination, is the only acceptable possibility. Latter chapters of “Palo Alto” feature failures such as Pets.com, as well as familiar giants such as Amazon and Facebook, all of which relied heavily on this system. (Amazon founder Jeff Bezos owns The Washington Post.) With destructive conditions for factory workers, and payment systems that distribute stock options instead of wages to employees, highly valued start-ups often lumber on for years without profits or, sometimes, even a product.

Leland Stanford left his mark on the region in other ways, too. After his son, Leland Jr., died young, the former governor and his wife, Jane, founded Leland Stanford Junior University, and the institution soon became Palo Alto’s epicenter. In exploring Palo Alto’s history, Harris has an eye for scandals, often emerging out of the university itself — like the murder of Jane Stanford, in which the school’s first president, David Starr Jordan, was apparently involved — and hypocrisy, particularly around eugenics and military funding. Many of Stanford’s early luminaries, Jordan chief among them, were obsessed with eugenics, and Harris suggests that their inheritors — including Frederick Terman and William Shockley, regarded as the founders of modern-day Silicon Valley — kept up the game to varying degrees.

No alum better symbolizes Stanford, for Harris, than its first U.S. president: Herbert Hoover, “a representative of the worldwide ruling class, super-imperialism personified.” Hoover studied geology and graduated near the bottom of Stanford’s first class, but quickly became a world-renowned “California engineer” specializing in mining. Rising to the presidency, he perfected another Palo Alto trademark that Harris calls the “associative model” — “the free, voluntary association of businessmen in their common interest,” ensuring profits for the select few in the loop and freezing out everyone else. Hoover was Stanford’s perfect man, a relentless, self-made capitalist elitist who remained massively influential after the ignominious end of his presidency thanks to his membership in the San Francisco Bohemian Club, where he functioned as a “global kingmaker” until his death.

“Palo Alto” continues onward, ranging from San Francisco’s Black beat poet laureate Bob Kaufman to MK-Ultra, the Black Panthers, the Homebrew Computer Club, Sun Microsystems, Elon Musk, Amazon warehouses and beyond. Famous names give way to dark histories, including the redlining and subsequent ghettoization of East Palo Alto, but also stretching beyond the region to encompass the Iran-contra affair and more. Harris’s fervent argumentation sometimes feels repetitious or meandering, but conviction and research burn through the page and give coherence and urgency to a daunting subject. Alas, a concluding call for the restitution of Palo Alto to the descendants of its original inhabitants, the Muwekma Ohlone Tribe, feels underwhelming, partly because their struggle remains marginal throughout a book that more frequently focuses on the oppression of Latin American, Asian and Black workers and residents.

Harris demonstrates that the charming story with which we began, in which hippies freed the world by virtue of their genius and creativity, was always a convenient deception. That narrative avoids mentioning decades of profiteering in U.S. imperial pursuits, from Vietnam to Nicaragua to Iraq; the nepotism and exploitation that built these would-be saviors’ fortunes; and, above all, the murderous displacements that created present-day Palo Alto. Though the town’s ideologues aspire to sun-soaked ascension above earthly clouds, their Olympus was always shrouded in shadows. Only by acknowledging its failings can the damage be repaired — if it’s not too late.

Federico Perelmuter is a writer from Buenos Aires.

Palo Alto

A History of California, Capitalism, and the World

Little, Brown. 708 pp. $36

A note to our readers

We are a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for us to earn fees by linking to Amazon.com and affiliated sites.

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Fri, 10 Feb 2023 11:28:00 -0600 en text/html https://www.washingtonpost.com/books/2023/02/09/palo-alto-malcolm-harris-review/
Killexams : Global Security Orchestration Automation and Response (SOAR) Market to 2029 - Strategic Business Report and Industry Forecasts

The MarketWatch News Department was not involved in the creation of this content.

Feb 09, 2023 (The Expresswire) -- The Security Orchestration Automation and Response (SOAR) Market report with massive business opportunities in the industry structure, sales (consumption), production, Generate Revenue at Significant Rate, capacity, statics figure and gross margin. The industry production status, market share, status and company profile of the manufacturers [Rapid7, FireEye, Splunk, IBM, Swimlane, Fortinet, Inc.Â, Siemplify, QI-ANXIN, Palo Alto Networks, LogRhythm, Cisco, Resolve System] are presented. Primary and secondary research is conducted on Security Orchestration Automation and Response (SOAR) companies to obtain the latest government regulations, market information and industry data. Security Orchestration Automation and Response (SOAR) market Data were collected from the manufacturers, product types [Threat Intelligence, Network Forensics, Event Management, Compliance Management, Workflow Management, Others], end users [BFSI, Retail, Health Care, Energy and Utilities, Government, IT and Telecommunications, Others], distributors, governments' industry bureaus, industry associations, industry experts, third party database, industry publications, and our in-house databases.

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How Big is the Global Security Orchestration Automation and Response (SOAR) market?

Security Orchestration Automation and Response (SOAR) Report Coverage:This part incorporates brief data about key items sold in the wide-reaching Security Orchestration Automation and Response (SOAR) market followed by an outline of significant fragments and makers canvassed in the report. It additionally gives features of market size development paces of various sort and application segments. Moreover, it incorporates data about concentrate on targets and years considered for the total research study of 106 Pages report.

Who is the Top Security Orchestration Automation and Response (SOAR) Manufacturer of the Industry?

Top Key Industry Players:Leading Top players of the industry are profiled here on the basis of economic activity and plans, products, Revenue, SWOT analysis, production, and other manufacturing details. Security Orchestration Automation and Response (SOAR) Market Size by Manufacturer,in this report, mergers and acquisitions and price, revenue, and expansion plans, are analysed.

Companies Covered in this report are:

● Rapid7 ● FireEye ● Splunk ● IBM ● Swimlane ● Fortinet, Inc. ● Siemplify ● QI-ANXIN ● Palo Alto Networks ● LogRhythm ● Cisco ● Resolve System

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What is the Scope of Security Orchestration Automation and Response (SOAR) Market?

Short Summary:Here, the report focuses on key trends of various products and other markets. It also shares analysis of the competitive landscape, where prominent key players and market concentration ratio are shed light upon. Players are studied on the basis of their date of market entry, manufacturing base distribution, products, and headquarters.

The global Security Orchestration Automation and Response (SOAR) market size was valued at USD 324.63 million in 2021 and is expected to expand at a CAGR of 16.35% during the forecast period, reaching USD 805.39 million by 2027.

Security orchestration automation and response (SOAR) enable organizations to collect data from a variety of sources and respond to safe operations from a single system without human assistance to deal with a changing threat environment.It also allows different solutions to integrate with each other and automate tasks in production through workflows to manage security alerts and prevent further network attacks.

The report combines extensive quantitative analysis and exhaustive qualitative analysis, ranges from a macro overview of the total market size, industry chain, and market dynamics to micro details of segment markets by type, application and region, and, as a result, provides a holistic view of, as well as a deep insight into the Security Orchestration Automation and Response (SOAR) market covering all its essential aspects.

For the competitive landscape, the report also introduces players in the industry from the perspective of the market share, concentration ratio, etc., and describes the leading companies in detail, with which the readers can get a better idea of their competitors and acquire an in-depth understanding of the competitive situation. Further, mergers and acquisitions, emerging market trends, the impact of COVID-19, and regional conflicts will all be considered.

In a nutshell, this report is a must-read for industry players, investors, researchers, consultants, business strategists, and all those who have any kind of stake or are planning to foray into the market in any manner.

Which Region is Expected to Hold the Highest Market Share 2022 to 2029?

Production by Region:Apart from global production and revenue shares by region, the authors have shared critical information about regional production in different geographical markets. Each regional market is analysed taking into account vital factors, viz. import and export, key players, and revenue, besides production. ● Primary Security Orchestration Automation and Response (SOAR) Market Consumption by Global Region:The report concentrates on global and regional consumption here. It provides figures related to global consumption by region such as consumption market share. All of the regional markets studied are assessed on the basis of consumption by country and application followed by analysis of country-level markets.

Which is the Leading Segment in the Security Orchestration Automation and Response (SOAR) Market?

By Type:It includes analysis of price, revenue, and production by type ({Threat Intelligence, Network Forensics, Event Management, Compliance Management, Workflow Management, Others}. ● By Application:It gives an overview of market size analysis by application followed by analysis of consumption market share, consumption, and breakdown data by application {BFSI, Retail, Health Care, Energy and Utilities, Government, IT and Telecommunications, Others}. ● Entry Strategy for Key Countries:Entry strategies for all of the country-level markets studied in the report are provided here.

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What is the Key Factor Driving the Market?

Production Forecasts:It includes forecast of key producers, where important regions and countries are taken into consideration, followed by forecast by type. Apart from global production and revenue forecasts, this section provides production and revenue forecasts by region. ● Consumption Forecast:It includes global consumption forecast by application and region. In addition, it provides consumption forecast for all regional markets studied in the report.

It also discussions about the market size of different segments and their growth aspects along with Competitive benchmarking, Historical data and forecasts, Company revenue shares, regional opportunities, Latest trends and dynamics, growth trends, various stakeholders like investors, CEOs, traders, suppliers, Research and media, Global Manager, Director, President, SWOT analysis i.e., Strength, Weakness, Opportunities and Threat to the organization and others. Revenue forecast, company share, competitive landscape, growth factors and trends.

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Detailed TOC of Global Security Orchestration Automation and Response (SOAR) Market Research Report 2022

1 Security Orchestration Automation and Response (SOAR) Market Overview

1.1 Product Overview and Scope of Security Orchestration Automation and Response (SOAR)
1.2 Security Orchestration Automation and Response (SOAR) Segment by Type
1.2.1 Global Security Orchestration Automation and Response (SOAR) Market Size Growth Rate Analysis by Type 2022 VS 2029
1.3 Security Orchestration Automation and Response (SOAR) Segment by Application
1.3.1 Global Security Orchestration Automation and Response (SOAR) Consumption Comparison by Application: 2022 VS 2029
1.4 Global Market Growth Prospects
1.4.1 Global Security Orchestration Automation and Response (SOAR) Revenue Estimates and Forecasts (2015-2029)
1.4.2 Global Security Orchestration Automation and Response (SOAR) Production Capacity Estimates and Forecasts (2015-2029)
1.4.3 Global Security Orchestration Automation and Response (SOAR) Production Estimates and Forecasts (2015-2029)

2 Market Competition by Manufacturers
2.1 Global Security Orchestration Automation and Response (SOAR) Production Capacity Market Share by Manufacturers (2015-2022)
2.2 Global Security Orchestration Automation and Response (SOAR) Revenue Market Share by Manufacturers (2015-2022)
2.3 Security Orchestration Automation and Response (SOAR) Market Share by Company Type (Tier 1, Tier 2 and Tier 3)
2.4 Global Security Orchestration Automation and Response (SOAR) Average Price by Manufacturers (2015-2022)
2.5 Manufacturers Security Orchestration Automation and Response (SOAR) Production Sites, Area Served, Product Types
2.6 Security Orchestration Automation and Response (SOAR) Market Competitive Situation and Trends
2.6.1 Security Orchestration Automation and Response (SOAR) Market Concentration Rate
2.6.2 Global 5 and 10 Largest Security Orchestration Automation and Response (SOAR) Players Market Share by Revenue
2.6.3 Mergers and Acquisitions, Expansion

3 Production Capacity by Region
3.1 Global Production Capacity of Security Orchestration Automation and Response (SOAR) Market Share by Region (2015-2022)
3.2 Global Security Orchestration Automation and Response (SOAR) Revenue Market Share by Region (2015-2022)
3.3 Global Security Orchestration Automation and Response (SOAR) Production Capacity, Revenue, Price and Gross Margin (2015-2022)

4 Global Security Orchestration Automation and Response (SOAR) Consumption by Region
4.1 Global Security Orchestration Automation and Response (SOAR) Consumption by Region
4.1.1 Global Security Orchestration Automation and Response (SOAR) Consumption by Region
4.1.2 Global Security Orchestration Automation and Response (SOAR) Consumption Market Share by Region
4.2 North America
4.3 Europe
4.4 Asia Pacific
4.5 Latin America

Get a demo Copy of the Security Orchestration Automation and Response (SOAR) Market Report 2023

5 Segment by Type
5.1 Global Security Orchestration Automation and Response (SOAR) Production Market Share by Type (2015-2022)
5.2 Global Security Orchestration Automation and Response (SOAR) Revenue Market Share by Type (2015-2022)
5.3 Global Security Orchestration Automation and Response (SOAR) Price by Type (2015-2022)
6 Segment by Application
6.1 Global Security Orchestration Automation and Response (SOAR) Production Market Share by Application (2015-2022)
6.2 Global Security Orchestration Automation and Response (SOAR) Revenue Market Share by Application (2015-2022)
6.3 Global Security Orchestration Automation and Response (SOAR) Price by Application (2015-2022)

7 Key Companies Profiled
7.1 Company
7.1.1 Security Orchestration Automation and Response (SOAR) Corporation Information
7.1.2 Security Orchestration Automation and Response (SOAR) Product Portfolio
7.1. CSecurity Orchestration Automation and Response (SOAR) Production Capacity, Revenue, Price and Gross Margin (2015-2022)
7.1.4 Company’s Main Business and Markets Served
7.1.5 Company’s latest Developments/Updates

8 Security Orchestration Automation and Response (SOAR) Manufacturing Cost Analysis
8.1 Security Orchestration Automation and Response (SOAR) Key Raw Materials Analysis
8.1.1 Key Raw Materials
8.1.2 Key Suppliers of Raw Materials
8.2 Proportion of Manufacturing Cost Structure
8.3 Manufacturing Process Analysis of Security Orchestration Automation and Response (SOAR)
8.4 Security Orchestration Automation and Response (SOAR) Industrial Chain Analysis

9 Marketing Channel, Distributors and Customers
9.1 Marketing Channel
9.2 Security Orchestration Automation and Response (SOAR) Distributors List
9.3 Security Orchestration Automation and Response (SOAR) Customers

10 Market Dynamics
10.1 Security Orchestration Automation and Response (SOAR) Industry Trends
10.2 Security Orchestration Automation and Response (SOAR) Market Drivers
10.3 Security Orchestration Automation and Response (SOAR) Market Challenges
10.4 Security Orchestration Automation and Response (SOAR) Market Restraints

11 Production and Supply Forecast
11.1 Global Forecasted Production of Security Orchestration Automation and Response (SOAR) by Region (2023-2029)
11.2 North America Security Orchestration Automation and Response (SOAR) Production, Revenue Forecast (2023-2029)
11.3 Europe Security Orchestration Automation and Response (SOAR) Production, Revenue Forecast (2023-2029)
11.4 China Security Orchestration Automation and Response (SOAR) Production, Revenue Forecast (2023-2029)
11.5 Japan Security Orchestration Automation and Response (SOAR) Production, Revenue Forecast (2023-2029)

12 Consumption and Demand Forecast
12.1 Global Forecasted Demand Analysis of Security Orchestration Automation and Response (SOAR)
12.2 North America Forecasted Consumption of Security Orchestration Automation and Response (SOAR) by Country
12.3 Europe Market Forecasted Consumption of Security Orchestration Automation and Response (SOAR) by Country
12.4 Asia Pacific Market Forecasted Consumption of Security Orchestration Automation and Response (SOAR) by Region
12.5 Latin America Forecasted Consumption of Security Orchestration Automation and Response (SOAR) by Country

13 Forecast by Type and by Application (2023-2029)
13.1 Global Production, Revenue and Price Forecast by Type (2023-2029)
13.1.1 Global Forecasted Production of Security Orchestration Automation and Response (SOAR) by Type (2023-2029)
13.1.2 Global Forecasted Revenue of Security Orchestration Automation and Response (SOAR) by Type (2023-2029)
13.1.3 Global Forecasted Price of Security Orchestration Automation and Response (SOAR) by Type (2023-2029)
13.2 Global Forecasted Consumption of Security Orchestration Automation and Response (SOAR) by Application (2023-2029)
13.2.1 Global Forecasted Production of Security Orchestration Automation and Response (SOAR) by Application (2023-2029)
13.2.2 Global Forecasted Revenue of Security Orchestration Automation and Response (SOAR) by Application (2023-2029)
13.2.3 Global Forecasted Price of Security Orchestration Automation and Response (SOAR) by Application (2023-2029)

14 Research Finding and Conclusion

15 Methodology and Data Source
15.1 Methodology/Research Approach
15.1.1 Research Programs/Design
15.1.2 Market Size Estimation
15.1.3 Market Breakdown and Data Triangulation
15.2 Data Source
15.2.1 Secondary Sources
15.2.2 Primary Sources
15.3 Author List
15.4 Disclaimer

Continued….

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Thu, 09 Feb 2023 11:58:00 -0600 en-US text/html https://www.marketwatch.com/press-release/global-security-orchestration-automation-and-response-soar-market-to-2029---strategic-business-report-and-industry-forecasts-2023-02-09
Killexams : Palo Alto schools may soon welcome children of city employees

Palo Alto's city workers may soon get a new perk: the ability to enroll their children in local schools.

The city and the Palo Alto Unified School District are currently discussing the idea of opening district schools to children of city employees, an idea that the district board of trustees is slated to discuss in March. It is one of numerous ideas that has been discussed in latest months by the school district's Enrollment Trends and Options Committee, which is charged with assessing options for boosting the district's declining enrollment.

According to state data, the school district's student population has dropped from 11,745 in 2020 to 10,754 in 2021 to 10,509 in 2022.

City Manager Ed Shikada described the new program during the Thursday morning meeting of the City/School Liaison Committee, which includes elected representatives from the City Council and the school board. He said he anticipates having city officials testify in support of this concept, which he said is "in the interest of both organizations and the community at large."

"If there are slots available, we have potential for city employees to fill those slots and, in so doing, increase or Improve the connection between our employees and the communities they serve," Shikada said. "As well as having the benefits, to the extent these employees are commuting to town, in having the flexibility to which schools their children would attend."

Deputy City Manager Chantal Cotton Gaines, who represents the city on the enrollment committee, said that the city has already surveyed its employees to see if they'd be interested in sending their children to local schools. Based on the survey responses, the city expects the program to add between 50 and 100 students to the school district.

The idea of adding children of city employees to local schools is part of a package of options that the enrollment committee has been considering. According to notes from its final meeting, which took place on Jan. 10, other options include expanding the district's boundaries, increasing its language immersion programs, adding learning centers at each site and having more "theme schools."

The district already has one "theme school" in the works, with Fletcher Middle School agreeing last fall to institute a focus on sustainability. With the new focus, Fletcher would be open to applications from students who would normally be assigned to Greene and Jane Lathrop Stanford schools, each of which has a higher student population than Fletcher.

School board member Todd Collins, who served on the enrollment committee, stressed that the number of new students that the new program for city employees would generate is relatively small.

"The main thing is that we realize that it's a very moderate number of people that we're talking about, which I think helps dimensionalize the conversation," Collins said.

Fri, 17 Feb 2023 02:49:00 -0600 en text/html https://www.paloaltoonline.com/news/2023/02/17/palo-alto-schools-may-soon-welcome-children-of-city-employees
Killexams : How Palo Alto has made America worse off No result found, try new keyword!The region’s ethos was meaningfully shaped by Stanford University, whose founding is responsible for molding it—and its principal city Palo Alto—into its own singular industry. Over the ... Mon, 13 Feb 2023 20:28:00 -0600 text/html https://www.fastcompany.com/90837770/palo-alto-malcolm-harris-book-capitalism-california-america Killexams : Blame Palo Alto

California can seem incoherent from top to bottom. From the south, there’s San Diego, a militarized pleasure dome that has quite effectively obscured obscene inequality with sunshine, sand, and SeaWorld. There’s Los Angeles, a gorgeous paragon of health and wellness famous for its exhaust fumes and smog, the world’s glorious entertainment capital where the most common thing to catch on TV is a news story about the rich and powerful caging as many poor people as they possibly can. There’s the Central Valley, hundreds of miles of farms so fertile that they produce more than half of America’s fruits and vegetables, resting atop a desert so perpetually drought-stricken that its denizens have been pumping the state’s groundwater dry just to keep up with demand. And then, of course, there’s the Bay Area—the coolest, queerest, most radical place in the country—and also one rapidly being made unlivable by tech bros, their tough-on-crime allies, and all of the money spewed in their wake.

There are other stops on that road trip, too, from Orange County and the country’s most beautiful beaches to Death Valley, Mount Whitney, and the country’s most extreme environments. But the most influential spot on the map is a small, wealthy enclave called Palo Alto: the economic, cultural, and spiritual hub of Silicon Valley. Indeed, from the story of this small town one can extrapolate much of the latest history of the world. Or so argues the journalist Malcolm Harris in his latest book, Palo Alto: A History of California, Capitalism, and the World.

Palo Alto: A History of California, Capitalism, and the World

by Malcolm Harris

Little, Brown, 720 pp., $36.00

It’s in Palo Alto that the gospel of optimization emerged alongside an unprecedented surveillance infrastructure, the dogma of meritocracy growing in parallel with the huge creation of wealth, power, and stress. At the heart of this history is what Harris recognizes as Silicon Valley’s singular capitalist innovation: foregrounding the individual to forestall class struggle, convincing or compelling those individuals not only to work till they drop, but to feel they have no choice—and, sometimes, to like it. So far, at least, Palo Alto has succeeded.

Harris would know. He was, after all, raised in Palo Alto. And though he has long since come east, he retains a eager eye for the cultural and economic hallmarks and exports of his famous hometown. His first book, Kids These Days, tracked late capitalism’s grinding effects on Harris’s own generation. His latest, Palo Alto—an encyclopedic account of the history and impact of the town—feels like the culmination of his upbringing and career. It’s a stunning, Technicolor anvil of a book, starting before the founding of Stanford University and proceeding through the rise of the computer, the internet, suburbs, startups, and startup culture, ranging from wars of conquest to the Cold War to the war on terrorism to the tech industry’s war on privacy.

Palo Alto is far from the first history of the town, its residents, or its influence, but it is among the most capacious. Its strength lies in this very broadness, in the book’s determination to cover art and crime and drugs and economics and eugenics and robots and attempt to tie it all together as the story of modernity. To make sense of California, of our world, we must turn to this shining city by the bay.


When Harris was in the fourth grade, a substitute teacher in the town’s elementary school—Ohlone Elementary, named for the area’s Indigenous population—told him and his classmates an unvarnished truth: “You live in a bubble.” The students, who lived in well-manicured if unassuming suburban homes, in this temperate, vaguely countercultural-seeming city, conveniently located near some of the richest companies (and having one of the finest school systems) in the country, were confounded.

For this indiscretion, the substitute was fired and blacklisted. But the moment stuck with Harris. It prompted him to question Palo Alto’s own explanation for “why things were the way they were—why some people had big houses and others didn’t, why some people lived here and everyone else didn’t: They deserved it. Hard work and talent allowed some people to change the world single-handedly, and they earned whatever they got.” The kids in Palo Alto were at the forefront of a generation raised online and on meritocracy, a cohort that simultaneously had more access to information than ever before but also less time to explore than any previous crop of kids.

The myth really began to lose its luster a few years later, when a wave of suicides among Palo Alto High School students began. Hard work was supposed to lead to success. But Palo Alto’s young were working so hard that many took their own lives. In a characteristically chilling insight, Harris notes that the railroad many of his classmates used to kill themselves (stepping in front of the Caltrain) was also the railroad that brought a critical mass of Anglo settlers to California in the first place, setting the whole sick system in motion.

The man who built that railroad was Leland Stanford—a “notably unexceptional” figure Harris sees as a “slacker” who got very lucky. Born in Watervliet, New York, in 1824, young Stanford did as so many restless white men were doing in the mid–nineteenth century: He went west looking for an easy fortune, helping to displace (that is, enslave, expel, murder) Indigenous communities in the name of “improving” land that the settlers called “California.” California was booming, and, within a decade of landing in the new territory, Stanford—the dim front man for a quartet of ambitious merchants called “the Associates”—became governor. Later, capitalizing on the prestige of his single, undistinguished term in office, he became the president of a railroad line linking the resource-rich West Coast to East Coast money.

The railroads were built with federal largesse (a grant to the railroad barons of an amount of land whose total size was larger than Maryland’s) and exploited immigrant laborers. The result was an efficient system of transcontinental transportation, the creation of fabulously wealthy corporations and a tiny elite that ran them, and so much worker resentment directed at the barons that Stanford chose to relocate from a San Francisco mansion to an agricultural area to the south that was renamed for the region’s tall trees: Palo Alto.

In Palo Alto, Stanford came into his own and created a pseudo-feudal empire, at the heart of which was a horse farm. Not content merely to own horses (even the fastest horses), “Stanford the capitalist” embarked on “a serious scientific campaign regarding the improved performance of the laboring animal,” viewing horses as biological machines that could be perfected, made ever faster. The result was not a stable of super-horses but “a regimen of capitalist rationality” and an “exclusive focus on potential and speculative value” that Harris calls the “Palo Alto System.” It is the Palo Alto System that the rest of the book tracks, the unholy marriage of data and control in service of ever-greater profits.


Stanford, and especially his followers, were eager to put the Palo Alto System into practice, and they had just the place to do so: the university that the railroad baron had recently founded in his adopted hometown. Stanford University was established in 1885 to be a new type of school for new people in a newly colonized land, a training ground for the children of California on what was then the largest university campus in the United States.

The first students matriculated in 1891. Just two years later, Stanford was dead. The university’s president—the scientist David Starr Jordan—may or may not have then poisoned Stanford’s widow, Jane, in order to seize control. In any event, Stanford became Jordan’s school, and he turned it into a “home for high tech–research and development,” a “global headquarters of science” where administrators used the “science” of eugenics to recruit students and faculty. As early as 1909, Jordan and the head of his civil engineering department gave a latest alum access to the school’s high voltage laboratory, facilitating the creation of a long-range telegraphy company and ultimately making Stanford a hub for the burgeoning radio industry. Meanwhile, Jordan hired scholars like Lewis Terman, a social scientist who transformed primitive intelligence testing into a eugenic practice meant to weed out the evolutionarily fit from the rest (a technique that soon informed Stanford’s grading system). By the end of the Jordan era, Harris writes, the school excelled at producing both “mining engineers” and “intelligence prospectors,” investing in both young companies and young minds. Data and control in action.

Most influential of the Stanford men—and, indeed, the closest thing Palo Alto has to a main character—was the future U.S. President Herbert Hoover. One of the very first students to enroll at the college, Hoover was a middling scholar (he got zero A’s) but proved to be an excellent administrator (setting up a laundry service on campus and quickly subcontracting to other students to maximize his income). After graduation, he worked as a mining manager in colonized regions of Australia and China, went on to serve as U.S. commerce secretary, and ultimately became a catastrophic one-term president at the nadir of the Great Depression. Above all, Hoover was a zealous anti-communist. As a post-presidential roving public intellectual and political grandee, he threw himself projects like crushing unions (his California ranch was a site of significant labor unrest) and engineering post–World War II food aid to Germany to jump-start an economy friendly to powerful interests (he wanted workers “to be fed” but “not too much”). Among his most lasting legacies is the Hoover Institution, a reactionary think tank housed in a tower that looms—“phallic,” Harris notes—over Stanford.

During the Cold War, federal money flowed into Palo Alto, which grew rich making high-tech weapons and surveillance machinery. Stanford became an electronics laboratory and corporate landlord, with Lockheed Martin, Fairchild Semiconductor, and Hewlett-Packard conveniently taking up residence near campus (and near all those burgeoning engineers). The computer emerged from Palo Alto–based innovations: the vacuum tube, the silicon transistor, and the tech startup. A white, patriarchal, and conservative suburban culture emerged, too: engineer fathers taking the car to work to build missile systems, homemaker mothers carefully tending to single-family homes in restricted neighborhoods. Home prices skyrocketed. The wealth was built by (and on the backs of) subjugated Black migrants and Mexican and Asian immigrants, “just the way Hoover and his associates planned it.” Newcomers of color arriving in this rich corner of the Golden State were forced to find homes on the less desirable side of Highway 101, compete for dwindling agricultural jobs or nonunionized manufacturing jobs, and often settle for janitorial or other service positions.

At the same time, Palo Alto was expanding across the globe, with California companies like HP and Bank of America opening outposts in places like Böblingen, Germany, and Tokyo, respectively—two of the very sites the Allies had recently strategically bombed using Palo Alto tech. Elsewhere across the globe, colonized peoples were rising up, mirroring (and emerging in coordination with) resistance by marginalized peoples within the United States. The Black Panther Party—“the most important American communist party since the Popular Front”—exploded out of the Bay Area in the late 1960s, and student radicals (even at Stanford) protested incipient computer technology. Militants occupied Stanford’s Applied Electronics Lab for more than a week, bombed the Stanford Linear Accelerator Center, and invaded the Stanford Research Institute in an attempt to destroy its data storage drums. The students believed, correctly, that the school’s data processing research was integral to the U.S. war machine (having been specifically tipped off that the Stanford Research Institute was modeling an offensive in Vietnam). Yet increasingly militarized police and technologically sophisticated militaries quelled rebellion at home and abroad.

Even as U.S. factories began fleeing offshore in the 1960s and 1970s, “Silicon Valley came into its own.” While manufacturing flatlined, the tech industry soared. “White working-class homeowners,” Harris writes, “began to identify as white and homeowners more than as members of the working class”—nowhere more so than in California, in Palo Alto most of all—and they united to snuff out the remnants of the New Deal, electing leaders who deregulated industry and finance, privatized services, decimated unions, and delivered tax cuts. This move was not just political but cultural; California’s hippies turned classwide struggle into individualized, existential melodrama. Tripping and consciousness-raising supplanted collective action.

Uniting the political and the cultural with aplomb, California’s business leaders picked an affable brand-ambassador for free-market capitalism and Golden State individualism: Ronald Reagan. Led by an auto dealership magnate named Holmes Tuttle, they encouraged Reagan to run for office and bought him national airtime to sing their gospel. His presidential administration (including several California industrialists and arms dealers) cut social services to increase defense spending, funneled money and fancy Palo Alto tech (phone-intercept equipment, anti-aircraft missiles, etc.) to repressive local elites around the world, and helped turn education (previously an accessible incubator for all that pesky student radicalism) into a private market, leading students “to think of themselves in the same terms, as a walking, talking set of investments.”

The Palo Alto System was ascendant, as rich kids (like Bill Gates) and countercultural hustlers (like Steve Jobs) invested wisely and created not only companies but an accompanying mythology. The computer became personal, the internet became privatized, and coffee and cocaine both became fuels imported from abroad for Silicon Valley workers (in the startups and on the streets) to seek ever greater efficiency. New companies—Cisco, Oracle, Sun Microsystems, Netscape, Amazon, Google—burst forth and disrupted and extracted more and more, their innovations enabled by families of refugees living in basements in an increasingly unaffordable Bay Area, by workers laboring for pennies in highly surveilled factories across the global south.

The bright young companies promised “a new phase of postindustrial American expansion,” and regulators hastened to get out of the way. The bonds linking tech and the state only tightened after 9/11, when “Silicon Valley’s self-styled anti-authoritarians” saw exciting new moneymaking opportunities in supplying private data to public authorities bent on control. Mere months after the World Trade Center fell, Oracle had established a division to design and sell “homeland security and disaster recovery solutions,” and even though CEO Larry Ellison did not succeed in winning a contract for a national biometric identification system, Oracle’s revenue nonetheless doubled during the George W. Bush years.

“Palo Alto and Silicon Valley and Stanford and tech and the internet stood for more than the latest electronics,” Harris writes. “They stood for getting fucking rich.” With hefty state contracts, low taxes, easy access to credit, and little meaningful regulation, Palo Alto’s princelings could borrow and invest and attain monopolistic domination in record time, consequences be damned.

From left: Jeff Bezos, Larry Page, and Sheryl Sandberg met with Vice President-elect Mike Pence and President-elect Donald Trump at a summit brokered by Peter Thiel in 2016.

DREW ANGERER/GETTY

As the book gets closer and closer to the present, Harris acknowledges, it becomes increasingly “difficult to narrativize the latest phase of Silicon Valley history.” The dot-com and housing bubbles burst, anger swelled in the streets, yet Palo Alto’s capitalists just kept doubling down, aided and abetted and funded at every step by the supposed adults in the White House and on Wall Street. “The process selected for and elevated certain kinds of people. This, frankly, is where the story gets dumb.”

In latest Silicon Valley history, the dumbest and most outlandish and most venal individuals have made out the best (at least for a while). Elizabeth Holmes and Sunny Balwani of Theranos, Travis Kalanick of Uber, Adam Neumann of WeWork—these were people so lacking in creativity or ingenuity or even basic technical expertise that they “made Steve Jobs look like Steve Wozniak.” And all this was before Elon Musk oopsied his way into buying Twitter and then promptly revealed himself to be such a stunningly incompetent manager that he effectively gutted one of the world’s most important and popular communications platforms in a matter of weeks. Before the most celebrated crypto-exchange was revealed to be a massive Ponzi scheme run by a privileged polycule of twentysomethings.

Donald Trump’s success was the dumbest of all, his 2016 run for the presidency lavished with support from such Silicon Valley power players as Bob and Rebekah Mercer and Peter Thiel. For Thiel, a Stanford-educated tech entrepreneur and far-right culture warrior, Trump was a speculative bet that paid off handsomely. The new administration contracted with Thiel’s data analysis firm, Palantir, to the tune of billions of dollars, and Thiel himself became the Trump White House’s liaison to Silicon Valley. Shortly after Trump’s election, Thiel helped to engineer a much-publicized meeting between the new president and Silicon Valley’s elite: Jeff Bezos, Tim Cook, Elon Musk, Larry Page, Sheryl Sandberg, Eric Schmidt, and a slew of other tech executives. “After this meeting, these firms grew willing and even eager to deal with the government directly,” Harris recounts. “Amazon, Google, and Microsoft pursued and won tens of billions in security contracts, edging into the territory of traditional prime contractors.”

The Trump meeting was “a culmination of the Palo Alto System,” Harris concludes. This regional economy represented the world’s highest concentration of capital, and now its leaders could claim their place “at the center of the capitalist world,” pledging allegiance to data and control.

The Palo Alto System has prevailed far beyond the corridors of power. The gospel of relentless optimization has encroached on every area of life. It’s why homeowners and car owners rent out their abodes and their vehicles as part-time servants, why laborers in Amazon warehouses and overburdened hospitals urinate in bottles rather than halting for even a minute, why writers and artists and academics without institutional homes have to tell themselves that just one more gig might lead to some stability. It’s why one high school student in Palo Alto (where the suicide rate between 2003 and 2015 was three times the state average) could write, “We are not teenagers. We are lifeless bodies in a system that breeds competition, hatred, and discourages teamwork and genuine learning.” Today, individuals race to monetize their every moment, their bodies, their minds, their identities, until they can squeeze productivity out of every spare second, until they can never stop.


Harris does not seek to close his big book with a wider solution or a cure. He calls for Stanford and Palo Alto to be disestablished, the plundered wealth and stolen land turned back over to the Ohlone. It’s a compelling idea, one that (as Harris notes) Indigenous activists and scholars have been demanding for a long time. In fact, in the months since Harris sent his manuscript off to be printed, the city of Oakland has announced it would return land to the Ohlone—but just five acres. As Harris acknowledges, it’s unlikely the Stanford board of trustees will allow any broader reparations of land.

In any case, as Harris makes clear, the Palo Alto System is much bigger than Palo Alto or even California. The regime of incessant investment and labor that Harris describes in fact is so dominant that it makes one wonder whether today’s culture can be directly traced to Palo Alto, or whether Palo Alto simply serves as a neat exemplar of that culture. If, as Harris writes in the epilogue, there “is just capitalism, an impersonal system that acts through people toward the increasing accumulation of capital,” then where exactly does the Palo Alto System enter the equation? And how distinct is the Palo Alto System from, say, what the historian Edward Baptist calls “the ‘whipping-machine’ system,” through which slaveholders literally beat consistent increases in productivity out of increasing numbers of enslaved Black people between 1800 and 1860? How distinct is it from the scientific management regimes long deployed by agents of imperialism, which sought to profit from and regulate native life to such an extent that—as the scholar Warwick Anderson has described—early–twentieth-century American agents even tried to dictate the manner in which Filipinos defecated? How distinct, in other words, is the Palo Alto System from empire, from capitalism itself?

Yet if Palo Alto is an imperfect frame for understanding a history as gargantuan as the one that Harris recounts, Palo Alto nonetheless manages to tell a story that is grand in its scope, startling in its specifics, and ingenious in the connections it draws. Ultimately, neither California nor the broader world is incoherent when viewed, clear-eyed, in the harsh light of history. By striving to extract profit at every conceivable opportunity, the pioneers and innovators have condemned us all, and the places where we live, to a trudge toward collapse.

Sun, 05 Feb 2023 10:00:00 -0600 en-us text/html https://newrepublic.com/article/170273/blame-palo-alto-history-book-review
Killexams : $1000 Invested In Palo Alto Networks 10 Years Ago Would Be Worth This Much Today

Palo Alto Networks PANW has outperformed the market over the past 10 years by 14.53% on an annualized basis producing an average annual return of 24.95%. Currently, Palo Alto Networks has a market capitalization of $51.10 billion.

Buying $1000 In PANW: If an investor had bought $1000 of PANW stock 10 years ago, it would be worth $9,247.45 today based on a price of $169.00 for PANW at the time of writing.

Palo Alto Networks's Performance Over Last 10 Years

Finally -- what's the point of all this? The key insight to take from this article is to note how much of a difference compounded returns can make in your cash growth over a period of time.

This article was generated by Benzinga's automated content engine and reviewed by an editor.

© 2023 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.

Fri, 17 Feb 2023 04:34:00 -0600 en text/html https://www.benzinga.com/news/earnings/23/02/30964342/1000-invested-in-palo-alto-networks-10-years-ago-would-be-worth-this-much-today
Killexams : Prepare for Presidents Day service closures in Palo Alto

• Garbage pickup: Regular collection service will be maintained.

Transportation

• Caltrain: Caltrain will operate on a modified schedule on Monday. For more information, visit caltrain.com.

• SamTrans: SamTrans will operate on a regular, nonschool day schedule for the holiday. Bus routes that primarily serve local schools won't operate.  The administrative offices of the San Mateo County Transit District, which manages SamTrans, will be open for the holiday. The Customer Service Center will operate with normal hours, 7 a.m. to 7 p.m. For more information, visit samtrans.com.

• Santa Clara Valley Transportation Authority: The VTA will operate as usual, but the office will be closed. For more information, visit vta.org.

Schools

• Palo Alto Unified School District: Schools will be closed on Monday.

Federal, state offices

• U.S. Postal Service: Post offices will be closed. Regular mail will not be delivered.

Fri, 17 Feb 2023 03:17:00 -0600 en text/html https://www.paloaltoonline.com/news/2023/02/17/prepare-for-presidents-day-service-closures-in-palo-alto
Killexams : Palo Alto: Where California and capitalism's original sins meet

Fri, 17 Feb 2023 04:00:00 -0600 en text/html https://www.sfexaminer.com/culture/palo-alto-a-history-of-california-capitalism-and-the-world/article_3d9c8c7e-aca2-11ed-9d2a-6b06b2ce05ba.html Killexams : Internet of Things (IoT) Software Market 2023 Study by Business Opportunities, Top manufacturers Records, Revenue, Price and Gross Margin

The MarketWatch News Department was not involved in the creation of this content.

Feb 07, 2023 (The Expresswire) -- The Internet of Things (IoT) Software Market report with massive business opportunities in the industry structure, sales (consumption), production, Generate Revenue at Significant Rate, capacity, statics figure and gross margin. The industry production status, market share, status and company profile of the manufacturers [, DarkMatter, NewSkY Security, Artik, SecureRF, Salesforce, Thales, Raytheon Cyber, ForgeRock, Bastille, Pwnie Express, Dedrone, Thingworx, Claroty, Zingbox, Cisco, Sophos, Praetorian, EY, Prove and Run, IBM Corporation, Microsoft Corporation, Palo Alto Networks, Symantec, Centri Technology, Dell EMC, Armis, McAfee,] are presented. Primary and secondary research is conducted on Internet of Things (IoT) Software companies to obtain the latest government regulations, market information and industry data. Internet of Things (IoT) Software market Data were collected from the manufacturers, product types [, Real-time Streaming, Analytics Software, Security Solution Software, Data Management Software, Remote Monitoring System Software, Network Bandwidth Management Software, ,], end users [, Building and Home Automation, Manufacturing, Retail, Transportation, Others,], distributors, governments' industry bureaus, industry associations, industry experts, third party database, industry publications, and our in-house databases.

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How Big is the Global Internet of Things (IoT) Software market?

Internet of Things (IoT) Software Report Coverage:This part incorporates brief data about key items sold in the wide-reaching Internet of Things (IoT) Software market followed by an outline of significant fragments and makers canvassed in the report. It additionally gives features of market size development paces of various sort and application segments. Moreover, it incorporates data about concentrate on targets and years considered for the total research study of 106 Pages report.

Who is the Top Internet of Things (IoT) Software Manufacturer of the Industry?

Top Key Industry Players:Leading Top players of the industry are profiled here on the basis of economic activity and plans, products, Revenue, SWOT analysis, production, and other manufacturing details. Internet of Things (IoT) Software Market Size by Manufacturer,in this report, mergers and acquisitions and price, revenue, and expansion plans, are analysed.

Companies Covered in this report are:

● DarkMatter ● NewSkY Security ● Artik ● SecureRF ● Salesforce ● Thales ● Raytheon Cyber ● ForgeRock ● Bastille ● Pwnie Express ● Dedrone ● Thingworx ● Claroty ● Zingbox ● Cisco ● Sophos ● Praetorian ● EY ● Prove and Run ● IBM Corporation ● Microsoft Corporation ● Palo Alto Networks ● Symantec ● Centri Technology ● Dell EMC ● Armis ● McAfee ●

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What is the Scope of Internet of Things (IoT) Software Market?

Short Summary:Here, the report focuses on key trends of various products and other markets. It also shares analysis of the competitive landscape, where prominent key players and market concentration ratio are shed light upon. Players are studied on the basis of their date of market entry, manufacturing base distribution, products, and headquarters.

Internet of Things (IoT) Software Marketsize, segment (mainly coveringMajorType (, Real-time Streaming, Analytics Software, Security Solution Software, Data Management Software, Remote Monitoring System Software, Network Bandwidth Management Software, ,),End Users (, Building and Home Automation, Manufacturing, Retail, Transportation, Others,), and regions), latest status, development trendsa and competitor landscape. Furthermore, the 106 pages report provides detailed cost analysis, supply chain.

Technological innovation and advancement will further optimize the performance of the product, making it more widely used in downstream end users. Also, Consumer behaviour analysis and market dynamics (drivers, restraints, opportunities) provides crucial information for knowing the Internet of Things (IoT) Software market.

Which Region is Expected to Hold the Highest Market Share 2022 to 2029?

Production by Region:Apart from global production and revenue shares by region, the authors have shared critical information about regional production in different geographical markets. Each regional market is analysed taking into account vital factors, viz. import and export, key players, and revenue, besides production. ● Primary Internet of Things (IoT) Software Market Consumption by Global Region:The report concentrates on global and regional consumption here. It provides figures related to global consumption by region such as consumption market share. All of the regional markets studied are assessed on the basis of consumption by country and application followed by analysis of country-level markets.

Which is the Leading Segment in the Internet of Things (IoT) Software Market?

By Type:It includes analysis of price, revenue, and production by type ({, Real-time Streaming, Analytics Software, Security Solution Software, Data Management Software, Remote Monitoring System Software, Network Bandwidth Management Software, ,}. ● By Application:It gives an overview of market size analysis by application followed by analysis of consumption market share, consumption, and breakdown data by application {, Building and Home Automation, Manufacturing, Retail, Transportation, Others,}. ● Entry Strategy for Key Countries:Entry strategies for all of the country-level markets studied in the report are provided here.

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What is the Key Factor Driving the Market?

Production Forecasts:It includes forecast of key producers, where important regions and countries are taken into consideration, followed by forecast by type. Apart from global production and revenue forecasts, this section provides production and revenue forecasts by region. ● Consumption Forecast:It includes global consumption forecast by application and region. In addition, it provides consumption forecast for all regional markets studied in the report.

It also discussions about the market size of different segments and their growth aspects along with Competitive benchmarking, Historical data and forecasts, Company revenue shares, regional opportunities, Latest trends and dynamics, growth trends, various stakeholders like investors, CEOs, traders, suppliers, Research and media, Global Manager, Director, President, SWOT analysis i.e., Strength, Weakness, Opportunities and Threat to the organization and others. Revenue forecast, company share, competitive landscape, growth factors and trends.

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Detailed TOC of Global Internet of Things (IoT) Software Market Research Report 2022

1 Internet of Things (IoT) Software Market Overview

1.1 Product Overview and Scope of Internet of Things (IoT) Software
1.2 Internet of Things (IoT) Software Segment by Type
1.2.1 Global Internet of Things (IoT) Software Market Size Growth Rate Analysis by Type 2022 VS 2029
1.3 Internet of Things (IoT) Software Segment by Application
1.3.1 Global Internet of Things (IoT) Software Consumption Comparison by Application: 2022 VS 2029
1.4 Global Market Growth Prospects
1.4.1 Global Internet of Things (IoT) Software Revenue Estimates and Forecasts (2015-2029)
1.4.2 Global Internet of Things (IoT) Software Production Capacity Estimates and Forecasts (2015-2029)
1.4.3 Global Internet of Things (IoT) Software Production Estimates and Forecasts (2015-2029)

2 Market Competition by Manufacturers
2.1 Global Internet of Things (IoT) Software Production Capacity Market Share by Manufacturers (2015-2022)
2.2 Global Internet of Things (IoT) Software Revenue Market Share by Manufacturers (2015-2022)
2.3 Internet of Things (IoT) Software Market Share by Company Type (Tier 1, Tier 2 and Tier 3)
2.4 Global Internet of Things (IoT) Software Average Price by Manufacturers (2015-2022)
2.5 Manufacturers Internet of Things (IoT) Software Production Sites, Area Served, Product Types
2.6 Internet of Things (IoT) Software Market Competitive Situation and Trends
2.6.1 Internet of Things (IoT) Software Market Concentration Rate
2.6.2 Global 5 and 10 Largest Internet of Things (IoT) Software Players Market Share by Revenue
2.6.3 Mergers and Acquisitions, Expansion

3 Production Capacity by Region
3.1 Global Production Capacity of Internet of Things (IoT) Software Market Share by Region (2015-2022)
3.2 Global Internet of Things (IoT) Software Revenue Market Share by Region (2015-2022)
3.3 Global Internet of Things (IoT) Software Production Capacity, Revenue, Price and Gross Margin (2015-2022)

4 Global Internet of Things (IoT) Software Consumption by Region
4.1 Global Internet of Things (IoT) Software Consumption by Region
4.1.1 Global Internet of Things (IoT) Software Consumption by Region
4.1.2 Global Internet of Things (IoT) Software Consumption Market Share by Region
4.2 North America
4.3 Europe
4.4 Asia Pacific
4.5 Latin America

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5 Segment by Type
5.1 Global Internet of Things (IoT) Software Production Market Share by Type (2015-2022)
5.2 Global Internet of Things (IoT) Software Revenue Market Share by Type (2015-2022)
5.3 Global Internet of Things (IoT) Software Price by Type (2015-2022)
6 Segment by Application
6.1 Global Internet of Things (IoT) Software Production Market Share by Application (2015-2022)
6.2 Global Internet of Things (IoT) Software Revenue Market Share by Application (2015-2022)
6.3 Global Internet of Things (IoT) Software Price by Application (2015-2022)

7 Key Companies Profiled
7.1 Company
7.1.1 Internet of Things (IoT) Software Corporation Information
7.1.2 Internet of Things (IoT) Software Product Portfolio
7.1. CInternet of Things (IoT) Software Production Capacity, Revenue, Price and Gross Margin (2015-2022)
7.1.4 Company’s Main Business and Markets Served
7.1.5 Company’s latest Developments/Updates

8 Internet of Things (IoT) Software Manufacturing Cost Analysis
8.1 Internet of Things (IoT) Software Key Raw Materials Analysis
8.1.1 Key Raw Materials
8.1.2 Key Suppliers of Raw Materials
8.2 Proportion of Manufacturing Cost Structure
8.3 Manufacturing Process Analysis of Internet of Things (IoT) Software
8.4 Internet of Things (IoT) Software Industrial Chain Analysis

9 Marketing Channel, Distributors and Customers
9.1 Marketing Channel
9.2 Internet of Things (IoT) Software Distributors List
9.3 Internet of Things (IoT) Software Customers

10 Market Dynamics
10.1 Internet of Things (IoT) Software Industry Trends
10.2 Internet of Things (IoT) Software Market Drivers
10.3 Internet of Things (IoT) Software Market Challenges
10.4 Internet of Things (IoT) Software Market Restraints

11 Production and Supply Forecast
11.1 Global Forecasted Production of Internet of Things (IoT) Software by Region (2023-2029)
11.2 North America Internet of Things (IoT) Software Production, Revenue Forecast (2023-2029)
11.3 Europe Internet of Things (IoT) Software Production, Revenue Forecast (2023-2029)
11.4 China Internet of Things (IoT) Software Production, Revenue Forecast (2023-2029)
11.5 Japan Internet of Things (IoT) Software Production, Revenue Forecast (2023-2029)

12 Consumption and Demand Forecast
12.1 Global Forecasted Demand Analysis of Internet of Things (IoT) Software
12.2 North America Forecasted Consumption of Internet of Things (IoT) Software by Country
12.3 Europe Market Forecasted Consumption of Internet of Things (IoT) Software by Country
12.4 Asia Pacific Market Forecasted Consumption of Internet of Things (IoT) Software by Region
12.5 Latin America Forecasted Consumption of Internet of Things (IoT) Software by Country

13 Forecast by Type and by Application (2023-2029)
13.1 Global Production, Revenue and Price Forecast by Type (2023-2029)
13.1.1 Global Forecasted Production of Internet of Things (IoT) Software by Type (2023-2029)
13.1.2 Global Forecasted Revenue of Internet of Things (IoT) Software by Type (2023-2029)
13.1.3 Global Forecasted Price of Internet of Things (IoT) Software by Type (2023-2029)
13.2 Global Forecasted Consumption of Internet of Things (IoT) Software by Application (2023-2029)
13.2.1 Global Forecasted Production of Internet of Things (IoT) Software by Application (2023-2029)
13.2.2 Global Forecasted Revenue of Internet of Things (IoT) Software by Application (2023-2029)
13.2.3 Global Forecasted Price of Internet of Things (IoT) Software by Application (2023-2029)

14 Research Finding and Conclusion

15 Methodology and Data Source
15.1 Methodology/Research Approach
15.1.1 Research Programs/Design
15.1.2 Market Size Estimation
15.1.3 Market Breakdown and Data Triangulation
15.2 Data Source
15.2.1 Secondary Sources
15.2.2 Primary Sources
15.3 Author List
15.4 Disclaimer

Continued….

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